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1.

INTRODUCTION:-
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.
The Olympics represents the crème de la crème of event marketing and corporate
sponsorship. Event marketing is a lucrative game of “what’s in a name”, as consumers
purchase tickets and expose themselves to everything. The world of event marketing is a fast
growing, high profile industry worth over $20 billion annually, and one of the most successful
marketing strategies.

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MEANING OF THE WORD ‘EVENT ’-

Events and festivals have increased significantly in scale in recent decades (Jones 2012).
According to the increasing market demand, the numbers of academic research in event
management are also substantially increasing with diverse topics (Getz 2012; Lee and Back
2005).
An event is a live multimedia package carried out with preconceived concept,
customized or modified to achieve the clients’ objectives of reaching out and suitably
influencing the sharply defined, specially gathered target audience by providing at complete
experience and an avenue for two way interaction.

Event Planning-

The aim of Event Planning Team is to plan all the tasks so that changes and unforeseen
problems can be dealt with in a focused way. This team deals with the planning of the
site/venue selection or design, preparing the feasibility report, promoting the event, designing
the stage for the event, and planning the human resources. The above functions of event
planning are divided into further sub-teams based on the area of responsibility.

Event coordination-

Co-ordination is the unification, integration, synchronization of the efforts of group members


so as to provide unity of action in the pursuit of common goals. It is a hidden force which
binds all the other functions of management. According to Mooney and Relay, “Co-ordination
is orderly arrangement of group efforts to provide unity of action in the pursuit of common
goals”.

According to Charles Worth, “Co-ordination is the integration of several parts into an orderly
hole to achieve the purpose of understanding”.

The process of planning and coordinating the event is usually referred to as event planning
and which can include budgeting, scheduling, site selection, acquiring necessary permits,
coordinating transportation and parking, arranging decor, event security, catering,
coordinating with third party vendors, and emergency plans.

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Event Planning-

The aim of Event Planning Team is to plan all the tasks so that changes and unforeseen
problems can be dealt with in a focused way. This team deals with the planning of the
site/venue selection or design, preparing the feasibility report, promoting the event, designing
the stage for the event, and planning the human resources. The above functions of event
planning are divided into further sub-teams based on the area of responsibility.

Effective planning and preparation are crucial to the success of an event. There are numerous
elements involved in planning and preparation.

Purpose of the event-


In planning an event it is important to understand why the event is being held, who it is for
and who it will benefit. Having a clear focus and defined objectives will help direct the
planning process.

Timing and location of the event-

When and where an event takes place can have a significant impact on its overall success.
When considering the best time of the day, month or year to hold an event, it is important to
consider other events that may compliment or compete with the event you are organising.
With regard to location, there are many variables to consider, including the availability of
facilities, accommodation, transport, and the support of local stakeholders.

The organizing committee and event manager-

There is usually more than one person involved in organizing a sport or recreation event. In
many cases it is useful to establish an organizing committee and clearly assign roles and
responsibilities to committee members. There should be an event manager appointed who has
overall control of the event and is ultimately responsible for the major decisions and
directions of the committee..

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Post event-
After the event has been held, the following should occur:
i. Formally thank all those involved in organizing and running the event.
ii. Provide sponsors with a report on the event and thank them for their involvement.
iii. Contact the media with any final results and media releases.
iv. Pay any outstanding accounts.
v. Review the event and keep an accurate record of the organizing committee’s methods
and activities in order to learn from any mistakes and to make the process of
organizing future events easier.

i. Pre-event promotion: newspapers, radio


ii. Media releases and media kits
iii. Invitations
iv. Programs
v. Posters
vi. Flyers and postcards
vii. Signage
viii. Website

Sponsorship and merchandise

i. Sponsorship strategy
ii. Potential sponsors
iii. Evaluation of a sponsorship program
iv. Merchandise

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2.1 LITERATURE REVIEW

According to Reid and Andereck (1989), - academic journals constitute an indicator of the
direction and nature of research in a field. Further, Van Doren, Koh, and McCahill (1994)
suggest that a crucial gauge of the maturity of any growing field of research is an analysis of
the extent and direction of its evolving research literature.

Baloglu and Assante (1999) carried out an extensive review of the hospitality literature, using
content analysis of over 1,000 articles. However, as Yoo and Weber (2005) point out, the
same does not hold true for convention tourism research. The existing studies include an
evaluation of trends in MICE (meetings, incentives, conventions, and exhibitions) in
Australia.

(Carlsen, 1996); an evaluation of research into a specific topic— association site selection—
by Crouch and Ritchie (1998); and two reviews of convention and meeting literature up to
2003 (Lee & Back, 2005; Yoo & Weber, 2005). Therefore, it seems timely to consider both
the direction and nature, and the extent of research into business events in more recent years.
As identified, there are only two main reviews that cover convention and meeting research in
total that have been published in recent years.

