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EVENT MARKETING PLANNING Course Handbook

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SCIENCE ECONOMY COHESION EUROPEAN UNION Creating the Future of Lithuania UNIVERSITY OF APPLIED SOCIAL SCIENCES SMK University of Applied Social Sciences Indre Radaviciene EVENT MARKETING PLANNING Course handbook Klaipeda, 2015 Indre Radaviciene EVENT MARKETING PLANNING Course handbook Approved by the decision of the Academic Board of SMK University of Applied Social Sciences, 15th April 2014, No. 4. The publication is financed within project „Joint Degree Study programme “International Marketing and Branding “ preparation and implementation“ No. VP1-2.2-ŠMM-07-K-02-086 funded in accordance with the means VP1-2.2-SMM-07-K “Improvement of study quality, development of Internationalization” of priority 2 “Lifelong Learning” of the Action Programme of Human Relations Development 2007 – 2013. © Indre Radaviciene, 2015 © SMK University of Applied Social Sciences, 2015 ISBN 978-9955-648-71-0 CONTENTS INTRODUCTION ..................................................................................... 7 Part 1: Environment of event marketing ................................................ 8 Part 2: Strategy of event marketing. Market researching ...................... 25 Part 3: Segmentation of event marketing and selections of target markets ................................................ 35 Part 4: Strategies of event marketing positioning ................................. 45 Part 5: Event marketing sponsorship .................................................... 54 Part 6: Marketing elements in event marketing .................................... 66 Part 7: Promotion mix in event marketing ............................................ 89 Part 8: Efficiency of event planning ..................................................... 118 TASKS FOR INDIVIDUAL/GROUP WORKS ........................................... 136 REFERENCE OUTLINE .......................................................................... 144 LITERATURE ........................................................................................ 174 INTRODUCTION This course unit aims at expanding and deepening the knowledge on the theory of sales promoti on and event marketi ng as well as the knowledge on methods, also developing their skills of a problem based percepti on and thinking. Students will get acquainted with the environment of an event marketi ng, the types of the environment, and strategy of event marketi ng when choosing the right target segment, an eff ecti ve strategy of positi oning. Students will have an opportunity to get acquainted with the effi ciency of the processes of event planning, the main methods of event support. The aim of course is to provide students with knowledge on marketi ng while disti nguishing the factors determining its specifi cs, the signifi cance of concepti on to the success of the enti ti es of business system, to develop abiliti es to make strategic and tacti cal decisions in the context of the EU market and global processes; to develop skills and abiliti es to do signifi cant marketi ng research; assess the results of expression of marketi ng communicati on, image and organizati onal culture, and the risk of strategic management of marketi ng; to make decisions on the funding of marketi ng acti vity when implementi ng business development in both internati onal and local markets; to provide knowledge on sales promoti on disti nguishing the factors determining the specifi cs of their selecti on. Learning outcomes of a Course Event marketi ng planning: 1. To be able to identi fy the functi ons, concepti ons, strategies of event marketi ng, the created types of benefi ts and assess the validity of certain decisions. 2. To be able to correctly select target markets and ways of product positi oning for market or adverti sing research, to make maps of competi ti veness. 3. To be able to assess decisions on the necessity, methods and means of support of event support and assess their effi ciency. 4. To be able to appropriately prepare adverti sing project on the needs of a customer. 5. To be able to plan independently decisions on the management of the marketi ng complex of events and other occurrences and its elements. 6. To be able to correctly choose a suitable set of the means of sales promoti on. 7 Part 1 ENVIRONMENT OF EVENT MARKETING Objecti ve outline: 1. To introduce students to the elements of marketi ng analysis: marketi ng environment analysis, customer analysis, competi tor analysis, and company analysis; 2. To familiarize students to the generic event marketi ng strategies and strategic marketi ng decisions for profi table delivery of superior value to the customers. 