Event Marketing

CHAPTER 1 INTRODUCTION
Swiss Business School
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1.1 Conceptual Framework
Marketing Marketing communications are the means by which firms attempt to inform, persuade, and remind consumers - directly or indirectly - about the products and brands that they sell." 1
Personal and non-personal communication channels can be used for marketing communications. Within both of them there are many sub channels. The marketing communications mix is now thought of as consisting six major modes or types of communication alternatives.
1. Advertising 2. Sales promotion 3. Events and experiences 4. Public relations and publicity 5. Direct marketing 6. Personal selling
Personal Communication Channels Personal communication is communication between two or more persons with a specific person communication with others. The message emanates from a specific person. It can be done face to face, or by a person to audience, over telephone, or through post or couriers or through emails or through mobile messages. The personal communications in the case of marketing can also be categorized as communications from advocate, expert and social contacts. The company salespersons communication to customers is communication from advocates of the product. An independent expert communicating to prospective buyers about the merits of the product is classified as expert communication. A neighbor saying good things about a brand is social channel of communication. Companies take various steps to stimulate personal communications about their products and brands.
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Kotler, Philip; Gary Armstrong, Veronica Wong, John Saunders (2008). "Marketing defined". Principles of marketing (5th ed.). p. 17.Retrieved 2009-10-23.
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1. They identify influential individuals and devote extra effort on them. 2. Create opinion leaders by supplying possible opinion leaders with the product on attractive terms. 3. Use influential or believable people in testimonial advertising. 4. Develop word of mouth publicity by requesting satisfied clients to promote their product among their friends. 5. Establish online discussion groups and communities
Nonpersonal Communication Channels They include media, atmospheres, and events.
Media channels include print media (newspaper, magazines, souvenirs, proceedings of conferences), broadcast media (radio, television), display media (billboards, signs, posters) and electronic media (audiotape, videotape, videodisk, CD-ROM).
Atmosphere is what firms create in their office environment. The office interiors and exteriors have a meaning to the potential buyers.
Events are occurrences designed to communicate particular messages to target audiences. Company arranged news conferences, opening ceremonies of various kinds, and sponsorships of various events come under event communications channels. Communication through mass media stimulates personal communication channels.
The Promotional Tools The characteristics of various promotional tools are as follows:
Advertising Advertising is a public mode of communication. Because it is communicated simultaneously to large number of people and people know that the same communication is going to many people, they feel their motives for buying are understood by the advertiser.
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Advertising is defined as any paid form of nonpersonal communication about an organization,product, service, or idea by an identified sponsor.
Advertising messages can be repeated number of times. Buyers also can compare advertisements of various companies selling the same product and will choose which product meets their requirements. The media offers the facility to add color, sound etc. to the message and dramatize the message. But advertising cannot have dialogue with the people. People may not see and pay attention to the advertisement.
Advertising is an efficient way to reach geographically dispersed potential buyers at a low cost per exposure.
Advertising has two recent variants. Advertorials are offer editorial content and while it is paid for by the advertiser and it will be difficult for the reader to easily make out that it is an advertisement. Similarly information driven mediums are TV programs that are meant for promoting the products of the company. They discuss the working of the product, benefits of the products, and user experience etc. and they may convey the message to buy the product and the address to be contacted.
Sales promotion Sales promotion, which is generally defined as those marketing activities that provide extra value or incentives to the sales force, the distributors, or the ultimate consumer and can stimulate immediate sales. Sales promotion is generally broken into two major categories: consumeroriented and trade-oriented activities.
Sales promotion tools like coupons, contests, premiums act as communication medium and also promote sales.
They gain attention and provide information that may lead the consumer to the product. They include a distinct invitation to the consumer to do the transaction in a short period of time.
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Public relations and publicity Publicity is a nonpersonal communications regarding an organization, product, service, or idea not directly paid for or run under identified sponsorship. It usually comes in the form of a news story, editorial, or announcement about an organization and/or its products and services. Like advertising, publicity involves nonpersonal communication to a mass audience, but unlike advertising, publicity is not directly paid for by the company. The company or organization attempts to get the media to cover or run a favorable story on a product, service, cause, or event to affect awareness, knowledge, opinions, and/or behavior.
News stories and featured articles are more authentic and credible than advertisements to readers. The articles act as testimonials. The message gets through to the potential buyers as news and they may not turn away from it as they turn away from the advertisements. Example: Magazines, newsletters etc. Public relations are defined as the management function which evaluates public attitudes, identifies the policies and procedures of an individual or organization with the public interest, and executes a program of action to earn public understanding and acceptance.32 Public relations generally has a broader objective than publicity, as its purpose is to establish and maintain a positive image of the company among its various publics.
Personal selling Personal selling involves direct contact between buyer and seller, either face-to-face or through some form of telecommunications such as telephone sales. This interaction gives the marketer communication flexibility; the seller can see or hear the potential buyers reactions and modify the message accordingly. The personal, individualized communication in personal selling allows the seller to tailor the message to the customers specific needs or situation.
Personal selling also involves more immediate and precise feedback because the impact of the sales presentation can generally be assessed from the customers reactions. If the feedback is unfavorable, the salesperson can modify the message. Personal selling efforts can also be
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targeted to specific markets and customer types that are the best prospects for the companys product or service.
Personal selling as a communicative channel which involves a live, immediate, and interactive relationship between two people. Personal selling leads to relationships. The listener feels obligated to respond to the salesman at least with a polite thank you.
Direct Marketing Direct marketing is a sub-discipline and type of marketing. There are two main definitional characteristics which distinguish it from other types of marketing. The first is that it attempts to send its messages directly to consumers, without the use of intervening media. This involves commercial communication (direct mail, e-mail, and telemarketing) with consumers or businesses. 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, and point of sale information or just by asking the participants if they would like to receive information on other similar events. The second characteristic is that it is focused on driving a specific "call-to-action." This aspect of direct marketing involves an emphasis on track able, measurable, positive responses from consumers (known simply as "response" in the industry) regardless of medium. If the advertisement asks the prospect to take a specific action, for instance call a free phone number or visit a website, then the effort is considered to be direct response advertising. Sponsorship To sponsor something is to support an event, activity, person, or organization financially or through the provision of products or services. A sponsor is the individual or group that provides the support, similar to a benefactor.
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Sponsorship is a cash and/or in-kind fee paid to a property (typically in sports, arts, entertainment or causes) in return for access to the exploitable commercial potential associated with that property. For example, a corporate entity may provide equipment for a famous athlete or sports team in exchange for brand recognition. The sponsor earns popularity this way while the sponsored can earn a lot of money. A particular form of specialized brand sponsorship where a brand sponsors an unusual event or pastime that then becomes synonymous with that brand (to the point where future brands may be excluded from participation) is known as 'about sponsorship'. This provides a strong walled-garden sponsorship relationship between particular events and the brand. Other reasons for sponsorship include signage at sporting events, local or national media coverage, promotional opportunities before and after the event, and the opportunity to entertain clients and prospective customers by inviting them as VIPs to sponsored events. Other benefits of sponsorship can include access to on-site hospitality tents or skyboxes; the opportunity to meet athletes or teams in person, and possibly even the opportunity for sponsors and their VIP guests to participate in a pro-am type event. Another benefit is the ability to reach a specific demographic or target market.
Positioning & Branding 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 customers 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 consumers 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.
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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. 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 passed, 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.2 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:
Kotler, P. & Armstrong, G. 2003.Principles of Marketing.Moscow. Vilyams.
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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 number of TV channels and the greater number of programs have led to fragmentation of the viewer-ship. Hence, the need for narrow-casting of campaigns to the sharply defined target audience. 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 to 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 5PS 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 organizations 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. 1.4 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
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specifically event marketing professionals cannot lose sight of the fact that the sales cycle only begins at lead generation and that current and prospective customer 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 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 The use of traditional or new media to promote, market, or advertise an event. Various forms of marketing and advertising are used to entice people to attend an event. Event types could include anything from not for profit fundraisers to sporting events, conventions, fundraisers, seminars, festivals, workshops, air shows, and many more.3 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 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 brands personality.
Event marketing by Leonard H. Hoyle, CAE, CMP, Copyright 2002 by John Wiley & Sons, Inc. ISBN 0-471-40179-X
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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 program. This is the way publicity and promotions work.4
1.5 KEY ISSUES FOR EVENT MARKETING The Human Dimension 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
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Event Marketing: How to Successfully Promote Events, Festivals, Conventions, and Expositions by Leonard H. Hoyle, CAE, CMP
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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 companys 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 change the interpretation of the brand. It is as important to win a distinguished and distinctive place in the perception of a companys 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 individuals 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 individuals 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 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 products 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 you 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 Childrens 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
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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.5 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.
1.6 WHY EVENTS 1. Brand Building Creating awareness about the launch of new products/brand
Enormous number of brands/products is launched every month. Similarly innumerable new music albums, films, etc. get released periodically. This tends to create clutter of product launches. The large number of launches also leads to need to overcome the ooh-yet-anotherproduct 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.
Behrer, M & Larsson, . (1998).Event Marketing attanvnda evenemang somstrategiskresurs i marknadsfringen.Gteborg: IHM Frlag AB.
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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. 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
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 them. 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 Fosters Brewing Groups Asian subsidiary in its plan to launch its bear brand Fosters 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, Fosters 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
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minded, for example, Coors Light Silver Bullet Concert Series featuring artists like Bryan Adams and Celine Dion. 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 offbeat 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 1.2: Constructing the Brand Value Chain
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3. Focusing on 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. For example: Hero cup, Idea film fare awards etc 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! 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
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 McDonalds is a combined effect in increasing the customer traffic as well as increasing the awareness among the upper class of the existence of new McDonalds 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: Tech fest 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 starts 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.
