Effectiveness of Events as Promo Tool

7/31/2019 Effectiveness of Events as Promo Tool

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The Effectiveness Of Events As a Promotional Tool

CHAPTER-1OBJECTIVES



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OBJECTIVES

The objectives of carrying out this project were:

To understand the concept of event marketing and event

management: This objective needed extensive secondary research to be done. This

was done to understand what is exactly event management and event marketing, and the

various elements of it. Every event is like small business venture in itself and involves a

lot of complexities that need to be understood beforehand to make it a success.

To understand various strategic models that would help an event

management company gain a strategic advantage: There are various

strategic models devised to guide an event management company to success. Having an

understanding of these are crucial for any firm to achieve he desired results, like, concept,

client, competition models, etc.

To Understand the various promotional aspects of Events:

Promotion is one of the, if not the most important aspect of event management. It is vital

to communicate the event to the target crowd or there would be no turn out. This has to

be the most thought out and the strongest part of the entire plan. Events are increasingly

being used as a platform by the marketers and the sponsors to promote there products,

thus this is not only important for the organizers but also for the companies investing

money in it as sponsors.



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To Understand the purchasing and buyer patterns in relation to

sponsor’s goods by the persons who attended the event: Primary

Research, using questionnaire was used to understand that how is the buying pattern of

the person affected, after he/she has attended the event , towards the products of the

sponsors.

To understand which promotional material is most effective in

catching the person’s attention: Multiple promotional materials such as

hoardings, FM ads, T.V ads, newspaper ads, etc. are used for promoting an event. These

involve heavy expenditure, thus the firm must decide as to which promotional material

should be given more importance. Since every material has a different kind of reach, it

becomes very important to know which material is most effective in communicating to

the prospects.



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CHAPTER-2

Introduction to Event Management and

Event Marketing



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World Cup soccer championship in the United States in 1994 and will likely sponsor

other big events in many countries as well.

Olympics and its renowned five rings are “the world‟s most effective property” in terms

of marketing tools. The Olympics sell sponsorship on a local and global basis, and everycouple of year‟s corporation‟s line up to pay as much as $50 million to be the lord of the

rings. The Atlanta games in 1996 have a reported $3 billion in the bank as a result of

negotiating sponsorship, broadcast, and licensee fees.

The Olympics represents the crème de la crème of event marketing and corporate

sponsorship. Event marketing is a lucrative game of “what‟s in a name”, as consumers

purchase tickets and expose themselves to everything. The world of event marketing is a

fast growing, high profile industry worth over $20 billion annually, and one of the most

successful marketing strategies.

Event marketing integrates the corporate sponsorship of an event with a whole range of

marketing elements such as advertising, sales promotion, and public relations.

Corporations both large and small have grown this industry at a rate of 17 percent per

year, and they have achieved a high level of success.

Event management generally means conceptualizing, meticulous planning, organizing

and finally executing an event.

It is a set plan involving networking of a multimedia package, thereby achieving the

clients objectives and justifying their needs for associating with events.

Events can bring community together for purpose of fundraising, change a town or city‟s

image, expand its trade, stimulate its economy, help companies to market and introduce

its product and also for the entertainment of society.

Not only do events enhance the quality of our life, they can provide significant economic

benefits. Events require a high degree of planning, a range of skills, a lot of energy and

funds.



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40 per cent of the event management industry continues to be the unorganised sector

(comprised mainly of homemakers).

The proliferation of TV channels and newspapers mean that advertisers have begun to opt

for experiential marketing (event management) instead. You connect with the consumer

through an event, and you're likely to get better and quicker results through events than

through traditional advertising.

According to a recent report published by Price Waterhouse and Coopers, the live

entertainment segment alone is poised to grow at 20 per cent in the coming years.

Insiders like Devraj Sanyal, Chief Executive Officer of the events and production house

Percept D'Mark, peg the growth rate of the event management industry at 30 per cent.

The boom began in the 1990s with the opening up of the economy and took off in 2002.

It's only going to get bigger as consumers become more and more discerning.

A lot of the industry's recent success can be attributed to the fad of reality television.

Almost 40 per cent of a TV channel's content is non-fiction. Reality shows, dancing and

singing competitions all fall under the domain of event management. It is a huge

opportunity for us.

There's keen international interest in the fledgling Indian event management industry,

another factor that's nudging its growth graph upwards. A key reason for growth is the

influx of international brands.

In the last year, global mega-brand WPP has bought over Roshan Abbas' Encompass

Events, while Interpublic group has invested in Lintas India. Network 18 and Viacom

have entered into a joint venture to create Viacom 18, an entertainment and event

platform. Tellis believes competition will only make things better. It will increase

professionalism and creativity in our industry.

The future only promises to be bigger, better and brighter. As long as brands need to

communicate to the new, discerning consumer, there is no place to go but up.



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EVENT MANAGEMENT

An event is a live multimedia package with a preconceived concept, customized or

modified to achieve the clients objective of reaching out and suitably influencing the

sharply defined, specially gathered target audience by providing a complete sensual

experience and an avenue for two-way interaction.

EVENTS

REACH LIVE INTERACTION

Right

CommunicationWITH Live CREATES Desired



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This is a diagrammatic representation of the above definition. From the model it is

evident that an event is a package so organized has to provide, reach and live interaction

between the target audience and the client to achieve the desired impact.

Event marketing involves canvassing for clients and arranging feedback for the creativeconcepts during and after the concept initiation so as to arrive at a customized package

for the client, keeping the brand values and target audience in mind. Marketing plays an

important role in pricing and negotiations as well as identifying opportunities to define

and retain event properties by gathering marketing intelligence with regard to pricing,

timing etc.

In fact, ideally event marketing involves simultaneous canvassing and studying the brand

prints; understanding what the brand stands for, its positioning and values, identifying the

target audience and liaison with the creative conceptualizes to create an event for a

prefect mesh with the brand‟s personality.

TYPES OF EVENTS

1. Sporting Events

Sporting events are held in all towns, cities, states and throughout the nation. They attract

international sports men & women at the highest levels.

2. Entertainment Arts and Culture

Entertainment events are well known for their ability to attract large audience. This

includes musical concerts, celebrity performances, movie releases and mahurats etc

3. Commercial Marketing and Promotional Event

Promotional events tend to have high budgets and high profiles. Most frequently theyinclude product launches, often for computer hardware and software, perfume, alcohol or

motor cars. The aim of promotional events is generally to differentiate the product from

its competitors and to ensure that it is memorable. The audience for a promotional

activity might be sales staff such as travel agents, who would promote the tour of the



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In terms of size events maybe categorized as follows:

1. Mega Events

The largest events are called mega events, which are generally targeted at international

markets. All such events have a specific yield in terms of increased tourism, media

coverage and economic impact.

