LESSON EXEMPLAR IN

EVENTS MANAGEMENT

Lesson 8: Environmental Scanning

Introduction

Scoping or environmental scanning is the first step in every planning function, not only for
events management. Scoping refers to the process of looking around you and finding out what
you have and what is lacking. This lesson provides tools for scoping activities and explains the
importance of this step in events management.

Learning Objectives

After this lesson, the learner is expected to:

1. define scoping or environmental scanning;
2. outline the environmental scanning process for an event;
3. perform scoping activities for the class event; and
4. explain the importance of environmental scanning.

Step Zero: The Organizational Structure

In environmental scanning, the first thing to do is look inward. We must first understand who
the members of our own organization are and what their strengths and weaknesses are, what
resources are available or what we have access to, and how we can address gaps. There are
three things to consider in scoping:

MAN MONEY MACHINE

No special event can be implemented without resources, such as funds to cover food and venue
rental, people to serve the guests, and machines or tools, such as light and sound systems. It is
therefore important to know how much of these resources are available for an event and how
to optimize them.

Let us talk about manpower first. From a classroom perspective, the first thing to do in events
management is to create an organizational structure, and that, is electing the chairperson or
the event manager and creating the working committees.

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LESSON EXEMPLAR IN
EVENTS MANAGEMENT

In practice, however, the organizational structure already exists in the beginning of the project.
For example, in an events management company, the basic business structure with the
manager and staff is already in place; the same is true for corporations and associations which
have their own events departments.

Nonetheless, this pre-existing organizational structure is subject to review to fit the

requirements of each project. Additional units may be created and additional manpower may
be employed or volunteers may be recruited should the project be bigger than what the
present organization can handle.

In view of this state of "not-really-being-the-first-step" in the events management cycle, let us

call this Step Zero. At this stage, the organization management principles discussed in Unit IV
will be helpful. Here is an example of a simple organizational structure for classroom use:

CHAIRMAN

PROGRAM LOGISTICS FINANCE MARKETING REGISTRATION

Figure 8.1 Organizational Structure

Why does the organizational structure look like this? What will each committee do? The answer
to these questions will bring us to Lesson 9: planning-and consequently, organizing. Note that
Step Zero is only recommended to address the unique needs of an events management class
for beginners, particularly the time constraints. How then do events management companies
survive with a lean workforce? To answer this, let us look at staffing and recruitment.

Man: Staffing and Recruitment

Among the three types of resources mentioned (man, money, and machines), human resource
is the most difficult to utilize, yet it is the most valuable resource of an events management
company. Staffing is therefore another important function of an event manager. The process
involves recruitment, selection, assignment, and development of the organization's human
resource requirements.

Employment in events management can be classified into three types: (1)permanent, (2)
volunteer, and (3) temporary.

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LESSON EXEMPLAR IN
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Permanent employees are the strategic human resources of the company; this group requires
an intensive selection process, a well thought-out compensation package, and a skills
development plan. Because they hold the institutional knowledge and contacts, they are
valuable assets for the company.

Volunteers include on-the-job-trainees (OJTS) from universities and other non-paid staff who
provide free assistance to satisfy personal objectives; examples of other non-paid staff are the
guides and interpreters in international events, like the Olympics and World Expo.

Temporary hires are those hired on a contractual or per project basis, directly or through a
manpower employment agency. It is essential to have a carefully planned strategy as to the
orientation and training of volunteers and temporary staff in order to integrate them into the
organization as quickly as possible. Timing is important. Hiring temporary staff too soon or too
late can affect the event.

Money and Machines: The Feasibility Study

The event concept paper prepared in Lesson 1 gives the general purpose and direction for the
event. From this point on, more details shall be added to the plan. This can be done by
narrowing the options through a feasibility study. A feasibility study looks into whether an idea
can be done or not, given the current situation and available resources.

After selecting the top three project ideas, segregate the class members into three
groups and assign each group with a project idea. Each group must then do a feasibility study
for their assigned project idea as follows:

1. Data Collection:
1.1. Demand information
 Guide Questions:
 Is the event needed or attractive?
 By or to whom?
 Why?
 Who are potential sponsors, supporters, and participants?

1.2. Supply information

Guide Questions:
 If we will stage the event, who will provide us with our logistical requirements?
 Will there be support from school, friends in the industry, and others?
 Are suitable venues available?

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LESSON EXEMPLAR IN
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1.3. Competition information

Guide Questions:
 Are there similar events which have been staged in the past and/or happening
soon?
 Is there indirect competition?
 Are there alternative activities?
 How will these affect or enhance your event?

1.4. School rules

Guide Questions:
 What types of activities are allowed or not allowed in school?
 What forms need to be submitted?
 What is the procedure to process all the requirements?

2. Financial Analysis with Rough Estimates of Cost and Revenues:

2.1. Financial resources
Guide Questions:
 How much money is needed to stage the event?
 What are the expense items and costs?
 Where will the funds come from? Ticket sales? Sponsorships?

2.2. Other resources

Guide Questions:
 Will the class have access to a free or sponsored sound system, venue, printer,
and other event requirements?
 What other resources and equipment are needed?

3. SWOT Analysis:
 Strengths-positive (+) factors within our control
 Weaknesses - negative (-) factors within our control
 Opportunities - positive (+) factors beyond our control
 Threats-negative (-) factors beyond our control

4. Conclusion and Recommendations:

 Answer the question: "Is the event feasible or not?"

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LESSON EXEMPLAR IN
EVENTS MANAGEMENT

Notes:
Feasibility Study Format
The feasibility study does (Developed by Eloisa Romero)
not need to be long. It just
TITLE all the
needs to contain
Tentative Date
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Summary
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in supporting yourIn one or
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clients, feasibility
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section CAPAS NATIONAL HIGH
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