1.7 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. Event Marketing covers business to business (B2B), business to consumer (B2C), and business to Government (B2G) marketing. Differing from traditional marketing such as print, radio and television, event marketing takes into consideration all of the aspects of a live experience including, spatial design, graphic design, video, audio, web, interactive and live talent to create a motivating and memorable experience.
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 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 worlds 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. 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 integrated with the other marketing strategies. This fig 1.3 shows how it comes to be a double lever effect:
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Fig 1.3: Traditional Sponsoring vs. Event Marketing 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.6
1.8 SIZE OF EVENTS In terms of size events may be 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. 2. Regional Events Regional events are designed to increase the appeal of a specific tourism destination or region.
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Behrer, M & Larsson, . (1998).Event Marketing attanvnda evenemang somstrategiskresurs i marknadsfringen.Gteborg: IHM Frlag AB.
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Example: Marathon. 3. Major Events These events attract significant local interest and large no of participants as well as generating significant tourism revenue. Example: Common Wealth Games 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 onetime 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 Bangalore.
1.9 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 release etc. Example: Ganesh Utsava, Bangalore 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 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 Birthday Parties, weddings and anniversaries all provide opportunities for family get together. Weddings are increasingly becoming big events and even entertaining. 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 such contracted activities contribute rather than reduce revenue.
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1.10 KEY ELEMENTS OF EVENTS
Organizer
Event Infrastructure
Venue
Target Audience
Media
Client
Fig 1.4: Key Elements of Event Marketing 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 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 Importance of Event Venue Events are venue driven. They help in increasing the customer traffic. Festivals such as Valentines Day or Holi see venue playing the clients role for the event organizer. Venue has a say in the very feasibility of an event concept.
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CHAPTER 2 RESEARCH METHODOLOGY
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2.1 PROBLEM STATEMENT With fast evolving trend of globalization the order of the day is newer, bigger and wider markets. Hence the way in approaching the market has also changed from the old conventional style to the modern day style. The challenge to the marketer of an event precisely is to find new ways and means of marketing an event by using latest technology, innovative marketing techniques and implementing the same tactically.
2.2 Objectives: To identify emerging challenges and opportunities in event marketing. To quantify challenges and opportunities in event marketing. To analyze the opportunities in event marketing.
2.3 Hypothesis formulation Well defined audience and concept of the event are not only the crucial factors leading to a successful event.
2.4 Research Design
Sample Design
The study is limited to Bangalore city. Since it is not possible to study the whole population, sampling technique is adopted. It will be made sure that sample is homogenous unbiased, adequate, consistent and a true representative of the whole population
Definition of the population
The study is conducted in Bangalore city. The city encompasses good number of independent event management companies.
Sampling Technique Adopted The sampling technique chosen for the study is convenient sampling. Independent event management companies are randomly selected from the population in such a way that each element has the same probability of being chosen.
2.5 Collection of Data
Primary Data The data will be collected by the way of conducting an interview or a survey with the help of an appropriate questionnaire administering to the professionals of event management companies. The sample would be aimed towards the event management professionals dealing with the event marketing/promotion in Bangalore.
Secondary Data Secondary data will be gleaned from the existing sources like published/unpublished research journals, books, websites and so on.
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CHAPTER 3 LITERATURE REVIEW
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3.1 REVIEW OF LITERATURE
Events are basically leisure activities and work possibilities for individuals. Events bring people together and make them have good time at work. They enhance the quality of an individuals life; they provide significant economic benefits and can also provide revenue for special projects. Regardless of size, events require meticulous planning, a range of skills and a lot of energy. While organizing events, companies get the possibility to have their own-right to the consumer during the duration of the event. This means that if a company manages to get the consumer to attend the event, the distortion from the competitors will be gone or at least decreased during the duration of the event. Also, events contain tangible elements, such as food, beverages and other products sold or given away, but are essentially a service in which they consist intangible experiences of finite duration within a temporary managed atmosphere.
3.2SunLIVE07 CRM enables event marketing for Sun Microsystems
3.2.1 Introduction: Sun Microsystems is operating in more than 100 countries. It develops the technologies that power the global marketplace. Sun Microsystems drives network participation through shared innovation, community development and open source leadership. SunLIVE an event that is being conducted by Sun Microsystems from past few years and has been running very successfully. This particular event by Sun was delivered on a global scale, it took place in multiple territories and UK being second largest of its kind in the world and mainly that was the key event for Sun Microsystems UK calendar. SunLIVE being an annual operational event brings along own set of challenges.
3.2.2 Key Challenges: Event management of SunLIVE Including: marketing, invitees registration, Post-event follow-up, campaign tracking And online reporting
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As the event grew in size and stature, accordingly the challenges also increased concerned to delivering the event, managing the data and handling delegates. The number of attendees for SunLIVE 2007 had reached up to 1400 and had become a difficult task to handle so they decided to outsource the Management of that event so that they could concentrate more closely on the strategic Issues related to communication like content development and presentation. SunLIVE being a flagship event for Sun Microsystems and the way the event was supposed to be delivered was as much as reflection of their quality as the event contents itself. Suns head of customer engagement and major events, Maxine Hedges expressed that they needed to be very confident when they decided to outsource the Management of that event to an organization which they could trust to deliver on their behalf.
From the previous SunLIVE events Sun Microsystems had understood that it was essential for attendees to carry the highest possible impression of the company when they walked out of the event. Critical points to create a positive impression for the delegates were, a smoothly run and well-organised registration, attendee handling and the follow-up process.
3.2.3 Solution An event management agency named CRM Technologies approached SunLIVE07 with a full package of event management services, from the implementation and execution of a personalized e-marketing campaign designed to complement existing direct marketing activity, right from outbound email tracking, intelligent registration, post-event follow-up, campaign click-thru tracking and online reporting facilities. All campaign data was drawn from and updated to Suns marketing database, accordingly it was delivered and managed as a hosted service. Absence of registered attendees is a risk that has always been there, but CRMs aim was to decrease this as much as possible with the provision of delegate packs - which added a sense of value to the registration process. Significantly, each pack contained a color and bar-coded delegate badge so that preregistered attendees were Fast-Tracked into the exhibition.
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The bar codes themselves also tracked back into CRMs managed database and provided a full record of attendee activity at the event, including details of any specific break-out sessions attended. This information would also be extremely useful for post-event follow-up activities, including a series of SunLIVE road shows.
3.2.4 Conclusion By outsourcing the Management of that event to CRM Technologies the event grew and got good feedback. Supporting data obtained through CRMs data management services helped Sun Microsystems to take SunLIVE on the road. . In that sense, it has become much easier for Sun to identify specific areas of the country where there is focused interest - in particular topic areas or sector specializations. The ability to analyze the customer information gleaned from the SunLIVE registration and event attendance processes now makes the prospect of delivering a successful regional event more or less assured, according to the company. Sun Microsystems reputation is now built around quality and reliability and these facets needed to be reflected in the events it delivers to its customers and partners. The event management and managed data services, delivered by CRM Technologies, ensured that Suns customer engagement processes enhanced its strong reputation and required minimal involvement from Suns resources.
3.3 Special event management and event marketing: A case study of TKBL all-star 2011 in Turkey
3.3.1 Summary The aim of the study is to show the dimensions applied while managing and marketing a successful special sports event, Which made several contributions to the sports event managers and sports marketing managers about how to use event management dimensions effectively and shape strategies based on this perspective. Case study has been taken up to analyze a sports event based on event management and event marketing perspectives. Data in the study was collected from primary as well as secondary data sources. This study focuses on the dimensions of event
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management named ticketing, transportation, human resources (volunteers and trained staff), budgeting, marketing and PR and risk management.
3.3.2 Introduction The event industry is one of the worlds largest employers and contributes major positive economic growth. The event is all about individuals coming together to create, operate, and participate in an experience. It is an activity that gathers the target group in a particular frame of time and place, a meeting where a message is communicated and possibility is created. 7 The term event is used for describing different activities designed for different purposes. These activities can be art, sports, tourism and social activities, and can also be activities organized by giant organizers more professional and more formal. Events are a unique moment in time and very much different from everyday occurrences. Public or private, commercial or charitable, celebratory or commemorative events bring people together to share an experience and produce a measurable outcome. Civic events, conventions, expositions, fairs and festivals, hallmark events, hospitality, incentive travel, meetings and conferences, retail events, reunions, social life-cycle events, sport events8, and tourism are the examples of subfields of events. Every event has an organization behind it like, managing activities, organizing funding, administering staff and voluntary personnel, undertaking marketing and public relations, organizing security, printing leaflets and tickets, hiring performers, arranging decorations, sorting out parking and many other activities. The way in which an organization deals with events is known as event management. It may include the organizations objectives for managing events, assigning roles and responsibilities, ownership of tools and processes, critical success factors, standards, and eventhandling procedures.9 The linkages between the various departments within the organization need to be handling events and the flow of this information between them which is the focus of event management. Event management and event marketing have emerged over the past decade as a vibrant sector of the tourism and leisure industries. The number, diversity and popularity of events have also been growing throughout this period. As the number of events has been
7
AFL Publishing, Australia.Andersson, M. and Wesslau, A. (2000). Organizing for Event Marketing in Order to Change Brand Image and
Increase Sales
8
Masterman, G. (2004). Strategic Sports Event Management, Butterworth-Heinemann, Oxford. AFL Club Management Program, (2004)
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increasing, there has been a growing realization about the continuing need to be developing event management professionals who could be able to create, organize, and manage events. Based on the above-mentioned dimensions and focusing on the event management and event marketing literatures, this study aims to understand about how to manage and market the events successfully and get a sense of satisfaction in the participants.
3.3.3 Ticketing Ticketing an event is an highly complicated task, involving millions of tickets. Hence, ticketing is one of the most significant programs of mega events like Olympic Games. The ticketing that is in concern with customers becomes, directly or indirectly a critical factor for the success of the event and, consequently it must be set up and obtained in more and more professional and balanced way with the context of which it is to be situated. With regards to this, an evolved and more advanced definition can be proposed for the meaning of ticketing: a whole of activities, (programmed, organized and controlled) that start from the input of the strategy of the event (objectives, targets, service concept) and come to being through price integration, distribution and communication of tickets in order to obtain the attendance of individuals in amount and quality, suitable to favor the attainment of its objects and goals, that the various stakeholders wish to meet with the same event.
3.3.4 Transportation Traffic management in a special event is any planned activity that is fully or partly conducted on a road. It requires multiple agency involvement includes special traffic management arrangements and may also involve large numbers of participants or spectators. The definition also applies to events conducted in their own venue if the event requires special traffic management arrangements and multiple agency support. From a traffic and transport perspective, a special event needs to be ensuring the safe separation of event patrons, participants and volunteers from traffic, and manage the limited capacity of the road system and control the traffic impact on the non-event community and manage the emergency services and also work on costs effectiveness at the same time.
