Management Of Event Marketing

From the 2008 Olympic Games in Beijing to World Expo in Shanghai in 2010, and to the just concluded Boao Asia Forum, the successful planning and management has won worldwide acclaim and will also be widely recognized.

Event marketing Event Marketing, also known as

In the PMBOK fourth edition, project management is subject to three constraints of scope, cost, schedule and quality. In a broad sense, it also includes resources and risk constraints.

For activity management, time progress is usually a prerequisite and can not be changed.

The change of activity time, especially the large-scale activities, will change the important person's itinerary and the arrangement of the confirmed participants, and will have a negative impact on the brand. Only when the force majeure happens, can it change, such as weather disasters, and no government approval.

For some common risk factors, such as rain, snow, traffic control, government approval, etc., they can be resolved or alleviated by planning ahead and arranging countermeasures.

Generally speaking, the project management process is equivalent to the project.

In the fourth edition of PMBOK (Project Management Guide), five major process groups and nine knowledge areas (integration, scope, time, cost, quality, human resources, communication, risk, procurement management) constitute project management knowledge system and framework, forming a tight control network through horizontal and vertical dimensions.

In the practice of activity management, extra attention should be paid to site management and safety management.

1) integrated management: large-scale activities often include image design, video and audio, stage lighting, catering service, accommodation arrangement, exhibition display, on-site personnel service and other links and interfaces. The work is of different nature and has many stakeholders. The interface needs to achieve good integration management, and find a balance between competing and even conflicting goals.

2) scope management: the important content of scope management is to create work breakdown structure WBS, and WBS decomposition must follow 100% principles.

In activity management, WBS decomposition also needs to ensure that work is not omitted and crossed. It is usually decomposed according to different tasks, such as sponsorship management, media PR, video and audio management, graphic and display design, catering, reception, branch management, logistics material management, and part-time personnel management.

3) time management: activity management often adopts the backward method to calculate the schedule, because the holding time is determined, the milestone plan that should be completed in different periods can be launched, and the schedule of activity management can be obtained by compressing the schedule.

4) cost management: cost management in large-scale activities is closely related to procurement management.

Usually, the cost of activity can be divided into external cost and service charge (man hour + profit). Establishing good and stable cooperative relationship with excellent suppliers can ensure the cost within controllable range, and reduce project risk and reduce management cost.

5) quality management: the connotation and denotation of quality continue to deepen with the improvement of demand, not only including product quality in the form of results, but also the quality of the process during the formation.

PMBOK emphasizes the quality management is to meet the requirements and suitable for use, but in the activity management, the creative components often become the decisive factor of the quality of the activity. Whether the right creativity and the creative realization are the important contents of the quality management in the activity.

6) Human Resource Management: the allocation of human resources in activity management is often only a small number of core team members in the start-up stage. With the completion of the plan, the human input in the implementation process is increasing rapidly. In addition to the team members who participated previously, a large number of temporary manpower may be used. In the short time, the recruitment, training and management of temporary manpower has become an important management content.

7) communication management: large scale activities are also faced with complex communication management. Stakeholders may involve internal and external full-time, part-time staff, suppliers, sponsors, media, customers, participants, etc.

Different stakeholders need to establish different communication strategies to manage their activities in terms of their understanding, participation and focus.

8) risk management: not only the weather, but too many uncertainties can become potential risks of activity management, such as the damage of ordered goods in pit, the delay of important persons due to aircraft delays, and the absence of hosts due to illness.

Even new suppliers, new venues, new technologies and other unfamiliar things may become risks.

However, more than 90% of the risks can be predicted and managed.

Early risk planning and response, risk avoidance, mitigation, pfer and other implementation into daily activities management will prevent project members from becoming passive "firefighting teams". Before the event, a series of dress rehearsal can also effectively identify problems and solve problems.

9) procurement management: in the management of suppliers, we should thoroughly understand the scope of service, ability level, quotation level and performance of suppliers, set up a list of qualified suppliers, and grade the suppliers' capabilities, and select suppliers that are cost-effective according to the different levels of activities.

10) site management: the venue is not only a realistic constraint on activities, but also a highlight of activity planning.

Site is not only a carrier of activity, but also an important creative element of activities.

For example, if a new product conference is held at the Haizi Museum, it will have unexpected results with proper theme creative planning.

11) safety management: large activities have safety requirements for fire escape, some places will also conduct safety checks, and other more common safety management includes reasonable regional division, pedestrian flow line planning, air circulation, marking safety passageway, fire facilities and so on, and prepare for unexpected accidents.

4. effect evaluation of activity management

Activity management can not be measured simply by the rate of return on investment ROI. Its success is not only a rigid index such as the number of participants, attendance rate, paction volume, but also the soft index such as the width and depth of brand communication, whether it creates an unforgettable brand experience and satisfaction with activities.

Experience and satisfaction mostly refer to people's subjective feelings. They need to create visual and auditory feelings and participate in the scene by means of pre designed technical means and service forms.

From the perspective of participants, the evaluation of activities will be a comprehensive and three-dimensional evaluation which contains many subjective components.

Movies and dramas have been called "the art of regrets", because movies and dramas once appear before the audience, there is no room for revision.

Similarly, the presentation of activities can not be duplicated. This opportunity alone determines success or failure.

However, from the point of view of project management, event marketing / activity marketing can be effectively managed.

Based on the PMBOK guide, the five process groups and nine knowledge areas have laid the basic framework for activity management. Combined with the characteristics of on-site intensive dissemination of activity management, the activity management can be extended to eleven major knowledge areas, including the six major process groups, including site management, and site management and safety management.