COMPETENCY-BASED LEARNING MATERIALS

SECTOR: TOURISM

QUALIFICATION TITLE: EVENT MANAGEMENT SERVICES NC III

UNIT OF COMPETENCY: DEVELOP AN EVENTS CONCEPT

MODULE: DEVELOPING AN EVENTS CONCEPT

Tubungan Skills Training Center

Barangay Bacan, Tubungan, Iloilo

HOW TO USE THIS COMPETENCY BASED LEARNING MATERIAL

Date Developed: Document No.
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 Welcome to the module in “Develop an Event Concept”.
This module contains training materials and activities for you to complete.
The unit of competency "Develop an Event Concept” covers the
knowledge, skills, behavior and motivations required to develop the
overall concept, theme and format for a major event comprising multiple
components. An event manager would generally undertake this process at
the commencement of the event management cycle in consultation with
the stakeholders, including PR/advertising people. Sometimes the concept
development phase is undertaken as part of the bidding process. It is one
of the specialized modules required to complete the course Events
Management Services NC III.
You are required to go through a series of learning activities in order
to complete each learning outcome of the module. Each of the learning
outcomes is provided with Information Sheets (Reference Materials for
further reading to help you better understand the required activities).
Follow these activities on your own and answer the self-check at the end
of each learning outcome. You may remove a blank answer sheet at the
end of each module (or get one from your facilitator/trainer) to write your
answers for each self-check. If you have questions, don’t hesitate to ask
your facilitator for assistance.
Recognition of Prior Learning (RPL)
You may already have some or most of the knowledge and skills
covered in this learner's guide because you have:
 been working for some time
 already completed training in this area.
If you can demonstrate to your trainer that you are competent in a
particular skill or skills, talk to him/her about having them formally
recognized so you do not have to do the same training again. If you have
a qualification or Certificate of Competency from previous trainings, show
it to your trainer. If the skills you acquired are still current and relevant to
the unit/s of competency they may become part of the evidence you can
present for RPL. If you are not sure about the currency of your skills,
discuss this with your trainer.
At the end of this module is a Learner’s Diary. Use this diary to
record important dates, jobs undertaken and other workplace events that
will assist you in providing further details to your trainer or assessor. A
Record of Achievement is also provided for your trainer to complete once
you complete the module.

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 This module was prepared to help you achieve the required
competency in Develop an Event Concept. This will be the source of
information for you to acquire knowledge and skills in this particular trade
independently and at your own pace, with minimum supervision or help
from your instructor.
 Talk to your trainer and agree on how you will both organize the
Training of this unit. Read through the module carefully. It is divided
into sections, which cover all the skills, and knowledge you need to
successfully complete this module.
 Work through all the information and complete the activities in each
section. Read information sheets and complete the self-check.
Suggested references are included to supplement the materials
provided in this module.
 Most probably your trainer will also be your supervisor or manager.
He/she is there to support you and show you the correct way to do
things.
 Your trainer will tell you about the important things you need to
consider when you are completing activities and it is important that
you listen and take notes.
 You will be given plenty of opportunities to ask questions and
practice on the job. Make sure you practice your new skills during
regular work shifts. This way you will improve both your speed and
memory and also your confidence.
 Talk to more experienced workmates and ask for their guidance.
 Use the self-check at the end of each information sheet and
performance criteria checklist every after task/operation sheet to
test your own progress.
 When you are ready, ask your trainer to observe you as you perform
the activities required in this module.
 As you work through the activities, ask for written feedback on your
progress. Your trainer keeps feedback/ pre-assessment reports for
this reason. When you have successfully completed each element,
ask your trainer to mark on the reports that you are ready for
assessment.

