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1.1 Introduction

Event management is the application of project management to the creation and development

of festivals, events and conferences.

Event management involves studying the intricacies of the brand, identifying the target audience,

devising the event concept, planning the logistics and coordinating the technical aspects before

actually launching the event. Post-event analysis and ensuring a return on investment have become

significant drivers for the event industry.

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The recent growth of festivals and events as an industry around the world means that the management

can no longer be ad hoc. Events and festivals, such as the Asian Games, have a large impact on their

communities and, in some cases, the whole country.

The industry now includes events of all sizes from the Olympics down to a breakfast meeting for ten

business people. Many industries, charitable organizations, and interest groups will hold events of

some size in order to market themselves, build business relationships, raise money or celebrate.

Definitions of Event Management

“Event management is the planning and management of an event, project or

activity.”

“An event is something that happens, not just exists - somebody has to make it

happen. Successful events only come about through action, some individual or

group of individuals getting things done."

Event Management 15yrs ago, this phrase would have meant nothing in the Indian corporate world.

Today, it conjures up the image of celebrities packaged with glamour and pomp in a gala event that is

meticulously planned and slickly turned out. Event management in India, which was born somewhere

in mid 1980s, has grown in to a highly professional and tech-savvy industry over the years. In 2001,

the industry managed over 1,000 events, including 22 international events.

Broadly event can be classified as corporate events and live entertainment event. Corporate events are

commissioned by corporate for specific purposes such as dealer‟s conference, or a happening such as

the India visit of Indira Nooyi, worldwide chief of PepsiCo. Corporate events account for the lion‟s

share of the total number of events managed in the country.

Live entertainment events are stage shows or concerts by international artists (international events) or

Indian artists. These could be film based, music- based or sports- based events. For instance, The

Manikchand Film fare Awards is a film-based event, a concert by ghazal maestro Pankaj Udhas or by

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the international rock group Led Zepplin would be a music – based event. Typically, for a live

entertainment event, there is more than one sponsor as well as entry fee for the audience. This

category of events, although small, is growing rapidly in size and popularity.

Unlike a corporate event, a live entertainment event is usually conceptualized, planned and executed

by the event manager. Therefore, the Intellectual Property Rights (IPR) also vests with the event

manager. However, a company/television broadcaster etc can also commission an event. In such

circumstances, the company/television broadcaster sponsors the entire show and retains the IPR. The

event manager is paid a management fee and a production fee as well if it also produces the event for

television. Certain events are created and marketed by the event manager as a branded property.

These events are called branded events. They are held periodically and require substantial investment

in terms of infrastructure and marketing. For instance, the Femina Miss India contest is branded event

produced by Times Entertainment and held annually.

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

to achieve the client‟s objectives of reaching out and suitable influencing the sharply defined,

specially gathered target audience by providing a complete sensual experience and an avenue for two-

way interaction.

From the above figure we can infer that an event is a package so organized so as to provide, reach and

live interaction between the target audience and the client to achieve the desired impact. The

population of the target audience that the event is exposed to is called the reach of the event. The live

interaction process facilitates communication between the clients and the audience.

Event management is considered one of the strategic marketing and communication tools by

companies of all sizes. From product launches to press conferences, companies create promotional

events to help them communicate with clients and potential clients. They might target their audience

by using the news media, hoping to generate media coverage which will reach thousands or millions

of people. They can also invite their audience to their events and reach them at the actual event.

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Types of events

Corporate Events

Conferences

Corporate Celebrations

Glamour Events

Celebrity Appearance

Fashion Shows

Music Concerts and entertainment shows

Brand Events

Promotion and management of Brands

Televised Events

Events specially created for television channels

Sports Events

Focused around a sporting event

Concept Events (Theme Based Events)

Concept conceived by Event Management Company

Hybrid Events

Mixture of two or more of the above

Others

Talent Banks

High Profile Weddings, Dance Parties

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1.2 Objective of the study

1. To study the scope of event management

2. To gain proper insight of event industry

3. To study Pegasus events which is well renowned for its corporate events

4. To prove the hypothesis that event management is a good choice after getting management degree

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1.3 RESEARCH DESIGN

For this project Descriptive Research method has been used. Structured interview of the SALES

& MARKETING HEAD MR. ADNAN MORBIWALA of PEGASUS EVENTS was conducted

on 25 September 2013 at Worli

DURATION

JUNE to SEPTEMBER

Data computation: 30 hours (editing, typing)

Presentation and collecting primary data: 35 hours

Total time: 65 hours

1.4 DATA DESIGN

PRIMARY DATA: The primary data for this particular project is STRUCTURED PERSONAL

INTERVIEW

SECONDARY DATA: The secondary data is obtained by the websites, handbooks, newspaper etc.

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2.1 Company’s corporate profile

Mission

To constantly innovate, imagine and inspire to exceed client expectations.

Vision

To be the most quality conscious event management company in India.

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Pegasus Events is a full-service event management company in Mumbai dedicated to quality and

excellence. Since our establishment, we have continuously strived towards the flawless execution of

events. We manage events across all major cities in India and abroad. No matter what your requirement may be, our first priority lies in gaining an in-depth understanding

of how your business works, what you hope to achieve, and what we can do to deliver results that

exceed all expectations.

At Pegasus Events, your money is important – to you and us. We ensure cost-effective service,

accountability and flexibility. Most of all, we treat your event like it is ours. Whatever your budget,

we have solutions you will not find elsewhere.

"Excellence is the ability to perpetually improve the quality of what one has to offer…"

Pegasus Events is a full service event management company based in Mumbai, managing events

across all major cities in India (Delhi, Bangalore, Hyderabad, Kolkata, Chennai, Pune, etc) as well as

abroad. Since our establishment, we have continuously strived towards flawless execution of events.

Our established systems and processes ensure a seamless flow of work from beginning to end.

Our expertise transcends industries. From Auto, IT and Retail to Financial Services, Tourism and

F&B, we have made our mark as a competitive agency striving to create memorable experiences for

our clients as well as their guests. Right from the initial conception (pre-event publicity, venue

research & booking, transport, catering, etc), to turnkey production (set-up, on-site management,

staffing, stage designing, entertainment, security, etc), to post-event support (final material

distribution, delegate attendance assessment, post-event report, etc) – we take care of everything.

Despite our focus on the corporate market, we dedicate equal attention to private parties, weddings

and intimate events. We incorporate originality and creativity to create some of the most inspiring,

unique and exciting celebrations you will witness.

At Pegasus Events, your money is important – to you and us. We ensure cost-effective service,

accountability, flexibility. Most of all, we treat your event like it is ours. Whatever your budget, we

have solutions you won't find elsewhere.

Pegasus Events Pvt Ltd is amongst India's premier Corporate Event Management Companies,

delivering and managing successful events, meetings and conferences across India, South East Asia

and the Middle East.

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We provide specialized solutions for Corporate Events (Conference & Seminar Management, Award

Ceremonies, HR Initiatives, etc) and several variants ofLive Events and Personal Celebrations.

Despite our focus on the corporate market, we dedicate equal attention to weddings and other

personal events.

We incorporate originality and creativity to create some of the most inspiring, unique and exciting

celebrations you will witness.

The Wedding Co. is a team of wedding planners with the ability and passion to organize and execute

economical yet exceptionally premium weddings. Based out of Mumbai, their capabilities reach far

and wide, covering local celebrations as well as destination weddings. The Wedding Co. has an

extensive network of resources, allowing for extraordinary and chic weddings to take place at any

location.

Wedding management and planning can be a daunting task for any bride and groom, or their families.

And hence, The Wedding Co. thrives upon making the planning process as exciting and stress-free as

possible. Our wedding planners provide an in depth guidance to the families, managing from start to

finish and planned to perfection, presenting a fresh perspective and novel approach to weddings.

Through the planning process, we offer you various alternatives so that planning your dream wedding

can be budget friendly. At The Wedding Co. we understand that your money is important to you, and

therefore to us. Our extensive vendor network helps you get the finest wedding possible, always.

Being an extension of a premium event management company, Pegasus Events Pvt Ltd, only adds

that extra element to our overall management expertise. Pegasus Events Pvt Ltd has a wide network

and general brand reputation which benefits at every available opportunity.

Our expertise as wedding organizers excels boundaries whilst keeping in mind traditional

expectations. Together, we bring you a beautiful wedding with memories that will surpass your

expectations and be. treasured with.

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Client list

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2.2 Services

Corporate Events

The experience we have accumulated over the years prepares us to meet all your expectations in the

corporate event management spectrum. Our formidable team is armed with a bevy of ideas that will

match any budget. We ensure smooth working from start to end. Our team will competently resolve

everything from slight glitches to complex conundrums. A sales‟ team meet, an award ceremony or

an HR initiative – we will do it all.

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Product Launches & Brand Activations

We ensure the customer connects with our clients‟ product on a level that matters. Through

promotional activities that will effectively infiltrate market segments, we will bring your brand to life.

To us, product launches and brand activations are about giving our clients the ideas and the platform

that is needed to showcase their products, in order to propel them into the market in an effective

manner.

