Inhoud
Events Management (Bowdin)...............................................................................................................2
Communicatie Handboek.......................................................................................................................6
Interculturele Communicatie................................................................................................................23
Artikelen interculturele communicatie.................................................................................................33
Dit is onderzoek....................................................................................................................................38
Handboek Organisatie en Management...............................................................................................51
,Events Management (Bowdin)
Chapter 4: Conceptualizing the event
Stakeholders in events
Stakeholders are people and organizations with a legitimate interest in the outcomes of an event. An
event manager must be able to identify the range of stakeholders in an event and manage their
individual needs, which will sometimes overlap and conflict. The event will be judged by its success in
balancing the competing needs, expectations and interests of a diverse range of stakeholders.
The host organization
Events can be generated by almost any part of the government, corporate and community sectors.
Governments create events for a range of reasons, including the social, cultural, tourism and
economic benefits generated by events. Governmental events are often characterized by free entry
and wide accessibility, and form part of the public culture. The host organization is likely to be a
government or council department. The event manager may be a direct employee or a contractor if
the event is outsourced
Companies and corporations may sponsor events in order to promote their goods and services. They
may partner government departments in the presentation of events that serve common or multiple
agendas. Companies may also create their own events to launch new products, increase sales or
enhance their corporate image. These events, although they may still be characterized by free entry,
may be targeted at specific market segments rather that at the general public. Within the corporate
sector there are also entrepreneurs whose business is the staging or selling of events (f.e.
sports/concert promoters, event management companies and media organisations).
Other events emanate from the community sector, serving a wide variety of needs and interests, f.e.
local sporting events and service club fundraisers. The host organization is a club, society or
committee, with a higher volunteer component in the organization.
The host community
Event managers need to have a good grasp and understanding of the broad trends and forces acting
on the wider community, as these will determine the operating environment of their events. The
,mood, needs and desires of the community will determine its receptiveness to event styles and
fashions. A significant force on the community is globalization: the intensification of worldwide social
relations which link distinct localities in such a way that local happenings are shaped by events
occurring many miles away and vice versa. This process is speeded up by technology and media,
which have the power to bring significant local events to a worldwide audience, overcoming the
barriers of national boundaries and cultural differences (f.e. global tv coverage of major sporting
events). The challenge for many events is how to function in this increasingly global environment
whilst expressing the uniqueness of local communities and addressing their specific interests and
concerns. Globalization is also impacting on corporate events as companies increasingly plan their
marketing strategies, including their event components, on a global level. This has resulted in some
event companies expanding internationally or taking over, merging with or being bought out by
overseas companies in an attempt to create networks that can serve the international needs of their
clients. Simultaneously, the all-pervasive internet and advances in information technology are
increasing the availability and technological sophistication of events, f.e. live broadcasting concerts
and dance events. With the advance of technology, individuals are seeking more ‘high touch’
experiences to balance the high tech influences in their lives. Event managers must be aware of
these trends and learn to operate in the new global environment. Paradoxically, live events may
increasingly become the means by which communities confirm their own sense of place, individuality
and cultural uniqueness.
In addition to the wider general community, events have a specific host community which impacts
greatly on the success or failure of the event. This can be the geographical community where the
event is located, or a community or interest from which the event draws its participants and
spectators. Local participation and ownership of events is perhaps most visible in many local and
regional events that continue to exist only because of the committed input of dedicated volunteers.
The host community may include residents, traders, lobby groups and public authorities such as
council, transport, police, fire and ambulance services. The event manager should aim to identify
community leaders and to consult them when planning the event. Councils may have certain
requirements, such as licences. If the event is large enough to impact significantly beyond the
boundaries of the venue, a ‘public authorities and residents’ briefing may identify innovative ways to
minimize the impact and manage the situation. The event manager should also listen out for the all-
important rumour-mill that can often make or break the host community’s attitude to the event,
sometimes manifesting itself in commentary within local media.
Sponsors
There has been a shift by many large companies from seeing sponsorship as primarily a public
relations tool generating community goodwill, to regarding it as an important part of the marketing
mix. Successful major events are now perceived as desirable properties, capable of increasing brand
awareness and driving sales. They also provide important opportunities for relationship-building
through host partners and clients. A sponsorship is “a business relationship between a provider of
funds, resources or services and an individual, event or organization which offers in return some
rights and association that may be used for commercial advantage in return for sponsorship
investment”.
It is important for event managers to identify exactly what sponsors want from an event, and what
the event can deliver for them. Their needs may be different from those of the host organization or
the event manager. The event manager should treat the sponsors as partners in the event. Common
agendas may be identified which support the sponsorship and deliver additional benefits to the
event.