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 EVENT MANAGEMENT SERVICES NC III
COMPETENCY-BASED LEARNING MATERIALS

LIST OF COMPETENCIES

NO UNIT OF
MODULE TITLE CODE
. COMPETENCY
Planning and
Plan and Develop
1. Developing Event TRS342315
Event Proposal Or Bid
Proposal Or Bid
Develop an Event Developing an
2. TRS342316
Concept Event Concept
Develop an Event Developing an Event
3. TRS342317
Program Program
Select Event Venue Selecting Event
4. TRS342318
and Site Venue and Site
Develop and Update Developing and
5. Event Industry Updating Event TRS342319
Knowledge Industry Knowledge
Providing On-Site
Provide On-Site Event
6. Event Management TRS342320
Management Services
Services
Manage Contractors
Managing Contractors
7. For Indoor Events TRS342321
For Indoor Events
Develop and Update Developing and
8. Knowledge On Updating Knowledge TRS342322
Protocol On Protocol

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 Module Content

Unit of Competency : DEVELOP AN EVENT CONCEPT

Module Title : DEVELOPING AN EVENT CONCEPT
Module Descriptor : This unit describes the knowledge, skills,
behavior and motivations required to develop the
overall concept, theme and format for a major
event comprising multiple components. An event
manager would generally undertake this process
at the commencement of the event management
cycle in consultation with the stakeholders.
Sometimes the concept development phase is
undertaken as part of the bidding process

Nominal Duration : 8 HOURS

LEARNING OUTCOMES :
At the end of this module you MUST be able to:
LO1. Identify overall event objectives and scope
LO2. Establish event concept, theme and format
ASSESSMENT CRITERIA:
1. The key objectives of the event are identified, clarified and agreed
with the stakeholder.
2. Key information is analyzed and stakeholders are consulted to
determine the broad scope of the event including indicators for:
- size and numbers of guests/delegates
- audience/ participant needs location (s)
- duration
- financial investment and other resource issues.
3. Internal and external factors are analyzed which may impact on the
event.

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 IDENTIFY OVERALL EVENT
LEARNING OUTCOME 1
OBJECTIVES AND SCOPE
CONTENTS:
 Developing concept and format that reflects event objectives
 Developing a concept that is operationally practical and which
results in the achievement of objectives
 Typical formats for different styles of events
 Creative options to be considered when developing an event
concept
 Key stakeholders for different types of event
 Internal and external factors to be considered when
developing an event concept
 Key management issues that impact on development of an
event concept
ASSESSMENT CRITERIA:
1. The key objectives of the event are identified, clarified and agreed
with the stakeholder.
2. Key information is analyzed and stakeholders are consulted to
determine the broad scope of the event including indicators for:
- size and numbers of guests/delegates
- audience/ participant needs location (s)
- duration
- financial investment and other resource issues.
3. Internal and external factors are analyzed which may impact on
the event.
CONDITION/RESOURCES:
The students/trainees must be provided with the following:

TOOLS AND SUPPLIES & LEARNING

EQUIPMENT
ACCESSORIES MATERIALS MATERIALS
 LCD  Software for  Sample  Books
Projector presentatio proposal relating to
(optional) n skills  Sample business
 Overhead brochures proposal
Projector and other writing
(optional) pertinent  Books
 Computer document relating to
 Printer relating to event
proposal managemen
writing t

METHODOLOGIES:
 Discussion
 Lecture
 Simulation

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ASSESSMENT METHODS:
 Evaluation of concept, theme and format through a candidate
presentation or “bid” for an event
 Oral or written questions to assess knowledge of the range of
key market factors and management issues to be considered in
the concept development phase
 Review of portfolios of evidence and third party workplace
reports of on-the-job performance by the candidate.