Example: The Olympic Games, World Cup Soccer, Super Bowl, Maha Kumbh Mela.

2. Regional Events

Regional events are designed to increase the appeal of a specific tourism destination or

region.

Example: Delhi Half Marathon.

3. Major Events

These events attract significant local interest and large no of participants as well as

generating significant tourism revenue.

Example: Chinese New Year Celebrations.

4. Minor Events

Most events fall into this category and it is here that most event managers gain their

experience. Annual events fall under this category. In addition to annual events, there are

many one time events including historical, cultural, musical and dance performances.

Meetings, parties, celebrations, conventions, award ceremonies, exhibitions, sporting

events and many other community and social event fit into this category.

Example: Annual Trade Fair organized in Delhi, Chandipur Beach Festival

Activities in Event Management

Pre-Event Activities



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Events typically have a team based environment and a project type of organization

structure. Thus, responsibilities are assigned to the relevant staff members in the team for

the Event. Coordination of arrangements required is divided among the team members.

Once the preliminary discussions are over, and the final concept sold to the client, the

very first step creative conceptualizes works on the designing. Then the Project manager

prepares a thorough schedule after understanding the critical steps ad issues involved in

that particular event. External agencies such as architects and engineering contractors

may be consulted at this stage to understand feasibility of planned concepts. Most event

management companies have experienced production managers who understand the

feasibility of planned concepts. Then the project manager draws up a cash flow

statement, a budget statement and arranges budget allocation for the event.

Based upon the project requirements critical dates or deadlines are drawn up and the best

possible solution among alternatives to achieve these deadlines is chosen. The overall

coordinator along with the sales and marketing team should ensure the completion of

overall design, models of stages, visuals, etc. with graphics included by the creative team

within the prescribed deadlines and make a researched concept presentation to the clients.

At this stage, the legalities of drawing up the contract, agreements and finalization by

signing of contracts between the event managers and clients becomes a necessity.

Keeping the feasibility in mind physical design are finalized and contractors begin work.

Here fire, safety and insurance issues need to be taken care of. The coordinator, sales and

marketing team then think about production of advertising promotions, brochures,

posters, etc.

Logistics is another important area that needs to be given priority attention by event

coordinators. Logistics in events essentially involves booking of hotels, air, road, and rail

transport for the participants and event managers, arranging transportations of material.

A joint team of the concept creator and the main contractors then need to check out the

special-effects equipments and arrangements. At this time day-by-day tracking of timing

and finance with a feedback on possible changes i.e. increase or decrease in expenditure

on various items.



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Finalization of cleaning, security, furniture (tables, seating, barricading etc.), décor

(flowers), communication (telephone), and other service hire contracts (couriers) also

take up the production manager‟s time at this stage. The project manager handles the

progress report and gets contingency plans drawn up. The overall coordinator has to

continue in touch with the client with reference to the PR, publicity, press releases, and

promotion on TV, and radio along with the public relations team. Arranging for a press

conference for the clients, and artists, giving out invitations, passes and tickets to the

event, organizing the reception for the press with uniforms for the hospitality

hostesses/hosts or staff at the reception is also a major responsibility for the PR team in

the preparatory stages leading up to the event. Damage control due to artists‟ tantrums is

yet another aspect typical of this field that the PR team needs to contend with. These have

to be tolerated and controlled to avoid any adverse fallout.

Final visit for quality checks and control need to be made to the networking components

to ensure and confirm understanding. These typically include inspection of dimensions of

stage and other critical near finished models for accuracy by the production manager.

The overall coordinator along with the other team members needs to then arrange for a

briefing of site supervising staff depending on category and type of event. It is essential

that the entire briefing and interaction take place before the event begins. Once the event

gets started the clients and the contractors‟ staff need to be kept away from interfering

with the execution by the production manager and the event coordinators. Controlling the

panic reactions due to invariable last minute troubles and final tying up of all loose ends

is a very important penultimate task.

The last stage in the first section involves resolution of on-site wrangles of delivery,

permission, missing orders or items, close attention to construction of sets--asking

whether it was done correctly, supervision of installation of special effects, objects.

During-Event Activities

During the event, softer aspects come into the focus. For overall coordinator, it is

important to pass on all credit to supervisors. Event managers should look humble and be

available to the clients to call on. The conceptualisers‟ efforts should be appreciated at



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least during the event. At the same time, there should be a constant surveillances of the

specially effects, display objects and the food and beverages. Thus monitoring is the gist

of the during-event execution activity that is involved. Photographs and other multimedia

recording arrangements if so desired also need to be taken from strategic locations.

Post-Event Activities

Beginning with the physical task of dismantling of the sets, post-event activity

also run into accounting and other such works. Final accounts setting (bills to be paid on

receipt) is accompanied by explanations for overspends. The team needs to carry out a

postmortem analysis on the event and conduct an event evaluation. Recording the

photographs taken of the event in the form of a photo-documentary helps a lot.

Performance evaluation of the coordinators during the event should be carried out

immediately so that weak points after the event can be used for learning. Finally, the

overall coordinator should do the formality of thanking all involved for the wholehearted

and extra efforts provided. Letters should go out to clients thanking them and these

should include a post-event questionnaire seeking to measure client satisfaction. Based on

this feedback, improvements and adjustments required should be worked upon.

This theory states that the function of management can be classified into planning,

organizing, staffing, leading and controlling.

Finally, the most important part of Event Management is the execution of the Event as

planned. We term this activity as Carrying-out the Event. Therefore, when we use Event

Management, it is to denote the production of an Event.

Staging an event takes more than a wish or dream. Preparation is the key to a successful

event.

ADVANTAGES OFFERED BY EVENTS or WHY Events?

As is clear from the preceding section, use of events as a marketing communication tool

not only take care of the problems associated with traditional media but also offer certain

advantages because of which events are gaining importance over them. Some of the

advantages are detailed below:



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1. Events have the ability to bring together sharply defined participants since the

capacity for a particular event is usually limited. A specific no. of the target

audience could be invited of enticed to buy tickets for a show especially created

for a particular profile of the target audience.

2. Since the audience is actively targeted, the option of control reach can be

exercised and ideal audience for narrow-casting of information can be gathered.

This leads to lowering of the media networking budgets and focused

communication with the specially gathered audience. The audience that has been

specially invited invariably is an ideal audience.

