Table of Content

1. INTRODUCTION:
1.1 CONCEPTUAL FRAMEWORKS

1.2 PROBLEMS ASSOCIATED WITH TRADITIONAL MEDIA

1.3 RELATIONSHIP BETWEEN EVENT MEDIA AND 5P’s 13

1.4 WHAT IS EVENTS? 14

1.5 EVOLUTION OF EVENT MARKETING

1.6 EVENT MARKETING

1.7 IMORTANCE OF EVENTS AS MARKETING

1.8 KEY ISSUES FOR EVENT MARKETING 17

1.9 WHY EVENT MARKETING 20

1.10 SPONSORSHIP Vs EVENT MARKETING 25

1.11 SIZE OF EVENT 27

1.12 TYPES OF EVENT 28

2. CRITICAL REVIEW OF LITERATURE: 33

2.1 WATERSHED EVENT 34

2.2 THE KEY TAKE-AWAY 34

2.3 ROLE OF EVENT MARKETING IN MARKETING MIX 35

2.4 ROI DELIVERD BY EVENT MARKETING 36

2.5 MEASURMENT IMPACTS ON EVENT MARKETING BUDGETS 37

2.6 TRANSITION TO EXPERIENCE MARKETING 39

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3. EVENT MANAGEMENT A PROMOTIONAL TOOL: 40

3.1 EVENT DESIGNING 44

3.2 COMMUNICATION EFFECTS OF EVENT MARKETING 47

3.3 EVALUATION OF EVENTS 50

3.4 REACH INTERACTION MATRIX 59

3.5 RETURN ON INVESTMENT 60

3.6 KEY PROSPECT ANALYSIS 63

3.7 HOW TO BUILD A SUCCESSFUL BUSINESS

PROMOTION AND MARKETING PLAN 64

3.8 STATEGIC ALTERNATIVES 67

3.9 RISK Vs RETURN MATRIX 74

310 APPICABILITY 75

3.11 ADVANTAGES OF EVENT 76

4. BRAND BUILDING THROUGH EVENTS:

4.1 INTRODUCTION
4.2 BRAND BUILDING THROUGH EVENTS
4.3 WHAT IS A BRAND?
4.4 BRAND ESSENCE AND ATTRIBUTES
4.5 BRAND BUIDING IDENTITY
4.6 BRAND EQUITY
4.7 MANAGING BRAND EQUITY
4.8 BRAND BUIDING TOOLS
4.9 BRAND ASSET MANAGEMENT
4.10 BRAND BUIDING A PART OF EVENT MARKETING

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5. COMPANY VISIT’S
o WIZCRAFT EVENTS
o OAKS MANAGEMENT CONSULTANCY
o Ad ‘WIZ
o WHIMSICAL EVENTS AND PRODUCTIONS

6. CASE STUDY
o IICF EXHIBITON
o FRANCHISE INDIA
o UNINOR TELECOM GSM SERVICE LAUNCH

7. RECOMMENDATIONS:
8. CONCLUSION
9. BIBLOGRAPHY
10. ANNEXURE:
8.1 KEY TO SUCCESFULL EVENT MARKETING

8.2 EVENT CHECKLIST

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 1. INTRODUCTION

“We GENERATE Quality Business Leads

We ENHANCE Your Profile

We CREATE New Business Opportunities

Everyone Knows Us as EVENTS”

Event marketing is growing at a rate of three times that of traditional advertising. Though
relatively small compared to the major components of the marketing communications
mix-advertising, sales promotions and P-O-P communications-expenditures on event
sponsorship are increasing. Corporate sponsorships in India in 2001 were estimated at
$3.9 billion-with 65% of this total going to sports events and most of the remainder spent

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on sponsoring entertainment tours or festival and fairs. Thousands of companies invest in
some form of event sponsorship. Defined, event marketing is a form of brand promotion
that ties a brand to a meaningful athletic, entertainment, cultural, social or other type of
high-interest public activity. Event marketing is distinct from advertising, sales
promotion, point-of-purchase merchandising, or public relations, but it generally
incorporates elements from all of these promotional tools. Event promotions have an
opportunity to achieve success because, unlike other forms of marketing
communications, events reach people when they are receptive to marketing messages and
capture people in a relaxed atmosphere.

Event marketing is growing rapidly because it provides companies alternatives to the

cluttered mass media, an ability to segment on a local or regional basis, and opportunities
for reaching narrow lifestyle groups whose consumption behavior can be linked with the
local event. MasterCard invested an estimated $25 million in sponsoring the nine-city
World Cup soccer championship in the United States in 1994 and will likely sponsor
other big events in many countries as well.

Olympics and its renowned five rings are “the world’s most effective property” in terms
of marketing tools. The Olympics sell sponsorship on a local and global basis, and every
couple of year’s corporation’s line up to pay as much as $50 million to be the lord of the
rings. The Atlanta games in 1996 have a reported $3 billion in the bank as a result of
negotiating sponsorship, broadcast, and licensee fees.

The Olympics represents the crème de la crème of event marketing and corporate
sponsorship. Event marketing is a lucrative game of “what’s in a name”, as consumers
purchase tickets and expose themselves to everything. The world of event marketing is a
fast growing, high profile industry worth over $20 billion annually, and one of the most
successful marketing strategies.

Event marketing integrates the corporate sponsorship of an event with a whole range of
marketing elements such as advertising, sales promotion, and public relations.
Corporations both large and small have grown this industry at a rate of 17 percent per
year, and they have achieved a high level of success.

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1.1 CONCEPTUAL FRAMEWORK:
What is Marketing?

Marketing can be defined as a process by which individuals and groups obtain what they
want through creating, offering and exchanging products of value with others. All sport
and recreation organizations undertake marketing, although they are often unaware that
they are actually doing so. Listing in the yellow pages, telephone directory, placing
information in the local newspaper, offering a discount and special offers etc. are all
forms of marketing.

Marketing Tools
The “marketing mix” or marketing tools an organization can use can be classified into
four categories:

 Product

 Price

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  Place

 Promotion

Tools of Promotion
 Advertising

 Public Relations

 Direct marketing

 Word of mouth

 Hospitality

 Advertising

Advertising
It is the controlled method of communicating the message. The event manager can
manipulate the message. It includes the following:

 Give-Away : Leaflets, Posters, Brochures

 Radio : Commercial, Community, National

 Internet : Web Sites, Radio

 Television : Cable, Free To Air, Satellite

 Press : Newspapers, Magazines

 Non-Media Alternatives: Outdoor Advertising, Street Banners, Aerial,

Innovative

It can be done by the event manager or, if the event and promotional campaign is too big,
by an appointed advertising agency.

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Public Relations
Often it is part of the event manager's job to gain maximum exposure for the event. PR is
different from advertising in that it is not self praise but carries the strength of
disinterested credibility. It communicates a more complex message than advertising. It is
free but the event manager looses control over the result. It can be publicity can be
positive or negative. To this end it is important that the event manager maintains control
over as much of the public relations as possible. A thorough knowledge of the media's
requirements and beneficial interaction with the media personnel are sensible methods.
Although PR is mostly proactive, it is important for an event to have a reactive PR
strategy as part of the event risk management. Who will make public statements to the
press when there is an emergency? The PR campaign is a plan to gain maximum positive
publicity for the event. For an entrepreneurial event it would include:

 Data collection: Preparing a media list of suitable targeted media, preparing a

contact list and club list such as politicians, interested people and opinion leaders
- often called media talent - who can be called on to make suitable comments or
actions which promote the event.

 List ideas for continuous exposure such as interesting media ready stories,
competitions, public appearances, stunts, speeches, feeding the chooks.

When these lists are prepared, the ideas prioritized and the story angles determined, the
journalist, editor or producer is contacted to ascertain the exposure potential of the item.
These publicity items are then placed into an overall promotion schedule. The critical
path is ascertained to ensure continual and growing interest in the event. Milestones such
as important editorials at critical times can also be established. Specialist magazines and
newsletters with their highly targeted audience such as in-flight magazines, business
magazines, trade publications and association newsletters, need to be included in the lists.

Depending on the size and complexity of the event, the PR strategy can range from
organizing a media launch and handing out a press kit to just sending a out a one page
media release to selected media. News releases can be staggered over the planning period
to generate increased interest in the event.

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Tips on Writing a News Release
 Make sure it is released at the right time for it to be picked up by the media.

 Make it clear and concise with the main features at the very beginning of the
release.

 Put who, what, when, why and where in it.

 Have all contact details in it and the date.

 Use liftable quotes.

 Pitch it at the correct level: who will write the story and who will read it.

 Identify any media talent associated with the event and give their contact details.

 Make sure all the spelling is correct – particularly sponsors and main participants.

The media launch is used by most large festivals, although it can be used by 'boutique'
events that target a specific audience. If the launch takes place in an interesting area, it
can be used as an opportunity to take photos and record interviews. Television requires
special facilities such as access, power and transmission links.

What is the Media Kit?

 Press release including the 5 Ws

 Press ready photos or video footage

 Event program

 Sponsor information

 Interview possibilities, times and contact details of any ‘stars’

 Press gifts such as complimentary tickets, invitations or smart hooks

Although PR involves the event's relation to the public, it is the relations that the event
manager develops with the media that can create interest in the event. It implies

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developing a rapport with the media - finding out what they want and how best to supply
it. Networking is possibly the best way to develop this rapport.

If the manager does not have time or the inclination to do this then the event organization
should consider hiring a PR company.

Direct Marketing
This is delivering the promotional message straight to the interested individual. The basis
of direct marketing is the establishment of a data bank and a strategy to best reach those
individuals. The mail out is the most common traditional method. The database can be
created from previous events through competitions, guest books, inquiries, point of sale
information or just by asking the participants if they would like to receive information on
other similar events.

The effectiveness of direct marketing can be seen in the Port Fairy Festival in southern
Victoria. The Festival has an overall budget of half a million and only spends $6,000 on
their promotion. Each person who comes to the festival is given the first rights to buy a
ticket. The tickets are sold out five months before the festival begins.

Word of Mouth
Bill Hauritz of the Woodford Festival in Southern Queensland estimates their advertising
budget at less than $1000. The ticket sales generate over one million dollars. Their
promotion strategy is just word of mouth. An annual event, they have concentrated on the
quality of their program and site. This has built up a loyal following.

Hospitality
As part of the promotion tool kit, hospitality can be powerful. The special event or
festival has to promote itself to the sponsors. The diner for sponsors, for example, can be

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an inexpensive way to promote the event. A tour of the site can be an effective way of
promoting the event.

Web Sites
The latest and increasingly popular method of promoting an event is to create a web site.
The advantage is that the site can also capture enquiries and be a point of sale for tickets.
The current movement towards virtual reality sites can give the potential attendee a view
of the event. The site can give real information, such as the program and map. Used in
conjunction with a other elements of the PR campaign, a web site can be used to
distribute photos and press releases. It transfers the some of the cost to the customer.

1.2 PROBLEMS ASSOCIATED WITH TRADITIONAL MEDIA:

The problems associated with traditional media that has been used for satisfying
marketing needs discussed in the previous section are listed below:

1. Too many advertisements have led to a cluttering on T.V, print and other media.
This has given rise to a need for avenues, which provide exclusivity to the
sponsor while not sacrificing the benefits of reach and impact.

2. The increasing no. of TV channels and the greater no. of programs have led to
fragmentation of the viewer-ship. Hence, the need for narrow-casting of
campaigns to the sharply defined target audience.

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 3. Proliferation of low intensity television viewers who view a little of each channel
leads to the need for capturing the full attention of the target audience.

4. Media cost inflation – Due to rising inflation which has been eroding the
advertising budget, advertisers are demanding the beat return from every ad-rupee
spent. Media planning has become more complex and therefore the need for
increase the effectiveness in terms of tangible impact which can be instantly
evaluated has risen.

5. Proliferation of various media channels, therefore the requirement for intelligent

media buying.

1.3 RELATION BETWEEN EVENT MARKETING AND THE 5P’S:

The five Ps of marketing: product, place, people, price and promotion play an essential
role in Event Marketing. To successfully use Event Marketing the marketer must
understand how Event Marketing fits together with the other parts of the marketing
strategy. Kotler describes the organization’s marketing mix as controllable variables that
are mixed so that the organization gets the response that they are asking for from the
target market. Event Marketing fits under promotion in the marketing mix. Other
marketing tools that goes under this section are advertising, sales promotion, personal
sales, direct sales, public relations, and sponsoring. Event Marketing is not a substitute
for any of the other components- it is a complement. It takes an imaginative mix of all
the communication tools available to extend the impact of the event.

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 Fig 1.1: Marketing Mix vs. Event Marketing

If an organization uses Event Marketing, they still need to use the other parts of the
promotion mix before, during, and after the event. An example of this could be how a car
producer can have advertisements to inform about a new car launch, and then use events
to get people to test drive the new car, and then follow up with direct marketing with a
discount coupon. One of the main advantages with Event Marketing compared to the
other channels is that the objective can both be direct sales, and image building,
depending on how it is used.

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1.4 WHAT IS EVENT?
An event in its universal and literal form would be any occasion when sometimes
happens or sometimes needs to be done to organize the same. The Pushkar Mela has
the distinction of being the biggest attended fair anywhere in India, if not the entire
world, making it the biggest event of its kind. As per the article in Business Today of
December 7 – 21, 1993, every year an estimate audience of 3 crore attends the fair in
Rajasthan. India has roughly 5000 such fairs and festival. These represent the biggest
organized events from ancient times. Originated on religious lines, this Mela- which
literally means fair—have always been a meeting ground for big and small traders, across
Indian subcontinent. Traditional games and entertainment have always been part of such
events.The euphoria generated in the fair was not only good for the participants and
audience but also for the economy for the region as a whole. Ancient events such as
Indian fairs and festivals with their visually spectacular depiction of epic themes
interwoven with singing, dancing and emotion were a means of expression of the
spiritual and cultural tradition of a community.Rural India comprises of 75000 villages
and the T.V. penetration here barely crosses 11% and the internet effect is infinitesimally
small. Therefore, to obtain reach for their communication campaigns, various corporate
have resorted to events as a strategic alternative. Having made a humble beginning, event
has now come a long way in terms of classification and specialization that are possible in
this field. In fact, in this new millennium, events as a medium will be catering to all
demographic segments of the population. Events have proved to be a versatile marketing
communications tools since they can easily customized to cater to the communication
needs of the industry; be it pharmaceutical, financial services or any other. To add to the
benefits s that an events offers, live media integrate the three traditional model of
marketing communication, viz. advertising, sales promotion and public relations. An
event can actually act as a focus for specific company and help in giving a guideline to
media- related decision making such as when to change, stop or introduce new campaign.

EVENT DEFINED:
Marketing guru, Philip Kotler, defines events as occurrences designed to communicate
particular message to target audience. Sureh Pillai. Managing Director, Events

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Management, considers events as an additional media whereby two-way (or active)
communication is possible. Deepak Gattani, Director, Unirapport Events, one of the
India’s foremost events agencies define event as something noteworthy which happens
according to a set plan involving network of multi media package, thereby achieving the
client objectives and justifying their needs for associating with event

A COMPREHENSIVE NEW DEFINITION:

An event is a live –multimedia package carried out with preconceived concepts,
customized or modified to achieve the clients’ objectives of reaching out and suitably
influencing the sharply defined, specially gathered target audience by providing a
complete sensual experience and an avenue for two-way interaction. The following
figure is the graphical representation of the above definition. It is evident from the model
that an event is a package so organized as to provide, reach and live interaction between
the target audience and the client to achieve the desired impact. The population of the
target audience that the event is exposed to is called the reach for the event. The live
interaction process facilitates communication between the clients and the audience. This
process strengthens the possibilities of mutually beneficial transactions occurring in tune
with the desired objectives for the event. Events have therefore also been termed as
experiential marketing. Events Reach Live Interaction Right Communication from the
Client With Live Audience Creates Desired Impact

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HIERARCHY OF EVENTS

The hierarchy of effects normally follows a gradual pattern:

What makes it complicated, however, are the other competing communication:
Therefore it is important to keep a healthy share of voice for the event-specific
communication to achieve the desired objectives. The need increases if there are multiple
sponsors of the event, or if there is any chance of an ambush marketer breaking-in.