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3.3.5 Human Resources Human resource management is much more than recruitment and selection of staff and volunteers. It is a wide-ranging activity, involving the long-term strategic development of the event organization. The expected outcome of this is a positive culture of commitment and cooperation developed in the process of managing the work force. Volunteers are representatives from the community who selflessly choose to give their time and skills to support club activities for no payment other than reimbursement of their pocket expenses. Volunteers come from all age groups, educational backgrounds and genders. People generally volunteer to have fun, socialize, learn new skills, help others, develop new friends, explore career opportunities etc. Working with volunteers requires their special contribution to the success of the event that is to be acknowledged and shared. Working with volunteers requires consideration, flexibility and enthusiasm because volunteers often work for the fun or for charitable purposes. Volunteers require just as much management and coordination as employees.
3.3.6 Budgeting Budget represents an action plan that each successful event manager must carefully develop and it is the most important tool to use the financial decisions within the event management business. Since different events are designed for different purposes, they may be considered in three different categories named, Profit-oriented events, Break-even events, lost leaders or hosted events.
3.3.7 Marketing and PR Being most popular in the present, event marketing is however not a new phenomenon. In the US and in the whole world, event marketing has existed as long as traditional marketing has been there. It is a natural part of the marketing mix, and now goes under the name special events. Effective marketing can attract both right and wrong individuals to an event. However, it is even more crucial to ensure that the event is supported by sufficient numbers of participants to make it successful. When marketing something purely intangible like sporting a contest, there is a large service component. In some respects it is far more difficult to market something that the customer cannot take home or physically consume. Thus promotional efforts might suggest that the audience will be entertained and can have fun at the event. In management of the events,
public relations have two roles. On one hand it supports marketing activity in the form of promotions; on the other hand it is also the tool that disseminates non-promotional information to other target publics that are important to the organization. An events leading aim is to achieve positive coverage on the media for the event without paying for the space or air-time it occupies. Strong relationships with the key media and a range of innovative techniques and tools in order to evoke an attraction are important when trying to create the desired media exposure. Also, media relations and publicity should be given a lot of attention. A well-planned publicity campaign should run alongside any advertising campaign. Ideally this drive should be spread over the period of months, building up to a peak shortly before the event. Early warning allows potential participants and spectators to book the event in to their diaries and prevents potential clashes with rival attractions.
3.3.8 Risk Management The intention of risk management in events includes the protection of assets, to minimize legal and financial liabilities, to control potential loss, properly manage growth, and to manage responsibility. Risk management has been recognized in varying degrees as a key component of the responsibilities associated with the planning and producing an event. It is often perceived as a function that is carried out once an event has been conceived, designed, and organized. It should be thoroughly embedded in the event design and throughout its development and production process to ensure the risks associated with the event are managed efficiently. effectively and cost
3.3.9 Method The purpose of this study is to analyze a special event based on event marketing and event management perspectives as a case study. The purpose is divided between two research questions: What were the applications of All Star Basketball Event based on event marketing and event management approaches? How these applications were implemented in the event. TKBL All Star 2011 sport event was selected case study under investigation for the purpose of this research.
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In this study, the research method adopted was the case study because this type of approach was useful to investigate contemporary phenomena within a real life context, especially when the boundaries between the phenomenon and the context are not clearly evident. Research by case study was more suited to how and why questions which can be explanatory in nature. Case research allowed the researcher the opportunity to tease out and disentangle a complex set of factors and relationships, albeit in one or a small number of instances it defines a case study as an empirical inquiry that investigates a contemporary phenomenon within its real-life context when the boundaries between phenomenon and context are not clearly evident and in which multiple sources of evidence are used. It has been stated that a case method can sharpen existing theory by identifying gaps and fill them in, and also provide theoretical contributions when employed as illustrations. Research based cases have been used to investigate activities or complex processes that are not easily separated from the social context within which they occur. To select a sample to this study, researchers have chosen to use judgmental sample which is a non-probably sampling method that allows us to select the case that seems most suitable to answer our research questions. Based on this method, a special sport event in Turkey, All Stars, was chosen as a case. Case research can employ many data collection methods, either quantitative or qualitative, depending on the variables being studied. While some researchers have used only one method, others have used multiple methods for the purpose of triangulation of data from different sources. It was pointed out that employing multiple data sources elicits increased reliability of data and stronger substantiation of constructs and propositions. Data in the study was collected from primary as well as secondary data sources. The main data collection techniques employed was personal semi-structured interviewing, and observations. The researchers carried out five group interviews, with key informants in the special sport event. The interviews were held with event director of Turkish Basketball Federation, director of School of Physical Education and Sports, School Secretary, managers of public relations department of Anadolu University, manager of a special security firm, and spectators. Other valuable information to this study was collected through unstructured conversations with other employees of the firms and through direct observation during the sport facility visits. Secondary data was acquired through web sites of Turkish Basketball Federation, publications of local media, newspapers, newsletter, and specialized journals. Using multi investigators is another form of
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triangulation. It has been suggested that the use of multiple investigators leads to a better ability to handle the richness of the contextual data and more confidence in research findings.
3.3.10 FINDINGS AND RESULTS
Planning Before the Event While planning the All Star 2011 Event, a professional team had decided what to do in only 1-2 hours. Planning for popular and mega events like Universiade 2011 Erzurum 1-2 years work is being conducted. Any problem could have aroused while the planning process of the event. In addition to the staff of the organization company, a lot of people were assigned by the TBF and also took part voluntarily. Painters and computer programmers have contributed while designs were being done.
Determining Objectives When assessing the objectives of the All Star 2011 from TBFs perspective, TBF had organized the event for the target mass to endear basketball sport to people. For this purpose, TBF had created a slogan Our burden is Basketball, our route is Eskisehir. Eskisehir Anadolu Universitys objective, the house owner of the event, was to open the facility with such a glorious event. The target audience was university students, families living in the city, audiences like watching basketball aged five years or more. The number of the people who had planned to watch the show went up to a capacity of 5.500 seats of the hall.
Facility Decision When deciding the venue of the organization some important points come forward. Determining a facility for reputation of the event, worthy of the subject and the purpose of the event is important for the success of the event. After TBFs decision, All Star 2011 was going to be held in Eskisehir, the important issues are as listed below: -Suitable to the standards of the TBF -Equipments inputs and outputs to be easy -An environment that emergency health care units can easily reach -Venue and the rooms to be used relevant
Transportation On Saturday, January 15 at 9.15 am the basketball train had moved from Istanbul to Eskisehir with 150 people including former and All Star 2011 players, representatives of the clubs and managers of Turkish Basketball Federation. Team members from Ankara had moved to Eskisehir at 12.00 with a high-speed train. All the team ate lunch together with Anadolu University team at a famous restaurant called Stone Building and at the same evening a Women All Star Cocktail was held at Anemon Hotel. On the event day all the teams were transported from the hotel to the venue with special vehicles. After the event, people were transported to Istanbul by plane, to Ankara by high-speed train at 18.00 pm.
Budgeting The costs and expenses that had arisen while regulating the All Star 2011 budget were provided by Turkish Basketball Federation. As being an event for social purposes ticket prices were determined low. Biletix had the largest share of ticket sales. Tickets could be obtained online, from the stands at the entrances of the shopping malls and event venue. In addition, a portion of the tickets were sent to some special guests personally.
Event Staff as Volunteers To successfully produce All Star 2011, there was a need for adequate, competent and wellqualified human resources to achieve the goals of the event. In this sense, the staff employed in the All Star Event consisted of Turkish Basketball Federation personnel, Anadolu University personnel and organization companys staff. These people had responsibilities from the beginning to the end of the event. Also, during the staging of the event the personnel in charge were assigned to serve the participants and the audience. In the All Star 2011 event, a total of 38 employees were assigned including 13 employees in organization, 15 for stage setup and enter-exit controlling, 6 people in branding, 4 people in promotional and advertising business. The personnel were trained people and were selected according to the job requirements. Volunteers were 33 people and students from Anadolu University School of Physical Education. The students were assigned to meet the needs of the audiences and provide the necessary assistance in the hall during the event. In addition, to meet the VIP audience, from Civil Aviation and Cabin Services Program students were assigned.
Marketing and PR To promote the All Star 2011 event, various activities were organized in the city centre, in shopping malls and in university campus. In shopping malls 3 point shootout contests were done. Brochures and leaflets were distributed in areas of heavy pedestrian traffic. In addition outdoor advertisements were done. Some of the All Stars were determined by online voting by public people from the official web site of Turkish Basketball Federation www.tbl.org.tr. By carrying out e-mail based subscription system of voting basketball fans also achieved the chance to win various gifts. In public voting; the 100th voter had won 2 tickets for 2 TKBL organizations, 2100th voter had won a DVD player, 4100th voter had won 2 days accommodation in Eskisehir and also had chance to sit on the bench with the players. In addition, it was announced some surprise awards would be distributed to the lucky spectators by choosing during the event. Wide coverage to reports on the subject were given in the local and national press, on web pages and official web site of the Basketball teams within the scope of public relations.
Risk Management To reduce the risks that may occur during staging of the event, ambulances and medical teams were ready before the start of the event. In addition, to ensure the security of the event professional security staffs were assigned.
The Preparations for Staging the Event Under the scope of the program that was to be held during the event, opening speech, Face Team show, dance shows, talent contests, All Star Basketball game, award ceremonies and concert took place. Event duration was determined 5.5 hours between 13.30 to 17.00 pm. and then the concert for 1.5 hours. In this sense, tasks like the preparation of the sports hall, hall decorating, stage establishment, rehearsals and sound adjustment were carried out into two days.
Event Participants Meeting, Receptions and Hospitality To welcome the participants in to the hall, controllers, routing attendants volunteers met the people and guided them. Also, for the audience to be kept entertained, all time shows were done. Giant screens placed throughout the event hall and national TV channel TRT 3 broadcasted. In order to provide employee communication, intercom, wireless radio and mobiles were used.
Staging the Event Before the event time audiences were taken in by ticket controlling on a regular basis. Entries were provided in to two different doors. Assigned people directed the audience to their seats by checking the tickets. In the VIP entrance the audiences were taken into same way. Front part of the VIP section was devoted to protocol. Private catering was treated for the guests in the VIP. The event started at the scheduled time and magnificent show of Face Team was presented after the opening speech. After the show, Lithuanian Dance Team presented the first one of the five dance shows during the event. Talent competitions were done after the first dance show and then the All Star Teams took to the stage with the concert of Gripin music group. Rewards were given to the winners after the match and the event was ended with the concert of the Gripin. Throughout the event time any problem or breakdown were taken care. The desired capacity was provided with the seating layout and number of participants. Stands established at the entrance met the needs of the audience. There was any problem with the transportation where the event was held. Public transport services were provided directly to the hall. Adequate parking areas were provided. Also no trouble happened at the ending time and the exit of the audience was provided on a regular basis.