3. An event carried out professionally and cleanly is invariably a memorable

experience. The word-of-mouth publicity that this generates is an advantage that

lingers on a long time after the event is actually been carried out. This provides an

advantage of higher brand recall to the client.

4. The involvement of all the senses in experiencing the event is one of the greatest

advantages that events can offer. Events can be designed such that the audience is

actively involved in every part of the event and made to feel good. Thus, events as

a live media offer a certain amount of immediacy to the experience – of being

there while it„s happening. For the audience, it is undoubtedly a thrilling situation.

5. Live media also enables interactive communication. Live media scores over

conventional advertising in terms of reach, impact and tangible immediacy of

measurement. Live media communication is a complete sensual experience as

compared to a press advertisement or TV/Radio commercial. This is so because of

press ad is basically a flat piece of paper and a commercial is just an audiovisual

experience. The high recall value of live media communication is also a major

factor.

6. No other media can boast of the ability to provide such massive collection of feed

back instantly as events. Being a live media, it is possible to feel and deduce the

reactions of the audience to the aim or objective that the event was conceived for.



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7. Easily customizable nature of events, mean that specific traits of the local

inhabitants can be incorporated in the big picture to ensure that the event is

socially and culturally in tune with the local culture. Thus, the localization of

events is very easy.

8. The advantage in terms of post-event publicity that events can offer over and

above the paid or bartered media is the benefit associated with reports of the event

in the newspaper and news on the electronic media. For such reports there is no

extra cost to be borne – neither by the sponsor nor by the event organizer. This is

a double edged sword because, in case the event is not up to the mark or is dogged

y controversies, then the same is also reported impartially.

9. The conversion of good events into television software for future use either by the

sponsors for their commercials or by media house for programming is also a

unique benefit that events offer. Such software become products by themselves

and can be used profitability in the future

KEY ELEMENTS OF EVENTS

Key Elements of Event Marketing

EVENT

Organizer Event

Target

Media

Venue

Client



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Example of Key Elements of Event:

Event

L‟Oreal Femina Elite Model Look‟98

Venue

Shoot location: The Retreat, Marve

Official Host: Taj Mahal Hotel

Target Audience

Youth and Family though with a younger mindset or young at heart.

Media

Pre-Event: Magazines and news papers to inform about event and call for

entries with entry forms in them.

Electronic Medium: TV and FM Radio to inform target audience about

event coverage, date & time.

During Event: Live coverage on DD2 for widest coverage.

Post Event: Re-telecast on Star Plus.

Interviews and appearance of winner on shows sponsored by L‟Oreal onthe electronic media.

Report on the event in the print media.

Clients

Main Sponsor: L‟Oreal

Gifts Sponsors: Onida, Siemens, Bosh and Lomb, Global Tele-systems,

Akbarallys Department Store, Trussardi, Catwalk Shoes, Estelle, The

Orchids, Lakme, Sony Music.

Ground Transportation: Adarsh Rent-a-Car – an H.B Kedia/Anil Kedia

Enterprise.

Communication Convenience: Global Tele-systems

Beverages: Coca-Cola



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EVENT MANAGEMENT AS A PROMOTIONAL TOOL

EVENT DESIGNING

CanvassingInitial

Costing

Customization

Conceptuali-

zation

Final Concept

Carry-Out

EVENT



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COMMUNICATION EFFECTS OF EVENT MARKETING

Communication is the process of moving a message that includes different elements.

Those elements include source, message, channel, receiver and the process of encoding

and decoding. The source is the organization, the message could be a new car launch, thechannel could be the event, and attendees are the receivers. A problem many marketers

have is to make sure that the noise that can disturb the message going from the sender to

the receiver does not interfere with the message, and thereby influence the effect it has on

the customer. The direct communication with the customer is one of the main advantages

with Event Marketing compared to other marketing channels. In the definition of Event

Marketing, it is said that “an event is an activity that gathers the target group in time and

room.” This means that the event is eliminated from the noise.

Communication Process in Event Marketing

Event Marketing is marketing communication in four different dimensions. The first one

is the emotional communication method. The Event Marketing is a form of “pull”

marketing, where the organizations try to get closer to the feelings and emotions of the

customers. They do this not by “pushing” their products at the customers, but by touching

the customers‟ emotional feelings.



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The second dimension touches the customers by involving them in activities. When the

customer gets a feeling from a product, he/she is informed of the value of the product. An

example of this in the car industry is the test-driving of new cars. The third dimension is

the intellectual dimension and it regards the relevance of the event for the customers. The

fourth dimension is the spatial dimension, how to get the three prior dimensions into

action and to inform the customers through all marketing channels. Some researchers say

that in the future, customers will not buy just the product, but the meaning, the event and

the character, which in turn give the customers the possibility to create their own value

for the product.

Relative Importance Of Events As A Marketing Communication Tool

Dominan

t

Strong

Favorabl

e

Tentative

Weak

Introduction Growth Maturity Decline

LifeCycle Stages

Events

Traditional Modes of Communication



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With Regard to the competitive position of events as a medium and the life cycle stage it

is in vis-à-vis other marketing communication media, it is clear that:

Traditional ways of marketing communication are moving from the growth phase into the

maturity stage. Their effectiveness is lost due to cut throat competition which is leading

to undesirable clutter in all kinds of media including internet.

An event as a medium is in a tentative/favorable position now and will continue to

remain so in the near future and tend towards becoming stronger. Event as a strategic

marketing communication tool would gain significant followers and will bite into a much

larger portion of the marketing budget.

EVALUATION OF EVENTS

1. Measuring Reach

Reach is of two types – external and actual, since events require massive external

publicity, press, radio, television and other media are needed to ensure that the event

is noticed and the benefit of reach is provided to the client. External reach can be

measured by using the circulation figures of newspapers and promotion on television

and radio. The DART & TRP ratings that rate the popularity of programs on air and

around which the promotion is slotted. Measurement of external reach should be

tempered with the timings of the promotions as effectiveness of recall and action

initiated among the target audience is highly dependent on this important variable.

A ratio of the external reach to the actual event reach is a very tangible and useful

measurement criterion.

Ideally,

External Reach

Actual Reach= 1



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The ideal situation in real life is very rare since the external reach gets drastically

reduced in terms of reaching out to the target audience and is therefore impractical in

most cases. This is because the target audience is derived from the target population

which is invariably very large. It is impractical to assume that all the constituents of

the target population can make it to the event. The above ratio is usually found to be

greater than 1 in practice.