AN IDEAL EVENT-ASSOCIATION PROCESS:

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Objectives: This would include clarity on the marketing objective, target audience for
the specific communication, and a measurable communication-objective. An increase in
off-take is normally the end result of any element of a marketing communication-mix.
However, the short-term measurable objectives may vary.
a) Brand awareness
b) Creating excitement around the brand
c) Association with the cause of the event to find acceptance within the TG
d) Trial of the brand

The decisions would follow from the current objective of the brand:
 Consumer insights: A truly great event idea is one that moves far beyond the
questions about what people want and starts looking at what they care about. If an
event with good brandproposition/ target-audience fit is not available, it may
necessitate creation of a new event with elements controlled by the consumer insight.
 Evaluating various media choices: Multiple media options were evaluated along all
the parameters given above. The noise-level around cricket on any medium was just
deafening, especially at a time when the World Cup was around the corner. At the

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 price-value equilibriumpoint and given brand need, the best option came to be an
event around cricket, targeting the particular consumer insight
 Contact innovation: "Race for Pace" - This unique grassroots event was aimed at
finding and nurturing potential fast bowlers. It would enable the brand to associate
itself with a sport that's next to religion in India and with a cause that few have
identified their brands with.
 Value-creation: The event led to an association of the brand with some of the most
respected names in Indian and world cricket. It involved cricketers like Dennis Lillee,
Nari Contractor, Karsan Ghavri, Balwinder Singh, and Ajit Wadekar. More
importantly, this association was to promote the game and not only to convey the
commercial message of the brand. It is important to note that this was pre-exam
period and therefore it was rather difficult to get a large participation. However, the
number of registrations during the event surpassed all the expectations - it was 25 per
cent higher than the maximum expected number! Besides, the kind of visibility and
appeal this association created for the brand was formidable
Some of the key factors to be looked at while associating with an event:
 Sustainability: Sponsorships take time and sustained support to build high recall for
the association. Fortunately, sponsorship decay-rate is also normally quite low and
therefore a good association takes a lot of time to erode from popular memory. An
event should be associated with on a long-term perspective and not as a one-off fling.

 Ghost awareness: The stronger the brand, higher is the chance of its being recalled
as associated with a certain event. However, fairly unknown brands can also build
good quality awareness, if the association is right, provided they sustain the
sponsorship for a long enough time.

 Sell-through rights: It gives the title sponsor a right to sell the rest of the
sponsorships of the event. It helps the promoters of the event as it offsets their up-
front cost, while it lets the title sponsor decide the clutter level around the event.

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 Promotional partnership: A marketer's contribution to the event is a factor of the
sales the event generates for the brand.

 Performance assurance: It ensures the promoters of the event share the risk with the
marketer in terms of success of the event. Some of these developments would make it
easier for marketers and media planners to make sponsorship-investment decisions.
However, keeping a focus on the brand and association objectives and regularly
monitoring the delivery of any sponsorship on these parameters would always be
important.

 Events help in brand building by:

Creating awareness about the launch of new brands/products. A random survey of
marketing and other management magazines including newspapers would reveal the
enormous number of brand/product launches that happen every month. For example, a
compilation of new products launched in just a month can vary between 6 to 21, the
number being higher in the summer months. Similarly, innumerable new music albums,
films, etc. get released periodically. Hence, there tends to be a clutter of product launches
too and these may not necessarily be confusion among the same product category. The
enormous number of launches also leads to the need to overcome the "oh-yet-another-
product" syndrome. The need to therefore catch the attention of the target audience, at the
time of launch, becomes all the more important. An especially interesting example that
can be cited here is that of the launch of an audio cassette label by the name of Wings.
The launch event was organized with select celebrities
gracing the occasion on board a hired aircraft, literally taking the brand name by its
meaning! Such events seldom fail to catch the attention of the target audience.

 Presentation of brand to highlight features of product/ service :

Sometimes technological changes or policy changes pave the way for manufacturers or
service providers to augment their products/brands. To convey this via traditional modes
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of communication to the existing and potential customer base may sometimes be futile or
ineffective. Special service camps or exhibitions are the perfect events that provide the
opportunity for a two-way interaction and error-free communication. IMTEX, the
Industrial Machine Tools Exhibition, is an event used by most machine tool
manufacturers to explain and highlight the new and improved features of their products.
The rapid pace with which computer specifications change and that too with drastic
effects on their prices, it becomes
imperative that dealers and retailers take part in exhibitions to educate the customers on
the changes that have taken place and how they will benefit more

 Helping brands during the different stages of the product life cycle:
The massive amount of money that is spent during the introduction stage of products gets
drastically reduced over time. By the time the product reaches its maturity/decline stage,
the need for cutting down the budgets associated with the media campaigns, while at the
same time maintaining the customer base is felt. And events offer the best medium for
such a focused approach. It helps in
generating feelings of brand loyalty in the products' end user by treating them as royally
as possible.

 Helping in communicating the repositioning of brands/products :

By organizing or associating with events targeted at a particular group of target
audience, it becomes possible for the repositioning exercise to be carried out
successfully. In other words, one can also say that events can be designed to assist in
changing beliefs about firms/products/services.

 Associating the brand personality of clients with the personality

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Citibank is an elite bank where people do banking with pride. Hence, other premium
brands would like to associate themselves with the same audience as those addressed by
Citibank, so as to benefit from the rub-off effect. Thus, through an event like The Great
Escape—an exhibition-cum-sale event organized exclusively for Citibank credit card
holders, small merchandisers like jewelry shops, white goods retailers and others get to
do business with the Citibank customers, as well as build and maintain a premium image
for themselves. Therefore, here Citibank acts as the event organizer and such
merchandisers, who cannot by themselves arrange for premium events on a large scale,
participate as clients to associate the personality of their products and brands with the
personality of Citibank customers.

 Creating and maintaining brand identity:

According to newspaper reports, the $ 4 billion, Australia-based Foster's Brewing
Group's Asian subsidiary in its plan to launch its beer brand Foster's Lager in India,
chose the sports arena for building its brand identity. Reputed for its aggressive
marketing thrusts worldwide, Foster's identifies itself with Australia's climate, landscape,
people and culture of youthful exuberance. Therefore, with 'Australian ness' as the core
of its brand identity, Foster's chose the game of cricket—in which the Aussies are known
as the best team in the world—to identify with. By becoming the official sponsors of the
Australian cricket team on its India tour, Foster's hoped to achieve its goals of brand
identity building and positioning itself at the premium end of the market. Foster's plan for
using events for marketing communication goes beyond sports. They plan to sponsor
cultural and local events as well as use promotional schemes along with its trade partners
involving giveaways of expensive gifts, tickets to watch cricket in Australia or horse-
racing, etc.
 Image building:
Over and above the brand identity that a company encourages,
events such as the Great Escape conceived by Mahindra & Mahindra, exclusively

21
for the owners of their four wheel drive vehicle, the Armada, are an attempt to build a
specific image of not only the corporate, but also the product. In its seventh edition and
being hosted for the second year in succession by Goa, the offbeat drive event organized
by Sports craft and cosponsored by Tidewater Oil Company attracted over 250
participants and 85 vehicles for the grueling 90 km drive. To let owners experience the
thrill of four-wheel driving, M&M charts out an offbeat route that emphasizes the
difference between normal and four-wheel driving and lets the participants experience
the high, one feels when steering and navigating an Armada. The trip also creates a bond
between the company, the customer and the product as well as amongst the participants
themselves. One of the event savvy companies, Mahindra is very much into sports, in
that it has its own active soccer team and also sponsors the World Squash Championship
to establish a world-class image worldwide Sponsoring events such as the Olympic
Games helps in establishing the identities of these sponsors as truly global players.
According to the Atlanta Olympics organizers, 10,700 athletes from 197 countries
competed at the 1996 Summer Games, and over 2 million people went to Atlanta to see
them. The number of people who tuned in to any part of the TV coverage was predicted
to reach around 3.5 billion. With such a large audience, the biggest international event in
the world is a natural arena for image building.

✎ Relationship building:
 Giving relationship management a proactive feel Sony and Aiwa have offered free
service camps for their music systems and other products. Similarly, free service
camps for Maruti and Daewoo car owners have also been held. Events such as these
help in not only building up a rapport with the customers, but also help in reducing
the cognitive dissonance, which is very common in purchase of such type of
products.

 Creating a forum for bringing together key corporate influencers, decision

makers and businessmen The main objective of the 12 city IBM Solutions Forum
98 organized by Tata IBM Ltd. And spread over a few months was to bring to the

22
 doorsteps of key people in the industry the wide range of IBM Technologies and cost
effective solutions available for all sizes of business.

 Creating a forum for career match making One of the more frequently held career
fairs is the Brassring Career Event, held in the Santa Clara Convention Center in
Santa Clara, California by www. Brassring.com. one such event was in August 2000
to facilitate a friendly and face-toface interaction between software professionals
looking for career opportunities with recruiters looking to hire the best talent.

1.5 EVOLUTION OF EVENT MARKETING:

From its origins in event planning, the event marketing industry has seen great growth in
the last five years and has consistently been one of the most effective tools that marketing
professionals have at their disposal in terms of making a tangible connection to current
and potential customers. The increasing competitive pressures brought on by
globalization are forcing business professionals to find new ways to engage customers.
Not surprisingly, savvy event marketing professionals are therefore focusing the majority
of their efforts and budgetary spend on lead generation tactics such as trade shows. While
it is important to garner leads, marketing and specifically event marketing professionals
cannot lose sight of the fact that the sales cycle only begins at lead generation and that
current and prospective customers must also be nurtured even beyond purchase.
Companies can benefit tremendously from the deeper event marketing touch points that
promote nurturing such as proprietary conferences that provide a controlled environment
for delivering messages and closing business. The nurturing process will allow the

23
customers to more effectively be funneled into the subsequent stages of the sales cycle
thus creating greater opportunities to develop into repeat customers.

EVENT MARKETING
An event is a live multimedia package with a preconceived concept, customized or
modified to achieve the clients objective of reaching out and suitably influencing the
sharply defined, specially gathered target audience by providing a complete sensual
experience and an avenue for two-way interaction.

EVENT
S

REACH LIVE INTERACTION

Right
Communication Live Desired
WITH CREATES Impact
from the Audienc
client e

Fig: 1.2: Events Definition In-Short

This is a diagrammatic representation of the above definition. From the model it is

evident that an event is a package so organized has to provide, reach and live interaction
between the target audience and the client to achieve the desired impact.

24
Event marketing involves canvassing for clients and arranging feedback for the creative
concepts during and after the concept initiation so as to arrive at a customized package
for the client, keeping the brand values and target audience in mind. Marketing plays an
important role in pricing and negotiations as well as identifying opportunities to define
and retain event properties by gathering marketing intelligence with regard to pricing,
timing etc.

In fact, ideally event marketing involves simultaneous canvassing and studying the brand
prints; understanding what the brand stands for, its positioning and values, identifying the
target audience and liaison with the creative conceptualizes to create an event for a
prefect mesh with the brand’s personality.

 PUBLICITY AND PROMOTION

If one knows how to organize an event he should also know how to market it. If there is
something very peculiar or special about the event then that main point has to be
highlighted. A product launch for example requires a sales promotion campaign either
before or after the launch. In that case the product is advertised through banners and
media and even door to door canvassing. Effort is taken to ensure that people sit up and
take notice of the event. Sometimes it could be an event like an award ceremony, which
is to be shown on television and different companies make a beeline for sponsoring their
respective products in the due course of the programme. This is the way publicity and
promotions work.

1.6 EVENT MARKETING:

Event marketing involves canvassing for clients and arranging feedback for the creative
concepts during and after the concept initiation so as to arrive at a customized package
for the client, keeping the brand values and target audience in mind. Marketing plays an
important role in pricing and negotiation as well as identifying opportunities to define

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and retain event properties by gathering marketing intelligence with regard to pricing,
timing, etc. Event marketing has been defined as a state of focused event strategy
managed consistently over a period of time to reinforce aspects of brand character.
There are further
definitions wherein the focus has been more on the reasons why events are being used as
a marketing tool. For instance, according to Richard R. Alford, International Vice
President and General Manager-India of International Management Group (IMG) event
marketing is a rifle shot approach to one’s audience where there is very little
wastage. In fact, ideally, event marketing involves simultaneous canvassing and studying
the brand prints; understanding what the brand stands for, it’s positioning and values,
identifying the target
audience and liaison with the creative conceptualizes to create an event for a perfect
mesh with the brand’s personality.

 5 C’S OF EVENTS :
The activities required marketing and managing events require certain steps to be
followed that can be called the five C’s of events. The first is Conceptualisation of the
creative idea/ambience followed by Costing i.e. calculation of cost of production and
margins on the event. Canvassing, for clients/sponsors, customers/ audience and
networking is the next step.depending on the customers’ needs and marketing objectives,
Customization of the concept is required. Finally, the most important part event
management is the execution of the event as planned. This activity is termed as
Carrying- out the event.

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1.7 IMORTANCE OF EVENTS AS MARKETING:

✎ COMMUNICATION TOOL:

27
 The matrix shown in the figure positions events and other modes of marketing
communication in a two-dimensional matrix. The horizontal axis represents the life
cycle stage and the vertical axis represents the relative position of the tools. Relative
position and life cycle stages can be judged on the basis of the characteristics of the
industry. The demand and popularity of the various media help determine the life
cycle stage of the media as well as their relative positions vis-à-vis other media. The
graphical representation clearly indicates the growing importance of events. With
regard to the competitive position of events as a medium and the life cycle stage it is
in vis-à-vis other marketing communications media, it is clear that:
 Traditional ways of most popular modes of marketing communication a denoted in
the figure are moving from the growth phase into the maturity stage. Their
effectiveness is lost due to the cut- throat competition which is leading to undesirable
clutter in all kinds of media including internet.
 An event as a medium is in a tentative/ favorable position now and will continue to
remain so in the near future and tend towards becoming stronger. Event organizing as
an industry is still in the nascent or introductory stage when seen in the light of
commercialization or corporatization of events as a business proposition. Events as a
strategic marketing communications tool would gain significant followers and will
bite into a much larger portion of the marketing budget.

✎ Problems associated with the traditional media

The problems associated with traditional media that has been used for satisfying
marketing needs discussed in the previous section are listed below:

 Too many advertisements have lead to a cluttering on TV, print and other media.
This has given rise to a need for avenues which provide exclusivity to the sponsor
while not sacrificing the benefits of reach and impact.

28
  The increasing number of TV channels and the greater no. of programmes have
led to fragmentation of the viewership. Hence, the need for narrow-casting of
campaigns to the sharply defined target audience.
 Proliferation of low intensity television viewers who view a little of each channel
leads to the need for capturing the full attention of the target audience
 Media cost inflation; i.e., due to rise in inflation, which has been eroding the
advertising budgets, advertisers are demanding the best return from every ad-
rupee spent. Media planning has become more complex and therefore the need for
increased effectiveness in terms of tangible impact which can be instantly
evaluated has risen.
 Proliferation of various media channels, therefore the requirement for intelligent
media buying.

✎ Advantages offered by events:

As is clear from the preceding section use of events as a marketing communication tool
not only takes care of the problems associated with traditional media but also offer
certain advantages because of which events are gaining importance over them. Some of
these advantages are detailed below:
 Events have the ability to bring together sharply defined participants since the
capacity for a particular event is usually limited. A specific number of the target
audience could be invited or enticed to buy tickets for a show specially created
for a particular profile of the target audience.
 Since the audience is actively targeted, the option of controlled reach can be
exercised and ideal audiences for narrow- casting of information can be gathered.
This leads to lowering of the media networking budgets and focused
communication with the specially gathered audience. The audience that has been
specially invited invariably is an ideal audience.
 An event carried out professionally and cleanly is invariably a memorable
experience. The word of mouth publicity that this generates is an advantage that
29
 lingers on a long time after the event has actually been carried out. This provides
an advantage of a higher brand recall to the client.
 The involvement of all the senses in experiencing the event is one of the greatest
advantages that events can offer. Events can be designed such that the audience is
actively involved in every part of the event and made to feel good. Thus, events
as a live media offer a certain amount of immediacy to the experience- of being
there while its happening. For the audience it is undoubtedly a thrilling situation.