Assessing the Event The majority of the audience was satisfied with both the demonstration and the facility after the event. The audiences were especially pleased with the demonstration of Face Team and dance shows. All Star show, however, played friendly and no contentious left the game behind the shows. According to a spectators view about the event, the event was reallyentertaining and successful. They expressed saying this is the first event ever so well managed in this venue becauseit had recently opened. It gave them great feeling after comparing with the other facilities in Eskisehir. Thecrowd was also well. 3 point shootout, the talent competition and the concert kept them entertained. The match was not so contentious but quite good. But, by drawing in the audience knew the victorious team, a gift was given, and then the teams formed their own fans. Red and White team's players were introduced at the beginning of the match one by one and when every player in the field greeted the audience by sending them basketball balls. In addition, distribution of the small balls between periods also excited the audience. After the game the lucky participants were determined by drawing and present
ceremony were celebrated by confettis. Then the winner teams award was given. After all Gripin was met with the audience by a concert. The interest of the media should be evaluated when evaluating the event. After the event was performed within the next week (January 17-21) news about All Star 2011 were published in the local, national and sports newspapers and also on Internet pages.
Discussion and Conclusion This study has presented the findings of a case study about dimensions of event management and event marketing. While most of the literature focuses on the entire event management, this case study focuses on the dimensions of event management named ticketing, transportation, human resources (volunteers and trained staff), budgeting, marketing and PR and risk management. The study illustrates that the event management dimensions in the literature had been applied in to the All Star 2011 organization and the event was successfully managed and marketed. Any problem or trouble that aroused during the event was taken care and the target audience was managed satisfactorily. The organization owners and the house owners had reached their objective and reached the number of people. After evaluating some criteria like being suitable to the standards of the TBF and relevantly using rooms TBF have chosen the facility of Anadolu University. It can be stated that all the costs and expenses that had arisen had been provided by Turkish Basketball Federation. All the human resources (adequate, competent and well-qualified) had been provided. For organizational needs, stage setup, controlling, branding, promoting and advertising the event and for guiding many people were assigned as employees and volunteers. As a marketing strategy in addition to do outdoor advertisements and distributing brochures and leaflets, organizing competitions (e.g. 3 point shootout) about the event was a great idea for promoting a sports event. Overall, the most important thing in an event was the risk management dimension. To reduce the risks that may occur during an event, managers should do risk management well and it can be stated that in this event; ambulances, medical teams and security staff were always ready. After applying the dimensions of the event management everything went well, both organizers and participants were pleased after the event. And through the research findings and informal interview with audiences they found out that it indicated over of average satisfaction about performance of whole event management and marketing. The study has made several contributions for the sport
event managers and sport marketing managers about how to use event management dimensions effectively and shape strategies based on this perspective. It can be stated that the research results were very useful for presenting the detailed information about managing and marketing an event.
3.4 IBM Global Business Services Marketing event optimization: Improving the financial effectiveness of direct marketing campaigns
Introduction Marketing event optimization observes a companys proposed direct marketing events over a given time period such as mailings, telemarketing campaigns, e-mail marketing and builds an optimal promotional stream that helps improve overall financial results, Mean while
reducing costs and avoiding customer saturation. Utilizing advanced analytics, the solution develops a contact plan by customer based on marketer-defined resource constraints, which include: Expected returns Individual customer budget Event cost Promotional interaction between events Minimum and maximum offers per event Overall marketing budget.
Purchase history, demographics and aggregate patterns of predicted behaviors are used to calculate each customers risk/return relationship so that an optimal set of events can be directed at the customer up until the point of diminishing returns. Risk is defined, for instance, as the act of mailing a promotion to a customer given the return on that particular mailing may be zero. Marketers can see the impact of various optimization scenarios, determine the best investment strategy, and then capture results to continually refine and adjust their contact strategy for each customer under consideration. Contacts with customers had increased to unfathomable proportions, with some customers receiving as many as 60 catalog mailings per
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year. In addition, the amount of stored customer data was skyrocketing. Profits and customer satisfaction were at risk, with saturation levels reaching as high as 60 percent.
As a result of marketing event optimization, the retailer reported an additional $3.5 million in new profit while reducing its mailings by more than 7 percent. In fact, the solution paid for itself during the first year of use
Turning analytics into action Marketing event optimization has been part of the IBM Center for Business Optimization solutions portfolio. The center deploys a team of consultants who combine their industry and process expertise with IBMs capabilities and resources in advanced mathematical research, business performance management, business intelligence systems, software and deep computing to provide a significantly differentiated service to clients. In addition to marketing event optimization, the center offers optimization solutions in the areas of risk management, pricing and complex supply chains.
Faced with mounting pressure to deliver quantifiable results to the bottom line, chief marketing officers (CMOs) were looking for solutions that can help them decide how best to invest their direct marketing dollars. Even in todays advanced marketing management systems, streamlining the campaign execution process provide limited help to executives when it comes to allocating their budgets among customers. Contributing to quarterly earnings, however, It isnt the CMOs only concern. Marketing must also manage its direct marketing activities in a way that continually enhances the customer relationship a daunting challenge in its own right. As the average number of promotions received by each household continue to climb, capturing the attention of customers grows increasingly difficult. To address these challenges, IBM has developed a solution that can help marketers determine the most profitable and effective mix of direct marketing spends among a set of campaign events across multiple channels.
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Approaching customers as an investment Marketing event optimization is based on IBMs horizontal marketing methodology, which views customers as a portfolio of financial instruments to be invested in over time, much the same way financial advisors manage their clients assets. Why spend all of your budget on your best customers, if the same or less budget, when better directed, provides the opportunity to yield more profitable results. Horizontal marketing shifts the focus from optimizing events to optimizing customer relationships by advocating a more balanced spending approach one which does not: Over invest in the best customers Under invest in underperforming customers Ignore rising stars.
Conclusion Marketing event optimization helps bring an entirely new level of sophistication to the way marketing departments plan and manage their direct marketing activities. To add more, the solution is designed to interface with a number of third-party tools and databases, allowing the analysis and reporting of results to flow seamlessly into a clients existing environment. IBM has always been ready to work with different organizations to integrate marketing event optimization into their marketing process flow. For example, IBM consultants collaborated with a large multichannel retailer that needed to improve the quality of its customer contacts by providing the right offer at the right time.
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CHAPTER 4 DATA ANALYSIS
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4.1 ANALYSIS& INTERPRETATION:
4.1.1 Emerging opportunities in event marketing.
Table: 1
Particulars Enables direct contact with prospective customers Enables up-close demonstration of products/ solutions Enables one-on-one understanding of customers requirements Enables better brand registration/ recognition by customers All the above Others Total
Number of respondents 5 2
Percentage 16.13 6.45
9.68
3 18 0 31
9.68 58.06 0.00 100.00
INTERPRETATION: From the above table, it has been understood that, most of the respondents selected all the options that have been provided. To be precise 58.06% respondents have opted all the above option, 16.13% respondents feel it enables direct contact with prospective customers, 9.68% respondents feel it enables one-on one understanding of customers requirements, again 9.68% respondents feel it enables better brand registration/ recognition by customers, and lastly 6.45% respondents feel it enables up-close demonstration of products/ solutions. And the same is shown in the below graph
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Number of respondents
Percentage
0 Others 0.00
All the above Enables better brand registration/ recognition by customers Enables one-on-one understanding of customers requirements Enables up-close demonstration of products/ solutions
18
58.06
3 9.68
3 9.68
26.45
Enables direct contact with prospective customers
16.13
4.1.2Overflowing challenges in event marketing. Table: 2 Particulars Defining prospective target audience Reaching out to them with desired communication Getting the audience to events amidst their busy schedules Sustaining quality attention of audience throughout the program All the above Others Total 8 5 0 31 25.81 16.13 0.00 100.00 9 29.03 Number of respondents Percentage 1 8 3.23 25.81
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INTERPRETATION: From the above table, it has been learnt that, three of the options have majorly been opted by most of the respondents out of all the options that have been provided. To be precise 29.03% respondents have opted that getting the audience to events amidst their busy schedules is a challenge, 25.81% respondents feel that sustaining quality attention of audience throughout the program is also a challenge to an extent, 25.81% respondents feel reaching out to the target audience with desired communication is even a challenge faced, 16.13% respondents feel All the above points mentioned are the challenges faced, and lastly 3.23% respondents feel defining prospective target audience is definitely one of the challenges faced in event marketing. And the same has been shown below in the graph form.
40 35 30 25 29.03 20 15 16.13 10 5 0 3.23 1 25.81 25.81
8 5 0.00 0 others
Defining Reaching out to prospective them with target audience desired communication
Getting the Sustaining quality audience to attention of events amidst audience their busy throughout the schedules program Percentage
All the above
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4.1.3 Events those organizations conduct currently. Table: 3 Particulars Product launch and promotion Conferences/summits/seminars/workshops/training Product sampling Publicity events Road shows Press conferences Customer contest Exhibitions or tradeshows Corporate events Employee engagement/internal events Charity fundraisers Other Number of respondents 16 19 4 11 6 9 4 10 16 14 6 3 Percentage 51.61 61.29 12.90 35.48 19.35 29.03 12.90 32.26 51.61 45.16 19.35 9.68
People may select more than one checkbox, so percentages may add upto more than 100%out of 31 respondents.
INTERPRETATION: From the above table, it has been observed that, the respondents selected multiple check boxes depending on the events their organizations conduct. Most of the organizations conduct multiple events depending on the requirement. Majority of the organizations conduct
conferences/summits/seminars/workshops/training events, 51.61% for product launch and promotional events, 51.61% for corporate events, 45.16% for employee engagement/internal events and 35.48% of respondents for publicity events more often. And the same is shown in the below graph.
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Other 3 9.68 Charity fundraisers Employee engagement/internal events Corporate events Exhibitions ot tradeshows Customer contest Press conferences Road shows Publicity events Product sampling Conferences/summits/seminars/worksho ps/training Product launch and promotion 0 6 19.35 14 16 10 4 12.90 Number of respondents 9 29.03 Percentage 32.26 45.16 51.61
6 19.35 11 4 12.90 19 16 61.29 51.61 35.48
10 20 30 40 50 60 70 80 90
4.1.4 Basis for earmarking budgets for different events.
Table: 4
Particulars Cost of concept, design and development Cost of planning and producing an event (logistics) Cost of venue Cost of F & B All the above Total
Number of respondents 2 8 2 1 18 31
Percentage 6.45 25.81 6.45 3.23 58.06 100.00
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INTERPRETATION: From the above table, it has been observed that, most of the respondents have selected all the options that have been provided. To elaborate, 58.06 % respondents have opted All the above option, 25.81% respondents feel it is cost of planning and producing an event (logistics), 6.45% respondents feel it is cost of concept, design and development, 6.45% respondents feel it iscost of venue , and lastly 3.23% respondents feel it is cost of F & B. And the same has been shown below in the graph form.
Percentage
All the above
18
58.06
Cost of F & B 1 3.23
Cost of venue 2 6.45
Cost of planning and producing an event (logistics)
25.81
Cost of concept, design and development
2 6.45
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4.1.5 Best concept and design are crucial for marketing an event. Table: 5 Particulars Very important Important Average Less important Not at all important Total Number of respondents 19 10 1 1 0 31 Percentage 61.29 32.26 3.23 3.23 0.00 100.00
INTERPRETATION: From the above table, it has been inferred that, most of the respondents feel its a very important aspect in marketing an event. For any event to be successful, best concept and design is very important. It brings audience to attend the event as well as make the event successful by providing good feedback for the event.
To analyze the same closely, 61.29 % respondents have opted very important, 32.26% respondents feel it is important and it should be taken care, 3.23% respondents feel it is an average point to be kept in view, 3.23% respondents feel it is not so important, and lastly 0.00% (none of the) respondents feel it is not all important, that means it does hold some importance overall. And the same has been shown below in the graph form.
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70 61.29 60
50
40 32.26 30 Number of respondents Percentage
20
19
10 10 3.23 1 0 Very important Important Average Less important Not at all important 1 3.23 0 0.00
4.1.6 Communication plays a major role in marketing an event. Table: 6 Particulars Strongly disagree Disagree Neutral Agree Strongly agree Total
Percentage 16.13 0.00 0.00 32.26 51.61 100.00