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HR Initiatives

Our regular work with HR departments of our clients depicts the depth of the relationship we form

with them. We are able to organize a variety of activities for employees: team building exercises,

leadership enhancement training, and even activities that provide the necessary platforms to increase

interaction between the different levels of workforce in an organization. We also manage events that

incentivize and reward well-performing employees.

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Exhibition Services, Stall Design & Fabrication

In terms of your exhibition and stall requirements, we are fully equipped and trained to design and

execute effective work, providing a certain level of efficiency in our solutions that ensure success.

Our creative team crafts a layout that is representative of your products, needs, and concepts. In a

nutshell, our services are inclusive of AC tent and Octanorm set-ups, booth and stall designs, and

setting up various points of display.

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Conference and Seminar Management

We comprehend all the intricacies involved in your conferences and seminars and can effectively

deliver the successful exchange of information, whether it is a penetration of a new brand to potential

customers, retention of old clients, workshops, annual events, or just an informal gathering. We‟re

geared to successfully handle anything you need.

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The Wedding

The Wedding Co. is a passionate team of wedding designers based in Mumbai. Our success has been

established by the extremely personal service we provide to our clients. Our well-developed resource

network helps us provide our clients with specialized solutions after gaining a comprehensive

understanding of what their expectations are. For the perfect wedding, and an absolute peace of mind,

call The Wedding Co. – Mumbai‟s premium wedding planners

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Entertainment Services

Another aspect of an event – premium entertainment services – is also something we manage. Within

the corporate segment of entertainment, events range from executive retreats and incentive programs

to appreciation events and award ceremonies. Pegasus Events takes pride in having the proficiency to

organize all kinds of entertainment – shows, parties, celebrations etc. – where the objective is for

everyone involved to have a fabulous time

.

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2.3 EVENT INDUSTRY

Event Management is a multi-crore industry with mega shows and events hosted regularly. In India

even personal functions like marriages and birthday parties have become important social matters,

and have to be professionally managed. The growth of sophisticated and mega companies have

brought forth a spurt of meetings, seminars, exhibitions, conferences, product launches with

everything being a matter of class and style. Then comes the innumerable celebrity shows,

international artists shows, shows for a cause, road shows, competitions, that India has seen of late.

More than 200 companies have forayed into events. The early 90s has seen events spend at a mere 20

crores but now it has increased to over 500 crores. Growth is therefore 400% annually. The FICCI

(Federation of Indian Chambers of Commerce & Industry) had estimated event management to be a

3500 crore industry by 2009. But surprisingly, research showed that there was no formalized

education to teach event management and Companies found their executives not up to the mark to

handle events. It was not so easy to train because event management includes organizational skills,

technical knowledge, P.R., marketing, advertising, catering, logistics, decor, glamour identity, human

relations, study of law and licenses, risk managements, budgeting, study of allied like television and

other media and several other areas.

CURRENT SCOPE OF EVENT INDUSTRY

The event industry is large and growing, offering employment and personal fulfillment in many

different ways. The event industry is huge: in UK alone, it is valued at £37bn… and the total market

value worldwide is infinitely bigger. In India, its market is approximately Rs. 500 crore. The scale

and diversity of the event market place means that there are excellent career prospects for qualified

professionals in a variety of settings like: sport, music, fashion, arts, business, politics, education and

charity sectors, all use events to achieve desire objective.

Given this variety, events provide opportunities for people to apply their skills, talent and

personality. Event jobs in the following sectors:

Corporate: Events are used to meet objectives such as connecting with business regulars engaging

consumers and rewarding staff.

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National or local Government: Events are vehicles to drive the economy, showcase a nation or bring

together local communities.

Charity or voluntary: Events are used to raise awareness and generate valuable income for charitable

causes.

Agency or freelance: Event planning and delivery is often carried out by agencies or freelancers

working in collaboration with the client and other suppliers.

Event venues: Sports stadiums, entertainment venues, hotels, conference centres, university facilities,

restaurants and bars can all play host to events and provide employment opportunities

Event-management companies are those organizations that take on the project of managing a

particular event of their client from the beginning to end. A relatively new breed of companies in the

Indian corporate line, these companies are however, getting increasingly important with the rise in

corporate and personal events needing professionals to manage them.

Scope:

With the Indian economy opening up and throwing open its doors to global MNCs, there has been a

sea change in the way large corporate houses do business. Bigger is increasingly becoming better, and

who better to manage their ambitious public-relations events than professionals who have the

expertise and resources of making every announcement, event big. Their scope includes these broad

heads:

• Corporate: High-level meetings, conferences, exhibitions, product launches, seminars or even

employee.

• Social: Family functions particularly weddings, birthday celebrations, house-warming rituals etc.

• Celebrity Circuit: Celebrity shows, international artists shows, road shows, competitions and social-

causes shows.

• Sports: Every kind of popular sport whether cricket or Formula One race.

• Cultural: This includes events which are cultural or are heritage, art based.

Areas of expertise:

Almost every big event-management company boasts of a complete bouquet of expertise all

assimilated under one roof so that the client need not worry about any aspect of the event.

Industry Figures:

Still a largely un-organized sector, reports and studies are few. However, the structure of the event

management market in India is slowly changing from an unorganized market.

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• The market for event management in India is expected to witness growth of 25% p.a. and reach INR

23 billion by 2012.

• The number of event management companies is under 5000 presently.

Drivers:

The key drivers in the growth of event management companies in India are:

• Growth in consumer spending and disposable income.

• Increase in below the line promotion among establishments.

• Rising need of organized and structured event.

• Rise in the number of institutions offering course/specialization in event management.

Challenges:

However, some of the pertinent issues faced by entrepreneurs desirous of in setting up a event-

management venture are:

•Lengthy procedure for import of equipment.

• High levels of entertainment tax imposed by the state/central governments.

Clearly the key trends and drivers for growth point towards a successful horizon for the event

management companies in India. With corporate and personal occasions needing professionals to

manage them, the demand for event managers is burgeoning. The hitherto unorganized sector is now

recognized as a sunrise industry. Here are the details on the scope of this career. Event management

at one time was about planning, organisation and execution of a project/activity such as parties,

weddings, product launches, conferences, etc. Today, it encompasses a wide range of profiles that

offer thrilling opportunities to those with an eye for detail and a flair for organizing. Events attract

considerable media attention, draw sizeable investment from sponsors, involve interactions with the

public, invitees or participants and contain non-negotiable dates. They also require seamless

integration of hundreds of non-standard elements across infrastructure, permissions, performers,

props and personnel.

Risks include (but are not limited to:

Audience or participant dissatisfaction

Failure to achieve event objectives

Withholding of payments by sponsors

Loss of reputation

Loss of life

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The events and activation company has to manage risks by adopting a defined risk management

approach. Our survey indicates that these companies face the highest risks around safety,

procurement and event quality. However, only 17% of the survey respondents conducted a formal

and documented risk management exercise for all events managed by them, while 61% conducted

some level of risk management for their marquee events or for events with a considerable level of

public exposure

The Event and Entertainment Management Association (EEMA) launched the first ever white paper

written in India on the events and activation Industry at EEMAGINE 2012. The White paper was

launched by Minister of Information and Broadcasting, Ambika Soni and Farokh Balsara, Media &

Entertainment Leader – Europe, Middle East, India and Africa (EMEIA), along with research agency

Ernst & Young.

According to the report the organized portion of the Indian events and activation industry is estimated

at around Rs 2,800 crore in 2011-12. The industry has grown at over 20 percent during the last two

years and is expected to grow to Rs 4,375 crore by 2013-14. The report was produced by EEMA and

Ernst & Young. The report identifies the unorganised events and activation sector as well, which

could be as large as or even larger than the organized portion of the industry.

More than 150 event management companies from all across the country along with speakers like

Ekta Kapoor, Indian TV and Film Producer and Joint Managing Director and Creative Director of

Balaji Telefilms; Ranjivjit Singh, CMO, PPS, HP India; Amit Tiwari, Director, Country Head Media,

Phillips India, among others, participated in the event. Subjects like „The changes in the industry so

far and the essential changes to be done in future‟; „Creating harmony together‟; „Mantras to success‟;

„Looking at the key areas for change‟, „Awakening the internal motivation to make the change

happen‟ were discussed.

Commenting on the growth of the industry, Brian Tellis, President – EEMA India, said, “The

business has shown an unswerving growth pattern, with 20 per cent increase during the last two

years. And I look forward to a more strengthened position with the help from regulatory bodies.”

Sharing his views on the subject, Ashish Pherwani, Partner & Segment Champion – events, Ernst &

Young said, “Over the past few years, the industry has grown considerably and through this paper, we

have endeavoured to capture the trends and challenges that this dynamic industry faces.”

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Pherwani said that the industry‟s growth will be driven by development of IP, sports properties,

digital activation and rural properties. In fact, industry leaders are of the opinion that growth will be

driven by development in these areas, which target rural audiences in consideration with increased

spends in tier 2 and tier 3 cities. Marketers plan to increase the proportion of their BTL spends from

17.8 per cent today to 19.6 per cent by 2013–14. “The organized portion of this industry is poised to

increase as advertisers‟ increase their below-the-line spends over the next two years, build

communities and amplify the customer experiences they create,” Pherwani added.