 Live media also enables interactive communication. Live media scores over
conventional advertising in terms of reach, impact and tangible immediacy of
measurement. Live media communication is a complete sensual experience as
compared to a press advertisement or TV/radio commercial. This is so because a
press ad is basically a flat piece of paper and a commercial is just an audio visual
experience. The high recall value of live media communication is also a major
factor.
 No other media can boast of the ability to provide such massive collection of
feedback instantly as events. Being a live media, it is possible to feel and deduce
the reactions of the audience to the aim or objective that the event was conceived
for.
 The easily customizable nature of events, mean that specific trades of the local
inhabitants can be incorporated in the big picture to ensure that the event is
socially and culturally in tune with the local culture. Thus, the localization of
events is very easy.
 The advantage in terms of post event publicity that events can offer over and
above the paid or bartered media is the benefit associated with the reports of the
event in the newspaper and the news on the electronic media. For such reports
there is no extra cost to be borne- neither by the sponsor nor by the event
organizer. This is a double edged sword because, in case the event is not upto the
mark or is dogged by controversies, then, the same is also reported impartially
 The conversion of good events into television software for future use either by the
sponsors for their commercials or by the media houses for programming is also a

30
 unique benefit that events offer. Such software become products by themselves
and can be used profitably in the future.
Apart from the above, there are some other important reasons for using events because
they provide the solution to deal with the legal restrictions pertaining to marketing
communication. Cigarette, liquor, guthka and other tobacco related products are officially
banned from being advertised on the Government controlled media and hence are
focused to use events with a mass base as a marketing tool. Examples include the launch
of 555 cigarettes, a Benson and Hedges product. This product launch held at the Turf
Club, Mahalakshmi Race Course grounds, Mumbai, involved a lot of hype and hoopla.
This event other than aiding in the brand launch also provided for the first contact with
the actual consumer who got to try the product free of charge, giving an instant feedback
on the quality and the post event brand recall. Thus, it provided Benson and Hedges with
an alternative media with an equal, if not a better
capability to create the desired impact. In fact, for decades, liquor and cigarette
manufactures, unable to advertise through the mass media, have been sponsoring car
rallies, horse races, film premiers and cricket matches to earn mileage. The Mc Dowell’s
Derby and Wills Made-for- Each-Other contest represent the earliest attempts at the
corporatization of commercial public events.

1.8 KEY ISSUE FOR EVENT MARKETING:

The Human Dimension:

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A key issue for Event Marketing is having the right human resources communicating the
brand values. The importance of having people working that truly understand the brand
was emphasized by almost all the interviewees. The human dimension of Event
Marketing is what creates the uniqueness to the brand in an event, especially for high-
involvement purchases. In the capital goods industry, where high involvement decisions
are taken and more reliable information is needed, interaction serves as a great function.
When buying a car, the consumer is making one of his/her biggest investments, the
consumer is more sensitive and might require more than one-way communication to
convert to another brand. What makes the 3D advertisement more unique is adding a
human dimension, by placing someone who is familiar with and can communicate the
company brand and product.

The Human Context:

To add a human dimension might sound an easy solution in order to communicate the
brand identity. However, the human being is rather complex in her way of learning,
interpreting and understanding, since she, is characterized by her context. Everything the
human being experiences will affect the way she interprets situations. Unless she
experiences a situation, which requires new behavior and this behavior is positive, she
will not change her way of acting. However, if she is put in a situation in which she has
to experience a new way of acting and if the experience is interpreted as positive, it is
most likely that she will repeat the behavior in a similar situation.

Mental Models are deeply ingrained assumptions and generalizations that influence how
we understand the world and how we take action. The models keep us in the same pattern
of both thinking and acting. By questioning the Mental Models people see matters from a
different perspective and openness. But in order to be able to question the Mental Models
we first must realize that there has to be something to gain by questioning them.

Most managers today only see the brand as the company’s logo and corporate identity
program, but in the future the company “brand” will have to encapsulate and
communicate what an organization is and what it stands for. Therefore the manager must

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change the interpretation of the brand. It is as important to win a distinguished and
distinctive place in the perception of a company’s actual and perspective customers, as it
is the same with the employees. Since it is the human dimension that adds the value to a
customer/prospect in an event, all members and functions in the organization must not
only be market orientated in general but also market orientated in combination with the
brand values. It is a common fact that people are different and cannot adjust to all
situations.

Several interviewees supported this when mentioning that there has to be a match
between the individual values and the company values. One crucial factor might be the
individual’s ability to learn, since the individual must not only understand the added
values in the brand identity but also learn to interpret the different situations that might
occur during an event, and combine the behavior to the specific situation. It is the
individual’s perception of the current situation together with how he/she translates the
added values to fit to that specific situation that will help or not help the company.

Integrated Organization
When working with Event Marketing it is important to have a well-integrated
organization, therefore we agree, “that internal marketing builds service quality”. Internal
marketing can be defined as selling the firm to its employees, and Kotler and Armstrong
(1993) view internal marketing as the building of customer orientation among employees
by training and motivating both consumer contact and support staff as a team. These
definitions might be too static, since they are not teaching the employees; rather they are
persuading how great the business idea of the company is.

By learning how different components in a system interact will increase the

understanding of how the entire system works. Understanding just one component by
itself that is isolated from the others will not be enough. A company itself is a complex
system that is connected by a series of contacts and the components in this system are
highly integrated. Since we are a part of this network, we most often only see specific
components and are puzzled by that we cannot find good solutions to our greatest

33
problems. System thinking is a term that contains knowledge and different tools, which
can help us, understand and influence the entire patterns in an organization.

Match the Event to Your Market

Choose the kind of event that appeals to your target market suits your product’s image
and fits your marketing objectives.

If, for example, you are looking for reach and you are selling a low cost product with
wide general appeal, sports sponsorship may be the avenue for you. If your product is an
up market one, artistic events could suit you better. If your have a technical product,
science-type sponsorships would be possibilities and if your main aim is to be seen as a
good corporate citizen, put your sponsorship money into good causes. The Children’s
Hospital, the Red Cross or the environment, to name three, AIDS research is another one.

The meteoric history of event marketing is based in sports marketing. In fact, music and
arts represents a combined 35 percent of event spending as compared 45 percent for
sports-related events. Event marketing also continues to thrive as traditional advertising
rate skyrocket and, really, fail to provide any guarantee of reaching a targeted audience.
Event marketing provides a cost-effective approach to making a more hard-hitting,
emotional, and tangible pitch to consumers. It also gives companies the opportunity to
cross-promote (promote with other companies that have related products or services),
offer sample products (give-always), and build strong relationship with various channels
of distribution, such as retail outlets.

Charities go out of their way to meet both their own fund-raising needs and the profit
requirements of the firms they team up with. It is a commercial relationship and the
entire better for it. Charities need funds, and the businesses need promotions, which
show their worth in extra profit.

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1.9 WHY EVENTS:
1. Brand Building
Creating awareness about the launch of new products/brand

Enormous nos. of brand/product are launched every month. Similarly innumerable new
music albums, films, etc get released periodically. This tends to create clutter of product
launches. The large no. of launches also leads to need to overcome the “ooh-yet-another-
product” syndrome. The need to therefore catch the attention of the target audience at the
time of launch becomes very important. Meticulously planned events for the launch of a
product/brand seldom fail to catch the attention of the target audience.

Presentation of brand description to highlight the added features of product/services

Sometimes technological changes pave the way for manufactures or service providers to
augment their products. To convey this via traditional modes of communication to the
existing and potential customer base may sometimes be futile. Special service camps of
exhibitions are the perfect events that provide the opportunity for a two way interaction
and error free communication. For Example, IMTEX, the Industrial Machine Tools
Exhibition, is an event used by most machine tool manufactures to explain and highlight
the new and improved features of their product.

Helping in rejuvenating brands during the different stages of product life cycle

The massive amount of money that is spent during the introduction stage of products gets
drastically reduced over time. By the time the product reaches its maturity/decline stage,
the need for cutting down the budgets associated with the media campaigns, while at the
same time maintaining the customer base is felt. And events offer the best medium for
such a focused approach. It helps in generating feelings of brand loyalty in the products’
end user by treating them as royally as possible.

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Helping in communicating the repositioning of brands/products

Events help in repositioning exercises to be carried out successfully. In other words,

events can be designed to assist in changing beliefs about firms/products/services.

Associating the brand personality of clients with the personality of target market

Citibank is an elite bank where people do banking with pride. Hence, other premium
brands would like to associate themselves with the same audience so as to benefit from
the rub-off effect. An exhibition-cum-sale event organized exclusively for Citibank credit
card holders, small merchandisers get to do business with the Citibank customers, as well
as build and maintain a premium image for themselves. Here Citibank acts as the event
organizer and small merchandisers acts as participants so that they can associate the
personality of their products with the personality of Citibank customers.

Creating and maintaining brand identity

Australia-based Foster’s Brewing Group’s Asian subsidiary in its plan to launch its bear
brand Foster’s Lager in India choose the game of cricket – in which the Aussies are
known as the best team in the world. By becoming the official sponsors of Australian
cricket team on its India tour, Foster’s hoped to achieve its goal of brand identity
building and positioning itself at the premium end of the market.

Rennie Solomito, Marketing Manager for Coors Light (Beer Company) explains that in
order to increase awareness and personality of the brand, Coors Light tries to find the
distinguishing “look of the leader” in each market. Coors Light select events that are fast
paced and young minded, for example, Coors Light Silver Bullet Concert Series
featuring artists like Bryan Adams and Celin Dion

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2. Image Building
Over and above the brand identity that a company encourages, events such as The Great
Escape conceived by Mahindra and Mahindra, exclusively for the owners of their four
wheelers, the Armada, are an attempt to build a specific image of not only the corporate,
but also the product, to let owners experience the thrill of four wheel driving, M&M
charts out an off beat route that emphasizes the difference between normal and four
wheel driving, and lets the participant experience the high, one feels when steering and
navigating an Armada.

Coke is associated with Olympics since 1928, the rationale behind this is similar values
and ideologies: International peace, brotherhood, standard of excellence and fun.

Fig 1.3: Constructing the Brand Value Chain

3. Focusing the Target Market

Helping in avoidance of clutter

Even though some events do get congested with too many advertisements, events still
provide and effective means of being spotted. For example, Title sponsorship of a major
event provides the sponsor immense benefit since the sponsors name is mentioned along
with the event like Hero Cup, Femina Miss India, Lux Zee Cine Awards.

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Enabling interactive mode of communication

Events generally provide an opportunity for buyers and sellers to interact. They also
provide a foundation for exchange and sharing of knowledge between professionals.
Example: Bang!Linux2000, Auto Expo.

Unparalleled footwear company NIKE ensures that it sponsors those events which will
give it a chance to create an emotional tie with the participants through onsite brand
usage and product presentation.

4. Implementation of Marketing Plan

Enabling authentic test marketing

Events bring the target audience together, thereby creating opportunity for test marketing
of products for authentic feedback. The seller can identify exactly the traits and other
characteristics that are desired. For example, marketing events that the Frito-Lay
Company used before it launched its WOW! brand of potato chips.

Enabling focused sales and communication to a captive audience

In an event the audience is more or less bound to witnessing one particular event. In such
a situation it is very favorable for sellers to put forth their presentations without any
diversions. Such a situation is very valuable given the ineffectiveness of traditional
modes of communication in holding on to the attention of the audience.

For example, Burger King wanted to reach a young demographic in the New York area,
EMG (Event Marketing Company) helped them to create a 30-concert series at the New
York Palladium. Burger King received onsite signage and distribution of bounce back
coupons.

Increasing customer traffic in stores

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Events can be conceptualized to increase customer traffic. They can be customized to
make available, concepts ranging from retail store specific events to mega events like one
day international cricket tournament. For example, Nescafe 3-in-1 treasure hunt, co-
sponsored by McDonald’s is a combined effect in increasing the customer traffic as well
as increasing the awareness among the upper class of the existence of new McD’s outlets.

Enabling sales promotion

Weekly events conducted by Crossword Bookstore helps in generating more revenue

during the weekends as compared to the revenue generated in the weekdays.

Help in relation building and PR activities

Practitioners of this marketing function believe that event marketing campaigns have the
ability to create long lasting relationships with closely targeted market segments.
Relationship building is not restricted to end user customers but also targeted at
enhancing new distributors and sales representative relations.

For example: Techfest organized by IIT Bombay, is an annual technological festival held
by IIT Bombay has helped the sponsors in establishing their relationship with the
Institute and ensuring that an image of being interested is created and nurtured.

Coke is sponsoring the Olympic since 1928. As coke does business in over 200 countries,
the Olympics give the company the opportunity to identify its product with the foremost
special event in the world.

Motivating the sales team

The need for interaction is not restricted to external customers only and end consumers
are not always the focus of live media exercises. This is especially popular amongst
pharmaceutical and other FMCG companies. For Example, during the cricket world cup
held in England HSBC introduced a unique pattern of motivating the sales force by
awarding them runs instead of the traditional points system. This resulted in conversion
of almost all of its employees into sales person.

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Generate immediate sales

Most events let firms install and exclusive boot and give the permission to exploit the
opportunity to merchandise. Events such as the annual limited period discount sales from
Wrangler and Van Heusen are authentic stock clearance and seconds sales aimed at
generating immediate sales.

Generating instant publicity

An event can be designed to generate instant publicity upon the implementation of

marketing strategy. The e-commerce start up Half.com, which wanted to sell products
such as CDs, Books, Movies and Games over the internet was up against major and
strong competition. The result of this publicity stunt started the ball rolling towards
getting this company purchased by eBay for more than $300 million.

Enabling market database assimilation, maintenance and updating

By keeping track of the reach and its effectiveness as well as interacting with the
audience that actually turns up for the event, event sponsors can assimilate and authentic
database. The database can be used to track various marketing trends. Events can then
help in maintaining and updating the database.

1.10 SPONSORSHIP vs. EVENT MARKETING:

However, there are many other marketing tools that can build brand-awareness and create
image and not confuse them with event marketing the most common confusion will be
explained here. Authors seem to mix up the concept of Event Marketing and sponsorship,
although there is a difference between the two. When using Event Marketing, the
organization works with the event as part of the marketing strategy. When sponsoring an
event, the organization buys exposure during the event at different levels of the event
itself. International Events Group (IEG) defines sponsorship this way: “The relationship

40
between a sponsor and a property in which the sponsor pays a cash or in-kind fee in
return for access to the exploitable commercial potential associated with the property.”
By using the commercial right, the sponsor could associate the brand and have an
effective selection of the target group to market themselves to. The association makes the
brand synonymous with the sponsored happening, and thereby the sponsoring has been
called association by event. Today sponsorship is one of the world’s fastest growing
forms of marketing and together with Event Marketing they begin to play a more
dominant role in many companies´ marketing budgets.

This model shows one way to look at where traditional sponsoring fits in compared to
Event Marketing.

Fig 1.4: Traditional Marketing vs. Event Marketing

When the organization is sponsoring an event, (upper left corner) there is always a
business agreement between at least two parties, which Event Marketing does not
necessarily have. Usually this is the case when there is a sport competition such as the
Olympics or a World Championship. This kind of sponsoring limits the possibilities for
the organization to market their products since they have no control over the happenings
at the event, etc. There is a concept called the double lever effect, which explains the
relationship between different events. When organizations move to EM (1), EM (2) and
EM (3) the organizations increase their control and also the risk is increased. When the
control is increased, there is also a larger possibility for organizations to use the event
41
integrated with the other marketing strategies. This fig 1.5 shows how it comes to be a
double lever effect:

Fig 1.5: Control & risk depending on activity

As we can see, there is a risk in using Event Marketing. There is no possibility to test the
event for the target group, and everything has to work during the event. The risk
associated with the event could be one of the reasons why some organizations choose to
use pre-existing events instead of own events. Preexisting events are events that are
created by someone else for another purpose.

1.11 SIZE OF EVENTS:

In terms of size events maybe categorized as follows:

1. Mega Events

The largest events are called mega events, which are generally targeted at international
markets. All such events have a specific yield in terms of increased tourism, media
coverage and economic impact.