In 2005, Yoo and Weber published their article on “Progress in convention tourism research”
using a statistical and thematic approach. They identified 115 articles published in 14
academic journals up to 2003. Adopting content analysis, they coded the articles in terms of
subject area, nature of the research, statistical technique used, and regional research focus.
Their findings indicated that half of the articles focused on the area of marketing, throughout
the years surveyed and across all the journals. In addition, there was a significant focus on
meeting planners, and on administration and strategy.

With regard to the nature of the research, a trend towards increasing numbers of empirical
papers was highlighted, along with an increase in the use of multivariate statistics (although
descriptive statistics were employed most frequently) (Yoo & Weber, 2005). They also
examined the regional focus of the articles, finding that more than half of the articles had a

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focus on North America. However, a developing trend towards the publication of more
articles focusing on Asia and Australia was also identified (Yoo & Weber, 2005).

Lee and Back also published an article in 2005 entitled “A review of convention and meeting
management research 1990–2003,” which collected and content analyzed 137 convention
articles published in major hospitality and tourism journals. The difference in the number of
articles identified in the Lee and Back (2005) and Yoo and Weber (2005) studies, over a
similar period of time, illustrates the difficulties associated with comparing reviews.

Lee and Back (2005) categorized the articles in their review on the basis of nature of article,
research design, statistical technique, research focus, and functional area. Their findings are,
not surprisingly, similar to those of Yoo and Weber (2005), including the fact that although
descriptive research dominated the articles reviewed, there was a discernible trend towards
more sophisticated quantitative research techniques, particularly from 2000 onwards. Lee and
Back (2005) also highlighted that association site selection processes, destination marketing,
and the economic impacts of conventions were the dominant research themes. Both reviews
suggested areas where there were gaps in the literature.

According to Yoo and Weber (2005) “there is a need for studies evaluating economic, social
and cultural impacts of convention tourism” (p. 206). This, however, appears to contradict the
finding by Lee and Back (2005) that economic impacts of conventions was a dominant
research theme. Lee and Back (2005) pointed to the importance of meeting attendees and
proposed that future research efforts should be directed towards association members and
their meeting participation behavior.

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3.1 OBJECTIVES:-

A. Identify the scope in terms of the service provided by them.


B. Size of the industry
C. Study the problems faced by the event management companies.
D. Lower budget good event.
E. Environment friendly event.

PROBLEM IDENTIFICATION:-
A. Overspending or not having enough money
B. Not considering little things

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4.RESEARCH METHODOLOGY:-

RESEARCH DESIGN:-

Phase 1: Initiating the project (choosing and deciding)

Purpose and benefits

a) What is the overall purpose of the event?

Examples: The event might be either a medium sized "inreach" event such as a large
GLAMCamp to share and plan for the future, or an "outreach" event such as a
GLAMWiki Conference to share and explain to external organisations

b) How does the proposed event align with the Project's/ Chapter's/ Foundation's
goals?

Examples: The event might be aimed at increasing editor numbers and/or raising funds
and/or closing the gender gap. It might be a sub-project (part of a bigger one).

c) What benefits is it intended that the project/event will deliver?


Examples: Running a big event might have the benefit of developing a sustainable
relationship with a particular organisation; or a small event might increase the skills in
Chapter members.

d) What can we learn from it so as to do more such events in the future?


Examples: A big event might teach us how to co-ordinate with other Chapters.
Running a small event might give us experience with planning.

e) Is it part of an existing strategy or a good opportunity?


Examples: A big event might be part of a planned series of annual events; a small
event may take advantage of a visiting content expert or the availability of a good
venue.

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f) What has to be forgone if this event is undertaken?
Examples: A big event will consume goodwill, energy and time that will then not be
available for other possible smaller events. Similarly, a small event might interfere
with planning a bigger one.

g) In what way will the proposed event enhance our reputation and engagement?

Examples: A big event might show new significant organisations about the work we
do. A small event might strengthen engagement with a local community group.

h) Do we have capable people who are interested and willing to be involved?

Examples: The event will need an organiser and Point of Contact. It might need
Commons photographers or expert editors or content specialists or ...?

i) How will the event be evaluated?

Examples: Measures of success will be related to the overall goal. If success is


measured by increased confidence/ morale/ skills, then efficiency (for example in
writing articles or taking photographs) might not be so important. If surveys are
intended, they will have to be planned in advance.

Stakeholders

a) Who has a stake in the event? (individuals, relevant organisations, groups, other
projects)

Examples: In a big event there might be important institutional stakeholders, such as a


National Museum as well as its individual curators. In a small event, individuals
taking time off work might be the main stakeholders. In either case, the Chapter and
WMF are likely to be stakeholders.

b) What are the expectations of the different stakeholders?


