ENTREP 106

EVENT MANAGEMENT AND CATERING

______________________________________________________________________________________________________

Harriette G. Santos
Course Facilitator
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COURSE STUDY SCHEDULE

Module 5

WEEK TOPIC ACTIVITIES

VI. Management Issues ENGAGE:
Specific to Event Sector ➢ Insights on how
the pandemic
A. Sustainable Events changed the event
Management industry

1. The Event Life Cycle EXPLORE:

2. Economic Impact ➢ Examine the
Evaluation of Events effects of
globalization in the
3. Creating and Designing
event industry
April 27- Events
EXPLAIN:
May 6, ➢ Module reading
B. Trends in Event Function and
2022 ➢ Video clip viewing
Catering ➢ Online discussion/
1. Globalization of the Events lesson
Industry
ELABORATE:
2. Reinventing the Catering ➢ Case study
Business ➢ Laboratory
3. The Events and the Global activities

Pandemic
EVALUATE:
➢ Offline and online
quiz
➢ Write ups

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CHAPTER VI. MANAGEMENT ISSUES SPECIFIC TO

EVENT SECTOR
CHAPTER OUTLINE:
A. SUSTAINABLE EVENT MANAGEMENT
1. THE EVENT LIFE CYCLE
2. ECONOMIC IMPACT EVALUATION OF EVENTS
3. CREATING AND DESIGNING EVENTS
B. TRENDS IN EVENT FUNCTION AND CATERING
1. GLOBALIZATION OF THE EVENTS INDUSTRY
2. REINVENTING THE CATERING BUSINESS
3. THE EVENTS AND THE GLOBAL PANDEMIC

“Throughout the life cycle we consciously and unconsciously edit the events of our life,
trying to give them meaning."
- Joan Z. Borysenko

A. SUSTAINABLE EVENT MANAGEMENT

It has been noted that ‘environmental concerns have now moved from being a fringe issue to
becoming a major socio- economic issue’ (Sandhu et al., 2010: 356). No field of endeavor is
immune from affecting the environment. This means that events management and catering
impact the Earth. The impacts stem from activities such as the use of non- renewable energy
at event conference centers, the overuse of paper and packaging, disposables, the impact of
travel and more.
Sustainability can be a vague term to understand as it has multiple meanings and degrees of
complexity depending on the context in which it is used. In an effort to provide some clarity,
Peattie (1999: 133) indicates that sustainability encompasses two principles:
1. First, only using the earth’s resources at a rate which allows them to be regenerated, or (in
the case of non- renewable resources) which allow sustainable substitutes to be developed.
2. Secondly, it involves creating waste at a rate that can be assimilated by the environment,
without impairing it.
Further, events management needs to expand the definition for sustainability to include both
socio- cultural and financial/economic impacts of environmental activities.
Sustainability for events management is defined utilizing an adaptation of Kaspar’s (1998)
multi- dimensional definition. Events management sustainability is the capacity of an event
to provide ‘economic development that serves current needs without having a negative
impact on future generations. In other words, it reflects an improvement of the quality of life
within the capacity of an ecosystem. It comprises economic, social [cultural] and
environmental dimensions’ (Kaspar, 1998: 67).
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ACTIVITY 6.1. THE INTERNATIONAL CHILDREN’S GAMES WATER BOTTLE

PROGRAMME
The 42nd International Children’s Games (ICG) were held in 2008 in San Francisco, California, USA. The
1,200 male and female elite athletes, aged 12 to 15 years, represented six continents from around the
world.

The ICG was determined to eliminate the use of disposable water bottles at the games. Each participant
was given a refillable water bottle upon arrival and refill stations were plentiful throughout the multiple
venues used for the games. The refillable water bottle program was outlined in the written material
provided to each participant and announced at the opening ceremonies.

On the first day, a large number of youth participants, and their accompanying adult supervisors, forgot
to bring their refillable water bottles. The ICG ran out and purchased small paper cups that were placed
at the water stations so the participants would learn to utilize the refillable water program. these cups
resulted in water spills throughout the venues and at the outdoor sites the cups were blown around by
the wind, adding to the spillage. Announcements were made for participants to remember to bring their
refillable bottles. The interpreters assigned to the various groups of participants were asked to make
announcements in multiple languages to encourage participants to remember to carry their refillable
water bottles with them. the next day was hot and sunny, and again, many of the youth participants and
their adult supervisors did not bring their refillable water bottles.