Example: The Olympic Games, World Cup Soccer, Super Bowl, Maha Kumbh Mela.

2. Regional Events

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Regional events are designed to increase the appeal of a specific tourism destination or
region.

Example: Delhi Half Marathon.

3. Major Events

These events attract significant local interest and large no of participants as well as
generating significant tourism revenue.

Example: Chinese New Year Celebrations.

4. Minor Events

Most events fall into this category and it is here that most event managers gain their
experience. Annual events fall under this category. In addition to annual events, there are
many one time events including historical, cultural, musical and dance performances.
Meetings, parties, celebrations, conventions, award ceremonies, exhibitions, sporting
events and many other community and social event fit into this category.

Example: Annual Trade Fair organized in Delhi, Chandipur Beach Festival

1.12 TYPES OF EVENTS:

1. Sporting Events

Sporting events are held in all towns, cities, states and throughout the nation. They attract
international sports men & women at the highest levels.

2. Entertainment Arts and Culture

Entertainment events are well known for their ability to attract large audience. This
includes musical concerts, celebrity performances, movie releases and mahurats etc

3. Commercial Marketing and Promotional Event

Promotional events tend to have high budgets and high profiles. Most frequently they
include product launches, often for computer hardware and software, perfume, alcohol or
motor cars. The aim of promotional events is generally to differentiate the product from
its competitors and to ensure that it is memorable. The audience for a promotional

43
activity might be sales staff such as travel agents, who would promote the tour of the
clients or potential purchasers. The media is usually invited to these events so that both
the impact and the risk are high, Success is vital.

4. Meetings & Exhibitions

The meetings & convention industry is highly competitive. Many conventions attract
thousands of people, whereas some meetings include only a handful of high profile
participants.

5. Festivals

Various forms of festivals are increasingly popular providing a particular region the
opportunity to showcase its product. Wine and food festivals are the most common
events falling under this category. Religious festivals fall into this category as well.

6. Family

Weddings, anniversaries, divorces and funerals all provide opportunities for families
together. Funerals are increasingly are becoming big events with non traditional coffins,
speeches and even entertainment. It is important for the event manager to keep track of
these changing social trends.

7. Fund Raising

Fairs, which are common in most communities, are frequently run by enthusiastic local
committees. The effort in the organization required for these events are often
underestimated. As their general aim is raising funds, it is important that rides and other
such contracted activities contribute to, rather than reduce, revenue.

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8. Miscellaneous

Some events defy categorization. Potatoes, walnuts, wild flowers, roses, dogs, horses,
teddy bears all provide the focus for an event organized in United States.

KEY ELEMENTS OF EVENTS

Event
Organizer Infrastructure

Target
Venue Audience
EVENT

Media Client

Fig 1.6: Key Elements of Event Marketing

Event Organizers

Femina with

Fountainhead: Event Support

Banyan Tree: Arrangements for classical music performance

45
Hemant Trevedi with assistance from Noyonika Chatterjee: Choreography and
Direction

Omung Kumar Bhandula for Opus Planet Construction: Sets

Event Infrastructure

 Core Concept: Search for new top class modeling talent through a contest and
pageant interspersed with entertainment.

 Core People: Participants i.e., models taking part in the competition and other
performers during entertainment slots such as well known classical musicians, Pt.
Shiv Kumar Sharma accompanied by Ustad. Shafat Ali Khan and popular music
by Sweta Shetty and Stereo Nation.

 Core Talent: Physical looks and proportions.

 Core Structure: Annual event of beauty pageant.

Importance of Infrastructure

Indian business events, particularly large trade fairs, are underdeveloped as a

result of poor infrastructure outside Delhi. New exhibition and convention centers
developed in Chennai and Hyderabad will help spur the industry’s growth. If a
new facility of international standard can finally be built in Mumbai, this will
generate a huge opportunity for business media companies. Smaller, traveling
events, road shows which move around the country’s many secondary markets
will also be significant income generators for some business media firms.

Event Venue

The two types of venue are as follows:

 In-house Venue: Any event that is executed within the premises of the company
or institution or in the private homes or proprieties belonging to the client is
called an in-house venue. The use of such venue is reserved for the employees of

46
 the company or the residents of the campus. Most in-house venues do not need to
be paid or even if a payment is involved, it may be open for favorable negotiation.
The main advantage of in-house venue is the huge saving in the costs incurred in
hiring the venue.

 External Venue: Any venue over which neither the client nor the professional
organizer have any ownership rights is called an external venue. These are venues
open for the general public. Example: Hotels, Stadium etc, etc…

Importance of Event Venue

Events are venue driven. They help in increasing the customer traffic. Festivals
such as Valentines Day or Holi sea venue playing the clients’ role for the event
organizer. Venue has a say in the very feasibility of a event concept.

Example of Key Elements of Event:

 Event

L’Oreal Femina Elite Model Look’98

 Venue

 Shoot location: The Retreat, Marve

 Official Host: Taj Mahal Hotel

 Target Audience

Youth and Family though with a younger mindset or young at heart.

 Media

 Pre-Event: Magazines and news papers to inform about event and call for
entries with entry forms in them.

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  Electronic Medium: TV and FM Radio to inform target audience about
event coverage, date & time.

 During Event: Live coverage on DD2 for widest coverage.

 Post Event: Re-telecast on Star Plus.

 Interviews and appearance of winner on shows sponsored by L’Oreal on

the electronic media.

 Report on the event in the print media.

 Clients

 Main Sponsor: L’Oreal

 Gifts Sponsors: Onida, Siemens, Bosh and Lomb, Global Tele-systems,

Akbarallys Department Store, Trussardi, Catwalk Shoes, Estelle, The
Orchids, Lakme, Sony Music.

 Ground Transportation: Adarsh Rent-a-Car – an H.B Kedia/Anil Kedia

Enterprise.

 Communication Convenience: Global Tele-systems

 Beverages: Coca-Cola

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 2. CRITICAL REVIEW OF LITERATURE
EVENT MARKETING SURVEY 2006

– conducted by

Fifth Edition of Global Study Shows Steady March of Events Business at the Dawn
of a New Era

The secret is out. Five years of research has shown that meetings and events can play a
strategic role in driving business value within every organization. Corporate executives,
both in and out of the world of meetings and events, now see the benefits that face-to-
face interactions can provide to their bottom line.

Current customers and prospects can benefit from meetings and events as they provide
the greatest opportunity to learn about a company’s brand, value proposition and (new)
products/ services. Companies can derive business value from events to strengthen

49
product or brand awareness; differentiate from the competition; educate or train
employees and ultimately increase sales.

Three key indicators in Chart 1 show, however, an interesting change from 2005:

1. The importance of event marketing has remained virtually constant from the prior
year.

2. The proportion of the overall marketing budget dedicated to event marketing decreased
slightly from the prior year.

3. The perceived future importance of event marketing has declined less than 3% from
2005. While these results at first glance could be considered disappointing, none of these
indicators should be taken as a sign of a downward trend within the event marketing
industry. In fact, these are clear signs of an industry that is stabilizing and showing signs
of maturation.

2.1 A Watershed Event:

While the meeting and events industry may be developing a beachhead within
companies’ marketing mixes, it continues to face increasing scrutiny as it slides under the
CFO’s budgeting microscope. Additionally, CMOs continue to face mounting pressure to
show ever-increasing value and return on their investments.

Enter the CMO’s white knight in the quest for the enigmatic and much sought after
integrated marketing campaign — the evolution from event marketing to experiential
marketing — an integrated campaign model offering the opportunity for an audience to

50
“live the brand.” Although it is too soon to measure how transformational the evolution
to experiential marketing will be for the meetings and events industry, high level findings
from the 2006 global research indicate that overall, awareness of and interest in
experiential marketing has the opportunity to bring the meetings and events industry to
new heights.

2.2 THE KEY TAKE AWAY:

Event marketing continues to play an important role in the corporate setting but has seen
some minor setbacks in growth patterns from prior years in terms of perceived
importance and value, perhaps due in part to the high visibility gained in years past. As
opposed to potentially being discouraged by these findings, event marketing
professionals should consider these early signs as an insightful call to action to innovate
and create opportunities for even greater ROI. Event marketing professionals must
therefore develop either more focused traditional tactics or adopt new approaches such as
experiential marketing. Between May and June 2006, almost 900 individuals in
marketing management positions from North America, Europe and Asia Pacific in
industries including automotive, high technology, healthcare, and financial were
interviewed via telephone with hopes of bringing clarity to the events component of the
marketing mix as it compares to other elements in a marketer’s arsenal.

2.3 The Role of Event Marketing Remains Important In the Marketing Mix:

As the world economy continues its 2006 recovery, companies face ever-increasing
financial pressures to generate additional revenues and improve profit margins.
Globalization has created a myriad of new opportunities for companies but has
simultaneously brought with it new challenges in terms of newfound competitors vying
for the same pool of clients and the inherent need to communicate one cohesive message
to the diversifying marketplace. It is not surprising therefore to see that almost one third
of the marketing professionals surveyed this year stated that their top marketing concern
currently is reaching new customers. Building brand awareness was respondents’ second
most frequent concern, coming in at a distant 13%.

51
Due to the increased competitive pressures, companies large and small, local and global
must therefore constantly evaluate the mix of marketing tactics to ensure the best
possible approach at reaching both current and potential customers. It is perhaps because
of this need to freshen the marketing mix that we see survey respondents’ state that event
marketing was either a lead tactic or vital component of the marketing plan slightly less
than half the time (49%) — a slight decrease from last year insofar as it was less of a
vital component and taken more under consideration with other mediums. Although the
current marketing mix shows in Chart 2 a slight decline as compared to last year, almost
50% of respondents stated that the future importance of event marketing was either
increasing or increasing strongly. Furthermore, an additional

40% of respondents stated that the future importance would remain constant. This
stability in event marketing’s role is corroborated by the fact that event marketing
represents more than 25% of survey respondents’ overall marketing budget, which is
only slightly less than a one percent reduction from last year’s figure.

Another sign of the evolution of companies’ marketing mix appears in the budget
allocations for events. Much like in 2005, 59% of respondents stated that the majority of
their event marketing budget is currently allocated to trade shows while 35% are spent on
conferences. This latter figure shows a dramatic drop from the prior year’s figure of 47%
and further augments the current shift towards a focus on lead acquisition.

2.4 EVENT MARKETING CONTINUES TO DELIVER ROI:

52
Although the results of this year’s survey suggest that the current role of event marketing
may have slipped slightly in companies’ marketing mix, the data also shows conflicting
information insofar as event marketing remains the marketing element that provides by
far the highest returns on investment.

Chart 3 shows that almost one in four respondents to the 2006 survey believes that event
marketing provides the greatest ROI in Marketing. Although the figure is almost identical
to last year’s estimate (and decreasing over time), it is a statistical bragging right that
event marketing has held for the last three straight years, as well as four of the five years
of this study (see Chart 4).

The most common reasons given for event marketing’s high returns on investment come
from the fact that it provides the greatest opportunity for direct, in-person, face-to-face
contact (58%) and that it provides the best opportunity to reach a targeted audience
(45%). Survey respondents also attribute event marketing’s high ROI to the fact that it
provides one of the only opportunities to reach a large and engaged audience in one
venue (28%).

53
Turning to specific types of events, the survey results show that Trade shows (40%)
followed by conferences and seminars (21%) are the external events that are believed to
provide the greatest ROI due primarily to their ability to attract new customers. When
asked to look at their internal events, respondents cited education/training events (41%)
followed by sales or marketing meetings (28%) as the internal events those are deemed to
provide the greatest ROI.

2.5 MEASUREMENT IMPACT EVENT MARKETING BUDGET:

Seventy-one percent of respondents to this year’s survey (see Chart 5) cite that they do
engage in some post-event measurement activities. Not only is this a significant increase
from last year’s 60% mark, it is also the highest rate of measurement recorded in the
history of this study. This is a clear sign that event marketing professionals and CMOs
continue to need to demonstrate the ROI that comes from producing successful events as
greater financial scrutiny comes from corporate finance departments.

The survey data shows that not only has the number of companies who measure
increased considerably from last year, but there has also been a slight increase in the
marketing budget allocated to measurement — up one tick from last year — to 12%.
When asked what key performance indicators (KPI) companies were measuring, over
one third of respondents (36%) cited number of qualified leads, with overall
communication effectiveness and sales increases each receiving 31% of the votes. The
most common tools used to calculate these KPI were sales reports (28%), onsite surveys
(26%) and post event surveys (24%).
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Although measurement should not be considered a panacea for event marketing’s need to
demonstrate value, this year’s survey does show one striking benefit of measurement. As
can be seen in Chart 6, companies who do engage in some form of measurement are three
times more likely to see an increase in their budgets than those who do not engage in any
measurement. This data is further proof that tangibly demonstrating the value of an event
marketing program can significantly increase the chances of getting increased funding.

2.6 TRANSITION TO EXPERIENCE MARKETING:

As the event marketing industry faces continues to face mounting pressures from the
business world to demonstrate value, event marketing professionals find themselves in
need to move towards the next evolutionary, if not revolutionary step within the world of
events. CMOs and event marketing professionals are now looking for a solution that can
provide a more complete approach to interacting with customers and prospects. Senior
marketing professionals are looking beyond traditional event marketing tactics for an
integrated campaign that offers the opportunity for an audience to interact with a
company’s product/service and its brand before, during and after event(s) through the
combination of advertising, direct, interactive and traditional event marketing. Over half
of survey respondents (55%) in fact gave this definition to the term “experience
marketing.” This year’s research also shows that 80% of respondents are currently adding
experiencing marketing in some form or another to their marketing mix. Not only have a
significant number of companies tried some experience marketing strategies, but a vast
majority also feels as if there are tangible benefits to the updated approach. A remarkable

55
87% have said that they may eventually transition towards experiential marketing, while
74% have definitively said they will be moving forward with more experiential
marketing within the next twelve months (see Chart 7). The most common reason given
by survey respondents for moving towards experience marketing was that it provides a
better method to convey the persuasive difference between their brand and the
competition’s. The second most frequent reason given was that it provides an opportunity
to leverage marketing spend across all of a company’s marketing disciplines. Although
rooted heavily in event marketing, experience marketing should be considered a hybrid
of many disparate forms of marketing finally coming together looking to cohesively
interact with the customer. It is as evolutionary as it is revolutionary in as much as it
brings new meaning to the term “integrated marketing campaign.” Experience marketing
provides a unique opportunity to redefine the marketing landscape as well as how
companies interact with customers and prospects. Marketing and event marketing
professionals who can effectively cross this chasm and adapt to this new paradigm have a
great opportunity to become leaders within their organizations.

About This Study

EventView, the annual and first-of-its-kind event marketing trends study for senior
marketing executives, was originated in 2002 by The George P. Johnson Company. The
MPI Foundation has co-sponsored this important research since 2003. Now in its fifth
year, EventView is the number-one published event marketing trends report globally and
the longest-running study for the event marketing industry, providing the insight and
guidance corporations and event marketing professionals within this field need to
develop strategic marketing programs.

56
Between May and June 2006, almost 900 individuals in marketing management positions
from North America, Europe and Asia Pacific in industries including automotive, high
technology, healthcare, and financial were interviewed via telephone with hopes of
bringing clarity to the events component of the marketing mix as it compares to other
elements in a marketer’s arsenal. The results of the 2006 survey have a +/− 3% margin of
error.

57
 3. EVENT MANAGEMENT AS A PROMOTIONAL
TOOL

3.1 EVENT DESIGNING:

1. Conceptualization of the creative idea/ambience

2. Costing involves calculation of the cost of production and safety margins

3. Canvassing for sponsors, customers and networking components

4. Customization of the event according to brand personality, budgets, etc

5. Carrying-out involves execution of the event according to the final concept

58
 Initial
Concept
Canvassing

Conceptuali
-zation
Customization

Costing

Final Concept

Carry-Out

EVENT

Fig 1.7: Event Designing Concept

Example:

 Event : Holi

 Event Category : Fairs & Festivals

 Event Organizers : A2Z Events

 Core Concept of Holi

59
 It is a celebration to mark the onset of spring and the harvest season. It’s a
symbolic gesture, celebrating good harvest and fertility. It draws its origin from
the Hindu Mythological event in which Prahalad emerges unscathed from a fire
arranged by his father King Hiranyakashyap and aunt Holika to kill him.

