In the beginning, we have an idea. The idea is an event where people can come together and trade, grow their network, and live outside of normal routines for just a few hours. The event is birthed and excitement builds quickly. Visions of a crowd smiling are everywhere.
The beginning is a critical time. We are motivated and moved to make something happen. Without question, this is the time to put together a few major pieces that will make the event process move smoothly. If done quickly, it can make the event better or more realistic for the hosts. These items are 1) defining the objective of the event, 2) who is going to make it happen, the decision maker/lead of the event, 3) what is it going to take to be a great event?
The objective of the event is often a large contributor to a few key ingredients. Objective defines what the event is supposed to do. It sets the foundation for the type of event it is to be, and lastly is the main guide towards the theme. Without an objective, the event may not get off the ground, rolling aimlessly towards a date without any real enthusiastic motivation behind it. Objective defines purpose. Purpose creates drive. The theme of the event puts a face to it, an image that will be memorable to prospects.
Who is going to make the event happen? In a small business, it is either a hired event planner/marketer, an internal manager, or the owner. Each one has positives and negatives to lead the event to success. A person who can lead, is organized, creative, people oriented, resilient, and patient is the best person to lead the show. These qualities might not be all in one person, but can be had in a small team. Possibly everyone mentioned before is involved.
The leader of the event will often use a committee or team to get all the work done. A small event can be done with one to three people. A large event could take a platoon of people who like to throw parties.
The person who makes it all happen is a very important part of the event. Without someone to herd cats, be Keeper of the Event Plan, and be Event Therapist, the event might be lackluster. The event may fizzle or explode before the day of the show.
An event planner/manager/marketer is a keystone for a great event. I have seen many small events do well with someone with basic skills. Being able to put details together by using a guide found online is very helpful. It keeps things on track. Time frames and tasks are often laid out together, making things much easier.
The larger the event, the larger the skill set of the decision maker of the event. Experienced event planners and marketers can provide valuable consulting, if not be the main coordinator of the event.
Defining what it is going to take to be a great event is an important answer to get. Three common factors of any event are time, money, and energy. Being able to balance the three and be able to achieve the objective is what makes a great event. (Obviously ‘great’ can be defined in many ways. If the objective is met, no money problems at hand, and no one was hurt, it was a good event.)
There is only so much of any of time, money, and energy. The objective of the event, and the anticipated results of the event, will decide how much of each will occur. In relation to time, asking how long will it take to get everything done and promotions at their maximum appeal is what time is all about. Is this a big event that happens every year? Is this a test run for other events down the road? And other questions help plan when things occur, which is also a function of energy.
The energy required to have a great event is defined by the objective, quantity of staffing for execution, and anticipated size of the event. How much one person can put into any event is limited. Larger events take more people. Simply put, the amount of energy that can be expended is directly related to the budget, or how much money is reasonable to make the event a success.
Small businesses do not have bottomless accounts to throw large parties. An event being funded by small businesses has to see a payoff and be done within a reasonable budget. Spending too much money on staff, not enough on marketing, and more are weighted decisions that guide finding balance in the area of money.
Looking at the objective, the amount of payoff can be calculated. Whether the event is a concert in the park or customer appreciation day at the store, cash flow can be discussed. If the event has a history, budgeting is easier. For a first time event, budgeting is difficult because cash flow can be estimated within ten percent at best. More often the margin error is larger. Expenses are the most determinable line items.
Revenues from the event can be the day of the show only, like a concert. A one time event that generates money from merchandise, concessions, ticket sales and more. One day, and it is time for recovering.
Revenues can be a long term objective related to brand awareness, like customer appreciation days every first Friday of the month. An ongoing event that is proven to attract a percentage of customers over a regular day is a good thing. If I know I can go to Smith Farm Supply and get a burger, I’ll likely stop by, eat, and get the things I need.
When you hatch your idea, take the time to make immediate notes on how the event will occur. These notes will guide you. They will help you understand what you were thinking at the time. Too often have I lost those thoughts because they were not written down.
Taking the time to pay attention to the initial parts of an event being planned will alleviate problems later.