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INTERPRETATION: From the above table, it has been learnt that, most of the respondents strongly agree that communication does play a major role in marketing an event. To be precise, 51.61%
respondents have stated they strongly agree, 32.26% respondents just agree to the point, 16.13% respondents Strongly disagree, rest of the points have not been opted by any respondents. And the same has been shown below in the graph form.
Percentage
51.61
32.26
16.13 16 10 5 Strongly disagree 0.00 0 Disagree 0.00 0 Neutral Agree Strongly agree
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4.1.7 The great media channels or options to market an event Table: 7
Particulars Advertisement News release Company website Direct mailers Telemarketing Social media All the above Others Total
Number of respondents 16 10 14 14 3 17 6 1
Percentage 51.61 32.26 45.16 45.16 9.68 54.84 19.35 3.23
People may select more than one checkbox, so percentages may add upto more than 100%out of 31 respondents.
INTERPRETATION: From the above table, it has been understood that, most of the respondents feel advertisements, social media, company website, direct mailers and news releases are most important media channels to market an event and telemarketing has been given the least importance of all. To analyze the same closely, 54.84% respondents have opted Social media, 51.61% respondents feel it is advertisement, 45.16% respondents have stated it is Company website, 45.16% respondents have expressed it is direct mailers, 32.26% respondents feel it is news releases, 19.35% respondents feel it is all the above points, 9.68% respondents have opted Telemarketing and lastly 3.23% respondents have said others that means almost all the media channels have been considered important in common. And the same has been shown below in the graph form.
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Others
All the above
Social media
Telemarketing
Direct mailers
Company website
News release
Advertisement 0 10 20 30 40 50 60 Social media 17 54.84 70 All the above 6 19.35 80 Others 1 3.23
Advertise News Company Direct Telemark ment release website mailers eting Number of respondents 16 10 14 14 3 Percentage 51.61 32.26 45.16 45.16 9.68
4.1.8 The best way to encourage or ensure consumer feedback at an event Table: 8 Particulars By repeated announcements during the event Incentivizing audience with goodies Through interactive Q & A quiz Through one-on-one conversations and discussions All the above Total
Percentage 6.45 29.03 19.35 25.81 19.35 100.00