Examples: Some participants might be expecting an opportunity to improve articles;
while an institution might be expecting an opportunity to learn about WP.

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c) What conflicts are there between the expectations of the different stakeholders?
Examples: Participants might be expecting to improve articles, while an institution
might be expecting to get good public relations from WP. Such a conflict needs to be
resolved in advance.

d) How can we resolve the conflicts about what stakeholders expect?


Examples: It might be possible to have a meeting between a Wikimedian and an
organisational representative (this needs planning). Or the goals of the event might
need to be clarified and published more widely.

Scope

a) What is the scope of the event/project?

Examples: The event might be a small local one or a large international one. It is
especially important to be sure about what the project does NOT include. It might
NOT include catering, or it might NOT include reimbursement of fares.

b) What options are there for reducing (or increasing) the scope?

c) Examples: If you are unsure how many people might want to come, choosing a venue
that allows you to reduce/increase the number of rooms used and paid for will provide
options for the scope.

Phase 2: Planning

Objective

a) What is the specific objective?

Examples: A small event might be "to run a training session in a community hall for
six librarians". A large event might be "to hold a formal conference for 600 people

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from ten countries in a regional industrial estate". Make sure the objective is clear,
specific and measurable.

Time

a) What is the delivery date for the event/project?


Examples: A small event might be for two hours in two weeks' time. A big event
might be for three full days in two years' time.

b) What is the schedule?


Example: There will many different schedules and time plans (all related to one
another). Among them will be a schedule of presentations; a schedule of key
deadlines; a schedule of communication releases; even bus or flight schedules.

Cost-

a) What is the budget?


Example: In a best-case scenario an event is free of costs - both for the organisers and
participants, but achieving this is likely to require a trade-off in time. That is, more
time/effort is likely to be needed if it is cost-free. There will be an overall budget and
various components of it, such as a catering budget and/or a travel budget. A small
project might have a budget of $10 for a cake to share. A big project might have a
budget of $10,000 or more.

b) What financial records will be needed?


Examples: Expenditure will need to be recorded and receipts will need to be collected.
If the event has been given a grant from a Chapter or WMF, a financial reports will
need to be completed. Check the exact requirements in advance.

Quality-

 What level of quality are we looking for in the results?


Examples: The standard might be qualitative or quantitative. The event might regard
success as an improved relationship or a number of new articles. The articles might be

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many stubs or one Feature Article; the photographs might be many from which to
choose later or a few excellent ones to use immediately. Success might be a large
number of acceptable translations or a few excellent translations.

People-

a) Who is the organiser?


Examples: The organiser could be you, a hired event organiser or someone from your
local Chapter.

b) Who is the Point of Contact?

Examples: In a small event, the Point of Contact may be the same person as the
organiser. In a large event, there may be a number of contact people, none of whom is
the organiser.

c) What roles will participants play?

Examples: The event will need people to play a range of roles, among which will be
organiser and point of contact. Other roles might be course leader, note taker,
photographer, technical support, caterer, etc.

d) What skills are needed?

Examples: The Organiser needs to be able to organise; the Point of Contact needs to
be available; reporting on the budget is easier if the person has financial skills. For a
big event, some specific skills can be hired. For a small event, sharing a role might be
the most effective way.

Communication-

 Who needs to know what?

Examples: Communication planning will draw together information from the other
areas. Organise information by stakeholder group. Participants need information about

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transport and food and costs but virtual participants don't; venue owners need numbers
of participants; funding providers need accounts. Everyone needs dates.

 When do they need the information?

Examples: People affected by deadlines (such as for the application process or the
catering orders) need the communication before the deadline arrives!

 What methods/channels of communication will we use for which types of


information?

Examples: Press releases, Commons category, etherpad, hashtags, reporting templates.

Materials, equipment, services-

 What materials, equipment and supplies do we need?

Examples: Materials might be pens, booklets, lanyards or re-usable coffee mugs.


Equipment might be a large table or video and audio. Services might be for printing
and photocopying; venues and accommodation; catering or cleaning.

 What suppliers do we have?

Examples: A small event might ask a participant to bring a cake or recommend a local
patisserie. A large event might set up a competitive tender for catering.

 What options are there for suppliers of material and equipment?


Examples: Equipment can be bought, borrowed or leased. Services might be volunteer
or paid professional. Options for some services might include a trade-off such as
cheap (if booked ahead) versus expensive (if booked past a certain date).

 What special planning is needed for the particular type of event?


Examples: In a small photographic event, camera angles or how much time will be
needed to upload the metadata might need consideration in advance. In a conference,
meetings with busy external people might need flexibility built in to plans.

