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Event 471

by: Cassi Britt

Event 471 Event 471

Cassi Britt
GPA 3.48
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About this Document

Notes over Chapter 2
Special Events Coordination
Dr. Olsen
Class Notes




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This 3 page Class Notes was uploaded by Cassi Britt on Monday January 18, 2016. The Class Notes belongs to Event 471 at Iowa State University taught by Dr. Olsen in Spring 2016. Since its upload, it has received 18 views. For similar materials see Special Events Coordination in Business, management at Iowa State University.

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Date Created: 01/18/16
Event 471 01/17/2016 ▯ Chapter 2 ▯ Strategic Planning: a communication process that captures an organization’s aspirations and guides its activities. ▯ Strategic Thinking: involves focusing on what’s critical to the organization and its stakeholders. ▯ ▯ Strategic Planning in Organizations  Initially involves data collection and analysis o Identify the mission, goals and objectives ▯ Steps in the Process 1. Assess the environment or context in which an overall organization is operating. a. Answers questions such as i. Who are the competitors? ii. What are they doing? iii. What impact is the global economy likely to have on the industry?  SWOT (strengths, weaknesses (internal) opportunities, threats (external))  STEEPLED (social, technological, economic, environmental, political, legal, ethical, and demographic)  In the past 10 years, many organizations have increased their focus on the stakeholder group known as the community surrounding the organization. A focus on corporate social responsibility (CSR) by organizations represents a new organizational imperative aimed at meting the needs of a local or global community. ▯ ▯ Business Continuity ▯ Business Continuity ensures that an organization’s critical business functions are not compromised when organizations respond to opportunities or threats. ▯ Triple Bottom Line: Social, economic and environmental ▯ ▯ Strategic Value in Meeting Departments ▯ Portfolio Management: An approach to understanding how all the meetings and events are performing, in total, in the organization.  One approach is Strategic Meetings Management Program o Aimed at reducing costs and improving efficiency of meeting programs through the use of specialized technology to consolidate meeting spending. ▯ Measurement: Uses a variety of methods to determine the value of an individual meeting ▯ Meeting Design: the purposeful shaping of the form and content of a meeting to deliver on crucial organizational objectives.  Designer creates experiences that deeply influence the thinking and behavior of the participants and other stakeholders. ▯ Advanced Logistics: addresses the hospitality and environmental aspects of a meeting  Venues  Contracting  Sourcing  Travel  Food and beverage  Lodging  Room and furniture  Temperature  Technical requirements  Décor ▯ Meeting Design for Strategic Meetings ▯ Fielding a Design Team  Consists of o Meeting designer o The meeting professional o A creative director o Meeting client ▯ Meeting client: the person who sponsors or owns the meeting and is responsible for organizational results ▯ ▯ Stages of Meeting Design ▯ Discovery Stage: the design team determines the viability of holding the meeting Serves Two purposes o The basis for aligning meeting goals and objectives with the strategic priorities of the host organization o May reveal whether an organization is on track with its strategic plan ▯ Development Stage: Establishes the overall framework for the meeting and shapes its component parts Objectives: intended results o Cognitive Objectives: What do you want your participants to know? o Affective Objectives: What do you want your participants to care about? o Behavioral Objectives: What do you want your participants to do? Outcomes: Achieved results ▯ Delivery Stage: Starts when the actual meeting takes place and involves the meeting execution and any mid-course adjustments that are made during the execution of the design. ▯ Ongoing Impact Stage: Design team works with meeting client to link the meeting to the other communication activities so that the meeting itself and the results of the meeting continue to support the overall strategies of the organization on an ongoing basis. Measuring Strategic Impact  Through the design process the design team should focus less on the WOW factor and more on the “WIW” (what it’s worth) factor. ▯ ▯


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