Festival by the Sea

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Festival By the Sea|
Analysis of Event Operations|

Presented by:

Word Count: 3300
Table of Contents
1. Introduction – Page 4
2. Management – Page 5
* Strategic Level pg. 5
* Business Level pg. 6
* Operational pg. 7
3. Planning – Page 8
* SMART Goals pg. 8
* Feasibility pg. 9
* Structure pg. 9
* Strategic Planning and Resolving Problems pg. 10
4. Operations - Page 11
* Characteristics pg. 11
* Human Resources pg. 12
* Retention pg. 12
* Unpredictability pg. 12
* Timelines pg. 13
* Cash flow pg. 13
* Scheduling pg. 14
5. Logistics – Page 15
* Supply to customer pg. 16
* Supply product pg. 17
* Supply of facilities pg. 17
* Onsite facilities pg.17
* Shutdown pg. 18
6. Communications - Page 19
* Internal Communications pg. 20
* Marketing(IMC) pg. 20
* Website pg. 21
7. Conclusion – Page 22
8. Appendices – Page 23
* SWOT Analysis pg. 23
* PESTLE pg. 24
* Disney On Ice pg. 25 to 27
* Budget pg. 28 to 29
9. Bibliography – Page 30 to 31
Festival by the Sea

“Festival by the Sea endeavoured to create a true festival atmosphere by providing entertainment at nine different venues within the Greater Saint John area”.|

Festival By The Sea started in 1985 in the St John Area in Canada. Its aim was to showcase Canadian talent and to create a festival atmosphere and to be community orientated. It had up to 300 bios from different artists every year and was no doubt successful.

It ran for 15 years with no major issues until financial problems started to occur which in turn put great strain on the event.

This report seeks to discuss and analyse what the issues were for the event; what obstacles would be prevalent for an event organiser today and how they can be overcome.

Management
“To manage is to forecast and to plan,organize,to command,to co-ordinate and to control"(pg 63,Henri Fayol, Practicing Leadership, ,Principles and Applications)|

After some research and conducting a SWOT Analysis (see Appendix 1) it is apparent that the following obstacles would be prevalent for management of an event like FBTS today:

Strategic Level (Board of Directors)

Financial planning: From the case study it shows evidence of financial problems such as increasing lack of sponsorship from 1998 -$12,634, in 1999 it was $15, 539 and in 2000 this increased to $28, 173.Recession would create further financial strain and lack of corporate/government funding.

An event organiser today should implement a strategy to budget for the coming year’s events to ensure each year would not be starting with a shortfall and aim to eventually have more than required at the start of the year to cater for unexpected expenses. To create a true “community feeling” they would need to get the sponsors really involved and make them believe the event is worth investing in.

Creating a solid recruitment strategy: “No apparent strategy to address critical success factors such as employment and volunteer decisions ....” This lack of structure could lead to inadequate volunteer numbers and as it is the apex of FBTS’s operation it would need to be addressed as priority.

An event manager today should carry out a structured interview process and know what the individual requirement specifics would be for each job. They should hire people with the right skills and people that will be most reliable, e.g. people looking for experience in the industry, students, and unemployed people looking for work.

Business Level (Committee Chairpersons) – Pelley and MacDonald

Communication:
“Active interpersonal communication about the event and the company or brand responsible may furthermore stimulate word-of-mouth communication, which in turn positively influences sales or extends the effects of communication strategies (Hogan, Lemon, and Libai, 2004; Liu, 2006, “Journal of Advertising Research, March 2008”)|...
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