Media
The expansion of the media, the proliferation of delivery systems (cable/satellite tv and the internet),
the global networking of media organizations and the instant electronic transmission of media
, images and data have created a hunger for media products. Events now have a virtual existence in
the media at least as powerful as in reality. The event may be created primarily for the consumption
of the television audiences (‘event television’). The value of events to commercial sponsors is often
increased greatly by their media coverage and profile. However, the media often affects directly how
events are conceptualized and presented, and can have a profound effect on the relationship of the
event with its live audience. The available media technology influences the way that live spectators
experience the event, f.e. with instant replays available on screens at sporting events. Increasingly,
spectators’ viewing capabilities are technologically enhanced to parallel those of people watching at
home. The role of the media can vary from that of media sponsors to becoming full partners, or even
producers of the event. Whatever the role of the media, it is important for the event manager to
consider the needs of the different media groups, and to consult them as important stakeholders in
the event. An integration of the event with the different media provides a greater reach and
exposure to the event and, in turn, gives the media organization a branded association with the
event.
Co-workers
For an event to be truly effective, the vision and philosophy of the event must be shared by all the
team. The most effective event managers are dynamic leaders whose ability to motivate, inspire
others and achieve their goals are admired by their followers. Managers control problems, whereas
leaders motivate others to find ways to achieve goals (Goldblatt).
Participants and spectators
The event manager must be mindful of the needs of the audience: physical needs, needs for comfort,
safety and security, and the need to make the event special. The spectators’ main focus is on the
content, location, substance and operation of the event itself. For them the ease with which they can
see the event activities, the program content, their access to food and drinks, amenities, access and
egress etc., are the keys to their enjoyment. Simple factors such as whether or not their team won or
lost, or whether they had a good experience at the event will sometimes influence their success
measures.
Current technologies can assist managers in involving and servicing event participants. The Internet
now plays a major role in events, with participants using it to research the event before their arrival,
keep track during an extended event and re-live the highlights of the event after they have departed.
With the advances in technology it is possible to monitor the number of visitors to a website, what
pages they have viewed and where they came from. By understanding how psychographics and the
event audience influence the vent concept, event managers can tailor their events more adequately
to meet the needs of participants. This understanding also helps to accurately direct the marketing
efforts by using channels specific to the audience.
Creating the event concept
Goldblatt suggests the ‘five Ws’ as important questions to ask in developing the event concept:
- Why is the event being held?
- Who will be the stakeholders in the event?
- When will the event be held? Is there sufficient time to research and plan the event? Does
the timing suit the needs of the audience and climatic conditions?
- Where will the event be staged? The choice of venue must represent the best compromise
between the organizational needs of the event, audience comfort, accessibility and cost.
- What is the event content or product? This must match the needs, wants, desires and
expectations of the audience, and must synergize with the why, who, when and where.
An important part of developing the event will be identifying unique elements and resources, which
can make the event special, and contribute to its imagery and branding.
Events Management (Bowdin)...............................................................................................................2
Communicatie Handboek.......................................................................................................................6
Interculturele Communicatie................................................................................................................23
Artikelen interculturele communicatie.................................................................................................33
Dit is onderzoek....................................................................................................................................38
Handboek Organisatie en Management...............................................................................................51
,Events Management (Bowdin)
Chapter 4: Conceptualizing the event
Stakeholders in events
Stakeholders are people and organizations with a legitimate interest in the outcomes of an event. An
event manager must be able to identify the range of stakeholders in an event and manage their
individual needs, which will sometimes overlap and conflict. The event will be judged by its success in
balancing the competing needs, expectations and interests of a diverse range of stakeholders.
The host organization
Events can be generated by almost any part of the government, corporate and community sectors.
Governments create events for a range of reasons, including the social, cultural, tourism and
economic benefits generated by events. Governmental events are often characterized by free entry
and wide accessibility, and form part of the public culture. The host organization is likely to be a
government or council department. The event manager may be a direct employee or a contractor if
the event is outsourced
Companies and corporations may sponsor events in order to promote their goods and services. They
may partner government departments in the presentation of events that serve common or multiple
agendas. Companies may also create their own events to launch new products, increase sales or
enhance their corporate image. These events, although they may still be characterized by free entry,
may be targeted at specific market segments rather that at the general public. Within the corporate
sector there are also entrepreneurs whose business is the staging or selling of events (f.e.
sports/concert promoters, event management companies and media organisations).
Other events emanate from the community sector, serving a wide variety of needs and interests, f.e.
local sporting events and service club fundraisers. The host organization is a club, society or
committee, with a higher volunteer component in the organization.
The host community
Event managers need to have a good grasp and understanding of the broad trends and forces acting
on the wider community, as these will determine the operating environment of their events. The
,mood, needs and desires of the community will determine its receptiveness to event styles and
fashions. A significant force on the community is globalization: the intensification of worldwide social
relations which link distinct localities in such a way that local happenings are shaped by events
occurring many miles away and vice versa. This process is speeded up by technology and media,
which have the power to bring significant local events to a worldwide audience, overcoming the
barriers of national boundaries and cultural differences (f.e. global tv coverage of major sporting
events). The challenge for many events is how to function in this increasingly global environment
whilst expressing the uniqueness of local communities and addressing their specific interests and
concerns. Globalization is also impacting on corporate events as companies increasingly plan their
marketing strategies, including their event components, on a global level. This has resulted in some
event companies expanding internationally or taking over, merging with or being bought out by
overseas companies in an attempt to create networks that can serve the international needs of their
clients. Simultaneously, the all-pervasive internet and advances in information technology are
increasing the availability and technological sophistication of events, f.e. live broadcasting concerts
and dance events. With the advance of technology, individuals are seeking more ‘high touch’
experiences to balance the high tech influences in their lives. Event managers must be aware of
these trends and learn to operate in the new global environment. Paradoxically, live events may
increasingly become the means by which communities confirm their own sense of place, individuality
and cultural uniqueness.
