Introduction
Unit 38 Business Event Management Assignment Help Online
One sector that has expanded significantly is business event management. It is estimated that arranging corporate events costs more than $500 billion annually worldwide. Even while there have always been business gatherings, industry has only recently come to understand their significance. For instance, team building events are now an essential component of any organization’s human resource policy. Similar events include opening ceremonies, trade exhibitions, and product debuts. All of these corporate events have an important component that goes along with them: organisation. There are organisations today that specialise in organising such corporate gatherings. Business event management is a standalone sector of the economy.
Task 1
LO1: Be able to plan an event or project
Unit 38 Business Event Management Assignment Help Online
Carry out an identified event or project within an agreed timescale
It is crucial to comprehend the event or business management process before learning more about the product launch procedure. The coordination, planning, and execution of all the individuals, groups, and components that come together or are grouped together to create and manage various types of events can be referred to as event management (Jones, 2014). An essential component of event management is event planning. Product launches, tradeshows, ceremonies, and other commercial and non-business events can all be organised through a process known as event planning (Jones, 2014). The following are crucial steps in an event planning process: Budgeting
Creating deadlines,
choosing and booking the event locations
Obtaining licences
preparing food
arranging for transportation
constructing a theme
setting up activities
choosing keynote speakers and speakers
Organizing facilities and equipment
controlling risk
putting together backup plans.
This job will centre on running a hypothetical product launch event in order to have a better knowledge of the ideas linked to organising commercial event management. An example would be the European market’s new mobile company’s product launch event.
LO2: Be able to effectively administer an event or project
2.1 Set up the project, choose the completion date and allocate responsibilities
It is possible to think of Project as the product launch for a new mobile phone entering the European market. The dates for the product launch event are listed below because it is anticipated to take a total of 12 weeks to complete;
Thus, the complete event for the debut of the product will be planned, prepared for, and carried out between these two dates. The following are the main figures in charge of organising the product launch event:
Manager of the product launch event: The launch event will be entirely under this person’s control. He will coordinate with the mobile phone provider and the event management business to make sure that expectations are appropriately set and that everyone is aware of what to expect.
LO3: Be able to organize teamwork when managing an event or project
3.1 Choose the appropriately sized team with the knowledge and abilities required for the project
Unit 38 Business Event Management Assignment Help Online
It’s crucial to realise that effective coordination and communication amongst the team members in charge of running the event are essential to its success (Bacharet al,2014). Thus, an 80-person team will be dispersed over the numerous tasks that have been described in the aforementioned sections in the instance of the mobile phone product launch. The majority of personnel will be assigned to the function of operations because it is one of the most crucial aspects of the product launch event. The operations team will consist of 50 to 55 individuals. Utilizing tools and approaches that can aid in the event’s seamless execution is also crucial for maintaining the smooth coordination of the event. As a result, each team member can be given a walkie-talkie so they can stay in touch with one another and receive real-time updates on the coordination of the event.
LO4: Be able to use a range of business communication systems in managing the event or project
4.1 Create clear records of communication both internal and external and of team meetings
Electronic mail, databases, digital records, and other business communication tools are essential to the event’s success. Once the event has taken place, it has occasionally been shown that some organisers lose track of all the information. One main cause of this is that information is frequently not recorded, and by the time the project is over, the information or experience that was gathered has usually faded away (Bowdinet al,2012). This has an effect on reusability. For instance, if the same organiser receives a request to plan a similar mobile phone product launch for a different firm, he can then adapt the information and other inputs from his prior event to suit the needs of the new client. Various media can be used to keep track of internal and external communication records. Today, it is common to record conversations using digital devices like tablets and smart phones. Teams should have smartphones and tablets with apps that can take notes and other data installed because organising an event is a process that requires a lot of movement. As a result, any intercepted internal or external communication can then be distributed around the team via a project blog or a shared e-mail. In order to maintain a record of the communications that took place during an event and to refer to them in the event of a dispute or disagreement, it is crucial to keep a clear record of all communications.
Conclusion
The challenge of organising a business function is really difficult. An event requires extensive planning and preparation to be successful. Because of this, the importance of event management and organisers has dramatically expanded over the past few decades. A product launch is one of the most important business events, requiring a lot of attention and focus, especially since the success of the product may often determine the future of the entire firm. Because there is so little room for error, event organisers who plan product launches must be very cautious.
References
Allen, J. 2002. The business of event planning. Behind-the-Scenes Secrets of Success.
Andersson, T., & Getz, D. 2014. Special Issue: Advancements in event management research and practice. Scandinavian Journal of Hospitality and Tourism, 14(3), 189-348.Bachar, Y., Edelstein, R., & Meiri, E. 2014. U.S. Patent No. 8,706,698. Washington, DC: U.S. Patent and Trademark Office.
Bowdin, G., Allen, J., Harris, R., McDonnell, I., & O’Toole, W. 2012. Events management. Routledge.
Debruyne, M., Moenaertb, R., Griffinc, A., Hartd, S., Hultinke, E. J., & Robben, H. 2002. The impact of new product launch strategies on competitive reaction in industrial markets. Journal of Product Innovation Management, 19(2), 159-170.
Foley, C., Edwards, D., & Schlenker, K. 2014. Business Events and Friendship: Leveraging the Sociable Legacies. Event Management, 18(1), 53-64.