According to the report, the organized events and activation sector showed an average growth rate of

more than 20 per cent during the last two years because of increasing confidence being shown by

marketers in events and activation for their business growth. The organized sector accounts for

around 40 per cent of the total events industry.

The total number of events delivered grew 24 per cent in 2011–12 as compared to 2010–11. The

number of IP doubled in terms of share of total events from 1 per cent to 2 per cent, while the main

growth was noted in managed events, which increased its share from 65 per cent to 70 per cent of

total events conducted.

According to the report events and activation industry in India has seen the lowest transactions

activity among all segments of the media and entertainment sector because of its small size, lack of

human resources and absence of bankable IP.

However, on a more positive note, most marketers indicated that they are likely to increase their

expenditure on events and activations if the ROI can have a fixed standard. However, because of the

unparallel events, there is no universally accepted standard today to measure return on events and

activation spends.

Earnings before interest, depreciation, taxes and amortization (EBIDTA) figures show that the current

profit margin, on average, stood at around 19 per cent of total revenues. Debtors days stood at a

healthy 59 days, as most events and activation companies only paid creditors and vendors from

advances of collections made from customers.

Thus, it was suggested that rationalization of entertainment tax is a necessity. If a uniform percentage

is developed, events in many states can be made viable. Ticketed events have fared extremely poorly

in India due to high taxes. As a conclusion to this, the report says that there is a need for a tax

waiver/ holiday for five years to give a boost to the live entertainment segment of the industry.

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Growth in the live events segment can lead to economic growth, increased tourism and employment

generation.

„Event management‟ is catching the attention of companies and graduates alike. It does not have a

textbook definition and to try and define it would mean to borrow heavily from mainstream

management and media concepts. It usually consists of conceptualization, planning, budgeting, and

execution of below-the-line activities such as exhibitions, stage shows, fashion or rock shows, music

concerts, celebrity appearances, fashion or charity shows, conferences, weddings, product or brand

launches, and sports shows to name few.

Events begin where the glamour ends. EM is the most intimate form of marketing. It is a controlled

activity aimed at the target audience. Events have always been there. In the past meeting, organizing

and project planning were the form of event management as a profession. Today it is much more

professional and more organized a sector than, a decade ago. Event management was started, the

moment multinationals started pouring in, when our markets liberalized in the 80s. It is difficult to

pinpoint exactly when event management broke away from mainstream course and started carving a

niche for itself in the industry. Maybe it was around 1996 that it rapidly gained importance as a

professionally managed niche of marketing.

Companies realize that through events they can reach out to customers more closely, more intimately

and it is cheaper than mainstream or conventional forms of communication, say television or print. It

can be called as 'experiential marketing', or niche marketing, where the environment is controlled to

suit the needs of the product or

The show being showcased and the output being far tangible that that of the conventional media. An

event is a niche communication medium that allows companies to reach their target audience directly

with tangible outcomes, which are not possible through conventional forms of advertisement.

Through events, we can select and reach out directly to our target audience, we can control our

budgets and at the end of the event tangibly analyze if the event was a success or not. This is quite

difficult, in mainstream communications, where the results are intangible and we are not sure who is

seeing it and whom the communication reaches out to.

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Sources of finance for event companies

Government grants

Government grants to assist with the running of events are not easy to obtain. To be successful,

applicant organizations need to demonstrate that the event has strategic regional importance. For

example it may increase overseas tourists to the region.

Sponsorship

Despite the prevalence of event sponsorship in the sport and recreation marketplace is increasing,

many organizations have great difficulty in achieving a significant amount of sponsorship.

Competition between sport and recreation organizations for sponsorship is intense. Organizations

need to be very professional in their approach to sponsorship and to be able to offer sponsoring

companies outstanding value in promotional services. Event Directors need to exercise some realism

and caution in relying too heavily on sponsorship.

Merchandising Sales

The term merchandising applies to the sale of a range of products that may be strongly identified with

the event or the organisation hosting the event. A common example of merchandising is the

production and sale of T-shirts, polo shirts, caps and other forms of clothing that are screen printed or

embroidered with a design or trademark of the event. Participants tend to purchase such articles for

their commemorative value. Other typical forms of merchandise include glassware, pens, dish cloths,

drink bottles and badges. Merchandising may be a form of income suitable for events that have larger

numbers of either players or participants.

Participant Fees

The charging of fees to participate in the event is perhaps the most common form of event revenue.

Sport and recreation events are a service provided and it is reasonable to suggest therefore that all

basic costs of the event should be covered by participant fees. These "basics" include the hire of the

venue, provision of appropriate equipment and the administration of the event. Sponsorship and

government funding, if it can be achieved, allows the organisation of the event to go beyond the

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basics. The event budget should be set so that if sponsorship and/or government funding is not

forthcoming the event does not have to be cancelled.

Raffles

It is common to find that recreation organizations employ "on-the-day" fundraising strategies. The

most common example is the raffle and a small amount of income can be achieved this way. Whereas

it is difficult to achieve cash sponsorships, it is easier to obtain goods from sponsors which can be

raffled.

Event Directors should identify and research legislation in their own state/nation that pertains to

raffles and other similar forms of fundraising. Raffles are often regulated by governments because of

the potential for fraud and misrepresentation.

Spectator Fees

In some cases, events are sufficiently popular and entertaining to attract paying spectators. However it

can be difficult to obtain money from spectators in circumstances where there no restriction of access

(for example an outdoor event with no perimeter fence). If this is the case it may be better to make

off-street parking for a fee. Once the budget is finished and the scope of the event chosen, the next

step is to specify the type of financing needed for the balance of the budget. In any type of event there

are always two types of financing: internal and external.

Internal financing

This is basically the funds belonging to the organization itself, resulting from previous events which

were profitable and from the membership fees and private funds from the organizer.

External financing may come from:

Fees:

From the participants and attendees in the event. It is calculated in a first draft taking as a reference a

previous edition of the event or a similar one in order to foresee the income and know the fees to

charge. Moreover, it is necessary to know the contribution from institutions, however rough the

estimative may be, before the final fees are set. Fees tend to cover 50% of the total cost of the event.

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Public Institution and Private Sponsor Institutional Help:

Public Institutions: Local government and Town Council

Official grants: local, national, international.

Disadvantages with this type of grants are that they require complicated forms and endless

bureaucracy. Often, these grants are difficult to obtain because all costs need to be fully justified

beforehand and partly or wholly returned if they do not cover the costs originally awarded for.

Another important aspect of these grants is that our event should not coincide in time with similar

ones, as the sponsorship might be shared with similar events going on at the same time or simply

over.

Sometimes, the grants are part of annual budgets established long before the event takes place. It is

therefore necessary to apply long in advance and adapt our application to the amount awarded to that

purpose.

Private Sponsors: Depending on the type and scope of the event it is possible to find private

institutions (banks, saving banks, companies, sponsors, et.) to support the event partly or totally.

Sponsoring means to contribute in kind or cash in consideration for publicity and media coverage that

the sponsors will receive in the short term.

When the contribution is in kind, the costs in the examples above will be covered. For example, the

town council will pay for the expenses of the venue hire directly or a private sponsor will cover the

travelling expenses paying themselves the tickets they accepted to contribute with.

Private sponsors may be:

Associations: legal entities made up by partners with the same purpose who pay a membership fee

periodically with which to support this type of events.

Federations: Associations as a whole.

Companies: They finance events in order to become well known in the short term. They usually

exchange their economic support for the chance to appear in the events appearing in the media.

Charities: These are non-profit legal entities which may have commercial activities devoting part

of the benefits to support cultural, social or environmental activities.

Sponsors: They offer support, either in kind or in cash, in a long term consideration. The sponsors

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are the promoters and organizers of over 80% of the events arranged. Most events would not be

possible without their support.

The source of finance for Pegasus Events would be generated internally through

events which are outsourced to them, without getting into specifics.

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Event Management as a Marketing Tool

Event management is considered one of the strategic marketing and communication tools by

companies of all sizes. From product launches to press conferences, companies create promotional

events to help them communicate with clients (and potential clients). They might target their audience

by using the news media, hoping to generate media coverage which will reach thousands or millions

of people. They can also invite their audience to their events and reach them at the actual event.

Providing a Plethora of Services

Companies approach event managers with a vague idea and a budget in mind. It is then entirely up to

the event manager to develop and improvise and turn the idea into a success. Once the idea and the

budget are settled, event managers begin coordinating with sponsors and performers, arranging travel,

security, and accommodation for the stars if there is a show. They also have to supervise ticket and

stage design, arrange music, sound and lights, and look into those numerous details that go into

making an event successful. Security is another big issue that is dealt with by event managers. In

India, shows usually have to end before midnight at the latest, even earlier in some places. Event

managers have to ensure that events conclude on time, and in case they stretch beyond the permitted

hours, they have to handle the police and the local bureaucracy

Bad security could ruin an otherwise well-organized event. Unwanted guests, stampedes, fights, and

harassment of performers are a few things event managers have to tackle during public events. Event

management companies service a variety of areas including corporate events (product launches, press

conferences, corporate meetings and conferences), marketing programs (road shows, grand opening

events), and special events like concerts, award ceremonies, film premieres, launch/release parties,

fashion shows, private (personal) events such as weddings and bar mitzvahs. Clients hire event

management companies to handle a specific scope of services for the given event, which at its

maximum may include all creative, technical and logistical elements of the event. (Or just a subset of

these, depending on the client‟s needs, expertise and budget).