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 LEARNING EXPERIENCEs
Learning Outcome 1
Identify Overall Event Objectives and Scope

Learning Activities Specific Instructions

Read Information Sheet 2.1-1 If you have some problems on Information
about Clarifying the Objectives Sheet 2.1-1, don’t hesitate to approach
and Components of the Events your facilitator. If you feel you are
knowledgeable on the content of
Information Sheet 2.1-1, you can answer
Self-check 2.1-1.
Answer Self-check 2.1-1 Compare your answer with the answer key
2.1-1. If you got 100% correct answer in
this self-check, you can now move to the
next information sheet. If not review the
information sheet and go over the self-
check again.
Read Information Sheet 2.1-2 If you have some problems on Information
about Analyzing Key Sheet 2.1-2, don’t hesitate to approach
Information of the Events your facilitator. If you feel you are
knowledgeable on the content of
Information Sheet 2.1-2, you can answer
Self-check 2.1-2.
Answer Self-check 2.1-2 Compare your answer with the answer key
2.1-2. If you got 100% correct answer in
this self-check, you can now move to the
next information sheet. If not review the
information sheet and go over the self-
check again.
Read Information Sheet 2.1-3 If you have some problems on Information
about Analyzing the Internal Sheet 2.1-3, don’t hesitate to approach
and External Factor your facilitator. If you feel you are
knowledgeable on the content of
Information Sheet 2.1-3, you can answer
Self-check 2.1-3.
Answer Self-check 2.1-3 Compare your answer with the answer key
2.1-3. If you got 100% correct answer in
this self-check, you can now move to the
next information sheet. If not review the
information sheet and go over the self-
check again.
Perform the Job Sheet 2.1-3 You can ask assistance from your trainer.
Performing research for Check for validation of your performance
implementing approval from and let your trainer check your work.
the stake holder
If you find difficulty and did Ask your trainer to demonstrate the
not meet the standard, read process.
the information sheet again to
get all the knowledge you
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need for the task.

Information sheet 2.1-1

Clarify the Objectives and Components of the Event

Learning objectives:
After reading this INFORMATION SHEET, you must be able to:
1. Explain the objectives of event.
2. Identified the event stakeholders and the purpose of event.

The chain from idea till staged event contains several logic steps.
The ideas are usually born during brainstorming, when people who
are interested in the same goals, get together to figure out what to do in
order to create a new event. In this stage creativity and courage to
fantasy are the most necessary characteristics. Businessmen of tourism
industry can involve people from the field of culture, as well as
professional marketing specialists during brainstorming process.

Idea – the theme can be associated not only with the organization of
an event in the countryside. Different types of events may be created, for
example, events linked with collection of some material: an exposition of
tools, gowns, buildings, crockery. Or events where rural life during Soviet
times is represented or it may be an animal farm where visitors may
experience being a farmer. One can focus on sailing, telling fortune,
discovery of flora, etc. There are lots of ideas that need to be found by
analyzing local possibilities, surroundings and traditions

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Step 1 – IDEA - In our case the owners of
recreation complex chose celebration with deep
local traditions. The idea is strongly linked with
the mission of the event – to promote the
main concept of the events. Using this idea,
the concept of event was developed and
answers to conceptual questions were found.

Step 2 – CONCEPT – Answers to the basic

questions:

1. Why is the event being organized?

 In order to create a new event in complex

and to attract new visitors.

2. What is the idea and the content of the

event?

 Celebration with a fair, concerts, dancing,

fireplaces and fireworks.

3. When will the event take place?

 Where will the event take place?

 A place for a venue of the events that we plan.

 Who will be the visitors of this event?

Step 3 – OBJECTIVES – An important part of the planning process is the

definition and setting of precise objectives and achievement in their
realization. Authors of “Events management” point out that “ well-
conceived objectives are a core element in the planning process, and are
distinguished by several key features. These can be summed up in the
acronym SMART (Specific, Measurable, Achievable, Relevant, Time
specific. Objectives can be specific – associated with the theme and
mission of the product, they can be measurable – linked with measurable
units, achievable – linked with reachable categories, relevant – associated
with the goal of specific environment and time period of the event.

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1. Specific

 To organize a event of a certain quality that would make visitors:

o to return not only for the next year’s event, but in between as
well,
o to recommend to their friends and acquaintances as an
excellent recreation place in countryside,
 To create a private atmosphere of different types of leisure
activities,
 To attract local folk groups and craftsmen to present national
traditions.

2. Measurable

 To return organizing expenses

 To attract and serve visitors
 To implement 15 activities in the event, so that visitors would have
a chance to fulfill time spent in.