Risks-

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a) What are the risks to the event/project?
Examples: In a small event, there might be a risk that there are insufficient skills
available. In a big event the main risk might be that the budget will be insufficient or
blow out. In any size event, a risk might be a conflict between the expectations of the
stakeholders. Identify, Prioritise, Plan and Monitor the risks.

b) What contingency plans do we need?

Examples: Alternate venues/ funding providers/ transport options/ power supplies if


the chosen ones seem risky.

Phase 3: Running the Event

 Run the event


Examples: Go. Put the plans into action.

 Monitor the event


Examples: Refer to the plans to control the event. Use the planned options and amend
the plans if necessary.

Phase 4: Finalising and Reporting

a) What receipts/other documentation do we need to hand over? When? To whom?


Examples: Written reports might be needed/expected for the purpose of thanking an
external organisation(s), updating Chapter members, publication in newsletters such as
The Signpost or TMIG; as a Press release; accounting for grants or other funding.

b) How well did the project achieve its intended goals?


Examples: Compare what was intended to what was achieved, referring to the plans.
Collate survey material.

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c) What reports are needed?
Examples: Results of surveys, Chapter reports, financial reports, qualitative assessments
of outcomes, items for publication.

Phase 5: Lessons Learned

 How well did we manage this event?


Examples: We managed cost well but did less well managing time. Perhaps
stakeholder expectations were not managed as well as they should have been.

 What went well?


Examples: The scheduling and technical support were excellent. Participants were
pleased with the outcomes of the event.

 What could be done better next time?

Examples: The venue was inadequate and transport not well enough organised.

 What did we learn about running such events?

Examples: We are good at managing the costs and schedule but need more skill in
managing the stakeholders. We should be careful not to trade off quality to save time.

Primary Sources
The methodology followed for the research:
Primary research detailed discussions with event management firms and the corporate clients.
Subsequent additions were made to the interview schedule to suit the specific events under
study.

Secondary Sources
The Secondary data are those, which have already been collected and being processed through
the statistical process.
The secondary information was gathered from various marketing journals and books on event
marketing, sales promotions and publicity. Daily newspaper reading in order to keep track of
various kinds of events also proved helpful.

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5.RESULT AND DISCUSSION:-

Part 1: Organisation and structure

1. Introduction

Badminton Europe Confederation (BEC) was founded on 24th September 1967 and is
the governing body of badminton in Europe. It is one of the five continental bodies
under the flag of the Badminton World Federation (BWF). At the end of 2015 BEC
had 52 Member Associations. The Confederation’s current headquarter is in
Copenhagen, Denmark.

2. Mission

The mission of BEC is “to promote and develop the game of badminton in Europe”

3. Vision

The vision of BEC is to facilitate growth of badminton within our Member


Associations, to popularize the game via television and new media initiatives and to
contribute to the development of talented European players so they can compete on the
highest level.

4. Values

Accountability - Commitment - Integrity - Efficiency - Respect - Structure

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5. Principles

Sport for all – promoting badminton as a healthy sport that can be played
competitively and socially regardless of age, gender, physical ability or social status

Fair play – ensuring that badminton is free of drugs, violence and cheating

Harassment free sport – ensuring that everybody involved in the sport can participate
in an environment free of physical, psychological or other forms of harassment

Equal opportunity – supporting the active participation of both men and women in
badminton at all levels

Non-discrimination – ensuring no political, religious, racial or gender discrimination.

Autonomy – safeguarding the autonomy of international sport in general and badminton in


particular

Environmental responsibility – acting responsibly towards the environment in connection


with activities and operations

6. Long term objectives

To publish and promote the BEC Rules and principles and safeguarding the integrity of
the game by establishing and upholding Rules and Regulations in an open and transparent
manner.

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Encouraging badminton to be played in every European Nation, each having a National
Association which is a member of BEC through membership of the BWF and supporting
Member Associations in their efforts to develop and run their National Organisations
through principles of good governance.

Arranging European Championships which are organised and presented to the highest
standards with participation of the best European players.

Developing the BEC Circuit through improving the quality of the tournaments thus
ensuring that the Circuit is recognised as a high profile series of tournaments.

Educating European Technical Officials and administrators to the very highest standard.

Providing high performance opportunities to players from Member Associations that are
unable to provide these to their players at the level they require.

Creating awareness and publicity for badminton and BEC through consistent and
innovative communication tools.

Building and promoting intellectual property portfolios to potential partners and sponsors.
Maintain an appropriate level of reserves.