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Meaning of Event Manager

The Event Manager is the person who plans and executes the event. Event managers and their teams

are often behind-the-scenes running the event. Event managers may also be involved in more than

just the planning and execution of the event, but also brand building, marketing and communication

strategy. The event manager is experts at the creative, technical and logistical elements that help an

event succeed. This includes event design, audiovisual production, scriptwriting, logistics, budgeting,

negotiation and, of course, client service. It is a multidimensional profession.

Educational Support

There are an increasing number of universities which offer Graduate Degree/ Diploma in Event

Management; especially in the UK where they have been quick to catch on to the new interest and

many are now offering certificate, diploma, degree and masters courses.

In addition to these academic courses, there are many associations and societies that provide courses

on the various aspects of the industry. These courses though not official, are still useful additions to

your resume.

Study includes organizational skills, technical knowledge, P.R., marketing, advertising, catering,

logistics, decor, glamour identity, and human relations, study of law and licenses, risk management,

budgeting, study of allied industries like television and other Medias and several other areas.

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2.4 Turnover of event management industry

• Event Management is one of the fastest growing industries in all over the world.

• This industry has grown enormously in the last two decades. According to recent research

conducted by Joe Goldblatt, Certified Special Events Professional (CSEP), annual spending for

special events worldwide is estimated at $500 billion.

• According to industry experts, annual wedding and events is spending at around Rs 1,500 -

1,800 crore.

• Indian event industry grew from Rs 728 billion in 2011to Rs 823 billion in 2012 achieve

growth of 13 percent. The sector is projected to grow at 14.9 percent to reach Rs 1457 billion by

2016.

• As wedding industry shoots with burgeoning demand for lavish events, wedding planning

industry gets a boost for demand of organized and structured planning services

• These planning services are the forte of event management concerns whose revenues are

sourced from these events by a considerable percentage

• Wedding as an event needs precision in planning and implementation which is rendered by

event management concerns

• Presently, people are willing to shell out huge money to make their events glorious and stand out

from the rest.

Today, there are a number of companies hosting and organizing events on a regular basis. These

range from the small time private events to the large-scale international events. A good number of

young people are entering in this field because they realize the potential of the market and the

demand and supply situation. In fact, the most profitable aspect of this field is the need for creativity.

And that is how and where one earns.

The management of events calls, largely for coordination, from stage one. The first thing required

is to get the orders for the event. This process is also known as pitching for an event. Usually,

whether it is for small time events (birthday parties and weddings), or then for the larger ones

assigned by companies (exhibitions and trade fairs), or the international concerts; the event

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manager/company is asked to submit a project report, with the finances involved. On the basis of this,

the assignment is given to them

• Event management industry in India is roughly ten to twelve years old and is fast gaining

momentum

•Primarily it has been an unorganized market which is slowly transitioning into an organized structure

• Increase in a1 and a2 needing professionals to manage them has led to a major demand for event

managers

• a3 and a4 are considered to be 2 areas where there is immense potential for getting jobs

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TURNOVER OF PEGASUS EVENTS

1. ZONE WISE

Interpretation:

X axis represents zones and Y axis represents rupees in lakhs

It can be clearly seen that in the year 2012 the turnover was high in Mumbai with 112 lakhs

rupees whereas it was low in Chennai with just 8 lakhs rupees

While in Delhi it was 58 lakhs rupees and in Bangalore it was 72 lakhs which is the second

highest

It was observed that when it comes to domestic events Pegasus events targets these four states

0

10

20

30

40

50

60

70

80

90

100

110

120

chennai delhi banglore mumbai

x axis- zones

y axis - Rs in lakhs

year 2012

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2. INDUSTRY WISE

Interpretation:

Blue portion represents and the red portion represents wedding clients

For Pegasus 90% clients are connected with corporate and 10% are common clients for

wedding

Thus it is very clear that Pegasus Events are prone towards corporate events

90%

10%

corporate clients

wedding clients

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Event Management in Mumbai

Event Management in Mumbai is not so old concept. As such very few recognized event management

companies exists here. The high profile events organized in city are basically managed by companies

working in Mumbai, Pune and Mumbai.

The most common events organized here are:

Utasav

Décor India

Handicrafts

Mela

Different Corporate Meetings

Fashion Shows

Musical Concerts

Dandiya Raas

Nightlife parties

Concerts & shows

Fest & live shows

Event Management can be classified on the basis of service provided, into two categories:

Complete: It covers all the aspects from conceptualization to execution till client satisfaction

feedback.

Partial: They provide partial services like a combination of few for example lights and catering or

music, venue and celebrities.

Event Management is still at a personal level. There is no full- fledged event Management Company

working in the city, but below mentioned organizations are acting as partial or complete service

providers.

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Event Management Company

Pegasus events

They organize birthday parties, marriages and fashion shows which are mainly for entertainment or

fun purpose. They deal at both micro and macro level there parties are starting from few thousands to

as high as 35 lakhs. The biggest event which they have managed was a show worth 25 lakhs in 2009

year. If required they can call celebrities also, but then the budget will touch 12-15 lakhs figure. The

events that they normally organize are

Dance Parties.

Wedding Parties.

Club Parties.

Farm Parties.

New Year Parties.

Concerts & Shows.

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Event marketing in Mumbai

Event marketing is growing at a rate of three times that of traditional advertising. Though relatively

small compared to the major components of the marketing communications mix-advertising, sales

promotions and P-O-P communications-expenditures on event sponsorship are increasing. Corporate

sponsorships in India in 2001 were estimated at $3.9 billion-with 65% of this total going to sports

events and most of the remainder spent on sponsoring entertainment tours or festival and fairs.

Thousands of companies invest in some form of event sponsorship. Defined, event marketing is a

form of brand promotion that ties a brand to a meaningful athletic, entertainment, cultural, social or

other type of high-interest public activity. Event marketing is distinct from advertising, sales

promotion, point-of-purchase merchandising, or public relations, but it generally incorporates

elements from all of these promotional tools. Event promotions have an opportunity to achieve

success because, unlike other forms of marketing communications, events reach people when they are

receptive to marketing messages and capture people in a relaxed atmosphere.

Event marketing is growing rapidly because it provides companies alternatives to the cluttered mass

media, an ability to segment on a local or regional basis, and opportunities for reaching narrow

lifestyle groups whose consumption behavior can be linked with the local event. MasterCard invested

an estimated $25 million in sponsoring the nine-city 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 every couple 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.

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Activities in Event Management

Pre-Event Activities

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.

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

communication (telephone), and other service hire contracts (couriers) also take up the production

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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 conceptualizers‟ efforts should be appreciated at 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.

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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.

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3.1Event process

Event Planning

The first and foremost thing to do while planning an event is to know about the client's expectations.

When a client first approaches you for assigning a task, sit with him and find out what he wants and

how he wants it. Keep in mind the fact that the client has a very hazy idea of what he wants. He

expects you to change that hazy idea into a reality. So you first need to strike a good rapport with

him. Once you know his expectations you can start giving your inputs. Since you are a professional

event planner he is bound to believe that you have a better knowledge about these things and will

respect your judgment.

Key Factors in Planning an Event

Check the feasibility

Is the event a good idea

Are we in the right community

Who would be the spectators

About the venue

About the media of advertising

Fund stream

Timing

Full time should be devoted to implementation of plans. Make sure your event does not clash with

other events.

The Organizing Committee

It should comprise of experts in the following streams:

Financial

Determine the sources of revenue

Expected level of expenditure

Time gap of expenditure and revenue

Establish a system of financial accounting and control

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Marketing

To attract best possible audiences

Get sponsorship and best support possible

Operational

Guide overall operation of event

Managing the technologies require

Legal

Make appropriate contracts involved in managing an event

Handle lawsuits that may arise

Public Relations Teams

To handle the celebrities, if invited in the event.

To host press conferences.

This team is required to take decisions from conceptualization to completion of the event.

Facilities offered

Programs

Transport

Catering

Safety and Security

Entertainment

Anchoring and announcement

Music and Sound system

Licensing

Publicity

Promotion

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EVOLUTION OF EVENT MARKETING

From its origins in event planning, the event marketing industry has seen great growth in the last five

years and has consistently been one of the most effective tools that marketing professionals have at

their disposal in terms of making a tangible connection to current and potential customers. The

increasing competitive pressures brought on by globalization are forcing business professionals to

find new ways to engage customers. Not surprisingly, savvy event marketing professionals are

therefore focusing the majority of their efforts and budgetary spend on lead generation tactics such as

trade shows. While it is important to garner leads, marketing and specifically event marketing

professionals cannot lose sight of the fact that the sales cycle only begins at lead generation and that

current and prospective customers must also be nurtured even beyond purchase. Companies can

benefit tremendously from the deeper event marketing touch points that promote nurturing such as

proprietary conferences that provide a controlled environment for delivering messages and closing

business. The nurturing process will allow the customers to more effectively be funneled into the

subsequent stages of the sales cycle thus creating greater opportunities to develop into repeat

customers.

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EVENT MARKETING

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.