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INTERPRETATION: From the above table, it has been observed that, the best way to ensure consumer feedback at an event is by incentivizing audience with goodies, because this point has been opted by 29.03% of respondents, next best opted is through one-on-one conversations and discussions which has been opted by 25.81% of respondents, later opted is interactive Q & A quiz opted by 19.35% of respondents, and lastly 19.35% of respondents feel it is all of the above point are important to encourage or ensure consumer feedback at an event. Andthe same has been shown below in the graph form.
40 35 30 25 20 15 10 5 0 6.45 2 9 6 8 6 19.35 19.35 29.03 25.81
Percentage
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4.1.9 Challenges facing in getting the right target-audience for an event Table: 9 Particulars Lack of internal database Lack of qualified internal database Lack of verifiable external database Lack of general interest in the target audience Others Total Number of respondents 3 10 9 8 1 31 Percentage 9.68 32.26 29.03 25.81 3.23 100.00
INTERPRETATION: From the above table, it has been learnt that, the challenge that is faced in getting the right targetaudience for an event is mostly lack of qualified internal database which has been stated by 32.26% respondents, 29.03% respondents feel it is lack of verifiable external database, 25.81% respondents expressed that it is lack of general interest in the target audience, 9.68% respondents suggested it is lack of internal database and lastly 3.23% respondents said it is others. And the same has been shown below in the graph form.
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Others Lack of general interest in the target audience Lack of verifiable external database Lack of qualified internal database Lack of internal database
1 3.23
8 9 10 3 9.68 0 10
25.81 Number of respondents Percentage 32.26
29.03
20
30
40
50
4.1.10 Demonstration of product or solution, impact the success of the event Table: 10 Particulars Never Rarely Sometimes Often Always Total Number of respondents 2 2 12 9 6 31 Percentage 6.45 6.45 38.71 29.03 19.35 100.00
INTERPRETATION: From the above table, its known that, it is only sometimes that demonstration of product or solutionmatters for the success of an event and to justify that we have 38.71% respondents who have opted Sometimes, 29.03% respondents have opted Often,19.35% respondents have
opted Always, 6.45% respondents have opted Rarely and 6.45% respondents have opted Never. And the same has been shown below in the graph form.
19%
7%
6% Never Rarely
29%
39%
Sometimes Often Always
4.1.11 Challenges faced in planning and developing a complete and successful event.
Table: 11
Particulars Budgets Right audience Concept Marketing message Total
Number of respondents 3 9 9 10 31
Percentage 9.68 29.03 29.03 32.26 100.00
INTERPRETATION: From the above table, it has been found out that, the message that is sent out to market an event is the main challenge faced in planning and developing a complete and successful event. To analyze this point precisely, 32.26% respondents have stated it is the Marketing message,
29.03% respondents have expressed it is the Concept, 29.03% respondents have opted Right audience and lastly 9.68% respondents say it is Budgets.And the same has been shown below in the graph form.
10%
32% Budgets 29% Right audience Concept Marketing message
29%
4.1.12 Measurement attributes of the success of an event.
Table: 12
Particulars No. of audience responses No. of feedbacks No. of qualified marketing leads No. of qualified sales leads No. of cost per order Total
Percentage 12.90 19.35 35.48 25.81 6.45 100.00
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INTERPRETATION: From the above table, it has been inferred that, number of marketing leads is the majority attribute for the success of an event. Precisely to analyze the above mentioned point, 35.48% respondents have opted No. of qualified marketing leads, 25.81% respondents have optedNo. of qualified sales leads, 19.35% respondents have opted No. of feedbacks, 12.90% respondents have opted No. of audience responses and lastly 6.45% respondents have opted No. of cost per order. And the same has been shown below in the graph form.
140 120 100 Axis Title 80 60 40 20 0 No. of audience responses Percentage Number of respondents 12.90 4 No. of feedbacks 19.35 6 No. of qualified marketing leads 35.48 11 No. of qualified sales leads 25.81 8
No. of cost per order 6.45 2
Total 100.00 31
4.1.13 Expected time that customers purchase products after attending the event.
Table: 13
Particulars Immediately Within a week Within a month Within 3 months Total