7. Board of Directors

The BEC is governed between Annual Delegates Meetings by the Board of Directors
which is composed of:

The President

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3 Vice-Presidents (will be decreased to 2 from
2018) The Director for Finance

A player representative

9 Badminton Europe Directors

8. The commissions

The Board of Directors will from time to time decide on which commissions it would like
to organize to take responsibility on various strategic focus areas of the Confederation.

Each commission shall normally have 5 members which can be Vice-Presidents,


Directors or external experts (from BEC Member Associations). Vice-Presidents and
Directors should serve on at least 2 but not more than 3 commissions. Directors can
indicate their preference to sit on certain commissions and composition of commission
will be agreed by the Board of Directors. In case of disputes, the President's opinion will
be decisive.

Commissions would meet 2 times a year in January and September, where the time of the
ADM may allow for an additional cost-efficient meeting.

The President, General Secretary, Player Representative and Director for Finance are ex-
officio members of all commissions.

The Commission reports to the Board of Directors.

All external commission members will be identified based on a transparent process and
based on an invitation for suitable candidates circulated to all Member Associations. A

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minimum inclusion of external members and female members will be agreed upon
considering budgetary framework.

The following commissions are being considered:

-Sport for all -


High
performance -
Major events -
Circuits

-Supporting Members Structures

-Creation of Fan base / Raise profile of the


sport -Para-Badminton

-Women in Badminton

9. The administration

The administration is headed up by the General Secretary who is responsible for the daily
management of the Confederation.

The General Secretary is responsible for the staffing of the administration within the
budgetary framework provided by the Board of Directors.

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Part 2: Key areas and KPI’s
10.Governance

Activity area Goal and Strategies KPI

1. Rules, Review and recommend - rules must comply with BWF


regulations and amendments to the rules, Constitution
regulations aSnd policies to ensure
Policies -relevant amendments on ADM agenda
the framework, structures and
-BEC policies must be adhered to
processes for good governance

2. Annual Ensure well organized Annual -increasing attendance of MA’s


Delegates Meeting Delegates Meetings in compliance
with the BEC Rules

3. Strategic Plan To monitor and review the -annual review in December if KPI’s are
implementation of the Strategic met
Plan to ensure the BEC meets the
-amendments to be presented to ADM
KPIs

4. Board of Ensure and develop efficient BEC -meet minimum 3 times a year
Directors meetings meeting structures -invite for commission meetings as

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appropriate

5. Disciplinary Relevant disciplinary structures, -standing disciplinary committee in place


independent appeals structures -arbiters list updated
and processes

6. Awards Ensure a comprehensive set of -awards process upheld


awards and have appropriate -annual awards gala evening organised
events to present to the recipients

7. History Yearbook and 50 years anniversary -Yearbook updated annually


in 2017 -Anniversary book published in 2017

11.OPERATIONS:-

Activity area Goal and Strategies KPI

1. Membership Enhance the service orientation of -if surveyed 90% of MA’s shall be satisfied
and Board of systems and staff to ensure or very satisfied with services provided
consistent service standards in all
Directors servicing -Board of Directors shall be very satisfied
areas of operations.
with services provided

2. Effective Ensure effective and well prepared -communication must be delivered in


Internal meetings and regular formal accordance with communication plan
communication with the
communication
membership.

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3. Human Have annual appraisals with staff -annual appraisals conducted
Resources and offer relevant training and -ensure delivery by having sufficient staff
development opportunities to
that are knowledgeable and service
ensure that we have the
minded
appropriate knowledge base in
each area of the office functions as -review and implement appropriate office
required. Ensure that working structure
plans are up to date and known by
the staff.

4. Information Review IT needs and develop IT -ensure appropriate cloud system in place
technology systems to support the efficient for each employee
operations of the Office and Board
-review and implement relevant CMS
of Directors functions.
System

5. Risk Ensure risk management policy -ensure that relevant insurance policies
management identifies key areas of risk for each are maintained
operational department and
ensure relevant insurance policies
are in place covering all major
areas of potential risk.

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12.INTERNATIONAL RELATION:-

Activity area Goal and Strategies KPI

1. Internal Strive towards appropriate -strive towards appropriate regional

Representation representation on BEC Board of representation

Directors and BEC commissions. -ensure player representation on Board of

Directors

2. Institutional Sign MOU’s with organisations -nurture existing MOU’s

partnerships that work towards the same

strategic goals as BEC.

3. Multisport Actively promote badmintons -badminton part of European Games

Inclusion inclusion in all multisport events -create relationships with other bodies

played in the European territory. organising multisport events

4. Positioning in BEC wishes to position itself as a -ensure good working relations with all

the badminton trusted and efficient organisation organisations governing badminton and

World that with integrity, commitment BEC partners

and respect deals with BWF,

Continent Confederations,

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Member Associations and partners

with accountability.