The ICG purchased disposable water bottles for distribution at the venues and again reminded
participants to refill these bottles for the day only and to bring their refillable water bottles in the future. A
trend began whereby the participants now expected to be provided with a disposable water bottle.
Further, participants began to pester the catering services staff to put out disposable water bottles that
the participants could take with them after each meal. After numerous more announcements and
reminders (in a variety of languages), the catering staff was instructed to put out the disposable water
bottles.

Despite considerable efforts, the elimination of disposable water bottles was not fully successful.

Encode or write your analysis on a bond paper or pad paper and submit to your instructor via
google classwork. This will be migrated on google classroom.
Questions to answer:
1. What are the benefits of a refillable water bottle program and should efforts be made to encourage
participants to utilize refillable water bottles?

2. What part do various countries’ cultural and/or societal norms play in the participation in a refillable
water bottle program?

3. How would you design a future response to this water distribution situation in order to encourage
participants to utilize the refillable water bottles?

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THE EVENT LIFE CYCLE
As discussed ON Module 1, events can be characterized by different dimensions, e.g., size
(micro, macro, mega events), event content (culture, sport, business and society), origin of
active participants (regional, national and international).
Getz, who had already started developing an ‘event life cycle’ concept during the 1980s,
states that ‘events are an important motivator of tourism, and figure prominently in the
development and marketing plans of most destinations.
Getz, who had already started developing an ‘event life cycle’ concept during the 1980s,
states that ‘events are an important motivator of tourism, and figure prominently in the
development and marketing plans of most destinations competitiveness’ (Getz, 2008: 403).
Within a portfolio approach, tourism managers have to think about the image and freshness
of events invented for and thought to attract those specific market segments, and the
attractiveness of the overall mix of events (Getz, 2008: 418).

Based on theories of the destination and the product life cycle, the author defines the
following stages for an event with a focus on mobile and especially mega event as shown on
the figure above on The Event Life Cycle.
1. FORMATION.
Idea and Feasibility Study. After coming up with the idea and approval of proposals and
such, a detailed feasibility study must be carried out in order to analyze all expectations,
potential benefits and risks. Aspects such as logistics (transport, accommodation), a solid
budget, a long
- term usage plan for the newly built venues, security issues and environmental matters as
well as the integration of all stakeholders are of great importance.
2. GROWTH
Bidding Campaign. The decision for or against bidding for an event should be made on the
basis of the feasibility study. This is usually applicable to mega events or hosting a mobile
event in sports (e.g., Olympic Games, many World and European Championships), in culture
(e.g., European Capital of Culture) and business (e.g., EXPO). It is usually held by global
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federations and institutions, resulting in a strong power situation dominating the
preconditions for the bidding city/nation.
Formation of the Organizing Committee (OC) for Venue Master Plan and Post-event
Management Plan, Infrastructural Development, Event Planning and Event Branding
Strategy. The human resource management and political dimensions are the first ones to be
tackled. An executive board with its chair needs to be defined by the event shareholders. This
process tends to be very political as the positions bring with them media exposure and
prestige once the event is delivered successfully. After the completion of the institutional
setting the general manager/general secretary/CEO has to be searched for and selected. It has
proved beneficial to involve executive search firms to find the ideal candidate to plan and
deliver the event (e.g., outside suppliers to take charge of the different committees)
3. STAGING
Event Hosting. The actual event hosting is the moment when visitors, participants, the media
and all other stakeholders are most involved. The foremost goal is the successful delivery of
the event based on the operational plans. Any major problems occurring at the event need to
be tackled at the lowest level possible and a main operation center typically manages any
changes to the event program.
4. FUTURE DEVELOPMENT
Long- term destination positioning, post- event venue management and tourism
product development. Once the organizing committee has successfully delivered the event,
it is often dissolved and the remaining infrastructure is handed over to the venue owners. If
venue ownership has been decided on early enough in the event life cycle, the post- event
venue owners will have already developed the venue business and marketing plans, and the
venue will be utilized by the population, visitors, tourists or athletes.
Even if the post- event venue management has been cleverly set up, political interests may
still interfere in the clashes of interest between business and society (e.g., whether a
swimming venue is to be made available to the wider general public or purely for athletes,
and at what cost). A successful venue may yield great benefits to the tourism stakeholders. In
sports, it may be of interest to athletes as well as local residents and the tourist.