2. Measuring Interaction

In most event categories, compared to reach, it is much more difficult to access theinteraction between the audience and the event and the benefit that accrues to the

client. A certain amount of quantifiable data can be of help in measuring interaction

for an event from the clients‟ point of view.

These are as follows:

No. of interaction points

The no. of direct and indirect interaction points that have been planned and

arranged for an event provide the first important measurement tool. The

greater the no. of interaction points the better for the client.

No. of interactions

The opportunity for interaction between the client and the audience before,

during and after the event is also a very tangible measurement criterion. The

greater the opportunity for increasing the no. of interaction, the better for the

client.

Quality of interactions

One-way or two-way communication during interaction has a profound

impact on the quality of interaction that takes place. The quality of interaction

is perceived as good when there is an avenue for two-way interaction

External Reach

Actual Reach> 1



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Time duration of interaction

Every event has a limited time period within which both benefits the other

issues such as controversies are effective. The amount of time that is available

for interaction is very important in that the greater the duration of the

interaction, more are the chances that there are some meaningful and decisive

interaction between the client and the audience.

Strategies and Matrices

REACH INTERACTION MATRIX

The reach interaction matrix summarizes the generic characteristics of each of the

category to enable a bird‟s eye view on events. However, each category can be designed

in such a way as to change the degree of reach and interaction.

Reach Interaction Matrix

Amongst the various categories corporate interest have been concentrated on competitive

events, especially so on cricket in India. Such events have a broad based character and

Exhibition

Special Business

Cultural

Competitive

Artistic

Charitable

High Low

H i g h

L o w

REACH

I N T E R A C T I O N

Exhibition

Special Business

Cultural

Competitive

Artistic

Charitable

High Low

H i g h

L o w

REACH

I N T E R A C T I O N



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high media coverage. This implies high reach and added excitement through live

coverage on various popular channels. Post-event benefits trough highlights aid in the

event recall over and above the normal benefits that an event can offer. The fact that

interaction is given short shrift is an anomaly that needs to be corrected. Competitive

events are closely followed by events for artistic expression, then by exhibitions, special

business events, cultural & charitable events in that order for popularity with event-savvy

sponsors.

STRAGEGIC ALTERNATIVES ARISING FROM ENVIRONMENTAL

ANALYSES

Maintenance Strategy

Arising from a situation of strength and favorable opportunities, the maintenance strategy

provides reasons to carry out activities that maximize available advantages. This is the

perfect position to be in. Beyond this, every activity gets focused on maintaining the

winning edge and the lead over competitors. The event company here can well afford to

be aggressive knowing very well that it has the relevant strengths to back its claim on the

opportunity

Developmental Strategy


Maximize Opportunities

by minimizing weaknesses


Utilizing company’s strengths

to take maximum

advantage of opportunity

Survival Strategy

Minimizing both weaknesses and

threats by considering options

such as:Joint Ventures, Retrenchment,

Liquidation, etc

Pre-Emptive Strategy

Maximizing strengths

and their usage toovercome threats

STRENGTHS WEAKNESSES

O P P O R T U N I T I E S

T H R E A T S

INTERNAL

E X T E R N A L


Maximize Opportunities

by minimizing weaknesses


Utilizing company’s strengths

to take maximum

advantage of opportunity

Survival Strategy

Minimizing both weaknesses and

threats by considering options

such as:Joint Ventures, Retrenchment,

Liquidation, etc

Pre-Emptive Strategy

Maximizing strengths

and their usage toovercome threats

STRENGTHS WEAKNESSES

O P P O R T U N I T I E S

T H R E A T S

INTERNAL

E X T E R N A L



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To gin advantage of potential opportunities while not having sufficient strengths calls for

gaining a winning edge by using tactical retreats where irrelevant yet not giving up. It

requires passive and defensive strategy, which attacks relevant opportunities in such a

way as to cover up on inherent weakness. Analogy here could be from the game of test

cricket where a side that knows victory is impossible also knows that it can ward off a

defeat by trying for a draw. This can be called a developmental strategy where one tries

to make the most of the opportunity by not giving in to weakness.

Pre-emptive Strategy

This strategy is usually used by entrenched market leaders on new entrants on their turf.

Potential threats are nipped in the bird by exercising the full power of the company‟s

strength. This is a very powerful and aggressive strategy as it requires foresight to fully

understand the threats looming on the horizon. Selecting which one to tackle requires

careful study since some points of strength could get eroded if used unnecessarily.

Survival Strategy

This strategy is used to ensure that the company is alive for a battle on another day when

it will have the requisite strengths to grab its share of opportunities in the market. This

strategy gives license to take decisions like leasing one‟s soul to the devil if only with an

intent to retrieve it later. In plain words, it allows one to make drastic decisions in the

face of harsh environment.

STRATEGIC ALTERNATIVES ARISING FROM COMPETITIVE ALANYSIS

Further to the strategy from the environmental analysis a mapping of event concepts can

be used as a variable component along with decisions on facing competition, which can

lead to more detailed and in-depth strategic alternatives.



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Sustenance Strategy

This is a strategy to be used when faced with no options but to take on the adversary with

the existing arsenal of event concepts that may be out dated or still current but nearing the

end of its life cycle. It becomes essential that the event company manage its resources

and advantages in terms of CSFs that have been identified with greater efficacy.

Successful concepts need to be brushed up and revamped to meet customer expectations

in the face of competitive offerings.

Rebuttal Strategy

If the competition forces new concepts first than the rebuttal strategy should be used. In

this, the event company can launch its own new concepts of a similar vein and regain its

dominant position by aggressively promoting the same as a better alternative. This way

the education of the market about the new concept is left to the new competition and anadvantage gained is that market reaction to certain new concepts is fore known. The

disadvantage lies in the fact that the first mover advantage is lost.

Accomplishment Strategy

Rebuttal Strategy

Respond to new initiatives by

competition with a similar move

Sustenance Strategy

Manage critical success factors

more effectively

Venture Strategy

Maximize user benefits by using

path breaking, trend setting

initiatives to take a lead vis-à-vis

competition by being first in the

market.


Relative superiority

Exploit competitor ’s weakness

USE EXISTING CREATE NEW

C O M P E T E

A V O I D

H E A D - O N

C O N F L I C T

EVENT CONCEPTS

C O M P E T I T I O N

Rebuttal Strategy

Respond to new initiatives by

competition with a similar move

Sustenance Strategy

Manage critical success factors

more effectively

Venture Strategy

Maximize user benefits by using

path breaking, trend setting

initiatives to take a lead vis-à-vis

competition by being first in the

market.


