CEM 160 - Week Five

Marketing
Marketing Strategy
11.03.2014

Marketing highlights benefits and USP

**What you are going to do and how
-Advertising
-PR

1) Vision and Mission(more detail) say where your idea came from
2) Content and Analysis
3) Set SMART Objectives
4) SWOT  Analysis
5)Positioning and Marketing Mix  - PR/Media/Advertising
6) Evaluate - Successes and Likelihoods

VISION AND MISSION
Communicate clearly
Long term aim (Vision)
Describes in detail how to achieve the vision (mission)

CONCEPT AND ANALYSIS
Strong concept and purpose
Celebrating
Showcase activity
Mark historic occasion
Hosting competitive sport
Encourage visitors
Encourage community
Opening or launch
Raise community profile
Attract more customers
Convention or conference
Celebrate success
WHAT AND WHY - BACK UP EVENT CONCEPT

Consider
Unique - What
Demand
Resources
Community/authority have to buy into it
Financially viable
Sustainable - legacy
Potential for growth

ANALYSIS - Factual
Review reasons for event
Is the event still relevant?
Have the vision or mission or objectives changed?
Does it still have support?
Can you build on previous success?
What areas can be developed further?
How can interest be maintained?
Is there potential to attract new audiences?
Has marketing worked?
Need to widen scope?
Has the event reached capacity?
How will you maintain or extend the financial viability?
Should you be looking at the completely new event?


SMART
Outcomes in sequence by dates sand in what magnitude
S- where from/how many?
M- record - eg tickets
A- Capable of being reached
R- Important to event?
T- Start and completion
*Social benefits
*Community development
*Audience satisfaction
*Growth
How objectives underpin vision and mission

OBJECTIVES
Outputs and inputs
Objectives should outline intended impacts of outputs
EFFECT NOT PROCESS

Cognitive - thoughts and reflection and awareness
Affective - feelings and emotional and reaction
Connotative - behaviour and actions or change

To:
Increase
Decrease
Maintain

Outcome:
Knowledge
Feelings
Behaviour

SET MAGNITUDE OF CHANGE
SET DATE

STAKEHOLDERS
5 W's - Feasibility/viable/sustainable
*SWOT* - Comprehensive/how to implement - alternative marketing - prioritise issues

POSITIONING - unique benefits:
-Reputation
-Key elements of programme
-Special interest area
-Experience
-Unique element
-Something different or better

MARKETING MIX
Product
Price - Cost of attendance - parking/food/drinks/transport
Place
Promotion

EVALUATE
Debrief
Collecting feedback

CEM 140 - Week Five

Understanding Cultural Organisations
Event Delivery and Operations
10.03.2014

Product Vs Process
What is the product?
What impacts does the process have on the product?
Is the process any use without the product?
Is the process adding value to the product?

Operations Management
Health and safety
Licensing
Transport to the site
Transport on site
Passes/name badges
Scheduling
Technical - AV/sound/lighting
Décor
Fire safety
Route lighting
Work permits
Security
Power supplies
Water supplies
Food/drink
Stewarding
Security
Risk assessment
Waste assessment
Parking
Briefing
Sourcing materials
Supplier contracts
Child protection
First aid
Way-finding
Talent booking
Hair/make up
Staging
Accessibility
Equipment
Exhibits
Concessions
Merchandise
Marketing
Shelter
Supply chain:
Supplier
TO
Manufacturer
TO
Logistics
TO
Distribution
TO 
Retailer
TO
Customer 
* Evaluation and Financial Reconciliation *

LOGISTICS

VALUE CHAIN

MASLOW'S HIERARCHY OF NEEDS
*Must deal with lower needs of survival before concern about other needs


Hygiene Factors - 'To avoid pain'
-Policy
-Relationship with supervisor
-Work conditions
- Salary
- Company car
- Status
- Security
- Relationships with subordinates
- Personal life

Motivation Factors - 'To grow psychologically'
- Achievements
- Recognition
- Work itself
- Responsibility
- Advancement

CEM 150 - Week Four

Professional and Practical Engagement
Different Perspectives in event Planning
3.3.14

De Bono - Different 'hats' to analyse events

• Analytical thinking
• Emotional dimension - feelings
• Weaknesses and limitations - caution 
• Positive thinking - benefits 
• Creativity and innovation 
• Control and coordination 
• Fairness - equality and diversity 