Number of respondents 1 18 5 7 31
Percentage 3.23 58.06 16.13 22.58 100.00

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INTERPRETATION: From the above table, it has been observed that, mostly respondents expect their products to be purchased within a week. Justifying the point,58.06% respondents feel Within a week, 22.58 % respondents have opted Within 3 months, 16.13% respondents have stated Within a month, 3.23% respondents said Immediately. And the same has been shown below in the graph form.
58.06 60 50 40 30 20 10 0 1 3.23 18 5 16.13 22.58 Number of respondents 7 Percentage Percentage Number of respondents
4.1.14 Importance of event marketing in this current era.
Table: 14
Particulars Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Total

Percentage 3.23 9.68 9.68 54.84 22.58 100.00

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Questions answered on scale of 1-5 with 1 representing minimal influence and 5 representing Strong influence. INTERPRETATION: From the above table, it has been understood that, concept of event marketing is important but not very important as most respondents have rated it at fourth place. Analyzing the point, 54.84% of respondents rated four, 22.58% of respondents rated five, 9.68% of respondents rated three, 9.68% of respondents rated two and lastly 3.23% of respondents rated1. And the same has been shown below in the graph form.
100% 90% 80% 70% 3.23 60% 50% 40% 30% 20% 1 10% 0% Rank 1 Rank 2 Rank 3 Rank 4 Percentage Rank 5 3 3 17 7 9.68 9.68 54.84 22.58
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4.1.15Importance of timing for success of an event.
Table: 15
Percentage 0.00 3.23 19.35 35.48 41.94 100.00
Questions answered on scale of 1-5 with 1 representing minimal influence and 5 representing Strong influence. INTERPRETATION: From the above table, it has been inferred that timing of an event is the most important part as most respondents have rated 5; Success of an event completely depends on the same. To elaborate the statement, 41.94% of respondents rated five, 35.48% of respondents rated four, 19.35% of respondents rated three, 3.23% of respondents rated two and 0.00% of respondents rated one. And the same has been shown below in the graph form.
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Rank 5
Rank 4
Rank 3
Rank 2
Rank 1
0 Number of respondents Percentage Rank 1 0 0.00
10
20 Rank 2 1 3.23
30 Rank 3 6 19.35
40 Rank 4 11 35.48
50
60 Rank 5 13 41.94
4.1.16 Importance of well-defined target audience for an event.
Table: 16

Percentage 3.23 3.23 9.68 35.48 48.39 100.00

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Questions answered on scale of 1-5 with 1 representing minimal influence and 5 representing Strong influence. INTERPRETATION: From the above table, it has been a observed that a well-defined target audience is very important for the success of an event, as majority of the respondents rated 5. To explain precisely, 48.39% of respondents rated five, 35.48% of respondents rated four, 9.68% of respondents rated three, 3.23% of respondents rated two and 3.23% of respondents rated one. And the same has been shown below in the graph form.
3% 3% 10% 48%
Rank 1 Rank 2 Rank 3 Rank 4
36%
Rank 5
4.1.17 Importance of generating qualified leads at an event
Table: 17