Fig: Events Definition In-Short

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 creative concepts

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

EVENT

REACH LIVE INTERACTION

Right Communication

from the client

WITH

Live Audience

CREATES

Desired Impact

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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.

PUBLICITY AND PROMOTION

If one knows how to organize an event he should also know how to market it. If there is something

very peculiar or special about the event then that main point has to be highlighted. A product launch

for example requires a sales promotion campaign either before or after the launch. In that case the

product is advertised through banners and media and even door to door canvassing. Effort is taken to

ensure that people sit up and take notice of the event. Sometimes it could be an event like an award

ceremony, which is to be shown on television and different companies make a beeline for sponsoring

their respective products in the due course of the programme. This is the way publicity and

promotions work.

MATCH THE EVENT TO YOUR MARKET

Choose the kind of event that appeals to your target market suits your product‟s image and fits your

marketing objectives.

If, for example, you are looking for reach and you are selling a low cost product with wide general

appeal, sports sponsorship may be the avenue for you. If your product is an up market one, artistic

events could suit you better. If your have a technical product, science-type sponsorships would be

possibilities and if your main aim is to be seen as a good corporate citizen, put your sponsorship

money into good causes. The Children‟s Hospital, the Red Cross or the environment, to name three,

AIDS research is another one.

The meteoric history of event marketing is based in sports marketing. In fact, music and arts

represents a combined 35 percent of event spending as compared 45 percent for sports-related events.

Event marketing also continues to thrive as traditional advertising rate skyrocket and, really, fail to

provide any guarantee of reaching a targeted audience. Event marketing provides a cost-effective

approach to making a more hard-hitting, emotional, and tangible pitch to consumers. It also gives

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companies the opportunity to cross-promote (promote with other companies that have related

products or services), offer sample products (give-always), and build strong relationship with various

channels of distribution, such as retail outlets.

Charities go out of their way to meet both their own fund-raising needs and the profit requirements of

the firms they team up with. It is a commercial relationship and the entire better for it. Charities need

funds, and the businesses need promotions, which show their worth in extra profit

WHY EVENTS

1. Brand Building

Creating awareness about the launch of new products/brand

Enormous nos. of brand/product are launched every month. Similarly innumerable new music

albums, films, etc get released periodically. This tends to create clutter of product launches. The large

no. of launches also leads to need to overcome the “ooh-yet-another-product” syndrome. The need to

therefore catch the attention of the target audience at the time of launch becomes very important.

Meticulously planned events for the launch of a product/brand seldom fail to catch the attention of the

target audience.

Presentation of brand description to highlight the added features of product/services

Sometimes technological changes pave the way for manufactures or service providers to augment

their products. To convey this via traditional modes of communication to the existing and potential

customer base may sometimes be futile. Special service camps of exhibitions are the perfect events

that provide the opportunity for a two way interaction and error free communication. For Example,

IMTEX, the Industrial Machine Tools Exhibition, is an event used by most machine tool

manufactures to explain and highlight the new and improved features of their product.

Helping in rejuvenating brands during the different stages of product life cycle

The massive amount of money that is spent during the introduction stage of products gets drastically

reduced over time. By the time the product reaches its maturity/decline stage, the need for cutting

down the budgets associated with the media campaigns, while at the same time maintaining the

customer base is felt. And events offer the best medium for such a focused approach. It helps in

generating feelings of brand loyalty in the products‟ end user by treating them as royally as possible.

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Helping in communicating the repositioning of brands/products

Events help in repositioning exercises to be carried out successfully. In other words, events can be

designed to assist in changing beliefs about firms/products/services.

Associating the brand personality of clients with the personality of target market

Citibank is an elite bank where people do banking with pride. Hence, other premium brands would

like to associate themselves with the same audience so as to benefit from the rub-off effect. An

exhibition-cum-sale event organized exclusively for Citibank credit card holders, small

merchandisers get to do business with the Citibank customers, as well as build and maintain a

premium image for themselves. Here Citibank acts as the event organizer and small merchandiser‟s

acts as participants so that they can associate the personality of their products with the personality of

Citibank customers.

Creating and maintaining brand identity

Australia-based Foster‟s Brewing Group‟s Asian subsidiary in its plan to launch its bear brand

Foster‟s Lager in India choose the game of cricket – in which the Aussies are known as the best team

in the world. By becoming the official sponsors of Australian cricket team on its India tour, Foster‟s

hoped to achieve its goal of brand identity building and positioning itself at the premium end of the

market.

Rennie Solomito, Marketing Manager for Coors Light (Beer Company) explains that in order to

increase awareness and personality of the brand, Coors Light tries to find the distinguishing “look of

the leader” in each market. Coors Light select events that are fast paced and young minded, for

example, Coors Light Silver Bullet Concert Series featuring artists like Bryan Adams and Celin Dion.

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2. Image Building

Over and above the brand identity that a company encourages, events such as The Great Escape

conceived by Mahindra and Mahindra, exclusively for the owners of their four wheelers, the Armada,

are an attempt to build a specific image of not only the corporate, but also the product, to let owners

experience the thrill of four wheel driving, M&M charts out an offbeat route that emphasizes the

difference between normal and four wheel driving, and lets the participant experience the high, one

feels when steering and navigating an Armada.

Coke is associated with Olympics since 1928; the rationale behind this is similar values and

ideologies: International peace, brotherhood, standard of excellence and fun.

Fig: Constructing the Brand Value Chain

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3. Focusing the Target Market

Helping in avoidance of clutter

Even though some events do get congested with too many advertisements, events still provide and

effective means of being spotted. For example, Title sponsorship of a major event provides the

sponsor immense benefit since the sponsors name is mentioned along with the event like Hero Cup,

Femina Miss India, Lux Zee Cine Awards.

Enabling interactive mode of communication

Events generally provide an opportunity for buyers and sellers to interact. They also provide a

foundation for exchange and sharing of knowledge between professionals. Example:

Bang!Linux2000, Auto Expo.

Unparalleled footwear company NIKE ensures that it sponsors those events which will give it a

chance to create an emotional tie with the participants through onsite brand usage and product

presentation.

4. Implementation of Marketing Plan

Enabling authentic test marketing

Events bring the target audience together, thereby creating opportunity for test marketing of products

for authentic feedback. The seller can identify exactly the traits and other characteristics that are

desired. For example, marketing events that the Frito-Lay Company used before it launched its

WOW! brand of potato chips.

Enabling focused sales and communication to a captive audience

In an event the audience is more or less bound to witnessing one particular event. In such a situation

it is very favorable for sellers to put forth their presentations without any diversions. Such a situation

is very valuable given the ineffectiveness of traditional modes of communication in holding on to the

attention of the audience.

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For example, Burger King wanted to reach a young demographic in the New York area, EMG (Event

Marketing Company) helped them to create a 30-concert series at the New York Palladium. Burger

King received onsite signage and distribution of bounce back coupon.

Increasing customer traffic in stores

Events can be conceptualized to increase customer traffic. They can be customized to make available,

concepts ranging from retail store specific events to mega events like one day international cricket

tournament. For example, Nescafe 3-in-1 treasure hunt, co-sponsored by McDonald‟s is a combined

effect in increasing the customer traffic as well as increasing the awareness among the upper class of

the existence of new McD‟s outlets.

Enabling sales promotion

Weekly events conducted by Crossword Bookstore helps in generating more revenue during the

weekends as compared to the revenue generated in the weekdays.

Help in relation building and PR activities

Practitioners of this marketing function believe that event marketing campaigns have the ability to

create long lasting relationships with closely targeted market segments. Relationship building is not

restricted to end user customers but also targeted at enhancing new distributors and sales

representative relations.

For example: Moksh organized by Ys Events & UX Events, is an annual technological festival held

by NSCIT (Dwarka) has helped the sponsors in establishing their relationship with the Institute and

ensuring that an image of being interested is created and nurtured.

Coke is sponsoring the Olympic since 1928. As coke does business in over 200 countries, the

Olympics give the company the opportunity to identify its product with the foremost special event in

the world.

Motivating the sales team

The need for interaction is not restricted to external customers only and end consumers are not always

the focus of live media exercises. This is especially popular amongst pharmaceutical and other

FMCG companies. For Example, during the cricket world cup held in England HSBC introduced a

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unique pattern of motivating the sales force by awarding them runs instead of the traditional points

system. This resulted in conversion of almost all of its employees into sales person.

Generate immediate sales

Most events let firms install and exclusive boot and give the permission to exploit the opportunity to

merchandise. Events such as the annual limited period discount sales from Wrangler and Van Heusen

are authentic stock clearance and seconds sales aimed at generating immediate sales.

Generating instant publicity

An event can be designed to generate instant publicity upon the implementation of marketing

strategy. The e-commerce start up Half.com, which wanted to sell products such as CDs, Books,

Movies and Games over the internet was up against major and strong competition. The result of this

publicity stunt started the ball rolling towards getting this company purchased by eBay for more than

$300 million.

Enabling market database assimilation, maintenance and updating

By keeping track of the reach and its effectiveness as well as interacting with the audience that

actually turns up for the event, event sponsors can assimilate and authentic database. The database

can be used to track various marketing trends. Events can then help in maintaining and updating the

database.