Relative superiority

Exploit competitor ’s weakness

USE EXISTING CREATE NEW

C O M P E T E

A V O I D

H E A D - O N

C O N F L I C T

EVENT CONCEPTS

C O M P E T I T I O N



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This strategy is viable when an existing concept is doing better than any of the

competitors‟ equivalent offering. This strategy, therefore, essentially says that stick to the

winning concepts and exploit the fact that competition cannot offer a similar quality

concept and thereby wants to avoid a head-on conflict by itself. The danger here is that

competition may use any of the other strategic alternatives available to a challenger to

combat the situation.

Venture Strategy

This strategy envisages making use of the first mover advantage by creating new

concepts ahead of competition thereby creating niche markets. This may even involve a

re-definition of market segmentation. By maximizing user benefits and creating path

breaking trend setting concepts the event company positions itself to take a lead vis-à-vis

competition by being first in the market. This is a double-edge strategy in that failure is

as devastating as the benefits of a successful launch.

STRATEGIC ALTERNATIVES ARISING FROM DEFINED OBJECTIVES

CLIENT CONCEPT MODEL

The above matrix provides options that event organizers have an offer in terms of

concepts and their market. The basic strategic alternatives here revolve around whether

the objective is to retain customers or market development. These objectives further lead

to the strategic options of achieving them either to customization or new concept

development. By offering new concepts to a existing customers, a strategy of increasing

business from increasing clients can be discerned. Similarly by offering an existing event

to a new client, a strategy of increasing productivity of the event concept can be

followed.



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PREP MODEL

This framework has its roots, in the fact that, events as a business proposition for

corporatisation is relatively nascent in nature. Therefore, the concept of strategic

perspective to growth through and along with clients is a major decision to be taken by an

event agency having major growth plans. This model deals with the strategic options

available by playing off objectives relating to market development against growth in

competition.

INCREASE PRODUCTIVITYOF CLIENTS

RETAIN CLIENTS

MARKET DEVELOPMENTINCREASE PRODUCTIVITY

OF CONCEPTS

EXISTING NEW

E X I S T I N G

N E W

EVENT CONCEPTS

C L I E N T S

INCREASE PRODUCTIVITYOF CLIENTS

RETAIN CLIENTS

MARKET DEVELOPMENTINCREASE PRODUCTIVITY

OF CONCEPTS

EXISTING NEW

E X I S T I N G

N E W

EVENT CONCEPTS

C L I E N T S

Predatorial StrategyEnrichment Strategy

Proactive StrategyRetaliatory Strategy

EXISTING NEW

E X I S T I N G

N E W

CLIENTS

C O M

P E T I T I O N

Predatorial StrategyEnrichment Strategy

Proactive StrategyRetaliatory Strategy

EXISTING NEW

E X I S T I N G

N E W

CLIENTS

C O M

P E T I T I O N



29

The above matrix provides the choices before the event company when it comes to a

trade off between clients and competition in terms of assigning priorities in decision

making.

Predatorial Market Development Strategy

If the development of new clients from existing competitors is the need of the situation

then the event company would be adopting this strategy. This is essentially an offensive

through focused strategy wherein clients of other event companies are targeted.

Enrichment Strategy

In a market situation where the event company is forced to compete fiercely for retaining

its market this strategy is followed. It is used where the need to maintain an improve the

quality of service becomes predominant.

Retaliatory Strategy

This is basically a defense mechanism wherein the event company tries to defend it self

from preditorial strategies of essentially new entrants. This strategy involves taking

action aimed at retaining its existing clientele and potential client base.

Pro-active Strategy

The event company here can explore new client bases and stretch the limit of its concepts

across untried event categories. Every event category has its own special environmental

and competitive structures.

RISK VERSUS RETURN MATRIX



30

The above matrix considers two of the most important risk factors as well as the degree to

which it can affect the events company – Planning Lead Time and Type of Finance.

Events based on time can be divided into pre-planned i.e., events carried out after

thorough planning with enough time for taking conscious decisions and ad-hoc events

i.e., those that are taken up on the spur of the moment. On the basis of finance, events can

be fully sponsored, fully ticketed or partially ticketed and sponsored. Each decision

carries with it an element of risk, the gradations of which can vary from zero risk to very

high risk as shown.

Zero Risk

Assured Returns

Low Risk Assured Returns

(can charge extra

since chances of failure are high)

Medium Risk

Assured Returns

to cover costs +

chances of loss

are low

High Risk

Assured Returns

to cover costs but

lower chances of

profit

High Risk

Chances of high

profits with equal

chances of losses

Very High RiskVery less time to

ensure reach

Chances of failure

& loss are high

Pre-Planned Ad-hoe

Time

F

u l l y

S p o

n s o r e d

P a r t i a l l y

S p o n s o r e d

& T

i c k e t e d

F u l l y

T i c k e t e d

T y p e o f F i n a n c e f o r F u n d s & R e v e n u e

Zero Risk

Assured Returns

Low Risk Assured Returns

(can charge extra

since chances of failure are high)

Medium Risk

Assured Returns

to cover costs +

chances of loss

are low

High Risk

Assured Returns

to cover costs but

lower chances of

profit

High Risk

Chances of high

profits with equal

chances of losses

Very High RiskVery less time to

ensure reach

Chances of failure

& loss are high

Pre-Planned Ad-hoe

Time

F

u l l y

S p o

n s o r e d

P a r t i a l l y

S p o n s o r e d

& T

i c k e t e d

F u l l y

T i c k e t e d

T y p e o f F i n a n c e f o r F u n d s & R e v e n u e



31

CHAPTER-3

Critical Review Of Literature

CRITICAL REVIEW OF LITERATURE

EVENT MARKETING SURVEYS 2006



32

– conducted by

About This Study

EventView, the annual and first-of-its-kind event marketing trends study for senior

marketing executives, was originated in 2002 by The George P. Johnson Company. The

MPI Foundation has co-sponsored this important research since 2003. Now in its Eighth

year, EventView is the number-one published event marketing trends report globally and

the longest-running study for the event marketing industry, providing the insight and

guidance corporations and event marketing professionals within this field need to developstrategic marketing programs. Every Year, more than 942 senior executives in sales and

marketing management positions from nine countries across North America, Europe and

Asia Pacific were interviewed via a telephone survey with the goal of illuminating the

value and role of events in the marketing mix as it compares to other elements in a

marketer‟s arsenal.

Interviewed participants were selected in industries including (but not limited to)

automotive, technology, healthcare and finance with 45 percent representing companies

with annual revenues in excess of $1 billion. The distribution among specific vertical

industries and geographic regions. The margin of error is ±3 percent.