3. Achievable

 To involve the local in financing of the event

 To involve marketing specialist in the organization of the
advertising campaign
 To attract sponsors and supporters in order not to sustain a loss
 To involve in the program well-known event hosts and music groups
to get high level of attractively.

4. Relevant

 To rent extra land for the placement of tents

 To outsource several catering companies to ensure fast and high
quality service

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  To involve security staff to avoid traffic jams and control parking lots
and public order.

5. Time bound

 To start the advertising campaign in media 2 weeks before the day

of the event
 To develop script until the exact date if the events
 To recruit participants and attract supporters
 To involve sponsors
 To stage of the venue of the events

Objectives of Event
Planning for an event should also involve defining specific, measurable
objectives. These might include targets for the following:
 Number of people attending
 Number of participants
 Contributions of sponsors
 Value of grants and donations
 Break-even or amount of profit
 Goals for charitable contributions
 Level of media exposure
 Number of repeat visitors
 Value of merchandise sold
 Number of exhibitors, stall holders.

Stakeholders of Events

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Stakeholder is a person who can affect or will be affected by the event
and a person of influence but not directly involved in the work. According
to Getz (997) Stakeholders are those people and groups with a stake in
the event and its outcomes, including all groups participating in the event
production, sponsors and grant givers, community representatives, and
anyone impacted by the event.

6 Major Event Stakeholder Groups:

1. The host organization
2. Host community
3. Co-workers
4. Event sponsors
5. Media
6. Participants and spectators
STAKEHOLDERS MAY INCLUDE:
 Event principle (key person in host organization, or client)
 Organizing committee
 Sponsors, donors
 Local community
 Local authorities
 Service Contractors
 Suppliers
 Performers, entertainers, participants
 Spectators, audience
 Media
Scope of the Event
Related to the purpose and objectives of the event is its scope. This
encompasses the date, time and duration of the event and its size. The
scope of the event is dependent on available resources.
Purpose of Events
The purpose of the event should drive all planning and assist in
sorting out difference of opinion and managing conflict.

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Purpose of Events
Event Directors need to see their events in a wider context and to
understand an event may have many different "stakeholders", that is
people having an interest in the event. It is worthwhile pausing to consider
who the potential stakeholders in an event are and what their needs are.
The table below provides some examples
Event Stakeholders

Stakeholder Type Possible Needs

Players (Competitive) Improve skills and knowledge, the pursuit of physical excellence, engage
tough opposition, win accolades
Players (Recreational) Fun and thrills of the game, keep healthy and fit, social interaction
Coaches Positive sporting opportunities for their players, interaction with other
coaches to improve coaching skills, coaching accolades, camaraderie
between coaches
Referees A well run event, safe environment, players play within the rules, players
satisfied that the game was fair, refereeing accolades, pathway to
refereeing at a higher level
Casual Spectator Provision of information about the game and the players, comfortable
environment, safe for the family, affordable admission fees, entertainment
value
Fan/ aficionado Excellent standards of performance, entertainment value, feeling of being
connected with players, information

Commercial Sponsor Exposure of corporate name and logo to the target market, hospitality
provided to sponsor representatives, improvement of corporate image
Government Sponsor Improve sporting infrastructure, increase access of the community to
quality sport and recreation experiences, good use of public funds, abide
by community standards
The Community Provide people with a social outlet, keep kids off streets, provide safe
environment
Parents Quality sport and recreation experiences, value for money, educational of
children,
development of character, safe environment, opportunity to advance to
higher levels
Hosting Organisation Profit, enhance reputation of the club, promote the club, increase
participation, development of club personnel

Peak Sports Organisation Adherence to all rules, policies and guidelines to ensure satisfaction and
safety of all participants, promotion and development of the
sport/recreation generally
Event Director Satisfaction of possibly all the above