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ADVANTAGES OFFERED BY 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:

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.

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3.2 PROCESS AT PEGASUS

Analyzing the event

The planning process begins with an analysis of the event itself. The questions that begin this process

what is the main reason behind having this event? What does the event hope to accomplish? How will

the event be financed?

Numerous questions are placed in front of the event manager. That is how a strong foundation is

established. If too few questions are asked, an event can suffer from a lack of focus and direction.

Keep in mind that during the planning stage there are many options and hurdles to anticipate. Some

things increase complexity tenfold and others simplify by an equal amount. A party in the hotel, for

example is always simpler to arrange than a party in a warehouse of distant field with no power, no

restrooms, and no kitchen. That is not to say that the event manager shouldn‟t have an off-site party,

but the details should be considered in the planning stage. In the same vein, the site is often selected

before the program has been set and the event manager may have to anticipate a problem fitting the

program into the available space.

Assembling The Event Management Team

The next important stage of the planning process is assembling the team. Broadly speaking, the team

should consist of decision makers and implementers. Decision makers are the people who define the

parameters and are ultimately responsible for the success or failure of the event. Implementers are

those who do everything from negotiating contracts to inviting speakers to making sure that the right

speaker is in the right room and that the microphone works.

More specially, the planning team will probably include people or committees with the following

functions and responsibilities:

Event coordinator

The planner is the central coordinator and does the following: negotiations and recommends contracts

for signature; solicits bids from suppliers and hires and supervises suppliers; prepares and

recommends budgets and monitors expenses throughout the planning process; recommends policies

and procedures, supervises registration, maintains communications; set up filling systems for

controlling documents and reports; prepares personnel schedules for onsite activities

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Decision makers

Decision makers may include the organization‟s president, CEO, executive director, chairman of the

board, corporate officer, and certain departmental heads.

Technical staff

Various tasks requiring technical expertise may be assigned to in house personnel or to

subcontractors.

Support personnel

Members of the clerical support staff handle typing and computer date entry, makes copies maintains

files, process incoming and outgoing nail, and stuff attendee packets; they may keep daily activity

logs for registration, expenses, and income, they direct incoming calls; they follow up on requests for

brochures and answer routine questions such as dates and costs.

Developing record keeping systems

Often, the event planner becomes the central coordinator of all information. Therefore record keeping

systems are essential to organize, control, and monitor activities. The organizational system he sets up

must include a planning schedule. Deadlines forms and checklists to expedite the process and capture

the details in a structured, usable quickly retrievable manner. The system‟s documents become the

files and records he will need for reporting, evaluating and planning for future events.

Establishing policies and procedures

Another important planning issue has to do with establishing policies and procedures in the early

stage. The key to effective management is deciding the rules up front and advising the people they

affect. Simple things such as registration cutoff dates, administrative penalties for cancellation,

payment and reimbursement procedures for speakers, need to be established and communicated or

event coordinators will find themselves continually answering the same question and mediating

disputes.

Preparing a planning schedule

A successful event coordinator must have many attributes, but two important characteristics are good

organizational skills and attention to detail. A key tool that will help in this regard is the planning

schedule.

THE BUDGET

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The event manager cannot have a successful planning structure without a budget and priorities for

how the money will be spent. Financial decisions affect every area of the event and must be

established early in the process and monitored on a regular basis.

The importance of having all the planning issues covered is that, by anticipating problems, special

needs, and hidden costs, the manger can be calm during the storm of the event. If he/she always ask

“what is the worst that can happen?” and then have a solution ready, they will have a reservoir of

strategies to be used at a moments notice, no matter how serious the crisis.

PROGRAM DESIGN

What is the program? It encompasses all of the activities planned for the attendees, from the moment

they arrive until they depart. It includes the content, recreation, meal functions, receptions and parties,

tours, expositions, spouse and children‟s‟ programs, and informal and unscheduled free time. What

are the program topics, passive and active sessions, serious and fun presentations, and formal and

informal times to provide professional and personal growth and networking opportunities for

participants? The program is like a jigsaw puzzle. When the event manager starts the puzzle, all the

pieces are there but what a mess! The design is putting the pieces in order. This is more difficult than

it sounds because of the many needs and expectations coming from bosses, association or committee

members, attendees, speakers, and suppliers.

Purpose of the event

The first step is to prepare a statement on the purpose of the event. Identify whether the mangers

objective is to educate, to inform, to solve problems, to reward, to introduce new products or services,

to generate revenue, or whatever.

The Audience

Next, he needs to know something about the attendees. Will the audience be primarily male, female,

or mixed? Are spouses and children invited? Has the primary attendees met together? Will they know

each other? What is their knowledge or skill level in relation to the subject of the program? What is

the groups‟ personality? Is it fun, serious, verbal, formal? There is a big difference between state

legislators and hand surgeons.That brings us to why the attendees will sign up in the first place. Their

needs and expectations should not be overlooked. The sponsoring group is often so concerned about

the organizations‟ need being

met that it forgets about the attendees. The event coordinator should play a strong role in monitoring

the program plans to see that the attendees are not forgotten.

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People managed by Pegasus Events

Interpretation:

X axis represent different events and Y axis represents no of people managed by Pegasus

events

100 media person were managed in Gateway greening ,200 cxo level designates at Experian

Indian conclave and about 900 people at Road show

0

200

400

600

800

1000

1200

Gateway Greening

experian India

conclave

Road show for SA

X axis (events)

Y axis (no of people)

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Selecting topics formats and speakers or participants

Preparing a master list of topics or activities that is required by the event coordinators particular event

and list educational topics important to his group. Once the list of topics is complete, the manager can

begin the task of assigning a format to each topic. Some may be debates; others may be group

discussions, still others, lectures papers. Finally there is the challenging task of finding the right

person to successfully implement the selected format

Time allotment

In addition determining what time of year the event will be held and how many days it will run, time

allotment means establishing time allowances for each topic and presenter. To do this, the manager

must rough out a program agenda showing the activity, the format, the amount of time allotted, the

sequence (daily), and the topic

Budget

Prepare a budget listing all programs costs, including meeting-room rental, attendees‟ materials

speakers, fees and expenses.

SPEAKERS AND OTHER PROGRAM PARTICIPANTS

Who are the people on the program?

A program requires a variety of types of people-speakers, moderators, interviewers, workshop

leaders, trainers, discussion leaders, panelist, expert witness, and summarizers. If we must have a

generic term, let‟s use “program participants.” But don‟t confuse that term with attendees, who are

also often called participants. By using the word “speakers”, we lead people to believe that they need

only come prepared to speak, when should be leading training, interviewing.

Scrapping the term “speakers” is a fairly easy way to make a dramatic difference in the quality of

programs offered. The challenge is to see how many different types of people the manager can use to

communicate the required information without having them read speeches.

Successful professional speakers learn very quickly that reading speech is not good for business.

They talk to their audience; they usually move off the stage, walk around, and look the audience

squarely in the eyes. Wireless microphones encourage movement. Theses speakers are often looked

upon as entertainers, and there is nothing wrong with speakers being entertainers. In fact, the problem

arises when a speaker is not entertaining.

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Event coordinators must be more selective more demanding and more detailed with speakers. They

have got to learn how to bring out the best in poor speakers who happen to be recognized expert in

the field. Most speakers would not welcome guidance on the subjects‟ desired focus as well as the

type of attendees and the level of their knowledge is unimaginable.

As the competition to attract attendees grows attendees are becoming more selective about where they

send their budgeted event money. Programs with high-quality, knowledgeable speakers, a variety of

type of program participants, and focused and varied presentations will capture the market.

Just as the design of program is one of the most creative aspects of planning an event, the

management of program participants is one of the most challenging. The managers‟ programs

participants are the transmitters of all that he hopes to communicate. Both the coordinator and the

presenters need to reevaluate the importance of the participants‟ role.

LOCATING PEOPLE

Thinking about program participants actually begins in the program design phase, because this is

where the manager decides what he wants plan to communicate and how he will do it. As the manger

selects the topic and a format, He must ask if he can locate or recruit qualified people at a price he can

afford.

Once the event manager knows the boundaries of who he needs and what he has to offer, he can begin

researching, brainstorming, asking knowledgeable people in the field or his colleagues with related

and respected experience. Don‟t automatically use the staff, board of directors, congressperson, and

friends as key presenters. Not only may they not be the best, it may be harder to keep them focused

on the goals and the audiences interest in the subject. Besides, how does a manager tell his

congressperson or the chairman of the board that the fifteen minutes are up?

Clarifying roles

While the manager is researching his resources, he should begin to define in writing what he wants

each person to do. What role does this person play in the conference? What does that role mean to

him? Will the participant automatically understand what he expects? Probably not, so the manager

should write a description a short paragraph explaining exactly what is expected of each program

participant.

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Developing content guidelines

The next step is to develop a written list of points or questions the manager would like to have

included in the speech, discussion or workshop. Then communicate these points to his program

participants in writing, through briefing meetings, or in reviews of their plans. This is also a good

time to go over the schedule and the importance of adhering to it on site a key aspect of managing

program participants.