 Background

 Title of the Event : RANG BARSE

 Place : Mumbai

 Venue : Parking lot of an amusement park

 Year : 1997

 Duration : 2 Days

 Target Audience : City dwelling families

 No. of Audience : 1500

 Ambience : Rural Mela

 Costing : Rs. 7 lakhs

 Event Type : Partially sponsor and partially ticketed

 Initial Concept For Holi 2000

A2Z wanted to repeat the previous year’s event ad verbatim

 Costing

Costing for Holi 2000 worked out to Rs. 10 lakhs

Canvassing

Many corporates were approached with the initial concept to sponsor the event. The leads
generated through canvassing for sponsors and negotiation with venue owners gave a
strong impetus and indication of success for a particular variation. A leading soft drinks
company could be persuaded to fully sponsor the event.

60
Customization

The target audience of the soft drink company was pre-dominantly was fun-seeking
youth. The initial concept needed to be changed from a family oriented event to a
youthful event. The budget was needed to be drastically reduced to Rs. 2lakhs per center
and the event was to be simultaneously conducted in 5 locations spread across the
country.

Final Concept and Carrying Out

Constraint of budget and specific requirement of the client changed the initial concept of
a two day program to a 3 hour forenoon program titled “HOLI GYRATIONS 2000”. The
program essentially revolved around a color rain dance and color blast for young people
with coverage on a popular youth oriented music channel on the television. It was also
decided to use the event coverage as software for future use by the channel. Now the
event was fully sponsored show for a single sponsor with invitations to a limited no. of
participants. The show was fully customized to give pre-dominant importance to the
sponsors’ colors viz. red and blue. The carry out stage involved being exceptionally
careful and prepared for eventualities such as hazards of drunken misbehavior of the
youth even though liquor was not allowed inside the venue. The interaction revolved
around a popular VJ anchoring the show and except for dancing, there would be hardly
anything else actually happening. The carry out stage gets completely taken over by the
music channel.

3.2 COMMUNICATION EFFECTS OF EVENT MARKETING:

Communication is the process of moving a message that includes different elements.
Those elements include source, message, channel, receiver and the process of encoding
and decoding. The source is the organization, the message could be a new car launch, the
channel could be the event, and attendees are the receivers. A problem many marketers
have is to make sure that the noise that can disturb the message going from the sender to
the receiver does not interfere with the message, and thereby influence the effect it has on
the customer. The direct communication with the customer is one of the main advantages

61
with Event Marketing compared to other marketing channels. In the definition of Event
Marketing, it is said that “an event is an activity that gathers the target group in time and
room.” This means that the event is eliminated from the noise.

Fig 1.8: Communication Process in Event Marketing

Event Marketing is marketing communication in four different dimensions. The first one
is the emotional communication method. The Event Marketing is a form of “pull”
marketing, where the organizations try to get closer to the feelings and emotions of the
customers. They do this not by “pushing” their products at the customers, but by
touching the customers’ emotional feelings.

The second dimension touches the customers by involving them in activities. When the
customer gets a feeling from a product, he/she is informed of the value of the product. An
example of this in the car industry is the test-driving of new cars. The third dimension is
the intellectual dimension and it regards the relevance of the event for the customers. The
fourth dimension is the spatial dimension, how to get the three prior dimensions into
action and to inform the customers through all marketing channels. Some researchers say
that in the future, customers will not buy just the product, but the meaning, the event and

62
the character, which in turn give the customers the possibility to create their own value
for the product.

Relative Importance of Events as a Marketing Communication Tool

Dominant

Relative Position
Strong
Favorable

Tentative

Weak
Introduction Growth Maturity Decline
Life Cycle Stages
Fig 1.9: Position of Events and traditional modes of communication vis-à-vis the life cycle stage

Events

Traditional Modes of Communication

With Regard to the competitive position of events as a medium and the life cycle stage it
is in vis-à-vis other marketing communication media, it is clear that:

Traditional ways of marketing communication in the Fig 1.9 are moving from the growth
phase into the maturity stage. Their effectiveness is lost due to cut throat competition
which is leading to undesirable clutter in all kinds of media including internet.

An event as a medium is in a tentative/favorable position now and will continue to

remain so in the near future and tend towards becoming stronger. Event as a strategic

63
marketing communication tool would gain significant followers and will bite into a much
larger portion of the marketing budget.

3.3 EVALUATION OF EVENTS:

1. Measuring Reach

Reach is of two types – external and actual, since events require massive external
publicity, press, radio, television and other media are needed to ensure that the event
is noticed and the benefit of reach is provided to the client. External reach can be
measured by using the circulation figures of newspapers and promotion on television
and radio. The DART & TRP ratings that rate the popularity of programs on air and
around which the promotion is slotted. Measurement of external reach should be
tempered with the timings of the promotions as effectiveness of recall and action
initiated among the target audience is highly dependent on this important variable.

A ratio of the external reach to the actual event reach is a very tangible and useful
measurement criteria.

Ideally,

External Reach
=1
Actual Reach

The ideal situation in real life is very rare since the external reach gets drastically
reduced in terms of reaching out to the target audience and is therefore impractical in
most cases. This is because the target audience is derived from the target population
which is invariably very large. It is impractical to assume that all the constituents of
the target population can make it to the event. The above ratio is usually found to be
greater than 1 in practice.

External Reach
>1
Actual Reach

2. Measuring Interaction

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 In most event categories, compared to reach, it is much more difficult to access the
interaction between the audience and the event and the benefit that accrues to the
client. A certain amount of quantifiable data can be of help in measuring interaction
for an event from the clients’ point of view.

These are as follows:

 No. of interaction points

The no. of direct and indirect interaction points that have been planned and
arranged for an event provide the first important measurement tool. The
greater the no. of interaction points the better for the client.

 No. of interactions

The opportunity for interaction between the client and the audience before,
during and after the event is also a very tangible measurement criterion. The
greater the opportunity for increasing the no. of interaction, the better for the
client.

 Quality of interactions

One-way or two-way communication during interaction has a profound

impact on the quality of interaction that takes place. The quality of interaction
is perceived as good when there is an avenue for two-way interaction

 Time duration of interaction

Every event has a limited time period within which both benefits the other
issues such as controversies are effective. The amount of time that is available
for interaction is very important in that the greater the duration of the
interaction, more are the chances that there are some meaningful and decisive
interaction between the client and the audience.

Important Points To Consider When Evaluating Event Marketing

1. Quantified Objectives

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 The reason why some people think that it is not possible to evaluate events is that
they have used Event Marketing without a specific purpose or objective. The one
reason why Event Marketing is not measured also depends on the objectives, but that
they are short-time objectives. The cornerstone in the evaluation of events lies in the
objective of the event. Event Marketing can have different objectives and it is usually
not directly to increase direct sales. Whatever the goal is, the easiest one to evaluate
is the one that is expressed and quantified.

The most common criteria for a goal to be valid is that it has a time limit, is
challenging, measurable, realistic, result oriented, clear and that it could be followed.
If the goal is challenging, it is more interesting to try to reach it. If it is too, simple it
is not inspiring to work for, but at the same time it has to be realistic. Time limit and
measurable goals give a possibility to do a qualitative study. It is important that they
are clear so that everyone understands them and that they can easily be followed by
developing a strategy for how to reach

2. Identity, Image, Positioning vs. Evaluation

Event Marketing is often used to create brand awareness, image and identity for the
products. This section shows that depending on the brand-awareness and how the
product is positioned, they can sell more products. Event Marketing can have both a
communicative as well as a teaching approach for the customer.

Identity

Identity is what the organization wants to stand for. The differences between identity
and image are that identity is as mentioned earlier what the franchiser intends to
represent, while the image is how the consumers experience the brand. The Image is
on the receiver’s side, while the identity is on the sender’s side. Image focuses on
how certain groups perceive a product or brand and refers to the way these groups
decode the signals transmitted by the product service and communication of the
brand. The purpose of identity, on the other hand, is to specify the brand’s meaning,
aim and self-image. In regards to Event Marketing it could be said that the

66
organization sends away an Identity at the event and the customers receive it as an
image of the product or organization.

Using Event Marketing can also differentiate the product for the customer by making
the value of the brand stronger for the customer’s identity. Identity comes from Latin
and means “same”. The identity for a customer means, “who am I in regards to the
surroundings, and to myself?” The brand of a product can symbolize a part of the
individual customer’s identity. The brand can create a promise for the customer, and
the product gives the brand the physical proof of that promise. The event in Event
Marketing can be seen as a value community. In regards to Maslow’s thoughts,
humans have needs that need to be satisfied. The Value community creates groups,
where three concepts for group development need to be filled in order to create group
belonging. Event Marketing can offer the individual a short-track to belonging by
letting the individual attend an event. Through the event, the happening and the
message will give the individual a picture of him/herself, and a sense of belonging
with other individuals.

This shows that part of the brand advantages lies in the possibility to influence the
individual’s identity, and to make possible his/her relation to other individuals and in
this way strengthen their value community. By doing this, there is a possibility to
differentiate the brand from other brands. The brand is seen as an independent
method of competition.

Image

Image is how the customer understands and looks upon the product, and a definition
is “how the consumers experience the brand.” An event can give the customer a clear
picture of the corporate identity that the company is striving for. Usually the image
consists of different key factors that the customer receives during different times and
in different places. These key factors could be the communication that the
organization has the physical environment, products, service, ethics, social
responsibility, engagement in social and local happenings, and the behavior of
representatives from the organization

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 Fig 2.0: Image Building

The experience at the event may of course result in direct sales, but normally they
help to build image and create positive associations around the brand that will lead to
more sales later on. Image can create lots of competitive advantages compared to
other brands. This is especially true when the differences between the brands are
small. A positive image can lead to not only increased sales, but it can also strengthen
the relationships with all interesting parties within and outside the organization,
facilitate new employment, increase the tolerance of customers, and facilitate crises.
However, even though the main objective with the event is not to change or build
image, there is always a possibility for the customer to change his/her opinion and
image of the organization.

Exposure Rate: A way to measure the Image that the event has created could be done
by looking at their exposure rate. However before using and trying to get media
attention to an event it requires a careful analysis of the purpose, benefits and to see if
the media is available to deliver the appropriate message. There are many different
organizations that are working with observing the media and can deliver the exact
amount of times a name of a brand or product figured in the media.

Positioning & Branding

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When a company has decided to use Event Marketing they need to understand how
Event Marketing can change the perception of the product in the customers mind, and
the positioning of the product. According to Kotler, it is extremely important to have
a specific positioning in the customer’s mind, due to the fact that if a similar product
has the same positioning there is no need for the customer to buy your product. It is
important to create an image and a correct positioning for customers that create
differentiation between products. The positioning distinguishes brands from each
other and creates a place on the market and in the consumer’s minds for a particular
project. The idea behind positioning is to create brand awareness, which ideally leads
to long-term brand loyalty. The positioning is a two-stage process, indicating which
category the brand should be placed in and the differences between the brands in this
category.

Products are becoming more and more alike. A company needs to diversify its
product from competitors´ products. An organization has three main perspectives for
differentiation. They are: total perspective, more value for money, produces
trustworthy products at a reasonable price, product perspective, offer a better product
that is newer, faster, cheaper, with unique selling attributes, and customer
perspective, to know the customer better, and thereby reply to their needs faster. The
last perspective, the customer perspective, involves the relationship between the
customer and the organization. An event is the physical meeting between customer
and organization, and thereby Event Marketing can be used as a tool to build
relationships and create differentiation. The idea behind positioning is to create brand
awareness. Direct advantage of using Event Marketing is that it creates high brand
awareness around the product. The value of the brand lies in the mind of the potential
buyers, and not with the business itself. Branding is part of the marketing strategy
and product differentiation. The brand can communicate more directly with the
consumer than the product itself can; if the brand is seen as having a personality and
symbolizing certain values. This is due to the fact that the brand has an emotional
appeal to the consumers. A trend within Event Marketing is to involve more cultural
aspects at events.

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 The cultural aspects of events are not used extensively today. He further argues that
culture and brand strategy go hand in hand. Over time, a relationship between the
customer and the product can be developed into brand loyalty. This loyalty is
characterized by a positive attitude towards the brand, and over time continued
purchase of the same brand. A company seeks high brand loyalty because it creates
stability and provides an opportunity to gain high market share and profit. The
development of brand loyalty can be seen as a three-step model. The first step is to
create an interest for the product in the consumer. When time has past, the consumers
will simplify their buying detour through the product and the connection between the
brand and the target audience is strengthened. The third step is where brand
recognition is created, which is important for creating the long-term brand loyalty.

Events less Complex to Evaluate

According to the interviewees, depending on the purpose and objective of the event,
some of them are easier to evaluate than others. The interviewed people said that the
depending on the relationship between event and the customer, the contact and
knowledge of whom exactly attended the event decides weather it is easy or not to
evaluate the event.

Most brand-awareness events focus on the long-term success of the organization. Events
that are easier to evaluate are, according to Orreving, events where you know exactly
who was there, and where you can control the environment.

If it is a VIP event at a dealership where it is possible to see who was actually there, it is
easier to follow up with questionnaires and to see if they actually bought a product.

The Complexity of Evaluating Event Marketing

An event is concerned with a message, an interaction and integration. A message creates

something valuable for the customer, and gives the customer some kind of experience.
The interaction between the organization and the customer will create a relationship. The
integration part is concerned with how the Event Marketing is part of the other marketing
strategies. Event Marketing are not being evaluated to full extent due to lack-of time,

70
ignorance and due to the fact that it is hard to evaluate it. Some of the interviewed
persons agreed with this theory, and believed that ignorance made evaluation
complicated. Furthermore, evaluations not conducted due to lack of time. The interviews
also discussed that Event Marketing is only one of the possible marketing channels that
can be used when marketing a product, and therefore it is hard to evaluate it separately
from the other marketing tools. The more complex the marketing strategy, the harder it is
to see what influenced the customer to buy the product. Other reasons why it could be
hard to evaluate the event is because someone’s experience cannot be valued on a scale,
and the interaction as a relation is not measurable. Furthermore, depending on all other
marketing aspects it is hard to see why the customer has a specific feeling for a product.
Kotler claims that the easiest marketing channel to evaluate is direct marketing. By using
direct marketing it is easy to follow up exactly where the customers have seen the
coupons, brochures etc. However, none of the interviewed persons mentioned that it
would be easier to evaluate direct marketing than Event Marketing.

It is as easy to argue against direct marketing as being the perfect measurable evaluation
technique as it is to argue that Event Marketing should be trickier to evaluate. This is due
to the fact that there is a possibility that the customers could be affected by other parts of
the marketing as they are when it looks like it is the direct marketing that has made them
buy a product. As long as more than one tool of the marketing mix is used, there is
always a possibility that the customers can be affected by them, and thereby there is no
100% accurate evaluation tool.

The reason why it might be considered hard to evaluate an event depends on the fact that
it is hard to evaluate the intangible aspects of the event. When asking the interviewed
people to elaborate on intangible factors, such as the weather affecting the event, most of
them were sure that that just the weather was not of importance for the success of the
event, and therefore there was no need to try to evaluate it. There are factors that can not
be evaluated, and that instead the focus should be on the factors that can be evaluated.

This could be interpreted in the following way: since there is no possibility to evaluate
the event comparing to the external social happenings, the only way to elaborate on the
example weather is to work with the weather and use it. If possible, the external factors

71
should be eliminated, but if that is not possible the event should try to use them and
thereby work for the event.

Example:

Event : Olympic Games 2000

Venue : Sydney, Australia

Category : Competitive – Sports

Event Organizer : IOC

Client : General Electric, NBC

Theme : Amateur sports competition to promote world peace.

Measurement Criteria: Reach increase for cable mediums MSNBC & CNBC, %
increase

revenues for client.

Reach

External : Global (over 197 countries)

Actual : Prime time audience (approx. 18.25 million)

Event Evaluation

Advertisements sales increase from $ 680 million at the 1996 Atlanta Olympic Games to
$ 900 million for the Sydney Olympic Games 2000. MSNBC’s reach in terms of the
subscriber base expected to increase from 59 million to 70 million. CNBC’s reach in
terms of the subscriber base expected to increase from 74 million to 80 million.