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What are stakeholders?
A stakeholder is anyone with an interest in a business. Stakeholders
are individuals, groups or organizations that are affected by the activity of
the business.
Who are stakeholders?
Stakeholders will vary on each project that you undertake but for an
event they could be: event organizers employees and volunteers service
and contract providers (e.g. catering, merchandise, amusement structures
and equipment) emergency services (e.g. SA Ambulance Service, SA
Police, Metropolitan Fire Service, State Emergency Service, Country Fire
Service, etc.) local council security services transport services (e.g.
Department of Transport, Energy and Infrastructure (DTEI)) regulators
(e.g. Safe Work SA, Office of the Technical Regulator (OTR)) Media
members of the public who attend the event
Internal /External Stakeholders Internal stakeholders are groups within
a business or people who work directly within the business, such as
employees, owners, and investors. External stakeholders are groups
outside a business or people who are not directly working within the
business but are affected in some way from the decisions of the business,
such as customers, suppliers, creditors, community, trade unions, and the
government. Source: Boundless. “Business Stakeholders: Internal and
External.”

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Engaging Stakeholder Groups In managing successful events, it is
essential to engage event stakeholders throughout the event planning
process to gain community satisfaction and support for the event:
resulting in competitive advantage

Primary and Secondary Stakeholders Primary stakeholders are the

people and groups most affected by the outcome of the project and the
outcome may be positive or negative. In research analysis, they are often
divided into groups based upon certain demographic factors such as
gender, socioeconomic status, age and ethnicity. Secondary stakeholders
are individuals or groups not directly affected by the outcome of the
project, but still having an interest in it. They often help provide aid to the
primary stakeholders. These groups may include government agencies,
money lending institutions or monitoring agencies

Primary and Secondary Stakeholders Primary stakeholder groups are

deemed essential to events as without them the event cannot happen or
cannot take place. The essential primary event stakeholders are defined
as: employees volunteers sponsors suppliers spectators attendees and
participants. Secondary stakeholders are also important to the success
and survival of the event but do not have the same direct impact upon
the event as primary stakeholders. These stakeholders are classified
therefore as: government the host community emergency services
general business media and tourism organisations.

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 SELF-CHECK 2.1-1

MULTIPLE CHOICES
Direction: Answer the following question.
1. What is usually born during the brain storming?
A. brain storming B. last year C. hundred years ago
2. A theme can be associated not only with the organization of the event?
A. concept B. events C. objectives
3. What is the mission of the events?
A. to promote the main concept
B. to get the attention of the guest
C. to discover new things
4. What is the important process of planning?
A. expenses B. events C. objectives
5. To return organizing expenses?
A. concept B. achievable C. measurable
6. To involve the local in financing of the events?
A. achievable B. objectives C. time limit
7. To rent extra time for the placement of tens?
A. concept B. measurable C. relevant
8. To develop the script until the exact date?
A. objectives B. measurable C. time limit
9. Important in questioning includes the W’5 question?
A. concept B. time limit C. measurable
10. The factor to clarify the event
A. component B. objectives C . all of the above

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 ANSWER KEY 2.1-1

1. brainstorming
2. idea
3. promote the main concept
4. objectives
5. measurable
6. achievable
7. relevant
8. time limit
9. concept
10. all of the above

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 Information Sheet 2.1-2
Analyze the Key Information of Events

Learning objectives:
After reading this INFORMATION SHEET, you must be able to:
1. Analyzed the key information of the event by individual study.

Event management is the application of project management to

the creation and development of large scale events such as festivals,
conferences, ceremonies, weddings, formal parties, concerts,
or conventions. It involves studying the brand, identifying its target
audience, devising the event concept, and coordinating the technical
aspects before actually launching the event.
The process of planning and coordinating the event is usually
referred to as event planning and which can include budgeting,
scheduling, site selection, acquiring necessary permits, coordinating
transportation and parking, arranging for speakers or entertainers,
arranging decor, event security, catering, coordinating with third party
vendors, and emergency plans. Each event is different in it's nature so
process of planning & execution of each event differs on basis of type of
event.
The events industry now includes events of all sizes from
the Olympics down to business breakfast meetings. Many
industries, charitable organizations, and interest groups hold events in
order to market themselves, build business relationships, raise money, or
celebrate achievement