Some topics are so broad it would be pure luck if the speaker/leader touched on them without

guidance. The question the manger may ask is: why tell the experts? The answer is that the experts

usually have no way of knowing what has been covered in past events, and they may not know the

level of audience‟s knowledge or its current interest in the subject. All speakers have favorite aspects

of a subject, areas in which they are most comfortable and require the least preparation. Without

guidance, speakers head straight in that direction and the manager will have given them a license to

do what they want rather than what he or the audience wants. They aren‟t wrong the manager is for

abdicating his responsibility.

The event coordinators who think through theses program issues to the same extent they think

through the logistics will succeed. It is not hard: it‟s logical. What would the event manager want to

know if he were asked to speak to or lead a group? Ask speakers whom he respects what would be

helpful to them. Call potential attendees and ask them what their interest in a particular subject is.

Research takes time and requires the manager to become a three minute expert in a variety of subject

areas. It offers the opportunity to learn about so many different subjects. If the manager has to

delegate don‟t give the job away without explaining what he wants, indicating why he wants it and

supervising the product to keep it on target.

SITE SELECTION

The Hotel Market

The beginning point is to know the hotel market and the event group. The manger must first

understand that hotels make a profit from guestroom sales, not from sales of food and beverages.

Once he realizes that, a series of questions must be explored. He needs to know the high, low, and

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average rates for each property. He should know occupancy levels at various times of the year and a

week. He should know the general economic situation in the city and within the hotel. Companies

such as PKF consulting produce monthly and annual reports on an areas occupancy level and average

daily rates (ADR). These vary by seasons and days of the week

Look internally for stable ratios of staff to guests and at staff turnover. How long has the firm‟s

salesperson been there, the general manager? Request a copy of the staffing roaster and ask for

lengths of employment.

Along the same lines, look at the hotels ownership structure. A hotel is part of a chain may be owned

and operated by the chain, or may be franchised, and thus carry the chains name but be owned by a

separate entity. In either situation, a management company, whose reputation the manager should

check, may perform management of the hotel.

Each of the foregoing arrangements is not of itself good or bad; the manager simply needs to be

aware of these structures. For example, there are hotels operated by management companies whose

standers are higher than the corporate franchise name implies and vice versa. This is just the tip of the

iceberg for the firm‟s market research.

THE PROSPECTUS

Next to use a tired but true phase, is to know the event group. Roughly, “the event group” includes

the company or organization the event manager is working for, the programs goal and requirements

the budget and the attendees‟ needs or preferences.

The formal document that profiles the event group is called a “prospectus”. The first section should

introduce the organization and the specific event in general way. While the introduction should be

factual, it may also be considered a promotional description emphasizing the organizations purpose.

Section II should relate to the events site requirements for this specific event, to include the number

and type of guest rooms, ADA requirements, preferred rates, dates and pattern, and the manager‟s

moment by moment needs for meeting rooms. This breakdown should include room setup,

anticipated attendance per room, and any special space eaters, such as projection equipment, screens,

or head tales. In such cases he many indicate his total square footage requirements as a total number,

or per person if higher than normal allowances are required. This is also the time to specify ceiling

heights, freight access, or any other required features. Be sure to advise the hotel if commissions are

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to be paid to the firm or not to any third parties, other that the direct booking event. A simple

statement that says rates are either commissionable or no commissionable will do.

A facility should be able to determine from this section whether it can accommodate the event group.

If the manager has ever repeated the same requirements over the phone to fifteen different properties,

he will quickly realize the benefit of including site requirements in his written prospectus. Not only

will he ensure that everyone receives the same information as part of a well thought out plan, he will

ultimately save time and gain well deserved respect for a professional approach.

In section III, describe the firms‟ history, either regarding this specific event or a similar one. This is

the place to demonstrate that the firm‟s assessment of its group‟s needs is accurate and that the

facility must deliver what the manager is asking for. Include past cities, properties, and numbers

broken down in every possible way.

Especially as related to numbers, the firms‟ history plays an important role. The manager can be sure

the hotel will check the firms‟ past history. Prospective hoteliers will want to find out about the firms‟

guest/sleeping roommates and pick up, the events meals counts, firms‟ total master account charges

and credit record and all too often they‟ll elicit a few choice editorial comments from the prior

facilities managers, which may be to his benefit or disadvantage. The inexperienced coordinator

probably has no knowledge of this underground grapevine. The experienced coordinator not only

knows it exists but controls the information released. How? By preparing in the contract that any

report or data about the event must be approve prior to release by the hotel, thereby giving the

coordinator an opportunity to adjust any incorrect or misleading information.

The most difficult problems for hotels are when the firm considers that their sales are generated from

guestrooms. Say for example 300 rooms are requested and no basis for arriving at that number is

given. Hotels either need a history or a rationale for the requested number of rooms. If the manager

wants it all with no guarantees and no history, he can and should expect to pay heavy penalties if he

fails to meet his confirmed requirements. Attrition clauses have been added to hotel contracts to hold

the coordinator responsible for lost revenue from unsold rooms.

Section IV is a detailed day by day time and event specification. The hours, event and location should

be itemized for each day of the event

Once the event‟s prospectus is complete, the manager should review potential hotels, select those that

meet his criteria, and send them a copy, he might even close an R.S.V.P card and ask the hotel to

return it indicating its intent to submit a bid. A three to four week response deadline should be

established.

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SITE INSPECTIONS

After careful review of the proposals, the manager is ready for his site inspections. The tendency for

most coordinators is to over schedule their site inspections appointments and to respond to the

invitations of all hotels that want to see them rather than only those appropriate to their event. Three

to four hours per facility is the minimum time needed for a thorough inspection. The “interview”

portion should take one to two hours and the walk through, depending on the facility size, one to two

hours. Then he should give himself one hour alone for note making measuring, and revisiting the

areas he‟s having trouble remembering. It‟s best to do this on site, so the coordinator can go back to

the room or ask the salesperson to fill in the gaps.

There are numerous site selection checklists that are useful in devising the manager‟s form. He

doesn‟t even have to have a form, but a system for capturing comparable data is going to be valuable

when he makes his final decision.

Reference checks

Finally, the manager should check references of the final properties under consideration. Ask for the

names of three companies that held events similar to the group‟s event in the hotel in the past month.

That ensures a response based on the current level of service and limits the ability of the hotel to give

the event group their best references. Everyone has had “star” performances they want to find out

about the typical ones. Even a bad reference can be good if it helps the manager to anticipate

problems and prepare solutions in advance. At one time or another, everyone has been in this

position, but that is no reason to be less through. If this is the case for the event coordinator, he should

think in terms of site evaluation rather than site selection. Regardless of the number of choices, he

must know the capabilities and limitations of the facility and the staff the building the people.

The event manger should not forget about the hotels general manager (GM). The manager can ask the

bell or housekeeping staff who is the GM? and see what comments are volunteered. There are various

approaches to finding out more about the facility. Some coordinators visit the hotel unannounced,

other take a secret tour of the services areas, and some have private conversations with guest and in

house groups. The key is not so much how the manger approaches site selection, but that he is

thoughtful and thorough.

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Negotiation

Negotiation is the thread that should have been woven throughout the entire process. Actually,

negotiation is an important sounding word for the give and take discussion between the hotel

salesperson and the coordinator. The key to success in this area is not only to know what the manager

wants in relation to what he must have, but to know the other business as well as or better than the

other sides representative. Unfortunately, the reverse is usually true: the hoteliers know more about

coordinators than coordinators know about themselves or their event.

FOOD AND BEVERAGES

Food and beverages usually constitute a high cost item for the coordinator, and a hotel‟s prices should

be evaluated as a part of the site selection process.

Hotels are usually less flexible in their food process than their room rates, especially if the manager

waits until after the contract is signed to negotiate food and beverage. Hotels are often reluctant to

guarantee process more than three months prior to the event because of the fluctuations in the costs of

food items. This is not generally acceptable to coordinators because they need to prepare a budget one

to three years ahead of time. One option is to have current menus signed and dated and insert a

contractual clause that limits price increases by tying them to cost-of-living increase or to some other

predetermined percentage. Even with this option, prices should be finally confirmed one year out.

The manager should not select a site on the basis of process alone. If cost seems to be the

coordinators only criterion, the hotel may try to lower its price by reducing the number of services,

the quality or freshness of the food products (lesser cuts of beet canned versus fresh vegetables), and

possibly the size of the portion. A loss of service and quality can eventually be more damaging than a

few added Rupees.

The hotel market

The hotel market is constantly changing depending on supply, demand the inflation rate, and the

availability of money. It is therefore important for the coordinator to stay informed on market

conditions. Convention hotels traditionally have high, shoulder, and low seasons that also influence

rates over that period. When selecting a hotel it is important for an event coordinator to be up-to-date

on the market situation. The best and most current sources of information are the industry trade

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magazines including those of the hotel industry. If the coordinator does not receive these magazines

he should ask local hotel industry friends if he may borrow a copy or the event manager may simply

interview them.

When the hotel industry is in a down cycle (a sellers market of the hotels) the coordinator has the

advantage; in an upward cycle (a sellers market for the hotels) the coordinator is at a disadvantage. It

is quite simple, as demand moves closer to, or exceeds, supply costs increase and the hotel can be

more selective in the business they book. They establish the rules and effectively eliminate those who

are a not reliable customers. This is not to say that there are not times when they will want the event

group‟s business, which is a logical question for the manager to explore with his sales person.