IN CONCLUSION
The event life cycle clearly demonstrates that in order to optimize the long- term
benefits of hosting a mobile event, all stages need to be well planned. Ideally, the long- term
vision is formulated by the key shareholders at a very early stage, and supported by all
stakeholders involved throughout the planning and hosting stages. Once the event is
successfully delivered, the challenge is to keep the destination brand alive, and to develop a
long- term events portfolio to draw continuous media attention. Investments in the
enhancement of the venue infrastructure and the development of clever tourism products may
contribute to a positive trend of the event life cycle, even years after the event took place.

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ECONOMIC IMPACT EVALUATION OF EVENTS
This is a detailed lesson on event evaluation in connection with your Module 4. This part of
the chapter focuses on impact analysis and cost benefit analysis. This is applicable to events
with host countries with main or specific goals in attracting tourists.
The difference between a cost–benefit analysis and an economic impact analysis is that
impact analysis only scopes the economic benefit of the event or the project, and does not
include the costs or social effects. There is no consistent terminology to define cost– benefit
analysis or economic impact (Rahmann et al., 1998: 86 f.)
The OECD Glossary of Statistical Terms gives the definition: Cost Benefit Analysis is a
technique for deciding whether to make a change. As its name suggests, it compares the
values of all benefits from the action under consideration and the costs associated with it.
COST AND BENEFITS OF AN EVENT
Which consumptions and which effects can be seen as costs and benefits of an event? For a
better answer to this question, it is useful to differentiate the event into three phases: the pre-
event, the event itself and the post- event phase.
1. PRE-EVENT PHASE. Cost and benefits are generated long before an event starts. The
bidding process can lead to a lot of expenditure. Planning, advertising and promoting the
event are the main activities of a bidding process. A part of the money will leave the
economy because things have to be imported or the event bid has to be promoted outside the
economy. But there is some intangible benefit as well.
EXAMPLE: The Bird’s Nest stadium of the Beijing Olympic Summer Games 2008 or the
Eiffel Tower of the Exposition Universelle of 1889. Large expenditure is always a big push
for the economy. The question is how much of the investment stays in the host economy and
how much leaves. Everything that has to be imported is a cost and will stimulate the
economies outside. Another question is where the money comes from? Any money coming
from a different economy will be a benefit. This happens when money comes from the state
to the host city and the reference economy is the economy of the host city. Usually, the
money will come out of the host economy from normal budgets or has to be lent (Preuß,
2003b: 127ff).
Before the event starts there is some tourism due to athletes with their staff testing the
climate and the sporting facilities, or of artists testing, for example, the acoustics of a venue,
and journalists reporting on the coming event. They would not have come without the event
so they are a benefit because they bring money to the economy (Preuß, 2003c: 153ff).
2. EVENT PHASE. During the event phase, even more athletes or artists and journalists
arrive and spending money. But more important are the event spectators when bigger events
were examined. Major events can attract thousands of people who will pay for entrance, food
and drinks.
EXAMPLE: The biggest art exhibition Documenta 12 attracted 754,301 event visitors
(Hellstern et al., 2002). Some of them will have gone shopping or bought merchandise. Some
will have stayed overnight in hotels and a lot of them will have used public transportation. It
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follows that a lot of money will have been injected into the economy. But unfortunately, it is
not that easy. Not all people that attend an event are of the same kind. Here are the different
types of people with their economic impact:
a. Event visitors: Persons who travel from their home which is in a different economy
to the host city because of the event and would not have come to the city if the event
had not happened. So, all of their spending is a benefit for the host economy.

b. Casuals: Tourists who would have visited the city, region or nation even without the
event. For example, German tourists who take their holidays in Austria every year
and went to the Euro 2008 football championships to watch some games. As they
would have visited anyway, their money cannot be counted as a benefit attributable to
the event. Only the extra spending for entrance and merchandise can be counted as
benefits (Preuß et al., 2009: 180).

c. Extensioners: Tourists who would have come anyway but stay longer because of the
event. The extension of their journey is a benefit.

d. Home stayers: These persons opt to stay in the city and spend their money at home
rather than on a holiday out of the region at some other time in the year. Due to the
event their money stays in the economy and it is a benefit.

e. Runaways: Residents who leave the city due to the event and take a holiday out of
the reference economy. Without the event they would not have left the reference
economy. Their money leaves the economy so their consumption during the extra
holiday is lost and has to be considered as a cost.

f. Changers: Residents who leave the reference economy and take their holidays at the
time of the event rather than at some other time in the year. Their money would have
left the economy even without the event. The only difference is the point of time.
Their consumption has to be considered as neutral.

g. Avoiders: Tourists who stay away but would have come if the event had not been
taking place. This is a crowding out effect by the event.