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3.4 REACH INTERACTION MATRIX:
The reach interaction matrix summarizes the generic characteristics of each of the
category to enable a bird’s eye view on events. However, each category can be designed
in such a way as to change the degree of reach and interaction.

REACH
High Low

Exhibition
High

Cultural
INTERACTION

Special Business

Competitive
Low

Charitable
Artistic

Fig 2.1: Reach Interaction Matrix

Amongst the various categories corporate interest have been concentrated on competitive
events, especially so on cricket in India. Such events have a broad based character and
high media coverage. This implies high reach and added excitement through live
coverage on various popular channels. Post-event benefits trough highlights aid in the
event recall over and above the normal benefits that an event can offer. The fact that
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interaction is given short shrift is an anomaly that needs to be corrected. Competitive
events are closely followed by events for artistic expression, then by exhibitions, special
business events, cultural & charitable events in that order for popularity with event-savvy
sponsors.

3.5 RETURN ON INVESTMENT:

Solely coming up with the sponsorship fee (cash expenditure paid out to be associated
with the event) for a specific event is not nearly enough of a guarantee for tangible
business results. The need to leverage the maximum benefits of the sponsorship is of the
highest priority. As a rule, this can be accomplished by spending at least two or three
rupees per rupee invested in the sponsorship. In other words, the sponsorship fee is just a
mere ante, and you must budget to properly exploit the product that you have just
purchased. Too many companies spend the big bucks to get into the event marketing
business and then never do anything with it. Leveraging your sponsorship includes an
integrated marketing program involving product sampling, on-site signage, event logo
usage, and myriad multilevel cross-promotions.

ROI MEASUREMENT TOOLS:

1. Quantitative

In the world of trade shows and corporate events, surveys are a frequent choice for
evaluating results. Even if you use lead generation forecasts or gross margin from show
sales to measure ROI on an event, a survey can help you understand the reasons why the
business event performed the way it did.

 Pre-Post Show Surveys

Often used to measure less tangible variables like brand awareness or perceived
competitive positioning, pre-post surveys sample a group of attendees on their
way into the exhibit hall at the beginning of the trade show, and then sample
another batch as they are leaving the exhibit hall toward the end of the event. Pre-
post surveys are effective in measuring changes in variables such as:

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  Brand awareness

 Memorability or recall of key messages

 Attitude or image change

 Message impact

 New product consideration

 Audience profile

 Booth Exit Interviews

To measure the immediate effectiveness of the booth and attendee experience

there, an exit interview can be helpful, especially for exhibitors using a sizable
booth footprint. An interviewer intercepts visitors on their way out of the booth,
and requests that they answer some quick questions. Exit interviews can explore
such areas as:

 What prompted you to visit the booth?

 Were you treated well by the staff?

 Did someone approach you right away?

 How useful was the product demo?

 As a result of your visit to the booth, how likely are you to add the
company to your short list of considered vendors?

One of the big advantages of the exit interview, when done early in the business
event, is that it allows mid-course correction of any problems uncovered.

 Post-Event Surveys

Contacting a sample of show attendees to ask questions about their experience is

another method of evaluating trade show and corporate event results. Depending
on your information needs, you may want to survey the entire attendee
population, the people who visited your booth, or the group that participated in a

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 certain activity at the business event. Surveys typically support the following
event objectives:

 Perform detailed reporting and benchmarking of the attendee

profile

 Obtain feedback on your exhibit’s ability to attract and

communicate with high-potential prospects

 Benchmark your performance against the competition

 Provide clues as to the value of your investment in events

compared to other elements in the marketing mix

Post-show surveys can be used to explore such issues as:

 Audience quality

 Audience motivation for attending the trade show

 Attendee activity at the trade show

 Strengths and weaknesses of your exhibit, staff, design, signage

 Competitive comparisons

 Which products are most effective to exhibit or demonstrate

 Effectiveness of promotions and premiums

 Audience attendance/experience at other trade shows

2. Qualitative Tools:

Qualitative metrics, while not projectable to the entire population, can be helpful in
assessing your performance. Following are a few of the more beneficial qualitative
approaches.

 Mystery Shopping

If you’re looking for an objective means of analyzing your booth’s effectiveness,

consider hiring a professional evaluator to “mystery shop” your booth and assess

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 the experience from the point of view of a customer or prospect. Many trade show
consultants offer this service.

 Staff Feedback

The booth staff is your first line of customer contact, and a rich source of data on
most elements of interest. Staff feedback forms can be used for continuous
improvement in training, exhibit effectiveness, placement, and other marketing
tactics during the trade show.

 One Word of Caution

Don’t rely too heavily on informal feedback from booth staff and senior
management when assessing the value of the trade show. Such comments as
“Booth was crowded,” “Mostly junior people,” and “Felt light to me” can do
more harm than good.

3.6 KEY ACCOUNT OR KEY PROSPECT ANALYSIS:

Keeping track of key account attendance can be an important success metric, especially
at trade shows where you expect a relatively high level of current customer attendance.

Make a list of key accounts, noting which were invited in advance by the sales team to
visit the booth or attend a business event. Distribute the list to booth staff and other
company representatives at the trade show. Ask them to check off any who were engaged
in conversation, and make other comments. Subsequent analysis of customer spending
correlated to contact points can often then help identify the relative importance of the
trade show visit in helping to secure orders from specific customers.

Competitive Analysis

Assessing the presence of the competition is best approached qualitatively. Check the
trade show guide to see who among your competitors is exhibiting, speaking, or
sponsoring events. Assign competitive sleuthing duty to several of your booth staff and
other company attendees, if possible. Provide them with a form to fill out that covers

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such items as booth size and location, products featured, staff size, visitor experience,
etc.

Fig 2.2: Business Event Objectives and Associated Metrics

3.7 HOW BUILD A SUCCESSFUL BUSINESS PROMOTION AND

MARKETING PLAN:
A good marketing plan summarizes the who, what, where, when, and how much
questions of the company:

 Who are the target buyers?

 What sources of uniqueness or positioning in the market does your product have?
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  Where will you implement your marketing spending plans?

 When will marketing spending plans occur?

 How much sales, spending, and profits will you achieve?

The financial projections contained in your business plan are based on the assumptions
contained in your marketing plan. It is the marketing plan that details when expenditures
will be made, what level of sales will be achieved, and how and when advertising and
promotional expenditures will be made.

The major elements of a marketing plan:

 The situation analysis describes the total marketing environment in which the
company competes and the status of company products and distribution
channels.

 The opportunity and issue analysis analyses the major external opportunities and
threats to the company and the internal strengths and weaknesses of the company,
along with a discussion of key issues facing the company.

 The goals and objectives section outlines major company goals and the marketing
and financial objectives.

 The marketing strategy section provides the company's marketing strategy

statement, summarizing the key target buyer description, competitive market
segments the company will compete in, the unique positioning of the company
and its products compared to the competition, the reasons why it is unique or
compelling to buyers, price strategy versus the competition, marketing spending
strategy with advertising and promotion, and possible R&D and market research
expenditure strategies.

The sales and marketing plan outlines each specific marketing event or action plan to
increase sales. For example, it may contain a summary of quarterly promotion and
advertising plans, with spending, timing, and share or shipment goals for each program.

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The sales and marketing plan outlines each specific marketing event or action plan to
increase sales. For example, it may contain a summary of quarterly promotion and
advertising plans, with spending, timing, and share or shipment goals for each program.

Some of the ways to market your product or service are

 Write letters (on issues and news items that have SOME relation to your business)
to the editors of local papers.

 Have give-aways (e.g. bookmarks or pens) that are useful and give details of your
business.

 Send news releases about your products and your business to local papers, radio
and TV shows.

 Take out an ad in a publication of a local group.

 Offer to make presentations, on a topic related to your product or service at

appropriate fora.

 Keep your eyes open for "specialized" newsletters, newspapers, or other

publications which might welcome an article written by you.

 Get on the Internet and connect to the world with your own home page.

Remember marketing is the face you show to public, highlighting uniqueness and quality
of the product. Check the content and layout before releasing an advertisement or
distributing pamphlet. Marketing is becoming an ever important tool in the present
competitive scenario, tell what your product or services can do, but don't promise what
you can not deliver.

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3.8 STRAGEGIC ALTERNATIVES:
STRAGEGIC ALTERNATIVES ARISING FROM ENVIRONMENTAL
ANALYSES

INTERNAL

STRENGTHS WEAKNESSES
OPPORTUNITIES

Maintenance Strategy
Developmental Strategy
Utilizing company’s strengths
Maximize Opportunities
to take maximum
by minimizing weaknesses
advantage of opportunity
EXTERNAL

Survival Strategy
Pre-Emptive Strategy
THREATS

Minimizing both weaknesses and

Maximizing strengths threats by considering options
and their usage to such as:
overcome threats Joint Ventures, Retrenchment,
Liquidation, etc

Fig 2.3: SWOT Based Strategy Matrix

Maintenance Strategy

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Arising from a situation of strength and favorable opportunities, the maintenance strategy
provides reasons to carry out activities that maximize available advantages. This is the
perfect position to be in. Beyond this, every activity gets focused on maintaining the
winning edge and the lead over competitors. The event company here can well afford to
be aggressive knowing very well that it has the relevant strengths to back its claim on the
opportunity.

Developmental Strategy

To gin advantage of potential opportunities while not having sufficient strengths calls for
gaining a winning edge by using tactical retreats where irrelevant yet not giving up. It
requires passive and defensive strategy, which attacks relevant opportunities in such a
way as to cover up on inherent weakness. Analogy here could be from the game of test
cricket where a side that knows victory is impossible also knows that it can ward off a
defeat by trying for a draw. This can be called a developmental strategy where one tries
to make the most of the opportunity by not giving in to weakness.

Pre-emptive Strategy

This strategy is usually used by entrenched market leaders on new entrants on their turf.
Potential threats are nipped in the bird by exercising the full power of the company’s
strength. This is a very powerful and aggressive strategy as it requires foresight to fully
understand the threats looming on the horizon. Selecting which one to tackle requires
careful study since some points of strength could get eroded if used unnecessarily.

Survival Strategy

This strategy is used to ensure that the company is alive for a battle on another day when
it will have the requisite strengths to grab its share of opportunities in the market. This
strategy gives license to take decisions like leasing one’s soul to the devil if only with an

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intent to retrieve it later. In plain words, it allows one to make drastic decisions in the
face of harsh environment.

STRATEGIC ALTERNATIVES ARISING FROM COMPETITIVE ALANYSIS

Further to the strategy from the environmental analysis a mapping of event concepts can
be used as a variable component along with decisions on facing competition, which can
lead to more detailed and in-depth strategic alternatives.

EVENT CONCEPTS

USE EXISTING CREATE NEW

COMPETE

Sustenance Strategy Rebuttal Strategy

Manage critical success factors Respond to new initiatives by

COMPETITION

more effectively competition with a similar move

AVOID HEAD-ON

Venture Strategy
CONFLICT

Accomplishment Strategy
Maximize user benefits by using
path breaking, trend setting
Relative superiority
initiatives to take a lead vis-à-vis
Exploit competitor’s weakness
competition by being first in the
market.

Fig 2.4: Concept vs. Competition Matrix

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Sustenance Strategy

This is a strategy to be used when faced with no options but to take on the adversary with
the existing arsenal of event concepts that may be out dated or still current but nearing
the end of its life cycle. It becomes essential that the event company manage its resources
and advantages in terms of CSFs that have been identified with greater efficacy.
Successful concepts need to be brushed up and revamped to meet customer expectations
in the face of competitive offerings.

Rebuttal Strategy

If the competition forces new concepts first than the rebuttal strategy should be used. In
this, the event company can launch its own new concepts of a similar vein and regain its
dominant position by aggressively promoting the same as a better alternative. This way
the education of the market about the new concept is left to the new competition and an
advantage gained is that market reaction to certain new concepts is fore known. The
disadvantage lies in the fact that the first mover advantage is lost.

Accomplishment Strategy

This strategy is viable when an existing concept is doing better than any of the
competitors’ equivalent offering. This strategy, therefore, essentially says that stick to the
winning concepts and exploit the fact that competition cannot offer a similar quality
concept and thereby wants to avoid a head-on conflict by itself. The danger here is that
competition may use any of the other strategic alternatives available to a challenger to
combat the situation.

Venture Strategy

This strategy envisages making use of the first mover advantage by creating new
concepts ahead of competition thereby creating niche markets. This may even involve a

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re-definition of market segmentation. By maximizing user benefits and creating path
breaking trend setting concepts the event company positions itself to take a lead vis-à-vis
competition by being first in the market. This is a double-edge strategy in that failure is
as devastating as the benefits of a successful launch.

STRATEGIC ALTERNATIVES ARISING FROM DEFINED OBJECTIVES

EVENT CONCEPTS

EXISTING NEW
EXISTING

INCREASE PRODUCTIVITY
RETAIN CLIENTS
OF CLIENTS
CLIENTS

INCREASE PRODUCTIVITY
NEW

MARKET DEVELOPMENT
OF CONCEPTS

Fig 2.5: Client/Concept Fit Matrix

The above matrix provides options that event organizers have an offer in terms of
concepts and their market. The basic strategic alternatives here revolve around whether

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the objective is to retain customers or market development. These objectives further lead
to the strategic options of achieving them either to customization or new concept
development. By offering new concepts to a existing customers, a strategy of increasing
business from increasing clients can be discerned. Similarly by offering an existing event
to a new client, a strategy of increasing productivity of the event concept can be
followed.

PREP MODEL

This framework has its roots, in the fact that, events as a business proposition for
corporatization is relatively nascent in nature. Therefore, the concept of strategic
perspective to growth through and along with clients is a major decision to be taken by
an event agency having major growth plans. This model deals with the strategic options
available by playing off objectives relating to market development against growth in
competition.

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 CLIENTS

EXISTING NEW
EXISTING

Enrichment Strategy Predatorial Strategy

COMPETITION

NEW

Retaliatory Strategy Proactive Strategy

Fig 2.6: PREP Matrix

The above matrix provides the choices before the event company when it comes to a
trade off between clients and competition in terms of assigning priorities in decision
making.

Predatorily Market Development Strategy

If the development of new clients from existing competitors is the need of the situation
then the event company would be adopting this strategy. This is essentially an offensive
through focused strategy wherein clients of other event companies are targeted.

Enrichment Strategy

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In a market situation where the event company is forced to compete fiercely for retaining
its market this strategy is followed. It is used where the need to maintain an improve the
quality of service becomes predominant.

Retaliatory Strategy

This is basically a defense mechanism wherein the event company tries to defend it self
from predatorily strategies of essentially new entrants. This strategy involves taking
action aimed at retaining its existing clientele and potential client base.

Pro-active Strategy

The event company here can explore new client bases and stretch the limit of its concepts
across untried event categories. Every event category has its own special environmental
and competitive structures.

3.9 RISKS VERSUS RETURN MATRIX:

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 Time
Pre-Planned Ad-hoe

Low Risk

Sponsored
Type of Finance for Funds & Revenue
Assured Returns

Fully
Zero Risk
(can charge extra
Assured Returns
since chances of
failure are high)

Medium Risk High Risk

Sponsored
& Ticketed
Partially

Assured Returns Assured Returns

to cover costs + to cover costs but
chances of loss lower chances of
are low profit

Very High Risk

High Risk
Ticketed

Very less time to

Fully

Chances of high
ensure reach
profits with equal
Chances of failure
chances of losses
& loss are high

Fig 2.7: Risk vs. Return Matrix

The above matrix considers two of the most important risk factors as well as the degree
to which it can affect the events company – Planning Lead Time and Type of Finance.

Events based on time can be divided into pre-planned i.e., events carried out after
thorough planning with enough time for taking conscious decisions and ad-hoc events
i.e., those that are taken up on the spur of the moment. On the basis of finance, events can
be fully sponsored, fully ticketed or partially ticketed and sponsored. Each decision
carries with it an element of risk, the gradations of which can vary from zero risk to very
high risk as shown in the Fig 2.7.