Contents

 Marketing tool
 Event manager
 Event venue
 Sustainability
 Technology
 Education
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Marketing tool
Event management might be a tool
for strategic marketing and communication,
used by companies of every size. Companies
can benefit from promotional events as a way
to communicate with current and potential
customers. For instance, these advertising-
focused events can occur as press
conferences, promotional events, or product
launches.
Event managers may also use
traditional news media in order to target their
audience, hoping to generate media coverage
which will reach thousands or millions of
people. They can also invite their audience to their events and reach them
at the actual event.

Event Manager
The event manager is the person who
plans and executes the event, taking
responsibility for the creative, technical, and
logistical elements. This includes overall
event design, brand building, marketing and
communication strategy, audio-
visual production, script writing, logistics,
budgeting, negotiation, and client service.

Event venue
An event venue may be an onsite or
offsite location. The event manager is usually
not responsible for operations at rented event
or entertainment venues, but will monitor all
aspects of the event on site. Some of the
tasks listed in the introduction may pass to
the venue, but usually at a cost.
Corporate event managers book event
venues to host corporate meetings,
conferences, networking events, trade shows,
product launches, team building retreats or
training sessions in a more tailored
environment.

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Sustainability
Sustainable event management (also
known as event greening) is the process
used to produce an event with particular
concern for environmental, economic, and
social issues. Sustainability in event
management incorporates socially and
environmentally responsible decision
making into the planning, organization and
implementation of, and participation in, an
event. It involves including sustainable
development principles and practices in all
levels of event organization, and aims to
ensure that an event is hosted responsibly.
It represents the total package of
interventions at an event, and needs to be
done in an integrated manner. Event greening should start at the
inception of the project, and should involve all the key role players, such
as clients, organizers, venues, sub-contractors, and suppliers.

Technology

Event management
software companies provide event
planners with software tools to handle many
common activities such as delegate
registration, hotel booking, travel booking,
or allocation of exhibition floor space.

Education
There are an increasing number of universities which offer courses
in event management, including diplomas and graduate degrees. In
addition to these academic courses, there are many associations and
societies that provide courses on the various aspects of the industry.
Study includes organizational skills, technical knowledge, public relations,
marketing, advertising, catering, logistics, decor, glamor identity, human
relations, study of law and licenses, risk management, budgeting, and the
study of allied industries like television, other media, and several other
areas. Certification can be acquired from various sources to obtain
designations.

SELF-CHECK 2.1-2
Multiple Choice.

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Direction: Answer the following question below.

1. The process of planning is called?

A. planning B. objectives planning C. creative

planning

2. The application of project management is called?

A. planning B. objectives C. event
management
3. Marketing is one of the _______ in events planning?
A. key B. tool C. factor
4.The person who plan and execute the events is ?
a. event manager b. event provider c. person in charge
5. It is also known as the event greening?
a. technology b. sustainability c. event venue

Enumerate the 6 content of event planning?

1.
2.
3.
4
5.
6.

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 ANSWER KEY 2.1-2

1 event planning
2 event management
3 tool
4 event manager
5 sustainabililty

6 Content of Event Planning

1. Marketing tool
2. Event manager
3. Event venue
4. Sustainability
5. Technology
6. Education

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 Information Sheet 2.1-3
Analyzing the internal and external factor

Learning objectives:
After reading this INFORMATION SHEET, you must be able to:
1. Understand and analyzed the internal and external factor of event.

Some of the forces impacting your small business are more

challenging to master than others. The degree to which you can control
them varies. At the same time, you can improve the state of internal and
external factors effecting your small business; you can't make the
economy grow, but you can encourage spending. Understanding the f
actors at work better equips you to prepare for them.