PASCAL - Head Heart Habit - Pensees 

• Motivates peoples behaviour 

REFLECTIVE WRITING

Reflection on action and reflection in action 

Deep unpacking of what you are focusing on

Topic

When

Who 

Where

What

Why

How

What If

So What

What Next

Pin down experiences - BLOG

Not too descriptive

Balance analysis and description 

Honest

Disclosure 

CEM 140 - Week Four

Understanding Cultural Organisations
Financial Management
3.3.14
http://learningspace.falmouth.ac.uk/course/view.php?id=336&section=5

Legal Aspects
Prevent fraud
Prevent exploitation
Encourage and regulate payment of tax
Vary nationally and regionally
Good governance

Financial Act 2012


Business Bank Account

• Business type will influence decision 
• 14 days to process
• Determine business - even as sole trader

Registered as self employed?

Register online 

Self assessment 

National insurance 

PAYE if people work for you 

VAT - Value added tax

20%

Charge VAT on tickets 

Quarterly tax

4 Phase Business Cycle - Varies over time
Prosperity 
Recession 
Trough 
Recovery

3 Types of Production
Land - natural - limited supply 
Labour - human input- not all paid
Human Capital - quality of human input *education, training and health*
Entrepreneurs - Specialist form of labour input 

Demand and Supply
Demand Curve - How many products consumers would like to buy?
Higher price = Lower customers 
Necessities and luxuries - vary from person to person 

Supply Curve - Think as a producer not a consumer 
Opposite of demand curve 
Price and quantity is a positive relationship 
To increase supply - more shows or new site 

CEM 160 - Week Four

Marketing
4.3.14
Pitching to Clients

PRACTICE 

• Audience 
• Location 
• Duration 
• Content/message
• Structure 
• Delivery Methods 
• Practice
• Do's and Don'ts

Audience 

Who will be there?

Research

Who else might be pitching?

Who's attending from the company?

Match numbers/skills

Clients Corporate Style 

Location 

Facilities 

Capabilities 

Room Size

Preparation 

Methods

Structure of Proposal 

Mind Mapping

A4 - Event Proposal - Mind Cleaning - 2 Minutes 

A5 - Plan - Why am I Pitching? - 4/6 Headings to Cover 

A6 - P for Purpose - One Word. P for Plan - 4 Words to Denote

Timing 

Plan of Action 

• Understanding the brief 
• One on one phone call
• One email]
• One meeting
• Get as much information a possible 
• Presenters
• Key attributes for pitching 
• Who are you?
• First impressions 
• Structure 
• Create concept
• Beginning/middle/end 
• Dynamic Delivery
• Experience message 
• Task descriptions 

Questions 

1. What type of event?
2. Number of people?
3. Date
4. Budget
5. Locations
6. Venue sourcing 
7. Company visions and values
1. aims and objectives
8. Key messages and themes 
9. Point of contact or decision maker 
10. Product details and Unique selling point
11. Previous events - Successes and failures
12. Expectations and current ideas
13. What will make the event a success?
14. Who will attend the pitch?
15. Who else are they approaching?
16. What do they want to achieve?
17. Requirements

Beginning 

• Making the first impression count 
• Interesting title 
• Credentials 
• Purpose
• Process - Powerpoint 
• Opening Technique 
• Hook 

Middle 

• Purpose and objectives 
• Audience experience and knowledge
• Methods of multi media
• Content 
• Essential details or details that can be missed - handout 
• Question and answers

End

• Incentive 
• Call to action 
• Summary 
• Benefits
• Leave with open question 
• Alternative options 
• Write the ending 
• Reminder of speech 
• Short conclusion 
• Thank audience 
• Invite audience to ask questions 

DYNAMIC DELIVERY 

Be Yourself 

Smile

Introduce Yourself 

CEM 150 - Week Three - Seminar

Professional and Practical Engagement
28.02.2014

Sponsorship of Events
Can be monetary or inkind
Central to revenue and resources of new and continuing events

Sponsorship is a strategic marketing investment mad by a sponsor
Not a donation or grant
Working business partnership
Sponsors get direct impact on brand or sales

Can Cover:
Naming Rights
Media Coverage
IT Support
Physical Items
Travel
Speakers
Staging/performing costs
Telecommunication
Overall Sponsorship
Food/beverage
Entertainment