3.10 APPLICABILITY:

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Differentiation and Focus in Event Marketing

Event Marketing has several advantages with multiple purposes, which normal marketing
media do not have. For example, when advertising in a magazine, a company needs to
decide which message they want to communicate as well as with whom they want to
communicate. For companies using differentiation as a competitive advantage, spreading
several messages in many different magazines, the result might not cover investment. On
the other hand, for companies using focus as a basic strategy, the cost for gathering
information about the specific target group must match the possibility to actually reach
the right segment. Depending on how Event Marketing is used both differentiation and
focus can be achieved.

There are two major differences when using events. The events are pre-communicated;
the companies have a possibility to control who will attend, or the event just happens;
whoever is there has an opportunity to be a part of the event. Of course, depending on
which place the company selects for the event, different types of consumers will be
reached. When using general events; meaning that no single target group is invited, the
company can still gain on the situation since they have a chance to adjust the added value
to specific customers during the event. The employees working during the event “read”
the situation and adjust his/her behavior. Further the event itself might also communicate
an added value to other people, although they might not be interested in the specific
event.

On the other hand mean that Event Marketing can also be used when focusing on specific
target groups.

3.11 ADVANTAGES OFFERED BY EVENTS:

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As is clear from the preceding section, use of events as a marketing communication tool
not only take care of the problems associated with traditional media but also offer certain
advantages because of which events are gaining importance over them. Some of the
advantages are detailed below:

1. Events have the ability to bring together sharply defined participants since the
capacity for a particular event is usually limited. A specific no. of the target
audience could be invited of enticed to buy tickets for a show especially created
for a particular profile of the target audience.

2. Since the audience is actively targeted, the option of control reach can be
exercised and ideal audience for narrow-casting of information can be gathered.
This leads to lowering of the media networking budgets and focused
communication with the specially gathered audience. The audience that has been
specially invited invariably is an ideal audience.

3. An event carried out professionally and cleanly is invariably a memorable

experience. The word-of-mouth publicity that this generates is an advantage that
lingers on a long time after the event is actually been carried out. This provides an
advantage of higher brand recall to the client.

4. The involvement of all the senses in experiencing the event is one of the greatest
advantages that events can offer. Events can be designed such that the audience is
actively involved in every part of the event and made to feel good. Thus, events
as a live media offer a certain amount of immediacy to the experience – of being
there while it‘s happening. For the audience, it is undoubtedly a thrilling
situation.

5. Live media also enables interactive communication. Live media scores over
conventional advertising in terms of reach, impact and tangible immediacy of
measurement. Live media communication is a complete sensual experience as
compared to a press advertisement or TV/Radio commercial. This is so because
of press ad is basically a flat piece of paper and a commercial is just an
audiovisual experience. The high recall value of live media communication is
also a major factor.

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6. No other media can boast of the ability to provide such massive collection of feed
back instantly as events. Being a live media, it is possible to feel and deduce the
reactions of the audience to the aim or objective that the event was conceived for.

7. Easily customizable nature of events, mean that specific traits of the local
inhabitants can be incorporated in the big picture to ensure that the event is
socially and culturally in tune with the local culture. Thus, the localization of
events is very easy.

8. The advantage in terms of post-event publicity that events can offer over and
above the paid or bartered media is the benefit associated with reports of the
event in the newspaper and news on the electronic media. For such reports there
is no extra cost to be borne – neither by the sponsor nor by the event organizer.
This is a double edged sword because, in case the event is not up to the mark or is
dogged y controversies, then the same is also reported impartially.

9. The conversion of good events into television software for future use either by the
sponsors for their commercials or by media house for programming is also a
unique benefit that events offer. Such software become products by themselves
and can be used profitability in the future.

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 4. BRAND BUILDING THROUGH EVENTS

4.1INTRODUCTION:
Over the last few years, the number of entertainment and community events subsidized
by enthusiastic advertisers has increased. They apparently recognize this as a new media
form possessing the unique ability to breakthrough the clutter of thousands of
commercial messages that bombard customers daily. An event can enhance and link
other elements of a promotional mix – advertising, public relations, sales promotion and
direct marketing – to create a singular; high visibility experience for the consumer.
Traditional ways of marketing communication such as advertising and sales promotion
are losing their effectiveness day by day because of the exponentially increasing clutter
in all
types of media. The result is reduced reach and impact. In the new millennium, events are
proving to be the best media for enhancing the effectiveness of advertising and sales
promotions since events take marketing phrase Customer is the King/Queen literally and
endeavor to actually treat the customers to experience hitherto reserved for the royalty.
Events can now be positioned not as a subsidiary effort to advertising but as an equally
important independent marketing communication tool. Events enhance the effectiveness
of the
Traditional modes of communication as they can be more focused on a particular target
market. They can also act as a logical and impactful end to an advertising campaign as
and when there is a need to shift to a new campaign involving a different promotional
mix. The coming age of the events industry can be seen from the fact that a rough
conservative estimate involved in events is Rs.500 crores in the year 2000-2001. The
growth rate forecast for the same being 50 to 100% per annum. A cursory glance through
a daily newspaper revealed astounding statistics. Total number of events on that
particular day: 136, number of sports events: 12, number of entertainment related events:
56, number of general events: 44, and so on. Taking a conservatively low value of Rs.1,
00,000 per event, we get a daily turnover of Rs.13.6 crores!!! Now it would be easier for
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the size of the events industry. Rs.500 crores is the estimated chunk of the market that is
available for professional event organizers to exploit, given the fact that most events get
done in- house by either corporations or other institutions. In fact, some more ad hoc
calculations would reveal that family events especially marriages also involve enormous
money. Assuming that 1000 weddings and other family ceremonies at an average
expenditure of Rs.2, 00,000 take place in India every day, we would get a whopping
figure of Rs.20 crores spent per day! College festivals form another major area and such
college festivals are invariably totally in control of the youngsters in the 17 to 21 years
age group. The number crunching done here was just to explain the enormity of the
industry and the opportunities therein. Generally speaking sponsored events fall into five
major categories: sports, entertainments, fairs & festivals the arts &cause-related.
Clearly, event marketing has rapidly become a significant element within the marketing
mix. It’s strategic enable marketers to communicate with consumers in a personal &
relevant manner to fully “experience” their brands. It also provides a framework for an
integrated marketing plan that can support a number of corporate, brand & trade
objectives.

4.2 BRAND BUILDING THROUGH EVENTS:

Branding is a major issue in product strategy. Creating a brand loyal market is the main
aim of any marketer. At the same time, developing a branded product requires a great
deal of long-term investment, especially for advertising & promotion.

4.3WHAT IS A BRAND?
Perhaps the most distinctive skill of professional marketers is their ability to create,
Maintain, protect & enhance brands. Branding is the art & cornerstone of marketing. The
American Marketing Association {AMA} defines a brand as; “a name, term, sign,
symbol, or design, or a combination of them, Intended to identify the goods or services of
one seller or group of sellers to differentiate them from those of competitors”. Thus a
brand identifies the seller or maker. Brands differ from other assets such as patents,
copyrights that have expiration dates.

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According to Kevin Keller “what distinguishes a brand from its unbranded commodity
counterparts is the consumer’s perceptions & feelings about the product’s attributes &
how they perform. Ultimately, a brand resides in the minds of consumers.” Marketers
must decide at which level(s) to anchor the brand’s identity. Scott Davis suggests
visualizing a brand pyramid in constructing the events of a brand. At the lowest level are
the brand attributes, at the next level are the brand’s benefits, and at the top are the
brand’s beliefs & values.

✎ Example:
Thus marketers of dove soap can talk about its attribute of one- quarter cleansing cream;
or its benefit of softer skin; or its value, being more attractive. The attribute is the least
desirable level. First, the buyer more interested in benefits. Second, competitors can
easily copy attributes. Third, the current attributes may become less desirable. A brand
can be better positioned by associating its name with a desirable benefit. Some successful
brand positioning examples are Volvo (safety), hallmark (caring), Harley-
Davidson(adventure), Nike (performance) & Lexus (quality). If the brand evokes a strong
set of beliefs & values, the company must be careful not to stray from this. Thus
Mercedes stands for high technology, performance & success. Mercedes must project
these qualities in its brand strategy.

4.4BRAND ESSENCE AND ATTRIBUTES:

There must be some link or fit with the property's offering and the sponsor's offering.
They should share similar attributes, such as high quality, well built, expensive, high
prestige Complementary Values must exist between sponsor's product(s) and property.
An example is, prestige, quality and expensiveness would be present in an event

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associated with Mercedes or BMW. You would not expect to find both supporting an
event associated with Kmart.

4.5 BRAND BUILDING IDENTITIES:

Building brand identity requires additional decisions on brand‘s name, logo, colors,
tagline & symbol. At the same time, a brand is much more than a name, logo, colors, and
tagline of symbol. These. A brand is essentially a marketer’s promise to deliver a specific
set of features, benefits & services consistently to the buyers. marketer must think that he
is offering a contract to customer regarding how the brand will perform. The brand
contract must honest.

4.6 BRAND EQUITY:

Brands vary in the amount of power & value they have in the market place. At one
extreme there are brands that are not known by most buyers. Then there are brands for
which buyers have a fairly high degree of brand awareness. Beyond this are brands with
a high degree of brand acceptability. Then there are brands that enjoy or high degree of
brand preference. Finally, there are brands that command or high degree of brand loyalty.

✎ High brand equity provides a number of competitive advantages :

 The company will have more trade leverage in bargaining with distributors &
retailers because customers expect them to carry the brand.
 The company can charge on higher price than its competitors because the brand
has higher perceived quality.
 The company can more easily launch extensions because the brand name carries
high creditability.
 The brand offers the company, some defense against price competitive.

4.7 MANAGING BRAND EQUITY:

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A brand needs to be carefully managed so that its equity does not depreciate. This
requires maintaining or improving brand awareness, perceived quality & functionality, &
positive associations. These tasks require continuous research & development
investment, skillful advertising & excellent trade & consumer service.

4.8 BRAND BUILDING TOOLS:

A common misconception is that brands are basically built by advertising. It is true that
TV stations & people watched the comedies, dramas, & ads with almost equal interest.
Now, viewers may be watching one of the dozens of TV stations & many are zapping or
ignoring the commercials. In fact many more are simply not watching TV. They are busy
on their computers or engaged in recreational activities. Marketers are therefore turning
to other tools for attracting attention to their brands. Among the most important are:-

 Public relations & press releases: Brands can gain a lot of attention from well-
placed newspapers & magazine stories, etc.

 Sponsorship: Brands are frequently promoted in sponsored events such as world

famous bicycle & car races.

 Clubs & consumer communities: Brands can form the center of a customer
community, such as Harley-Davidson motorcycle owners or Bradford plate
collectors.

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 Factory visits: Hershey’s & Cadbury’s, two candy companies, have built theme
parks at their factories & they invite visitors to spend a day.

 Trade shows: trade show creates a great opportunity to built brand awareness,
knowledge & interest

 Event marketing: Many automobile companies make an event out of introducing

their new car models.

 Public facilities: Perrier, the bottled water company, etched its identity in the public
parks to promote healthful lifestyles.

 Social cause marketing: Brands can achieve a following by donating money to

charitable causes. Ben & jerry‘s ice cream turns over 7% of its profits to charity.

4.9 BRAND ASSET MANAGEMENT:

Although print and broadcast advertising have played a large role in building strong
brands, other forces are now playing an increasing role. Customers come to know a brand
through a range of contacts & touch points: personal observation & use, word of mouth,
meeting company personnel, telephone experience, seeing a web page, receiving
invoices, live events & so on. Any of these experiences can be positive or negative.
Companies must balance their communication expenditures among the main
communication media these include the following seven communications vehicles:
advertising, public relations, trade and sales promotion, consumer promotions, direct
marketing, event marketing & internal employee communications. Companies are
increasingly moving their brand building budgets to public relations, direct marketing,
event marketing & employee training.

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4.10 BRAND BUILDING A PART OF EVENT MANAGEMENT:
Event marketing’s popularity is a relatively recent phenomenon, which evolved to reach
an increasingly cynical consumer activity. Events overwhelmed by media clutter and
promotional activity. Events offered marketers close, personal contact with consumers.
Like traditional advertising and promotions, events can be selected to fit demographic
requirements. Events offer the opportunity to connect with consumers one-on-one. When
event marketing is done properly, it can generate sales and increase traffic. Even alter
brand personality trades through association with the qualities of the event; associate
companies with customer lifestyles; create opportunities to build personal relationships
with customers that many eventually positively affect sales; create an imprint, not just an
impression;
extend impact through advertising media coverage and outreach to people attracted to the
event because of personal interests; allow for niche marketing because the marketer can
manage demographics, psychographics, time and location; extend the value of
advertising campaigns by creating a dynamic, interactive environment that makes key
messages more relevant and personal. Associate a company(brand, product) with the
qualities of the event itself while simultaneously projecting the company’s personality,
values and style; position a company to be in touch with people’s interests and
responsive to their preferences, lifestyles and attitudes. Event marketing is an important
part of any integrated communications plan because it extends the impact of other
elements (advertising promotion, etc.) in an environment where consumers are more
open and receptive. Event marketing involves canvassing for clients and arranging
feedback for the creative concepts during and after the concept initiation so as to arrive at
a customized package for the client, keeping the brand values and target audience in
mind. Marketing plays an important role in pricing and negotiation as well as identifying
opportunities to define and retain event properties by gathering marketing intelligence
with regard to pricing, timing, etc. In fact, ideally, event marketing involves simultaneous
canvassing and studying the brands prints; understanding what the brand stands for, its
positing and values, identifying the target audience and liaison with the creative
conceptualizes to create an event for a perfect mesh with the brand’s personality. Events
literally bring products to participants in an innovative and personally involving manner.

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For example, when Camlin was interested in introducing active school students to its new
product line of Artoons sketch pens, in addition to advertising in the expected magazines
and TV options; it sponsored drawing competitions at premier city schools. It offered
product giveaways and demonstrated the product’s features and benefits through a huge
float and effectively, reinforces the brand image of the product or service in the interest
of the consumer through an event association using celebrities, locations and/or
acknowledged industry leaders. In 1998, soft drinks manufacturer Coca-Cola India acted
as the title sponsor of part of the Asha Bhonsle Live Concert Tour organized by
UNIRAPPORT Events, a division of UTV. The concert was an elaborate tour of 10
cities. The audience had the opportunity to watch Asha Bhonsle live in concert. Coke
obtained the opportunity to present the event and use tickets for the show as giveaways,
thus effectively tying a brand building exercise with increasing customer traffic in its
retail outlets as well as a sales promotion campaign. Events therefore offer innumerable
opportunities for the sponsors to extract every possible mileage available in the
marketing lexicon. Though sponsoring of a big event like a rock show, an Olympic
Games or a cricket tournament invariably means sharing the limelight with other
companies and other brands, the customization of events totally serves the
communication agenda of acompany. Communication through live media integrates the
functions of advertising, sales promotions and public relations. Events vie for a very
small share of the marketing budget pie as of now. But as the importance of events as a
marketing tool builds up, it will eat into a larger portion of the marketing budget pie vis-
à-vis other currently popular modes of marketing communication such as television
advertising and Internet banner ads. It will thus become a part and parcel of the
integrated campaign. This is so because events help in addressing the diverse marketing
needs of a company.

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 5. COMPANY VISIT’S
INTERVIEWS AND DETAILED DISCUSSIONS
With various event managers and corporate helped me identify the problems
in the event marketing industry.

1. The event marketing industry in India is highly unorganized.

2. Corporate are not fully aware of the concept, implementation process and
effectiveness of event marketing.

3. No post-event analysis is carried out to evaluate the effectiveness of an event. As

a result of which a lot of money is wasted and nothing productive happens.

4. Lately, event marketing has become a fad and even small entrepreneurs are
blindly following the multinationals such as Coke and Pepsi that have presence
all over in the event marketing industry (cricket, music, movies & road shows)

5. Even when large sums of money are involved, sponsorships have too often been
handed out on nothing stronger than the managing director’s whim. In such
cases, virtually no thought is given to their likely benefit to the company, or even
how such a benefit could be measured.