13.COMMERCIAL:-

Activity area Goal and Strategie KPI

1. Major events To optimize revenue generation -2016 increase marketing income by 20%
and long term value of BEC’s major
events through enhanced TV
production and distribution,
excellent communication and PR
efforts and hospitality setup to
thereby attract commercial
partnerships in accordance with
the marketing plan.

2. New events To consider new events with -consider the feasibility of re-introducing
considerable spectator appeal the Europe-Asia match
both live and on TV. -consider the feasibility of a
champion/contender concept similar to
boxing

3. Existing partners To nurture our partner -high level hospitality at major events

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Servicing relationships through regular -report sent to partners no later than 1
reporting (pre/after events, BEC month after event
Magazine send to them regularly)
and by VIP invitations to our major
events and any other hospitality
events organised by BEC.

contests and smart-TV.

14.FINANCE;-

Activity area Goal and Strategies KPI

1. Financial Ensure that financial guidelines are -complete compliance with financial
guidelines and updated and known by Board of guidelines
procedures Directors, staff and others
engaging in activities for BEC.

2. Auditing Engage a global auditing company -clean audit report


to ensure proper auditing of BEC
accounts and present accounts that
are audited without qualification.

3. Budgeting and Develop the accounting system to -present up to date accounts to each
monitoring ensure clear and safe approval Board of Directors meeting
procedures, deliver clear overview -monthly reminders regarding overdue
of budget and actual figures and debts
efficient invoicing and debtors -provide monthly bank reconciliations
follow up.

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4. Investment Develop a low risk investment -ensure appropriate portfolio of reserves
Policy policy and ensure that reserves are
placed most appropriately.

5. VAT compliance Ensure that the BEC accounts are in -VAT registration complete by 2016
compliance with the Danish VAT
legislation.

15.FAN BASE:-

Activity area Goal and Strategies KPI

1. Grow fan base To grow the fan base via content -website – 500.000 users annually by 2020
generation around major events, with 2 million page views
Circuits, development activities, -Facebook – 125.000 followers by 2020
players, features, competitions and -Twitter – 20.000 followers by 2020
promote these via the BEC website -Youtube – 30.000 subscribers by 2020
and social media in accordance and 10 million views
with the communication plan. -Instagram – 5.000 followers by 2020

2. Media relations To create a strong network with -regular mailings to press


key media stakeholders and -seminars for press organised in
provide them with regular connection with major events
information and service around
badminton activities.

3. Spectators To have a significant spectator -Quarter-finals – minimum 50% of

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presence from quarter finals capacity
onwards for all major events. -Semi-finals – minimum 60% of capacity
-Finals – minimum 70% of capacity

4. Television To have significant distribution of -minimum household reach – 80 million


the TV production from our major -minimum 7 hours of TV in minimum 15
events. European countries

16.MAJOR EVENT:-

Activity area Goal and Strategies KPI

1. Events Ensure confirmed allocations and -contract signed 12 months before the
allocation and signed contracts well in advance of start of an event
preparation future events, to enable a smooth -website set up 6 months before the start
preparation. of an event
-invitation and key dates published 4
months before the start of an event

2. Events delivery Ensure professional delivery of -deliver each event in accordance with
: each event in accordance with relevant regulations, BEC events manual
confirmed regulations and and in accordance with the signed event
agreements. contract

3. Events Ensure improvements of all future -evaluate executed events and consider
Evaluation European Championships. changes to future deliveries and to the
events structure

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4. Technical Ensure both the required quantity -ensure a pool of 75 BEC Accredited
Officials and quality of European Technical umpires and 50 BEC Certificated umpires
Officials via a solid and transparent -have a passing rate of 75% for European
education, assessment and umpires in connection with BWF
appraisal program. assessments
-ensure a pool of 20 BEC Continental
Referees
-have a passing rate of 60% for European
referees in connection with participation
in BWF workshops and eventual
assessments
-selection of BWF Line judges in
accordance with BWF guidelines

5. Television and Television from European -HD production


Streaming Championships, European Mixed -9 cameras
Team Championships and European -minimum 3 days of production per event

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17.CIRCUITS

Activity area Goal and Strategies KPI

1. Calendar Ensure the sanction of all BEC - keep the BEC calendars up to date at all
Circuit tournaments. times

2. Circuit structure Govern and improve all BEC Circuit -increase # of elite tournaments to 35
tournaments via relevant Circuit -increase # of U19-tournaments to 25
Regulations. -introduce U17 Circuit with minimum 10
tournaments in 2016
-increase # of U17-tournaments to 15
-introduce regulations improving the
presentation of the tournaments

3. Event’s Encourage and support MA’s to -educate 20 organizers/MA’s through the


organisers have their events staff or local BWF Events Administrators online
education organisers educated via the BWF education program by 2020
Events Administrators Education -decrease administrative fines by 20%
Program

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18.SPORTS FOR ALL

Activity area Goal and Strategies KPI

1.Increase of To raise the number of registered -increase the number of registered


registered players players through the activity areas players in Europe to 1.000.000 by 2020
Below

2. Schools To become one of the most popular -40 countries implementing shuttle time
badminton school sports in Europe via by 2020
implementation of the BWF shuttle -20.000 teachers educated by 2020
time project. It is important to -15 MA´s organising Badminton School
modify the Shuttle Time model to Championships.
suit European implementation.