EVENT MARKETING SURVEY 2007

Historically, 49% of the respondents since EventView‟s inception, are

optimistic about the future importance of event marketing

Event marketing‟s share of the marketing budget is at an all time high at 27%



33

When budgets increase, event marketing gains the most in the marketing mix

When marketing budgets decrease, event marketing and print advertising

budgets are affected equally

Since 2004, event marketing has been considered by respondents to provide

the greatest ROI among marketing channels and is perceived by this audience

to provide a higher ROI than broadcast advertising, by a factor of five

The percentage of respondents who conduct post event measurement declined

slightly from 2006

The percentage of the budget allocated to event measurement is at an all time

high

Companies who measure are nearly 2 times more likely to expect increases in

their event marketing budgets than those who don‟t measure

54% of respondents will transition their event marketing initiatives into

experience marketing efforts within the next 12 months

25% of 2007 respondents report that procurement‟s influence on the selection

of event marketing providers is moderate to high

34% of respondents will be implementing green initiatives within the next 12

months


Public perception of events is playing a crucial role, with even some

cancellations being put down to how staging of an event would beperceived, rather then due to such issues as financial difficulties. Even

when companies have big budgets, they are avoiding exotic overseas

destinations

Private sector events (for example parties and weddings) are still

happening but on a smaller scale



34

Clients of those surveyed are looking at the financial stability of

agencies, to ensure that the agencies themselves will still be around to

deliver their events

The survey highlighted the opportunities afforded by favourable exchange rates,.

Business is often not being confirmed until the last minute, creating

contractual problems with venues and other suppliers, and often

leading to a failure to pay invoices in a timely fashion. A need for tighter

contractual agreements.

Demand for more creativity and added value on a lower budget

More team events, but reducing the „WOW‟ element in events in favour

of smaller fun events like paint-balling

Budget cuts within the corporate hospitality industry, and tighter

margins in a reducing market

With too many briefs and not enough resources to respond to them,

organisations have to turn away new business opportunities in some

cases

Value is the most important factor at the moment within the industry


32% of respondents say they will transition from event marketing to experience

marketing in the next 12 months; 28% already transitioned

61% of respondents plan on implementing or have already implemented green

initiatives within the event function; 47% are doing so as a result of a corporate

responsibility mandate and report that green accounts for 13% of their event

budget

47% of respondents rank the influence of procurement in marketing decisions aslow with 25% of respondents indicating that the role of procurement/purchasing is

increasing at their organizations

15% of the overall corporate budget is dedicated to marketing with 27% of the

average marketing budget spent on event marketing



35

43% of respondents indicate that event marketing is taken under consideration

along with other mediums and 32% characterize events as a vital component of

the marketing plan; 15% say events are a lead tactic

Event marketing (40%) and Web marketing (31%) are the first marketing

channels to benefit from an increase in the overall marketing budget; Events

(54%) and print advertising (50%) are the channels first affected by a decrease in

the marketing budget

73% of respondents state that they engage in some form of post-event

measurement with 6% of the event marketing budget spent on measurement

activities

Among Global respondents, companies that measure event performance are

nearly 43% more likely to expect increases in their marketing budget than those

that do not measure

52% choose event marketing as the discipline that best accelerates and deepens

relationships followed by public relations at 21%

30% of respondents choose event marketing as the marketing discipline that

provides the greatest ROI followed by Web marketing at 21%

Brief Outline;

Today‟s business leaders have charged marketers to invest in areas that both drive

revenue and build the brand – a challenging mandate as consumers and business buyers

stretch out the purchase cycle, demand personalization and reject mass marketing.

In light of these realities, what is most important in this pressure-filled environment are

relationships. Based on trust and intimacy, personal affiliations with brands, products,

services and fundamentally between the individuals behind them are catalysts to business

growth.

EventView 2007-09: Global indisputably confirms the live experience as the marketing

channel that best accelerates and deepens relationships. Respondents also recognize face-

to-face interaction as key to events‟ advantage in creating these relationships over other

marketing disciplines.



36

But while EventView’s Research confirms event marketing‟s inherent ability to create

top-line results, the data also reveals that the strategic value of events is not yet as fully

understood or realized in the executive ranks at many organizations.

Senior executives clearly believe that events provide sound ROI but it‟s up to event

marketers to improve on this perception even further by ensuring executives‟ agreement

on ROI methodology and communicating those measures in language that more

effectively articulates the validity and impact of the metrics.

Developing more efficient communication and measurement systems are thus the twin

imperatives of today‟s marketer. Those who do so successfully will achieve greater

success for themselves and their organization by becoming a force of profitable change.



37

CHAPTER-4

Research Methodology

RESEARCH METHODOLOGY In order to carry out the objectives, it was necessary to conduct a market research. In the

whole process many tools relating to market research were used and conclusions on the

basis of the analysis done were made. The output was taken out from the data that was

collected in the research and meaningful results were formulated.



38

Market Research:

It can be defined as an organized efforts done in order to gather information regarding

market or customers.

These are of two types:-

a) Quantitative Market Research

b) Qualitative Market Research

Quantitative Market Research: It can be defined as that form of market research in

which quantitative techniques are applied to the field of marketing. In this form of social

research method generally questionnaires are drafted and information is gathered on this

basis. Marketers use the information so gathered to understand markets or customers.

Qualitative Market Research: In this form of market research the data is obtained from

a relatively small group of people and it is not analysed by using statistical tools. It is

mostly used to define the hypothesis and define problem and is done before using

quantitative research.

In this segment of the project I have used quantitative research.

The research was done using both primary data and secondary data. The primary data

was collected through filling of questionnaires, whereas the secondary was collected

through the study of the materials in the form of internet articles, journals and papers.

Descriptive Research:

Descriptive research has been used by me in this segment of project. Descriptive research

can be defined as that form of research which describes the data and characteristics about

the population or phenomenon to be studied. It also provides an insight into who, what,

where and how.

The data description is factual, accurate, and systematic. It is used when averages,

frequencies and other statistical calculations are required.

Questionnaires:



39

Questionnaire was used for collecting primary data. The questionnaire was constructed

with close ended questions in which the respondent had to choose an option from among

others as its answer. This form of questionnaire is called structured questionnaire.

Tools Used:

The data was collected in two manners. The primary data was collected through

questionnaires, whereas secondary data was collected through the reading of journals,

articles, books and papers.

The primary data was analyzed using the software SPSS. The primary was analyzed

using Cross Tabs and frequencies tables. It was depicted using bar charts.