In the late 1980s, the Hill & Knowlton sports marketing division conducted a
survey of Western Australian companies involved in sponsorship. Many were
giving more than $100,000 a year. Yet a staggering 68% of them had no
procedures in place to check the value of their sponsorships. How many of those
companies would spend $100,000 on advertising without monitoring every year

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 stage of the campaign? How many would pay an executive $100,000 a year
without demanding accountability for performance.

6. Sponsorship today should be made as accountable as any other part of the

marketing mix. Some forms of sponsorship have long-term networking goals that
don’t lend themselves to immediate measurement. But if sponsorship is linked
directly to a product, measurement should be possible through the only criteria
that ultimately matter, Sales.

7. T.V. and press coverage of the event cannot be equated with success-even if a
company’s logo appears often and prominently. Instead, we need to take a close
look at the sales results and see if they go up during the sponsorship period.

8. Not all sponsorships are readily measurable. There are many, especially in the
non-sporting field, where it’s almost impossible to establish a direct cause-and-
effect relationship between sponsorship and sales. Carefully planned
sponsorships can be a cost-efficient way to enhance corporate profile. They can
link a company and brand with their customers’ lifestyles and aspirations. They
can create a difference for the product, boost the effectiveness of the total
promotional program, and put one in touch with people who can do a great deal
for the business.

9. Sponsorship itself never is a major communications thrust. It is always and only

a complement to it. For every Rs. 100,000 you spend on sponsorship, you need
to spend at least another Rs. 100,000 on more conventional promotional
activities. And your sponsorship venture must not happen in isolation from them.
It must be an integral part of your total promotional program. It must tie in
closely in theme and message with everything else you are doing. Only then, will
you get real benefit from your sponsorship investment.

10. Commit large amounts of time and marketing expertise to it as well in order to
bring about a long-term product association with the event. It means monitoring
the event constantly, to ensure that your name, logo, product and so on are being
featured, exactly as agreed. It means developing reliable ways of measuring its

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 results, if that’s possible. It means thinking about extensions-spin-off consumer
and trade promotions, staff motivation programs, hospitality functions and so on.

11. It also means being willing to keep it going for several years at least. The longer
you stay with your sponsorship, the better the results you can expect-and the
better, for the event too. If its name chops and changes from one year to the next,
its image will become confused and tarnished. Then its value as a sponsorship
property will drop.

12. There is no consistency of operations and quality of events on the part of event
management firms. Event marketing firms in India are very unprofessional and
lack integrated marketing expertise.

13. Situation analysis and TOMA effect which are done by advertising agencies is
not done by event marketing agencies.

14. Event marketing firms do not have retained accounts as advertising agencies.

15. They also provide poor services as compared to advertising agencies. Hence
corporate prefer to give their accounts for event marketing also to their own
advertising agencies. These advertising agencies may further forward the contract
to the event management firms in case they do not have the infrastructure and
facilities for event management themselves. This results in lesser profits for the
event management firms as a cut off percentage of at least 13.5% is retained by
the advertising agency itself. Hence there is a need to build a more qualified and
professional image of the event-marketing firms to gain corporate trust, and
remove this intermediary to achieve higher profits.

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 6. CASE STUDY

Nehru Centre, Mumbai, India

December 7 – 10, 2005

The Event has once again set the stage for future
co-ventures and Trade links between India & UAE.

The 3rd UAE Trade Exhibition in India held in Mumbai, has once again set the stage for
future co – ventures and trade links between India & the UAE. Spread over 2,500 Square
meters at the Nehru Centre, the Expo featured 45 leading companies & Govt.
organizations from UAE with over 80 Stands. The Expo attracted a record crowd of
5,027 business visitors over 4 days.

Organised jointly by Dubai Chamber of Commerce & Industry, Dubai Tourism &
Commerce Marketing and JAFZA – Dubai Business Hub, the UAE Trade Exhibition has
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proved to be an ideal platform for a host of business possibilities. The post event survey
has revealed numerous business partnerships, trade leads & deals, distribution set-ups
and dealership networks. The Expo provided UAE companies with an effective
marketing platform

The event was officially inaugurated by Hon’ble Shri Y.P Trivedi, Chairman – Indo
African Chamber of Commerce & Industry. The show featured leading organisations
from Banking & Financial Sector, Property Developers, Food Industry, Free Trade
Zones, Consultants, Universities, Consumer goods, etc from UAE.

For the first time, high end Seminars & interactive sessions took place that highlighted
the trends, development in the UAE along with investment opportunities in the entire
region.

Exhibitor Comments

• Mr. Humaid Alkhatri - Sr. Marketing & Sales Officer, SAIF Zone; “The response
has been of good quality visitors to our stand and we are happy with the overall
arrangements of the show”

• Mr. George T. C - Finance Manager, Home Builders Real Estate; “We are very
pleased with the organisers and the arrangements of the event, since it is our first
experience in India we are quite happy with the quality response to the show and the
interest from the local market”

• Mr. Abdul Rehman Falaknaz – President, International Expo Consults LLC; “We
are very happy to organise this 3rd UAE in India trade show that has been growing
every year, It also is very fulfilling to know that many UAE companies in the past
have benefited through such events by appointing agents and expanding their
markets. The initiative of the DCCI, DTCM and JAFZA, has been a major factor to

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 us in making the show a success, the support from these government organisations
reinforces the commitments to the event this year”.

FACTS & FIGURES

Exhibitor Survey

Generate New Business

Reason of Exhibiting Enquiries
Secure Spot Orders

6% 0% Launch New Products

38% Meet up Existing clients

31%
Promote Corporate Image
/ Product Image
3% Identify Agents /
Distributors
16% 6%
Others

Objective Met
Less than 25%

6% 12%
25% - 50%
18%
50% - 75%
24%

75% - 100%

Not met
40%

Note: The above graph states that approx. 60% of the Exhibitors feel that their objective to
participate was met & 25% has expressed their satisfaction in terms of their participation.

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Visitors Survey
Importers, exporters and trade buyers & visitors from across the length and breadth of
India appreciated this “trade show”. The show witnessed an impressive attendance from
5,027 trade and business visitors who came to:

- Source new products & technology

- Seeks investment opportunities in UAE
- Meet new trading partners
- Secure agency and distributor agreements
- Meet joint venture partners
- Form strategic alliances or close deals with new supply contracts.

Visitors were attracted by a dynamic marketing campaign, which included:

- Eye catching advertisements in leading local newspapers.
- Direct mail to over 25,000 industry professionals.
- Personalized Tele-calling invitations.
- Personalized VIP invitations to leading Governmental and private sector figures.
- Public relations involving regional publications, including specialist targeted
sectors, web sites and broadcasting agencies.
- Newspaper supplements with leading publications to coincide with the opening of
the show.
- Banners & Hoardings at the major parts of the city.

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 Purpose of Visit To evaluate and place
orders
To identify possible joint
venture
9%
18%
Meet existing Suppliers /
9% Manufacturers
To acquire new Agencies
9% / Representations

18% To evaluate new Products

and Technologies
9%
To evaluate the show for
next year's participation

28% Others

Objective Met
Less than 25%
0%
17% 8% 25% - 50%

50% - 75%

33%
75% - 100%

42% Not met

Note: Most visitors have given the show a rating of “Good” in terms of quality of the Exhibitors &
wished to come back next year as well.

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OBSERVATIONS & ANALYSIS

Exhibitors: The exhibition featured well-known and leading names from the UAE
belonging to varied industries. 45 companies showcased their products and services at the
event. The companies were keen to optimise this opportunity to tap the potential that the
Indian market has to offer, whilst at the same time enhancing their brand image in the
market.

Feedback: The exhibiting companies were happy with the response they received at the
exhibition. The feedback received from the exhibitors proves that their participation at
the show was a success.

Visitors: The show attracted 5,027 trade and business visitors. The visitor campaign
attracted visitors in terms of quality.

Feedback: According to the visitor survey done, most visitors have given the show a
rating of “Good” in terms of quality of the show and business prospects.

Press & Media Coverage: The show received excellent Press and Media coverage both
in India as well as the UAE. The Press Conference organized on the first day of the show
was well attended by the Indian Press and the event was covered in all leading
Newspapers and TV Channels.

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 Case Study (2)
Citi Financial Road Shows

Objective : To increase awareness and generate leads

Methodology :

 Identify a particular location on basis of SEC, footfalls, residential area/

marketplace, ATM, cinema halls etc.

 Setting up the infrastructure – canopy, table, chairs etc. and conducting

the road show Cold Calling – distribution of leaflets in adjoining areas,
providing any required explanations and procuring leads.

 Generating leads (Cold calls and from Canopy enquiries) – noting down
name and phone numbers of people visiting the canopy.

 Follow up – calling up people to know of their decision

Implementation: Locations for the road shows were chosen taking into account the SEC
of the concerned locality and density.

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 The road shows were help for a duration of half a day; either 11 a.m. –
5 p.m. or 5 p.m. – 8 p.m.

The road shows were conducted at:

 Rajender Place (at the main road)

 Rajender Place (inside the MTNL compound)

 Bagga Link Petrol Pump

 DDU Hospital

 Moti Nagar

 Kali Bari (opposite Birla Mandir)

Observations

 A common request by customers – Personal loan limit of Rs. 50,000/- not

adequate, want limit to be raised to Rs. 1,00,000. The number of people visiting
the stalls was not very high.

 Only a very small fraction of people who visited the stalls were ultimately
converted.

 It was observed that a lot of people deliberately gave wrong phone numbers,
names, contact info etc.

Nevertheless, the road shows were found to be an effective medium for generating
awareness and visibility.

Recommendations

 To encourage people to give correct names and contact information some

incentive/ scheme should be formulated e.g. conducting a lucky draw of

 Respondents and contacting the winners through the contact information given by
them.

 Canopy should be at least bilingual – SEC segments B and C are more responsive
to local lingua franca.

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 Need to leverage existing awareness of the Citigroup Brand – Creates confidence
in the customer. Hence compulsory mention on all Publicity material – canopy,
Banners, POP material etc.

 Canopy should be supported by –

o Mascots

o Banners

o POP material

o Mike system/Music if possible

All these also make the job of the team easier, the need for explanations being
reduced.

 At all times at least two persons are needed at the canopy, if cold
calling needs to be done then strength should be three to four.

 Telecommunication facility should be provided to solve specific

queries the spot, solution of which may lead to conversion.

 The team at the road show should be informed of aspects such as

the rates of interest and time period of loans quoted by the office.

 Road shows should be for a minimum of two days and in summers

Should be conducted in the evenings.

 Tables, chairs etc. are a must for display and impact.

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 7. RECOMMENDATIONS

To improve the condition of the event marketing industry and make it more professional
and profitable, the following recommendations have been listed:

1. Understand the corporate objectives, target audience, brand image and positioning
clearly.

2. Do not go overboard with your concept or preference for a certain event.

3. Conduct a situational analysis for appropriate event selection which synergies

with the company objective and brand personality.

4. Create extensive databases of the target consumers in order to conduct pre- and
post-event analysis and evaluation to check the success of the event and consumer
perception, also to assess the top of mind awareness and brand recall.

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5. Conduct extensive market research to establish which parts of the program are
working and which ones are not. Those in the first category should be maintained
and strengthened. Those in the second should be relinquished.

6. In all sponsorship activities, it is important to protect the integrity of the activity

being supported. If it is cheapened or its identity threatened, the sponsorship
could rebound on the sponsor’s head.

8. CONCLUSION
• Event marketing allows a company to break through the advertising
clutter and target an audience by enhancing or creating an image through
an association to a particular event.

• Brand awareness reinforces the product or service, and drives sales.

• Property or event, also profits, a financial partner, a supplemented

advertising budget, and added leverage.

• Event marketing also offers companies the flexibility to reach specific

geographic and demographic audiences. It is a benefit that allows depth of
exposure, as opposed to the breadth of exposure.

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 • As CMOs continue to face increasing financial pressures, they must
continuously provide higher levels of value, both in pure financial terms
and overall measurement of ROI.

• When considering the entire sales cycle, marketing professionals must

think beyond traditional methods and bring transparency and
measurement to their activities in order to demonstrate the fundamental
value of their field. To answer this challenge, the event marketing industry
must redefine itself to recognize the power of the “brand” to forge deep
connections, as well as also adapt events to contribute to branding in more
sophisticated ways.

• The perception of events as a form of media is quickly moving away from

standalone activities to integrated forms of communication. These forms
of communication synchronize with overall marketing goals through new
applications of techniques rooted in traditional event marketing that
project the brand more powerfully. Defining what an organization stands
for, mapping out a clear brand strategy, and then formulating event
activities that align with overall marketing goals is the next great step in
the evolution of the industry.

9. BIBLIOGRAPHY

BASIC COVERAGE
 Event Management Lynn Van Der Wagen & Brenda R. Carlos

 Principles of Marketing  Kotler & Armstrong

 Marketing Management  Philip Kotler

 Marketing is Business  Walter E. Vieira

 The Fundamentals & Practice of Marketing  John Wilmshurst

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WEBSITES
 www.indiatradepromotion.org
 www.exhibitionsindia.com
 www.branders.com
 www.viewcentral.com
 www.eventmarketer.com
 www.marketersadvantage.net/articles.htm?k=Network%20Marketing
 http://en.wikipedia.org/wiki/Event_management
 http://oaksevents.com/
 http://www.wizcraftworld.com/cntnt/intro.htm

PERIODICALS
 Business & Economy

 4Ps Business & Marketing

 Business World

NEWSPAPERS
 Times of India

 Economic Times

10. ANNEXURE
8.1Annexure:

KEYS TO SUCCESSFUL EVENT MARKETING

While marketing an event, there are a few key tactics and methods that can be employed
to ensure that the event gains the maximum response and also that event is managed in
the minimum cost possible. Event marketing has been a concept that has only recently
been pioneered in India. But, though new, the concept has taken off very well with the
Indian consumers who are evolving rapidly.

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Some of the tactics and methods are listed below. Following them can ensure a cost
effective implementation of the event marketing.

Event Marketing Hint 1: If the event is meant to market a certain product, then it is
necessary to ensure that the purchase decision-maker attends the event. It is important to
get the message across to the target audience and therefore enough research about the
profile of the attendees is important to be able to communicate effectively to them about
the product. It is important that least 50-60% of the people attending the event are targets
of the product to be promoted.

Event Marketing Hint 2: It is also important to evaluate the value-added benefits that the
venue or the trade show organizer makes available to your business. Make sure you find
out if they allow access to the attendee mailing list so you can implement a pre-mailing
process in order to promote your one-day trade show special, as well as the location of
your booth.

Make sure you get participant contact information before the event as well as after. Other
value-added benefits that can be expected from the show organizer include: being
included in participant email distributions promoting the event, as well as an
advertisement in the event show guide.

Event Marketing Hint 3: Before the event is undertaken, the cost effectiveness of
promoting the product through the event should be questioned by asking yourself event
qualifying questions around the “who" instead of the “how many”.

Event Marketing Hint 4: The giveaways at the event should be relevant to the business
being promoted through the event. And make sure you don't give something away for
free just for the heck of it.

Event Marketing Hint 5: The location chosen for the event is perhaps the most important
aspect. Make sure you don't purchase a cheap booth at a popular exhibition because there
are strong chances that no one will be visiting you, since your booth will be tucked away
hidden from all eyes. The most ideal locations in any exhibition areas are found at the

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entryway to the event and near the pathway to the food stations and restrooms.

8.2 Annexure:
SPONSORSHIP CHECKLIST
A sponsorship checklist has been devised for the benefit of all those who are in the
business of event marketing or related to it.

1. Are you clear on your sponsorship objectives?

2. Does the activity or event have a link with your product?

3. Is the public perception of it a positive one?

4. Is it watched, attended, shared in or enjoyed by your target market?

5. Will your sponsorship raise your image in their eyes?

6. Is the activity or event free of close identification with a previous sponsor?

7. Will it create good ‘rubbing shoulders’ opportunities for you?

8. Can you measure its results?

9. Will it give you tangible benefits, such as naming rights, program advertising, on-
site displays or merchandise?

10. Will it have PR possibilities that reach beyond the immediate audience into your
target market?

11. Will it be a natural extension to your main advertising and promotional activities?

12. Are you prepared to commit yourself to it for a considerable period of time?

13. Are you prepared to put a great deal of effort as well as money into it?

14. Will your key personnel commit themselves to it enthusiastically?

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