Percentage 0.00 6.45 6.45 48.39 38.71 100.00

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Questions answered on scale of 1-5 with 1 representing minimal influence and 5 representing Strong influence. INTERPRETATION: From the above table, it has been viewed that generating qualified leads at an event is important. Most of the respondents suggested that its important but not very important for the qualified leads. To explain in detail, 38.71% of respondents rated five, 48.39% of respondents rated four, 6.45% of respondents rated three, 6.45% of respondents rated two and 0.00% of respondents rated one. And the same has been shown below in the graph form.
70
60
50
40
30
20
10
0 Percentage Number of respondents
Rank 1 0.00 0
Rank 2 6.45 2
Rank 3 6.45 2
Rank 4 48.39 15
Rank 5 38.71 12
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4.1.18 Importance of producing most exciting event for audience.
Table: 18
Percentage 0.00 3.23 16.13 32.26 48.39 100.00
Questions answered on scale of 1-5 with 1 representing minimal influence and 5 representing Strong influence. INTERPRETATION: From the above table, it has been understood that creating very exciting event for the audience is most important aspect as highest percentage of respondents have rated it five. To elaborate, 48.39% of respondents rated five, 32.26% of respondents rated four, 16.13% of respondents rated three, 3.23% of respondents rated two and 0.00% of respondents rated one. And the same has been shown below in the graph form.
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0% 3% 16%
Rank 1 49% Rank 2 Rank 3 Rank 4 Rank 5 32%
4.1.19 Importance of the speaker for the success of an event
Table: 19
Percentage 3.23 3.23 16.13 41.94 35.48 100.00
Questions answered on scale of 1-5 with 1 representing minimal influence and 5 representing Strong influence.
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INTERPRETATION: From the above table, it has been inferred that for the success of an event a speaker is not the most important aspect but it is important as highest percentage of respondents have rated it four. To justify the statement, 41.94% of respondents rated four, 35.48% of respondents rated five, 16.13% of respondents rated three, 3.23% of respondents rated two and 3.23% of respondents rated one. And the same has been shown below in the graph form.
3%
3%
16% 36%
Rank 1 Rank 2 Rank 3 Rank 4 Rank 5
42%
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4.1.20 Rating the future of event marketing.
Table: 20
Percentage 0.00 6.45 9.68 41.94 41.94 100.00
Questions answered on scale of 1-5 with 1 representing minimal influence and 5 representing Strong influence. INTERPRETATION: From the above table, it has been observed that event marketing does have great future going forward as highest percentage of respondents have rated it four and five. To be precise in the analysis, 41.94% of respondents rated five, 41.94% of respondents rated four, 9.68% of respondents rated three, 6.45% of respondents rated two and 0.00% of respondents rated one. And the same has been shown below in the graph form.
0% 42% 6%
10% Rank 1 42% Rank 2 Rank 3 Rank 4 Rank 5
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CHAPTER 5 HYPOTHESIS TESTING
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5.1 Hypothesis Statement:
Ho: Well defined audience and concept of the event are not the only crucial factors leading to a successful event.
5.2 Chi-square test: The Chi-square test is the most popular non-parametric test of significance in social science research. It is used to make comparisons between two or more nominal variables. Unlike the other tests of significance, the chi-square is used to make comparisons between frequencies rather than between mean scores. This test evaluated whether the difference between the observed frequencies and the expected frequencies under the null hypothesis can be attributed to chance or actual population. = (fo-fe)/fe Where fo= the observed frequency fe= the expected frequency in terms of the null hypothesis.
Table 21: Crucial factors for successful Rankings by the organizations event Well defined audience Generating qualified leads Concept of event marketing Timing impact Most exciting event Total Rank 1 1 0 1 0 0 2 Rank 2 1 2 3 1 1 8 Rank 3 3 2 3 6 5 19 Rank 4 11 15 17 11 10 64 Rank 5 15 12 7 13 15 62 Total 31.00 31.00 31.00 31.00 31.00 155.00
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Table 22: Particulars Rank 1 Rank 2 Well defined audience Rank 3 Rank 4 Rank 5 Rank 1 Rank 2 Generating qualified leads Rank 3 Rank 4 Rank 5 Rank 1 Rank Concept of event marketing 2 Rank 3 Rank 4
Fo 1
Fe 0.4
Fo-Fe 0.6
(Fo-Fe)2 (Fo-Fe)2/Fe 0.36 0.90
1.6
-0.6
0.36
0.23
3.8
-0.8
0.64
0.17
11
19.84
-8.84
78.15
3.94
15
12.4
2.6
6.76
0.55
0.4
-0.4
0.16
0.40
1.6
0.4
0.16
0.10
3.8
-1.8
3.24
0.85
15
19.84
-4.84
23.43
1.18
12
12.4
-0.4
0.16
0.01
0.4
0.6
0.36
0.90
1.6
1.4
1.96
1.23
3.8
-0.8
0.64
0.17
17
19.84
-2.84
8.07
0.41
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Rank 5 Rank 1 Rank 2 Timing impact Rank 3 Rank 4 Rank 5 Rank 1 Rank 2 Most exciting event Rank 3 Rank 4 Rank 5
12.4
-5.4
29.16
2.35
0.4
-0.4
0.16
0.40
1.6
-0.6
0.36
0.23
3.8
2.2
4.84
1.27
11
19.84
-8.84
78.15
3.94
13
12.4
0.6
0.36
0.03
0.4
-0.4
0.16
0.40
1.6
-0.6
0.36
0.23
3.8
1.2
1.44
0.38
10
19.84
-9.84
96.83
4.88
15
12.4
2.6
6.76
0.55 25.67
Value of Chi-Square (X2)
df level of significance
4*4 0.005
16 26.296
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5.3: Conclusion Chi-Square analysis is considered as test statistics Chi-Square value is derived as 25.67 Chi-square table value at 5% level of significance with a degree of freedom of 16 are 26.296 Since the Chi-square table value > Chi-square calculated value, the Ho is accepted. Hence it can be inferred that: Well defined audience and concept of the event are not the only crucial factors leading to a successful event.
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CHAPTER 6 FINDINGS & CONCLUSION
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6.1 Findings 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. 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 results, if thats possible. It means thinking about extensions-spin-off consumer and trade promotions, staff motivation programs, hospitality functions and so on. 5. 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.
6.2 Conclusion 1. 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. 2. 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. 3. 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.
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4. 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.
6.3 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 postevent analysis and evaluation to check the success of the event and consumer perception, also to assess the top of mind awareness and brand recall. 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 sponsors head. 7. Event-marketing firms require a more qualified and professional workforce to prevent them from losing business to their substitutes that is the advertising firms.
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6.4. Lessons learned/learning aspects Thanks to the organizations that helped in providing their valuable suggestions and recommendations on, challenges that the companies facing and the upcoming opportunities that event marketing has in future. The major problem that the event manager faces while conducting the event is while the time of registration. People who are not registered also attend the event, which may cause lot of issues for the event marketer to manage the whole event. Events are held only to grasp the attention of the specific set of audience who can help in promoting marketers brand and also giving them the leads.
6.5. Ethical implications The research was in line with the ethical guidelines in that the participation was voluntary and confidential. Participation was voluntary, the organizations were free to participate or not and answer the questionnaire. The responses were kept confidential and are not disclosed the report to keep the interest of the participants. No companys rules or regulations were broken and permissions from the organizations were taken prior to conducting the research.
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7. Bibliography Books: Event Management: Lynn Van Der Wagen & Brenda R. Carlos (2004), ISBN: 0131149385. Principles of Marketing: Kotler & Amstrong (2010),Pearson education, ISBN:
0137006691, 9780137006694
Marketing Management: Philip Kotler 13th edition, Pearson education, ISBN: 9788131716830
Marketing is Business: Walter E. Vieira The Fundamentals & Practice of Marketing: John Wilmshurst Event Management: Tassiopoulos, D. (2005). A Professional and Developmental Approach, 2nd Ed., Juta Academic, Lansdowne.
Websites: www.indiatradepromotion.org www.exhibitionsindia.com www.supercommindia2004.com www.branders.com www.viewcentral.com www.eventmarketer.com www.marketersadvantage.net/articles.htm?k=Network%20Marketing www.mobilemarketingjoblist.com www.flugsimulatoren.de/strategic-marketing.htm www.global-electronics.net www.indianchild.com/marketing/india-marketing-scenario.htm
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www.fundsmanagementworld.com/india www.hedgefundsworld.com www.sbinfocanada.about.com/cs/marketing/g/promotion.htm www.wilsonweb.com www.TradeshowDisplayPRO.com www.clk.about.com www.inventors.about.com www.marketingnpv.com www.businessknowhow.com www.3rdfloorup.com www.exchange4media.com www.exhibitmanagement.com www.dmoz.org/Sports/Events www.biztradeshows.com/india/ www.classifieds.sulekha.com www.pib.nic.in www.india.gov.in/business/growing_business.php www.blonnet.com www.belowtheline.org/ www.frost.com/prod/servlet/events-asia-pac.pag www.indialine.com/events/automotive.html www.hindustantimes.com/3g/ www.informatm.com www.asia.advertising.msn.com www.ibef.org www.tradeshowplaza.com
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Appendix:
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CHAPTER 1 INTRODUCTION

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1.1 Conceptual Framework

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Nonpersonal Communication Channels They include media, atmospheres, and events.

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Kotler, P. & Armstrong, G. 2003.Principles of Marketing.Moscow. Vilyams.

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Fig 1.1: Marketing Mix vs. Event Marketing

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Fig 1.2: Constructing the Brand Value Chain

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3. Focusing on the Target Market Helping in avoidance of clutter

Increasing customer traffic in stores

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Generate immediate sales

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1.10 KEY ELEMENTS OF EVENTS

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CHAPTER 2 RESEARCH METHODOLOGY

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2.4 Research Design

Definition of the population

2.5 Collection of Data

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CHAPTER 3 LITERATURE REVIEW

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3.1 REVIEW OF LITERATURE

3.2SunLIVE07 CRM enables event marketing for Sun Microsystems

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3.3.10 FINDINGS AND RESULTS

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CHAPTER 4 DATA ANALYSIS

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4.1 ANALYSIS& INTERPRETATION:

4.1.1 Emerging opportunities in event marketing.

Percentage 16.13 6.45

9.68 58.06 0.00 100.00

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Enables direct contact with prospective customers

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40 35 30 25 29.03 20 15 16.13 10 5 0 3.23 1 25.81 25.81

All the above

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