3. To enhance their problem-solving and decision-making abiliti es in strategic areas of marketi ng. Chapter Key Terms: Marketi ng Upstream marketi ng acti viti es Downstream marketi ng acti viti es Customer Marketi ng concept Without a research orientati on, communicati on practi ti oners cannot play a part in Issues or Risk Management and therefore in the formulati on of emergent strategy. There are two types of research in communicati on: environmental scanning, which provides informati on needed for strategy formulati on; and evaluati on research, which assesses the achievement of communicati on objecti ves. In practi ce, the focus is on the latt er. However, it is by conducti ng environmental scanning and analysis that the Communicati on functi on will make its biggest contributi on to strategy formulati on at the Board and top management level.1 The credibility and impact of the Communicati on functi on in the strategic management process is increased by conti nuous scanning of the internal and external environment. This may entail the following: • Conducti ng advanced media analysis at regular intervals, to understand the agenda and behavioural patt erns of key decision- makers (editors and journalists) and publicati ons (electronic and print) in the mass media. 8 • Engaging in rigorous monitoring of relevant government decision- makers on all identi fi ed issues. • Conducti ng opinion audits (formal or informal surveys) amongst strategic stakeholders, infl uencers and opinion leaders to determine their opinions on identi fi ed issues. Creati ng channels to track the opinions of stakeholders on these issues over ti me. • Identi fying any (all) interest groups or acti vists that campaign for, or against, or have a vested interest in any of the identi fi ed issues.1 Issue analysis Resulti ng from environmental scanning, analysis of an issue consists of: • Showing insight into the main problem and/or opportunity inherent to the issue (e.g. How does this issue aff ect the organisati on now, or will it impact on the organizati on in future?). • Understanding the issue in the context of its life cycle development in order to indicate its status (the Traffi c Light Status tool may be used to indicate status). • An honest assessment of the type of issue/ risk we’re dealing with, as not all identi fi ed issues can be solved solely through communicati on interventi ons (theIssue Typology tool of Steyn & Puth, 2000 is oft en used to manage expectati ons upfront and lay the foundati on for realisti c goals and objecti ves to follow).2 View an example of Issues Analysis. Stakeholder assessment If environmental scanning is a starti ng point for the formulati on of emergent strategy, then stakeholder assessment is its control focus. The fi rst step in setti ng communicati on goals and themes is to identi fy the relevant stakeholders to an issue. Any issue without an aff ected stakeholder group is really not an issue at all. The moti vati on to constantly analyse the internal and external environments of an organizati on lies in tracking stakeholder reacti ons to current issues and detecti ng new issues.2 9 Intelligence gained from environmental scanning may entail: • The opinions, knowledge and expectati ons of both internal and external stakeholders such as employees, communiti es, and customers. • The agenda of the media as gatekeepers and advocates of parti cular viewpoints. • The agendas of interest groups and acti vists, who directly seek to infl uence public policy. • The government’s positi on.2 In linking issues to stakeholders, there are four important elements to consider: • The implicati ons of an issue on a stakeholder group and the likely behaviour of the stakeholder group as a result. (What are the implicati ons on stakeholder X? What is the likely behaviour of stakeholder X? Possible acti ons they may take?). • The degree to which a stakeholder is already aware of the existence of an issue (usually rated on a 5-point Likert scale). • The extent to which the organisati on is vulnerable to the likely stakeholder reacti on (usually rated on a 5-point Likert scale). It is important to determine the amount of power a stakeholder group has in relati on to a specifi c issue. The amount of power depends on the organisati on’s dependency on that stakeholder group as well as the access that the group has to politi cal processes and to the mass media. • The relati ve strategic importance of the stakeholder to the organisati on. (Is the stakeholder labelled as a primary or secondary stakeholder?).2 View an example of Stakeholder Interpretati on. Stakeholder relati onships There are four approaches in dealing with stakeholders: Approach 1 - Inacti vity: The fi rst approach, inacti vity, involves ignoring the opinions and values of stakeholder groups and conti nuing “business as usual”. For instance, this would be the case when a company starts receiving complaints
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