1. Strategic Event Planning By: Zhou Chunlin School of Tourism, Conference and Exhibitions Henan University of Economics and Law 1

2. Learning Objectives Task I: Planning Task II: Strategic Planning Task III: Case studies 2

3. Planning as a Management Tool Without planning, you are just a tourists. (Douglas MacArthur) The planning process is concerned with end results and the means to achieve those results. The concept of planning overplanning one-off documents conclusive in nature Plans need to be adapted to changing circumstances, to avoid ‘pitfalls’: 3 OBJECTIVE PATHWAYS

4. Planning Cascade ( P119 ) 4

5. Feasibility Study  Business Model  Budget Available Financial Supports: public & private Sponsors Break-Even Point: Projected Visitations / Attendance Projected / Track Record of Profit & ROI Calculation  Managerial Skill needs  Infrastructure Requirement : eg. Venue capacities  Supports: Volunteers, Service Supporting, Political Supporting  Impacts: Host community, destination area, …  …  Decision & Proposal (See P121) 5

6. Proposal 6 Cover letterTitle pagePropriety NoticeTOCListsExecutive SummaryBody of proposal Profile of the company General Specific Project partners and their profilesEvent Specific Objective Scope of work Stakeholders Themes, design and ideas Site / venue assessment Resources required: AV, entertainmens, catering, staff, suppliers Marketing and promotional services Possible sponsarship Budget-corresponding to functional areas of programmme elements Control management – reporting processes, organization structure responsibilities Scheduals – planning, transport, running order, promotion Envirinmental impact – natural environment, traffic, transport Risk issues including insurance Appendiices

7. Organizational structure Simple structures Functional Divisional Structure Strategic Business Unit Structure (SBU)Programme-based matrix structureMulti-organizational Network Structure 7

8. Functional Structure  Most widely used  Simple and least expensive  Groups activities by business function  Disadvantages  Forces accountability to the top  Minimizes career development opportunities  Characterized by low employee morale, line/staff conflict, poor delegation of authority, inadequate planning for products and markets  Often leads to short-term and narrow thinking Event Director F1F2F3… 8

9. Divisional Structure  Can be organized by:  Geographic area  Product or service  Customer  Process Event Manager P/S1P/S2P/S3… Event Manager G1G2G3… Event Manager C1C2C3… Event Manager P1P2P3… 9

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11. The Strategic Business Unit (SBU)  In multidivisional organizations, an SBU structure can greatly facilitate strategy-implementation efforts.  Advantages of improved coordination and accountability  Disadvantages  Requires an additional layer of management  Role of the group vice president is often ambiguous 11

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13. The Matrix Structure Most complex of all designs – requires both vertical and horizontal flows of authority and communication Disadvantages Can result in higher overhead Dual lines of budget authority Dual sources of reward and punishment Shared authority Dual reporting channels Need for an extensive and effective communication system Advantages Project objectives are clear Many channels of communication Workers can see visible results of their work Shutting down a project can be accomplished relatively easily Facilitates the use of specialized personnel, equipment, and facilities 13

14. Ch 7-14 Do’s and Don’ts in Developing Organizational Charts Do’s Reserve the title CEO for the top executive Use the title “chief” or “VP” or “manager” for functional business executives Directly below the CEO it is best to have a COO and other “chief’ officers Don’ts Use the title president for the top executive Use the title president for functional business executives

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16. Multi-organizational / Network Structure  See P124-125 16

17. Strategic Planning Process Purpose, vision, mission Goals & Objectives Situational analysis Strategy options & Selection Operational Plan Control systems Evaluation & Feedback 17

18. The Strategic Management Process Analyzing Current Situation Deciding on Strategies Putting Strategies in Action Evaluating Changing Strategies Situation Analysis Situation Analysis Strategy Formulation Strategy Formulation Strategy Implementation Strategy Implementation Strategy Evaluation Strategy Evaluation External Analysis Internal Analysis Organizational Context FunctionalCompetitive Corporate 18

19. Looking at Strategic Management’s Past 19 Battlefield strategies to gain an edge Exploit weak spots Strategy’s Military Roots Economic theory Early organizational studies Academic Origins of Strategic Management

20. Looking at Strategic Management’s Past 20 Before 1960 Not an area of study During the 1960s Strategy and Structure Corporate Strategy Business Policy: Text and Cases During the 1970s and 1980s Becomes distinct academic field Research focus on strategic decisions vs. performance Strategic Planning & Strategic Management Emerge

21. Misconceptions About Strategy and Strategic Management 21 Strategy and strategic planning are deadStrategy is strictly for top managementStrategy is about planningStrategy is stable and constant Strategic management outlines ultimate destination & route

22. The Role of Top Management Effective Strategic Leadership Exploiting and Maintaining Core Competencies Developing Human Capital Creating and Sustaining Strong Organizational Culture Emphasizing Ethical Decisions and Practices Establishing Appropriately Balanced Controls Determining Organizational Purpose or Vision 22

23. Questions 23