In addition to the wider general community, events have a specific host community which impacts
greatly on the success or failure of the event. This can be the geographical community where the
event is located, or a community or interest from which the event draws its participants and
spectators. Local participation and ownership of events is perhaps most visible in many local and
regional events that continue to exist only because of the committed input of dedicated volunteers.
The host community may include residents, traders, lobby groups and public authorities such as
council, transport, police, fire and ambulance services. The event manager should aim to identify
community leaders and to consult them when planning the event. Councils may have certain
requirements, such as licences. If the event is large enough to impact significantly beyond the
boundaries of the venue, a ‘public authorities and residents’ briefing may identify innovative ways to
minimize the impact and manage the situation. The event manager should also listen out for the all-
important rumour-mill that can often make or break the host community’s attitude to the event,
sometimes manifesting itself in commentary within local media.
Sponsors
There has been a shift by many large companies from seeing sponsorship as primarily a public
relations tool generating community goodwill, to regarding it as an important part of the marketing
mix. Successful major events are now perceived as desirable properties, capable of increasing brand
awareness and driving sales. They also provide important opportunities for relationship-building
through host partners and clients. A sponsorship is “a business relationship between a provider of
funds, resources or services and an individual, event or organization which offers in return some
rights and association that may be used for commercial advantage in return for sponsorship
investment”.
It is important for event managers to identify exactly what sponsors want from an event, and what
the event can deliver for them. Their needs may be different from those of the host organization or
the event manager. The event manager should treat the sponsors as partners in the event. Common
agendas may be identified which support the sponsorship and deliver additional benefits to the
event.
Media
The expansion of the media, the proliferation of delivery systems (cable/satellite tv and the internet),
the global networking of media organizations and the instant electronic transmission of media
, images and data have created a hunger for media products. Events now have a virtual existence in
the media at least as powerful as in reality. The event may be created primarily for the consumption
of the television audiences (‘event television’). The value of events to commercial sponsors is often
increased greatly by their media coverage and profile. However, the media often affects directly how
events are conceptualized and presented, and can have a profound effect on the relationship of the
event with its live audience. The available media technology influences the way that live spectators
experience the event, f.e. with instant replays available on screens at sporting events. Increasingly,
spectators’ viewing capabilities are technologically enhanced to parallel those of people watching at
home. The role of the media can vary from that of media sponsors to becoming full partners, or even
producers of the event. Whatever the role of the media, it is important for the event manager to
consider the needs of the different media groups, and to consult them as important stakeholders in
the event. An integration of the event with the different media provides a greater reach and
exposure to the event and, in turn, gives the media organization a branded association with the
event.
Co-workers
For an event to be truly effective, the vision and philosophy of the event must be shared by all the
team. The most effective event managers are dynamic leaders whose ability to motivate, inspire
others and achieve their goals are admired by their followers. Managers control problems, whereas
leaders motivate others to find ways to achieve goals (Goldblatt).
Participants and spectators
The event manager must be mindful of the needs of the audience: physical needs, needs for comfort,
safety and security, and the need to make the event special. The spectators’ main focus is on the
content, location, substance and operation of the event itself. For them the ease with which they can
see the event activities, the program content, their access to food and drinks, amenities, access and
egress etc., are the keys to their enjoyment. Simple factors such as whether or not their team won or
lost, or whether they had a good experience at the event will sometimes influence their success
measures.
Current technologies can assist managers in involving and servicing event participants. The Internet
now plays a major role in events, with participants using it to research the event before their arrival,
keep track during an extended event and re-live the highlights of the event after they have departed.
With the advances in technology it is possible to monitor the number of visitors to a website, what
pages they have viewed and where they came from. By understanding how psychographics and the
event audience influence the vent concept, event managers can tailor their events more adequately
to meet the needs of participants. This understanding also helps to accurately direct the marketing
efforts by using channels specific to the audience.
Creating the event concept
Goldblatt suggests the ‘five Ws’ as important questions to ask in developing the event concept:
- Why is the event being held?
- Who will be the stakeholders in the event?
- When will the event be held? Is there sufficient time to research and plan the event? Does
the timing suit the needs of the audience and climatic conditions?
- Where will the event be staged? The choice of venue must represent the best compromise
between the organizational needs of the event, audience comfort, accessibility and cost.
- What is the event content or product? This must match the needs, wants, desires and
expectations of the audience, and must synergize with the why, who, when and where.
An important part of developing the event will be identifying unique elements and resources, which
can make the event special, and contribute to its imagery and branding.