Internal Communication
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 The culture of your organization is built on internal communication;
this includes interpersonal relationships, training materials, newsletters,
philosophical statements and policies. Your employees are happier when
they are courteous and respectful of one another. They want their
achievements to be recognized. When you provide sufficient instructions
to your subordinates, you enable them to do their jobs effectively. When
you help employees identify with your company's mission and goals, you
are likelier to keep them long-term.

Economics

The economy is an external factor that effects the success of your

business. The ability of your clients to pay directly impacts your bottom
line, regardless of whether you sell a product or service. You can offer
sales and promotions, and you can tout the value of your company's
offerings, but during rough financial times your clients might prefer to
allocate their resources elsewhere. Economics might be specific to your
clients' industries, and it might be a global issue impacting supply and
demand. If you make a toy and business at toy stores across the country
declines, your sales will suffer. Diversifying your product line minimizes
this challenge.

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External Communications

The way your company interacts with customers and its public
audience impacts your company's image. If you alienate your external
audience, you risk losing your source of income. Ensure tactful
communication strategies to promote a positive impression. Effective
advertisements speak to the intended audience. Customers expect to be
treated with courtesy by you and your employees. Maintain a professional
voice in your emails, letters and other correspondence. Ensure your
website is welcoming and simple to navigate. Press releases need contact
information and newsworthy content.

Structure

Structure is an internal factor that impacts your company's day-to-

day operations. You might sort your company by departments and teams,
or you might structure it so that employees work with outside contractors.
The structure impacts the number of employees you hire, the levels of
hierarchy, the extent of employee and department collaboration and the
roles of your employees. If you choose a structure based on contractual

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work, for example, you will save money on employees but have less
control over the end product.

Strategic Plan Objectives

Strategic plan objectives can be either internally or externally

focused. Internal strategic objectives look within a company to increase its
productivity, efficiency, quality standards and overall operational
effectiveness. An example of an internally focused objective could be to
reduce the costs associated with production mistakes or to increase
employee satisfaction and loyalty.
Externally focused strategic goals center on a company's
performance in the marketplace. Examples of external objectives include
goals for market share growth, market leadership and innovation in
product development.

Internal Strengths and Weaknesses

A comprehensive strategic plan includes a situational analysis that
considers internal strengths and weaknesses. Analyzing a company's
current strengths and weaknesses provides a wealth of insight helpful in
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accomplishing internal goals and internal analyses can provide
advantages for achieving external goals, as well. Analyze all components
of your businesses when identifying internal strengths and weaknesses.
Look into the education, experience and overall competence of your
employees to discover competitive advantages in your workforce. Review
your production systems to spot any competitive advantages or clear
impediments. Review your cost structure, pricing policies and financial
ratios to determine you financial strength or weakness compared with
competitors.

External Opportunities and Threats

Situational analyses consider opportunities and threats from the
external environment. External opportunities include things such as gaps
in the market that no company is currently serving, new markets and
other clear growth opportunities. External threats include new product
releases from competitors and new competitors arising in the market. A
range of external factors can present either opportunities or threats,
depending on the specifics. Changes in the law, for example, can provide
distinct opportunities to some businesses in an industry while threatening
the survival of others. Changing consumer preferences and market-
changing new product categories, as another example, can give new
entrepreneurs a world of opportunities while seriously threatening
established brands.

Internal Factors
The best thing about internal factors is that you can control many of
them. Some factors, such as your business's reputation, image and
creditworthiness, are a result of the way you run your business. Other
factors, such as your organization's management structure and staffing
and the physical decor of your business, are based on your business
decisions, and you can change them as you see fit. Changing internal
factors usually involves some indirect costs, such as lost productivity
while new employees are trained, some direct costs, such as a penalty for
terminating a lease before it expires, or some combination of the two.

External Factors
External factors are all those things that are beyond your control.
Tight lending conditions, government regulations and competition are
some of the external factors that affect virtually every small business.
Strategic planners anticipate and manage some of the circumstances that
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affect their business. Exploring alternative financing sources until lending
restrictions ease, developing plans for compliance with regulations and
enhancing innovation and service to stay ahead of the competition are
forward-thinking ways to keep external factors from threatening the
survival of your business.