3. Coach To have well informed, educated -95% of MA’s delivering a coach


education level 1 and talented coaches on grass root education program by 2020
and 2 level in the European badminton -75% of MA’s delivering coach education
system by enabling the MA’s to courses of minimum level 2 by 2020
become self-sufficient in educating -minimum 10 MA´s applying for Olympic
coaches on the entry level. solidarity courses per year

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4. International To organise BEC Summer School and -40 MA´s have players who receive
youth camps regional projects annually to international training experience through
provide inspiration, international the BEC Summer School and Regional
experience and network to junior projects
players.

5. Senior To have focus on the senior - 40 countries organising national senior


badminton segment of European badminton to championships by 2020.
ensure that there are offers for -Have an entry of minimum 1.000 players
badminton to be played life-long. for the European Senior Championships
in 2016

19.HIGH PERFORMANCE:-

Activity area Goal and Strategies KPI

1. Training To ensure that players from all MA’s -badminton to remain as an Olympic
facilitation have training experiences relevant Sport
to their stage of development and -5 players/pairs in top 25 of World
particularly provide sustainable, Rankings in all disciplines in 2020
long term training opportunities for -5 medals at 2020 World Championships
players which MA does not offer a -3 European medals at 2016 Olympic
sufficient HP setup via CTC Games
scholarships, Junior/Senior - 4 European medals at 2020 Olympic
transition funding, regional projects Games
and a permanent training centre. -25 European passports at 2016 and 2020
Olympic Games
-1 medal at 2018 Youth Olympic Games

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- Have a BEC High Performance centre in
2017

2. Olympic Ensure that MA’s are sufficiently -25 MA´s applying for Olympic Solidarity
solidarity informed of the possibilities of Scholarships for the 2020 Olympic Games
scholarships receiving scholarships for their - 20 MA´s applying for Youth Olympic
players. Solidarity Scholarships for the 2018 YOG

3. Coach To have well informed, educated -conduct a level 3 course in 2017


education and talented coaches on
level 3-4 international level in the European
badminton system by offering level
3 courses which shall serve as entry
level to level 4 courses offered by
BWF.

4. High To facilitate education in how to -75% of MA’s having a high performance


performance in prepare a high performance plan plan by 2020
MA’s and how to implement this
nationally via the BWF Players
Pathway Education

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20.MEMBER STRUCTURE:-

Activity area Goal and Strategies KPI

1. Membership Encourage the establishment of new -increase membership to 55 by 2020


MA’s and support compliance with -100% of MA’s have their Constitution in
BWF and BEC Membership line with BWF’s Constitution and submit
requirements. this to BWF as and when required
-100% of MA’s being financial in
accordance with BWF and BEC
Constitutions
-100% of MA’s submitting schedule A

2. Analyse and Actively use the BWF Membership -80% of MA’s achieving basic
Consult survey to classify MA’s and offer Administration
them relevant support to improve -70% of MA’s achieving basic grassroots
on all levels. Hereunder define Activities
different levels of development in -60% of MA’s achieving basic events
the areas of administration, -50% of MA’s achieving basic high

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grassroots activities, events and high Performance
performance.

3. World academy Encourage participation in the -individuals educated in 50% of MA’s by


of sport administrators courses of BWF 2020
organised with World Academy of -employed staff in 70% of MA’s by 2020
Sport.

4. Olympic Ensure that MA’s are sufficiently -minimum 7 MA’s applying annually
solidarity informed of the possibilities of
structure program having structural support via
Olympic Solidarity.

5. Information To keep MA’s informed of BEC -Website – minimum 20 articles per


activities and provide opportunity, Month
guidance and assistance for them to -Memo – after each Board of Directors
benefit of the activities. Meeting

21.PARA BADMINTON

Activity area Goal and Strategies KPI

1. Integration on Support the integration of Para- -50% of MA’s governing Para-Badminton


MA level Badminton into the governance, -30% of MA’s having created links to their
management, events and other national Para-Sport organisations
activity structures at Membership -Para-Badminton Forum in connection
level. Build a map of the Member with ADM in 2015

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Associations, in connection with
BWF, to consider the development
level.