Research Design:

Research design is the framework on the basis of which the whole market research is

carried out. It provides details of procedures and methodology to be adopted, it provides

as to what information is necessary is to be gathered into order to solve the market related

problem of the organization.

Methodology:

a) Primary data was collected through questionnaires. A total of 200 people were

asked to fill the questionnaires.

b) The responses from the respondents were segregated on the basis of the

objectives of the respective research.

c) The data collected was analyzed and the results were gathered.

d) The results were interpreted.

e) The finding for the primary research was collated to draw results.

f) The secondary data was collected through journals and newspapers.

g) The journals were found and studied with the help of internet.

h) The primary data and conclusion drawn from secondary data both were used for

forming final result.

i) A conclusion was drawn on the basis of the findings and interpretation.

j) Recommendations were also provided.



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41

CHAPTER - 5

Data Collection

DATA COLLECTION

Sampling:



42

It can be defined as the method in which individual observations are selected in order to

acquire some knowledge about the population of concern especially for statistical

purposes.

Sampling Process:

The sampling process contains of the following steps:

a) Defining the Population for survey

b) Specification of the Sampling Frame

c) Specification of Sampling Method for selecting of items

d) Determination of the Sample Size

e) Implementation of the Sampling Plan

f) Sampling and Data Collection

g) Reviewing of the whole Sampling Process

Population Definition:

It includes defining the population from which the sample is to be drawn. A population

can be defined as that including all people or items with the characteristic one wishes to

understand. It is necessary to define it because the sample is drawn for this population

defined only. In this case a population of entire Delhi and NCR was taken.

Sampling Frame:

A sampling frame is one which has the property that we can identify every single element

and include in our sample. A sampling frame could be anything from the telephone

directory to the list of the people who watch cable in a certain locality. A sampling frame

of South Delhi telephone directory was taken.

Probability and Non Probability Sampling:

Both the terms are defined one by one:-



43

Probability Sampling: It is that form of sampling in which every unit of the population

has a chance to be selected in the sample and the probability can be accurately defined.

Non Probability Sampling: It is that form of sampling in which some elements of the

population does not have a chance of being selected in the sample. In this form of sampling the probability of selection cannot be accurately determined. In the sampling,

the selection of elements is based on certain assumptions regarding the population of

interest which forms the criteria for selection.

Sampling Methods:

There are many types of sampling methods which are available with a researcher. Any

sampling method can be used either individually or in combination.

The sampling method that was used by me in this project is as follows:-.

Convenience Sampling: It is also known as grab or opportunity sampling. It is a

form of non probability sampling. In this method of sampling, the sample is

drawn from the population which is close to hand. In this method is a sample is

selected because it is readily available and convenient.

Application In Project:

In the project, convenience sampling has been used. It has been used to understand the

attributes of the buyers and also to understand the functionality of the sponsors at events.

A sample of 200 was taken and a sample frame of South Delhi was taken.



44

CHAPTER - 6

Data Interpretation & Analysis

DATA INTERPRETATION AND ANALYSIS



45

1. Which of the following events do you prefer the most?

Interpretation:

According to these findings; most people prefer live shows than any other type of event

closely followed by trade fairs. Live shows are mostly entertainment shows such as rock

shows and concerts.

2. Assuming you had a positive experience at an event, would you be more or less

inclined to purchase a product or service of the sponsor’s after having participated

in that event?



46

a) Product/service you have heard but not checked out yet

More likely

Less likely

Neither more nor less

Interpretation:

According to the findings; people are more inclined to try out products of sponsors that

they have heard of but not checked out yet if they have had a good experience at the

event. A crosstab result shows that mostly people with a family income in the range of

Rs30000-50000 per month are more likely to experiment with these new products.

b) Product/service you have never heard of

More likely

Less likely



47


Interpretation:

According to the findings; people are more inclined to try out products of sponsors that

they never heard of if they have had a good experience at the event. But also a large

chunk people are indifferent about such products. A crosstab result shows that mostly

people with a family income in the range of Rs10000-50000 per month are more likely to

experiment with these unheard products.

c) Product/service you already use

More likely

Less likely




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Interpretation:

According to the findings; people are more inclined to continue with using the products

of the sponsors they are customers of if they have a good experience at events sponsored

by them. Very few people would actually change their existing use of the products if they

enjoyed at such event.

3. What was it that got you to notice or participate in the event?

a) It looked like fun

b) I recognize the company/brand running the event

c) Signs and Banners

d) Somebody invited me to participate

e) The crowd that was already taking part in the event

f) Others

Gender * What was it that got you to notice or participate in the event Crosstabulation

What was it that got you to notice or participate in the event Total



49

It looked fun

I recognize the

company/brand

running the

event

Signs and

banners

Somebody

invied me

The crowd

was already

taking part in

the event Others

Gender Male 32 48 0 24 24 16 144

Female 8 8 24 8 0 8 56

Total 40 56 24 32 24 24 200

Interpretation:

According to the findings; the most people take part in an event being done by sponsors

they know of and prefer, closely followed by events which look like fun. Mostly men are

drawn towards events when they know the sponsors and brands in the event and women

are mostly drawn towards event by interesting looking signs and banners. Men are lest

affected by signs and banners and women by simply following the crowd.



50

4. Do you prefer open air events to closed?

Always ------- sometimes ----- indifferent ----- rarely ----- never

Do you prefer open air events to closed * Gender Crosstabulation

Count

Gender

TotalMale Female

Do you prefer open air events to

closed

Always 40 24 64

sometimes 32 24 56

Indifferent 24 0 24

Rarely 48 0 48

Never 0 8 8

Total 144 56 200

Interpretation:

According to the findings; Most people prefer open air events followed closely by people

who enjoy open air events sometimes. Least number of respondents said they always like



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closed venues. Though males were more inclined towards attending open air events

rarely, females preferred open air event.

5. Do you believe the sponsor’s brand should be related to the event?

a) Yes

b) No

c) Maybe

Interpretation:

According to findings; most respondents said that the sponsor‟s brand should be related

to the event. Very few believed that is not necessary for the sponsor‟s brand to be related

to the event. This stat shows that sponsors should be a part of events having the same

brand image as them or there would be brand dilution.

6. How long generally do you generally stay at an event?



52

a) 1-15 minutes

b) 15-30 minutes

c) over 30 minutes

Interpretation:

According to the findings; Most people prefer to stay at events for over 30mins and least

prefer to stay for less than 15mins. This thus means that in events sponsors get a lot of

time to try and make an impression on the customers.