Motives:
Brand/corporate/social Objectives
Product/brand Related Objectives
Corporate Hospitality
Media Coverage
Sales Objectives

Evaluation:
Demonstrate Gains
Value of Free TV
Column in Press
Consumption of Goods at Event
Purchase of Merchandise at Event
Spectator Figures
E-Activity
Sponsor Survey
Product Survey

Fit for Purpose:
Festival = Drinks Sponsor
Timing
Nature of Event fits with Aims of Sponsor

Proposal:

• Tailor to Business Category 
• Partnership
• Minimise Risk 
• Media
• Sell Benefits not Features 

CEM 160 - Week Three

Marketing
25 February 2014

Guest Lecturer: Amy Weeks
Event Design and Proposal

Process

Brief 

Understanding 

Mind Map 

Get Creative 

Proposal 

Presentation 

Use the 6 segment model:

STRATEGY - SMART STEEP SWOT. Main Aims and objectives

CONTENT - The design

PEOPLE - Stakeholders and how they will be engaged. Use stakeholder analysis: influence X interest

OPERATIONS - Provisional schedule. Health and safety. Don't show a full risk assessment without showing how you'll over come the risks, you don't want to highlight any problems.

FINANCE - Budget(Projected in proposal)/Fundraising/Sponsorship/Income - include in kind sponsorship with monetary value.
Deciding on supplier - Value for money - 3/4 quotes and ask for competitive prices
Add 5-10% safety blanket just in case

MARKETING - Marketing Strategy/Target Market/Statistics to back up Proposal-Market Research/How to reach Target Market
Checklist:

• Marketing Objectives - SMART 
• Communication Strategy -  What to communicate 
• Marketing Tools - How to reach
• Key Strategies/Initiatives *Before/During/After*
• Budget Plan 

Finally - Include: 

Evaluation - How to measure success - evaluation plan

Sustainability - Plan - local sourcing, recycling, car shares 

1/2 page on each section -  6 or 7 pages all together 

CEM 160 - Week Two

Marketing
18 February 2014

Robert Rush -  Guest Lecturer
Market Research
Considerations:
People and communication
Systematic and objective
Instils change
Provides direction

Useful Websites:
Rajar - Radio figures
National Readership survey - Newspaper figures
Broadcaster's audience research - TV figures
Raosoft - Reliability (testing?)
UK centre for events management
Eventia - Secondary research

Ask yourself:
What do you need to know?
Who has the information?
What will he/she use it for?
What type of information do you need?

Market Research:
Desk research - Secondary
Quantitative data - Charts and graphs
Qualitative data - Subjective
Product testing
Ethno graphic
Mystery shopping
MROC's and community

Collecting data:
Sampling - Cohorts/Frame, How many interviews or cases, screening/qualification
Timing
Proof/Validation
Recording/Sorting data

Seminar 

Conducting a Survey 

1) Analyse problem/set objectives - exploratory research 

2) How will it be administered

3) Identify sample

4) Conduct questionnaire - put difficult questions at the end after trust has been built 

5) Collect data 

6) Process data 

7) Interpret/report findings

Questionnaires:

• Relevance 
• Clarity 
• Brevity 
• Impartial 
• Precision 
• Inoffensiveness 

Types of question:

Open ended 

Closed 

Multiple responses 

Scaled Questions 

Preference

ACORN http://acorn.caci.co.uk/

CEM 160 - Week One

Marketing
11 February 2014

E-book
Creative Arts Marketing
O'Sullivan, O'Sullivan and Hill
Evolution of Marketing
WORDY AND HEAVY
Arts organisations supply a cultural product and must compete for the consumers attention.
*Making the arts available - Interesting chapter

Thinking BIG - BEST ONE
http://www.a-m-a.co.uk/downloads/ThinkingBig_2010.pdf

The Purple Guide
http://www.hbaa.org.uk/sites/default/files/130513-New%20Purple%20Guide%20Release.pdf

CEM 150 - Week Three

Profession and Practical Engagement
24/28 February 2014

Lecture  - Electric Beach
7/8 June 2014
Watergate Bay
Newquay
Grandmaster Flash

CEM 150 - Week One

Professional and Practical Engagement
10/17 February 2014

Group Dynamics

• Formal groups - defined roles
• Informal groups - shared interests/comparison 
• Group behaviour - Group norms/trust/decision making - IMPROVING - Brain Storming, Nominal Group Technique, Delphi Technique 