2. Integration in Integrate Para-Badminton into the -BEC Para-Badminton commission


BEC activities governance, management, events
and other activity structures on BEC
level.

3. European Para- Find hosts to organise bi-annual -Liaise with BWF and the local organizers
Badminton European Para-Badminton of the 2016 European Para-Badminton
Championships Championships and liaise with BWF Championships in order to obtain
to ensure appropriate funding for knowledge so that BEC potentially can
this event. take over the organization of the event in
the future

4. Promotion Promote Para-Badminton activities -maintain an up to date section on the


in BEC Marketing and BEC website for Para-Badminton
Communication activities.

5. Education Ensure that there are a sufficient -maintain the current number of
number of European classifiers European classifiers until a greater
educated via the BWF education. demand would arise

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22.WOMEN IN BADMINTON:-

Activity area Goal and Strategies KPI

1. Facilitate Create discussion and ideas on how -minimum three nominees for women in
discussion to strengthen and establish the role badminton award
of women in the European - report on best practices and
badminton community outstanding female personalities
- to have a WIB session at the Members
Forum when held in connection with BEC
ADM

2. Representation Encourage the development of - report on current female representation


within Member female representation in all within the Member Associations
Associations Member Associations

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3. Analyse and Identify imbalanced areas within - report and suggest solutions to BEC
suggest solutions Europe and aim to develop feasible Board of Directors to reduce imbalances
Solutions

4. Representation Encourage Member Associations to -women on BEC Commissions – 15% by


within BEC ensure female representation on 2016
the Board of Directors and ensure -women on BEC Commissions – 20% by
female representation in 2018
Commissions. -women on BEC Commissions – 25% by

5. Promotion and Promote and communicate the role - having an up to date section on the
Communication and importance of the women by website and inform MA’s about on-going
informing, persuading and activities
reminding the European Badminton - minimum six Women in Spotlight
Community. The goal is to reach the features annually
most people possible and motivate - to have a WIB session at the Members
and inspire them. Forum when held in connection with BEC
ADM

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CONCLUSION AND SCOPE

SCOPE OF THE EVENT:-

Scope of events-

The events often conducted by sport organisations include:

 Competitive or non-competitive sport and recreation events

 Courses, clinics and camps

 Promotional events

 Conferences

Competitive events may range from the Olympic Games to a small local under 7's soccer
match and anything in between. The scope of the events therefore depends upon the purpose
of the event, the extent of participation, the facilities and equipment required, and the
importance of the event in terms of community interest.

The organisation of courses to assist participants learn more about playing, coaching and
officiating are a fundamental part of the work carried out by recreation organisations. Such
events must be carried out to ensure the continuance of the sport or recreation activity.

Promotional events are not primarily organised for the benefit of the player or participant.

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They are organised to promote the sport or form of recreation activity to a target market with
the underlying objective to increase participation. They may also have a second objective to
promote the sponsor to the target market as well.

Conferences have many objectives. They may be organised gatherings of participants and/or
members to carry out planning, to review progress, discuss important issues, circulate new
information, select committee personnel, examine the position of the organisation and to
impart new knowledge about the sport or recreation activity.

CONCLUSION:-

Event managers need full visibility into the skills and workloads of all of their resources,
including vendors, contractors and outsourcers, who often get left out of skills assessments
even though they're doing a "huge" proportion of work. A thorough assessment of all
resources at the outset of the planning process can provide such visibility into everyone's
skills and workloads. Once event planners know everyone's capabilities and who's doing
what, it becomes far easier to figure out how to allocate resources across the myriad elements
and day-to-day work. The first step is to hire event managers with certifications and the
finesse required to understand and manage the customer’s needs. Good event managers have
the right combination of ‘soft skills’ and can demonstrate how to facilitate planning meetings,
manage risk and handle a variety of different stakeholders. it’s really comes down to people
skills, especially given the different stakeholders. A well defined and agreed upon event plan
helps planners tackle every task efficiently and raises the appropriate level of awareness of all
the activities involved in the execution of an event. Having baseline of repeatable processes
for scoping, scheduling, allocating resources and communicating with stakeholders removes a
lot of the guesswork associated with events

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Reference/ Bibliography :

i. Google.com
ii. www.wikipedia.com
iii. www.eventmanagement.org
iv. http://scholarworks.umass.edu/ttra
v. This book is a part of the course by Jaipur National University, Jaipur. JNU, Jaipur
First Edition 2013This book contains the course content for Event Management. Event
management.pdf.
vi. Afaqs! Reporter, journal, Published on March 16/01/2016. The journal of Pro-Kabaddi
league “The New Crowd puller”.
vii. Journal of Convention and Exhibition Management 5(1), pp57-75.
https://www.researchgate.net/publication/233347812.

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