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PLANNING A EVENT WITH SAFETY AND SECURITY IN MIND

Safety and security are on the minds of all travelers. While the percentage of crimes against travelers

nationwide is lower than against residents in a community that is small consolation to an event

coordinator when he‟s assisting an injured or victimized event delegate. What makes the safety and

security situation even more challenging is that too often people are not as cautious when they travel

as they are in their own homes. Therefore, the coordinator should be familiar with the basics to

provide a safe and secure environment for his attendees. Addressing these details as part of the

planning process can help boost attendance and reduce liability exposure both for the event group and

the organizational sponsor.

Safety

Safety is concerned with protecting people from injury resulting from accidents caused by their

carelessness or the negligence of others. This includes helping delegates take precautions when

necessary, inspecting the event facility to insure that basic safety programs are in place and

identifying sources of medical assistance that can be called in the event of an accident.

Life Safety

Protecting the physical well being of delegates is paramount. Life safety includes protection from

natural and "man-made" emergencies. An event coordinator can do little about the fact that certain

geographical locations are prone to floods, earthquakes, hurricanes, and tornadoes. However, he can

determine what safety measures have been instituted by the meeting facility. Don't be reluctant to ask

the sales manager, general manager or security director about the facility's emergency management

plan. Most properties will be happy to show the coordinator what they have outlines in the event that

guests must be evacuated from a hotel or convention center. If the property has nothing in place

despite the fact that it is located in area where acts of God are known to have occurred in the past,

perhaps the manager might want to talk to their competition!

Security

Security is concerned with protecting people and property form injury or loss resulting from criminal

activity. To help insure the security of delegates, inquire about crime prevention practices taken by

the facility and in the surrounding area, and examine these policies. In addition, the manager will also

want to "educate" his delegates about measures they can take to be more secure.

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Reasonable care

Common law requires that hoteliers provide reasonable care for their guests during their stay at the

property. What constitutes reasonable care is determined by exercising foresee ability, anticipating

what risks may befall a guest based on the type and level of criminal activity that has occurred at the

facility and in the surrounding area. Hoteliers and event coordinators are not expected to prevent

crime, and at best, reasonable care and foresee ability are terms open to interpretation. However, what

is quite clear is that an event coordinator is expected to assess how secure the guests he brings to a

property will be base upon the reasonable care and foresee ability he exercises in his site selection

process and while at the facility.

Process at Pegasus

1. Client briefing - the client approaches agencies and presents project brief.

2. Pitch process - we go back to a client with ideas and options which can

be used for the same. Based on our pitch the client selects the idea of

their choice.

3. Close - after due diligence the contract is signed.

4. Budgeting - we then generate an estimate based on all elements

involved.

5. execution day

6. Final settlement - the model followed involves a percentage of the

payment to be made in advance the balance payment allows for a credit

of 7 days on presentation of the final invoice.

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3.3 Competitor analysis

Fountainhead commenced operations in February 1995, a few years after the liberalization of the

Indian economy. The print and electronic media were saturated with advertisements and brands were

finding it difficult to get noticed. This was seen as an opportunity to create memorable experiences

that would help brands „cut through the clutter‟ and engage with their customers.

The founders at Fountainhead believed that communicating through experiences is more powerful

than other mediums and hence, it should be a critical part of a brand‟s marketing mix. They also

believed that consumers are discerning enough to pick quality out of the clutter and make defining

brand choices based on the quality of these experiences.

1999 - 2005

ON THE WAY TO THE TOP

By 1999, Fountainhead was already rated as one of the top 5 agencies in the country in the first

industry report brought out by Ernst and Young. It was working with top global brands like MTV,

Philips, Hutchison Max Telecom, Procter & Gamble, Pepsi and solid domestic brands like Tata, Blue

Star, Aditya Birla Group and Bennett Coleman. While successfully implementing nationwide events

for many of its customers, Fountainhead started its first branch in Bangalore in 2005. In the same

year, the company acquired an office in Bandra, Mumbai, the organization‟s headquarters.

Oran juice Entertainment, our music vertical, was started in 2003 with a view to create unique music

properties and promote international artists and touring stage productions. They have landed

international acts like Akon, 50 Cent, INXS, Spirogyra, Buddy Guy and have created very successful

music festivals like The One Tree Music Festival and The Mahindra Blues Festival. Oran juice, along

with Sony Music, launched a new music property aimed at the emerging Indie music scene called

„Live from the Console‟. Oranjuice has also brought in musical productions like „Abba – The Show‟,

„I Can‟t Stop Loving You- The Ray Charles Musical‟, „The Broadway Show‟ from London‟s West

End.

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2006 - 2011

EXPLORING NEW FRONTIERS

In 2007, Fountainhead commenced its Delhi operations and in 2010, it started a Youth Engagement

division that gave its clients extended reach within the school and youth segment. Working with

brands like Cartoon Network and Tata, this division has contacted 2500 schools reaching out to 15

lakhs students till date. Fountainhead also recognized the need to have a strong presence in the Brand

Activation space as many of its clients were looking for different touch points to engage with their

audiences. Therefore, Fountainhead Activation was launched in 2011. It has completed successful

national activation campaigns for brands like VISA, Diageo, Premier Automobiles, Star Movies,

Disney, Samsung, Carlsberg and a host of others.

2012

CREATING THE FUTURE

It was inevitable that Fountainhead would need a solid presence in the digital world. Fountainhead

Digital was launched to extend touch points for experiential programmes onto a new media platform

and connect brands and customers in convenient and exciting ways. The company has established a

strong presence in the Digital domain and is poised to grow exponentially. Fountainhead Digital

brings together expertise in creativity, research and technology to create delightful digital brand

experiences. The company has created engaging digital experiences for brands like The Aditya Birla

Group, Whirlpool, Biocyclable, UltraTech Cement, Dasra and Magic Bus among others.

To further strengthen its service offerings, the company started a fledgling new division called

Fountainhead Corporate Holidays. This division will target and be active in the „meetings, incentives,

conventions and exhibition‟ segment. It will combine its experiential marketing strengths and the

collective strengths of an experienced team of travel professionals.

Fountainhead‟s vision is to build an admirable business, retaining the core values of professionalism,

creativity, integrity and innovation to become the agency of choice for Corporate India.

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4.1 INTERVIEW

Mr. ADNAN MORBIWALA

(Sales and marketing head at Pegasus)

1) How many types of events have you organized throughout your career?

I have mainly worked on events within the corporate sector, which includes conferences,

seminars, product and brand launches, press meets, anniversaries, team buildings and trainings, trade

show booths etc. Within the private events section my work includes weddings, anniversaries etc.

2) Tell us the essential requirement for arranging particular event?

The most essential requirement would be legalities and licenses involved within an event. All

other collaterals for the event come in based on the main 2 requirements.

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3) What problem you have encountered while planning the events?

The problem usually is the paucity of venues in India and budgets assigned. As a company

always planning for contingencies allows us to overcome any potential risks we would face well

before any event, so on the day we have all contingency plans to fall back on. We insure ourselves

before every event.

4) What keeps you motivated to work harder?

The fact that we believe "great things can be achieved with limited resources", and the

dynamism that event management has as an industry allows you to constantly experiment and

innovate.

5) What would you say are some of the main challenges in this job?

The main challenge faced is coming up with innovative ideas in a cost effective way,

differentiating yourself from the rest through your ideas and visibility and creating brand value in a

highly competitive market

6) Event management in India is indigenous and growing at a great speed so can we expect

foreign investment in the coming years?

Yes, I think the event management industry here and the industries abroad are converging and

with the percentage growth every year it will be a big contributor with regards to foreign investment

in the coming years.

7) Can you make event management simpler for us? Or explain event management in one

word?

Imagination

8) Have you incurred any losses till date?

Till date we haven‟t incurred any losses

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4.3 CONCLUSION

Event management is a glamorous and exciting profession which demands a lot of hard work

and dynamism. As the name suggests, it means conceptualizing, planning, organizing and

finally executing an event. The event could be of any type - musical show, concert, exhibition,

product launching etc.

This industry is just eight years old in India, but holds a lot of promise for expansion. It offers

enormous scope for ambitious young people.

Event management is the planning and implementation of events, large and small that meet

the marketing goals of an organization. Event management is an area that is growing rapidly,

and is expected to have a better growth rate in the next decade.

Typical events organized by professional event managers include product launches, parties,

sponsored events, sporting events, competitions, concerts and festivals, fundraisers, trade

shows, corporate open days, seminars and tour

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4.4 SUGGESTION

Making a project on event management and that too on Pegasus events was a great learning

experience. But my suggestion for Pegasus would be that they should diversify their chain and not

just limit it to corporate events because during this project it has been noticed that people nowadays

tends to spend more on wedding.

4.5 LIMITATIONS

This study limits to one company which partially gives the ideas of event management however they

are covered nicely

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ANNEXURES

BIBLIOGRAPHY

Handbooks of Pegasus Events

Magazines

Economic Times ( periodical)

WEBLIOGRAPHY

www.eventmanagement.com

www.wikipedia.org

www.pegasusevents.in

www.showtimesevents.com