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7. Which of the following is true? After leaving the event I understood the sponsor’s

company/product…

a) better

b)

same

c) less

Interpretation:

According to the findings; Maximum respondents believed that they understood the

sponsor‟s product better whereas least number of respondents felt that they there

understanding of the product decreased after attending the event.



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8. On a scale of 1-5, 1 being lowest and 5 highest, how do the following parameters

affect your decision to attend an event?

Sponsors

1 2 3 4 5

Price of ticket

1 2 3 4 5

Location

1 2 3 4 5



55



57

e) T.V commercials

Interpretation;

According to the findings; people have ranked the promotional elements that they feel aremost effective in catching their attention, in the following manner

Rank 1- T.V commercials

Rank 2- Newspaper and other published ads

Rank 3- FM ads



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Rank 4- Posters

Rank 5- Hoardings

11. Are you inclined to try sponsor’s products if they offer you trials?

a) Yes

b) No

c) Sometimes

Interpretation:

According to the findings; Most respondents are inclined to try sponsor‟s products if theyoffer trials and least are not inclined to try sponsor‟s products f they offer a trial.



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12. Rank the following on a scale of 1-3, 1 being the lowest and 3 highest, which

position of the sponsor’s logo on a hoarding catches the maximum attention.

a) Top row

b)

Middle row

c) Bottom row



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Interpretation:

According to the findings; respondents have ranked the place on which position of thesponsor‟s logo on a hoarding catches the maximum attention in the following manner

Rank 1- Middle Row

Rank 2- Top Row

Rank 3- Bottom Row

13. Do you think event management as a profession/business will be a success inyour city?

a) Yes

b) No



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Interpretation:

According to the findings; Most respondents feel that Event management as a profession

would be a success in their city. Mostly men felt that this would be a success but fmale

were divide equally in favour and against favour.

14. Do you believe an established brand needs to sponsor events for promotions?

Always ------- sometimes ----- indifferent ----- rarely ----- never



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Interpretation:

According to the findings; Most respondents felt that event established brands needed to

sponsor and promote their products in events, where as least respondents felt that

established brands never need to sponsor events.

15. Does viewing of products and logos in an event help you in the re-callability of

that brand in the future?

a) Yes

b) No

c) Sometimes



63

Interpretation:

According to the findings; Most respondents felt that viewing of products and logos in

events help in future re-callability of that brand. Very few respondents felt that it didn‟t

help in re-callability.



64

CHAPTER - 7

Conclusion & Recommendation



65

CONCLUSION AND RECCOMENDATION

The following conclusion has been drawn from the analysis of above data and respective

recommendations are given to sponsors for using events more effectively:

Most people prefer attending live shows than any other event. Thus Live events

such as rock shows and concerts, are the best events for sponsors and event

marketers to invest in as they have the largest appeal.

If people have a good experience at an event ; they are more inclined to try out

products of sponsor they have heard of but not checked out yet, they are also more

likely to check out products of sponsors they have never heard of. Thus events are

an ideal platform for any sponsor to showcase their new products also create a

hype about products yet to be launched. Also firms newly entering the market

should go in for sponsoring events or event marketing as it would allow them to

get a direct interaction with the customers and also the prospect customers would

e inclined to try their products.

A large section of people attend events when they are ale to recognize the big

brands associated with the event as this raises the expectation of the people from

the event. This is good for smaller sponsors as they should look to invest in events

with whom bigger brands are being attached as it brings in a large footfall count.

People are mostly drawn toward open air events than closed air venues. Thus an

open air event is a good bet for sponsors to invest in.

Most people feel that there must be a relation between the sponsors brand and the

event. A sponsor must invest in events that suits his company/brand image.

Sponsors should not randomly invest in any events as this would lead to a branddilution in the eyes of the consumers.

Most people feel that they understand the sponsor‟s product and company better

after attending he event. Thus event are a perfect platform for companies to build



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up a perception in the mind of the consumers. Thus it‟s a great brand building

platform.

Most people felt that hiring an event management company would lead to better

quality of work and a more enjoyable event. Thus companies should hire

professional event management companies for carrying out there events.

T.V commercials are the most effective promotional tools for promoting events

closely followed by newspaper ads and published ads and Fm ads. Thus sponsors

should be more focused on investing their amount for promotional purpose on

these tools. More t.v and newspaper ads should be given as they have a large

reach.

Consumers are more inclined to try out products if trials are offered by the

sponsors. Thus a separate stall or area must be got by sponsors where in they can

offer he consumers in attendance trials of the products. This increases their

reliability in the eyes of the consumers.

Most people first notice the middle row of sponsors on hoardings and ads

followed by the top and finally the bottom row. Thus sponsors should try an go in

for display of there logo and brands in the centre of hoardings and ads. As theamount of sponsorship decreases the top row and the bottom row can be occupied

respectively.

Most people believe that sponsors logos and brands in events helps in brand recall

in the mind of consumers. This is the most important reason for any company to

either invest in events as sponsors or go for event marketing. Since the consumers

now days have a plethora of options, nothing is more important than brand recall.

Events have now become larger than ever. The appeal of events has crossed multiple

boundaries and events now are considered to be one the most bankable way to promote

products and brands. People are now going to more and more events and this must be

capitalized on by all firms. Since prospects are able to retain in there mind the events in

which they enjoyed they are more easily able to recall the brands sponsoring it. Firms



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must look to sponsor more events and also launch new products through events as well as

opt for event marketing for promotion of there products. Events such as concerts and

sports events are becoming a regular norm and are getting immense media coverage in all

forms. If a firm needs to make its consumers aware of the products, nothing is better than

sponsoring an event.

Also holding events by the name of the products, i.e event marketing, is a highly

advisable way of launching or hyping a product. This method allows greater access to the

consumers and also allows for better image building opportunity. Marketers should try to

get places as lead sponsors as this allows them more visibility and better lo and branding

places. This all cumulatively helps in brand and product recall which in today‟s date of

competition is the most crucial aspect.

LIMITATIONS

In the research conducted all the due efforts are made with full effort and diligence but

still their may be some error due to the following reasons:

Human behavior is too complex to determine. So the information disclosed by

them may not be very accurate.

This research is conducted on a very small sample size, so it might be possible

that the information given by such respondents may not match with the reply of

the whole public of Ncr & Delhi.

There was a time constraint while conducting the report.

It might be possible that the answers given by the respondents are full of biasness.

Some of the respondents were not willing to reply the questions.



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As the questionnaire is in English language, some respondents found it difficult to

understand it, even many refused.

Due to time constraint all the region in DELHI and NCR are not covered.

Effectiveness of Events as Promo Tool

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