Developing Tactics
Use information gained in both your internal and external analyses
to develop the tactics you will use to achieve strategic objectives.
Regardless of whether your strategic plan objectives are internally or
externally focused, using both internal and external initiatives to achieve
your goals can increase your chance of success. Consider an external goal
such as gaining market share, for example. This externally focused goal
can leverage opportunities in the market using marketing tactics to reach
new customers. Pairing these tactics with internally focused quality
improvement initiatives can boost the effectiveness of the marketing
campaigns, pushing market share even higher.

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 SELF-CHECK 2.1-3
True or False
Direction: Answer the following question.
_______1. The culture of organization is build on internal communication
_______2. The economic is the external factor that affect the success of
business
_______3. Structure is an internal factor
_______4. Internal factor can help to analyze the event concept
_______5. The structure is not the impact of the employee
_______6. Strategic planning of objectives can be internally and externally
focused
_______7. External objective include goals for market share growth
_______8. A comprehensive strategic plan is not include in a situational
analysis
_______9. Situational analyses consider opportunities
_______10. The best things about internal factor is you can control many of
the fact in event planning.

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 ANSWER KEY 2.1-3

1. True
2. True
3. False
4. True
5. False
6. True
7. True
8. False
9. True
10. True

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 TASKSHEET 2.1-3

TITLE: Implementing approval from prior relevant stakeholder

Performance objectives: To identify and analyze the implementation

of stake holder approval

Equipment : computer or cellphone with internet, paper and pen

Procedure/Steps:
It is all come down to the purpose ,to creating goal and
objective of the events
The key: Analyze the interest of the stake holder (event
sponsor, potential participant) How do you do this?

1. Conduct an Environmental Scan:

 Gather the information regarding the interest of stakeholder
 History of the same events held by the competitor and
organization
 Clarify the project requirement that gets the interest of the
stakeholder

2.Research the need of the stake holder:

 Conduct research to identify the stakeholder influences

 Research how audience affect the interest of the

stakeholder

Assessment method :

1. Interview/Questioning
2. Research

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 PERFORMANCE CRITERIA 2.1-3

Trainee’s name: ______________________________ Date:

_________________

Did the trainee….. YES NO

1. Gather the information regarding the
interest of stakeholder
2. History of the same events held by the
competitor and organization
3. Clarify the project requirement that gets
the interest of the stakeholder
4. Conduct research to identify stakeholder
need
5. Research how audience affect the interest
of the stakeholder
The trainee’s performance is

Satisfactory Unsatisfactory

Comments/Suggestions:
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________

Trainee’s Signature: Date:

Trainer’s Signature: Date:

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 TABLE OF SPECIFICATION

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 WRITTEN TEST

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Bibliography
https://www.cleverism.com/brainstorming-techniques-for-idea-generation/
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idea
https://www.globalsignin.com/blog-technology/smart-objectives-for-
events/
https://www.konfeo.com/en/blog/planning-events-how-to-be-smart-setting-
goals-and-objectives/
https://www.planningpod.com/event-task-management.cfm
https://en.wikipedia.org/wiki/Event_management
https://www.toppr.com/guides/business-communication-and-ethics/intro-
to-business-communication/internal-and-external-communication/
http://www.leoisaac.com/planning/strat027.htm
https://www.liveplan.com/blog/what-is-a-swot-analysis-and-how-to-do-it-
right-with-examples/
https://opentextbc.ca/graphicdesign/chapter/2-5-concept-development/
https://www.encore-anzpac.com/events/seven-steps-to-choosing-an-
engaging-conference-theme
https://www.wildapricot.com/articles/how-to-plan-an-event
https://www.slideshare.net/MilcahJoyBaculo/events-management2
https://acadal.com/the-5-biggest-challenges-to-strategy-implementation/
https://onstrategyhq.com/resources/strategic-planning-process-basics/

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 Date Developed: Document No.
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 Date Developed: Document No.
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 Date Developed: Document No.
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 Date Developed: Document No.
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