EVENT PLANNING:

The Initial Process

(Part 1)
• Planning an event is a continuous
and dynamic process.
• Part of planning anticipates
possible influences and problems
so that suitable action can be
taken should any problem occur.
• It involves a systematic decision-
making process.
• Planning for an event involves so
many factors that everything
must be clearly documented
 FEASIBILITY
STUDY
• Required for a one-off event, the start of a new and
proposed recurring event, or one that is already a
permanent fixture.
• A one-off event may require a bid process
• Event description. A clear understanding is initially
required of the type and characteristics of the event
that is proposed. E.g. Themes, activities,
programme,geographical location, physical set-up and
dates…
• Feasibility of making a bid. The bid preparation itself
will involve cost, and assessment should be made on
whether it is worthwhile to bid and what the chances
are winning.
• Budgeting and financing. Based upon accurate
research and projections.
• Fitting with overall tourism strategy. Should also have
some degree synergy with existing attractions and
destination image.
• Impact audit. The event will impact the community and
local economy.
• Opportunity cost. Resources may be taken from
elsewhere, such as for construction, education, health
and welfare.
• Stakeholder support. The degree of support and
consensus among potential event stakeholders will
impact the event outcome.
• Sponsorship. Can be a major event stakeholder and financier.
• Support services. Even the stakeholder collaboration within
the destination, external help be needed for providing venue,
transportation, staffing, media reporting and other various
suppliers for the events. Contract costs and legal obligations
should be considered.
• Event delivery. Assessment must be made of whether the
event can be delivered on time and within the budget and
satisfy the event objectives.
• Competitive audit. Depending on event type, participant
profile and situational factors, some destinations may be more
• Infrastructure and capacity. Assessing physical visitor capacities
at destination entrance and exit points, local transportation,
accommodation, venues, bars…attractions should reflect the
ability to effectively handle large numbers to event participants.
• Marketing and promotion. Factors such as positioning
statement, target audience, creating an event brand and how to
make the event attractive will be core in bringing people to the
event.
• Creating an event legacy. Careful planning is needed on the use
of venues, facilities and infrastructure created for the event
after it is finished. Legacy strategy needs to be in place and
implemented before the event is concluded.
 RISK AUDIT
During the feasibility study stage, event planners
should look at the potential risks involved. Risks
have various levels, requiring suitable measured
responses:
• Financial. Careful attention and strict control needs to be
given to the balance sheet and to monitoring event expenses
and revenues.
• Weather. Asian destinations are constantly affected by
adverse weather conditions such as flooding, typhoons and
drought.
• Security. Political unrest and terrorism can cause security
concerns for participants, performers and VIPs.
• Destination image. The degree of success or failure of an
event can impact perceptions of destinations.
• Food safety. Food poisoning or food
tampering can affect anyone from
guests.
• Public utility failure. Electricity
blackouts or brown-outs can occur, as
well as disruptions to water supply.
• Corruption. With the building of
facilities for events or moving the
event planning along, corruption may
be discovered. This may receive press
coverage.
• Venue failure. Temporary or
permanent structures may collapse.
Participant capacity and crowd control.
 BID PROCESS
• Can occur either for hosting an event for the first time or on
a recurring basis.
• Clients of corporate events look at criteria such as cost and
budgets; background and experience of the event company
• A bid document or event pitch should be persuasive and
confidence-inspiring.
• Endorsement letters and testimonials. Letters to
government, sponsors and past clients can give
further credibility to the bid.
• City and destination profile. Can be beneficial to
showcase the attractiveness of the city through
its sights, friendly people…
• Other events. In addition to location background,
it can be attractive to have other events.
• Economy. Value for money and exchange rates
can be important decision-making criteria.
• Venue. This should fit the requirements of the
bid brief in terms of capacity, facilities, support
services and other aspects.
• Accommodation. Events can have official
accommodation or participants can be given a
list showing various price ranges and facilities.
• Dining venues. Some visitors are content with
food that they would normally have, while
others look for more exotic or authentic cuisine.
• Programme suggestions. Possible site trips, tour
programmes and leisure pursuits can be
suggested within the bid document.
• Budget. Given ever-increasing budget concerns,
while other factors in the bid document can be
persuasive, the budget is normally a key issue.
END OF Part 1
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