Tuchman 

Forming 

Storming

Norming 

Performing 

Ajourning 

*Mourning 

HANDOUT
Managing teams and groups
Maslow

CEM 140 - Week 3

Understanding Cultural Organisations
Monday 24th February

Human Resources Practices
Hard Practice:
The Michigan Model 
Employees are told what is required and given the training and resources
Good pay and clear objectives

Soft Practice:
Harvard Model
Holistic
Work life is fulfilling and growing
Treating employees as valuable assets
Self assessment
Peer reviews

UK Law
Job descriptions can be told rather than written down
Can be implied
Concise written contract of employment

Performance Management 
One to One's
Appraisals
Task management
Communication
Target setting

Effective change
STRATEGY
STRUCTURE
SYSTEM
Must change all 3 to be effective, will not work alone

CEM 140 - Week 2

Understanding Cultural Organisations
17 February 2014
Guest Lecturer: Clare Eason-Bassett

Introducing the 6 Segment Model

Strategy:

Aims and Objectives - achievements 

What are we trying to achieve 

Who is involved - Directors

Who is the leader

Ethos of project - Spirit

Approach to delivery 

Intended impacts and outcomes 

How does the event fit into the organisation or wider world 

What are the Strategic Risks

Content:

What happens at the event

Visitor or guest experience 

Component parts

Elements consistent with strategy and ethos - WHY

How content effects dynamic 

People:

Leader?

Working on the project 

Who is involved in any way

Who is directly affected - local residents

Who can influence success or failure

Who benefits from it 

Who will make it happen

Marketing:

Audiences must see marketing 7/8 times before taking action 

Who are you trying to reach

Target audience  - BE SPECIFIC 

What doe target audience want or need

Why should the come

How do they prefer to perceive information

The experience starts from the moment they see marketing  - setting the standard

Marketing material must be consistent 

How to reach target market

What will influence them 

Operations:

Right place, right time 

Who is doing what, when, where and to whom

Operations needed to deliver event 

Risks 

How to address risks

How guests move about the event 

How will they get in and out 

Traffic management and public transport 

Legal aspects to comply with 

How to run on the day - SCHEDULE

Finance:

How much will the event cost

How much for a ticket

Can target market afford it

Does it represent value for money - Cheap event considered crap

Other sources of income

Funding bids

Manage contracts in order to manage cash flow

Control expenditure

Who is responsible 

How to communicate finance - ACCESSIBLE 

Notes:

Layer up - Sustainability 

S - Triple bottom line and the future

C - Programme. Future activity and resources

P - Travel Strategies and commitment of the team

O - Waste disposal and use of resources

M - Use of resources and selling point 

F - Cover costs and repeat event. Costs of being GREEN 

Layer up  - Creativity 

S - Combine partner strategies 

C - Event design 

P - Creativity in staff

M - PR stunts 

Layer up - Accessibility 

S - Approachable to wider market

C - Accessible in event design - DISABILITY 

P - Legal responsibilities and wider audience 

O - For accessible event 

M - Approach wider market

F - Funding opportunities

External Environment 

Strategies - Partners and Competitors are following - Social media/Government funding 

Competitors - Wider world 

Evaluation 

Qualitative and quantitative evaluation 

Attract Target Market?

Stakeholder happy?

CROSS REFERENCE MODELS 

Porter's 5 Forces 

STEEP

SWOT

Tuchman 

Maslow

Creative Problem Solving 

Reference: Eason-Bassett C (2014) The 6 Segment Model. Falmouth: Falmouth University


SEMINAR
Project Management Tool: Fish bone Diagram, Mind mapping, GANTT Charts, Organagrams  

CEM 140 - Week 1

Understanding Cultural Organisations
10 February 2014

We revised different organisational structures:

-Sole Trader
-Partnership
-Limited Liability Partnership
-Public Limited Company
-Company Limited by Guarantee
-Public Sector (Quangos, BBC and NHS) - Branch of Government
-Charity - Needs charitable purpose
-Community Interest Companies - Needs approval

Sole Traders have to declare income and get taxed 45% on income over £150,000. A Partnership organisations shares the same tax rules. Limited Liability Partnerships are run in cooperation with Companies House.