h. Time switchers: Tourists who wanted to travel to the city, region or nation but at
another time. They switch to the time of the event. They have to be counted like
casuals.

i. Residents: Persons who would have been in the reference economy without the
event. Their consumption is neutral.
The money coming to the reference economy through entrance fees, media rights and
advertising is a benefit, if it stays in the economy. In some cases, it leaves the economy
directly, because the money belongs to an organization, such as an international federation,
based in another economy.
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3. AFTER THE EVENT. The benefits after the event are called the legacy of the event.
This term finds its origin in Olympic studies, and it has never found a universally agreed
definition (Cashman, 2005: 15). A lot of effects can be included in this concept and most of
them are more a possibility than proven knowledge.
Tourism always means that money comes to the host economy and has to be
considered as a benefit. Gaining a better image and being recognized in the world is another
main legacy of events. Despite the fact that this topic seems to be self- explanatory, research
to date into this topic has been insufficient to make good predictions. Research after Euro
2000 found that there was a shift in the image of the hosts Belgium and the Netherlands only
in France, which was the winner of the Championship (Oldenbloom, 2006). There is
also a difference between cities that were quite well known in the world and those that were
not.
EXAMPLEs: The two most important exhibitions of modern art in the world are the
Biennale, which is held in Venice, and the Documenta, which is held in Kassel. In fact,
Venice is one of the best- known cities in the world, but the small city of Kassel in Germany
would not be known by so many people outside Germany without the Documenta.
Exports can grow as a result of holding a mega event, because the host will more
often be recognized by a potential purchaser when it comes to a buying decision (Preuß,
2003c: 153). National pride and more integration of the host are often mentioned as part of
legacy. A good example is the 1992 Olympic Games held in Barcelona that led to a better
integration of the Catalan Region into Spain (Garcia Ferrando and Hargreaves, 2001).
Only one cost after the event is often cited: the cost of running and maintaining
facilities after the event. Especially highly specialized facilities like the bicycle racing
stadium in Berlin are difficult to operate at full capacity. There is a solution to the problem
that has been used more and more in recent years – by building temporary infrastructure, no
long- term costs such as those for maintenance will be incurred (Preuß, 2003b).

The Parthenon of
Books, 2017, an
installation by
Argentinian artist
Marta Minujín, at
the art event
Documenta 14,
held in Kassel,
Germany, in 2017.
Made with books
that were formerly
or are currently
banned in some
countries.

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CREATING AND DESIGNING EVENTS
Design is what enables one event experience to be different to another.
Event Design is the creation, conceptual development and design of an event- maximize the
positive impact for the audience or participants. It is also defined as the appearance and feel
of an event. Things like decor, venue layouts, and theme all play a role in designing an event.
Event styling refers to all the visual aspects of an event including things like lighting,
flowers, and tablecloths.
The main differences between event design and event styling are that event designers focus
on creating an overall aesthetic of an event and mainly stick to big picture ideas. And an
event stylist, on the other hand, creates and executes the details of that vision. Their job will
often involve styling not only the venue but also the food and even the featured attendees
(like bridal parties or guest lecturers) or staff sometimes too.
DESIGN ELEMENTS OF AN EVENT
1. Catering design. This starts with your menu packages to how you will present the food or
course line-up during the event.
2. Content design. This help bring value to your customers so they keep coming back. This is
where you will come up with the event impact, goals and defines what you want your
attendees feel when they leave.
3. Entertainment design. This is the art of creating experiences that excite the mind: theme
parks and rides, special events, live shows, exhibits, museums and themed restaurants are just
a few examples
4. Environmental design. It is the process of addressing surrounding environmental
parameters when devising plans, programs, policies, buildings, or products. It seeks to create
spaces that will enhance the natural, social, cultural and physical environment of particular
areas.
5. Production design. Also known as staging. This is a creative way to deliver the right look
and feel to communicate your theme and content to the guest.
6. Program design. From your event program template to how the program line-up is
properly orchestrated and organized.
7. Theme design. A design theme is the implicit and implicit idea behind the whole concept
that dominates the traits of the event. It is a cohesive and consistent look and feel for a
specific event. Examples: Winter Wonderland, Hollywood Glamour, White Party, Jungle
Party, 90’s Retro Party, and the like.
PLANNING THE DESIGN
1. Purpose. The purpose for which the event is done or created.
2. Event theme. The big idea behind the entire event. It often involves the overall tone,
structure and goals of the event.
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3. Venue. The location of the event. Design varies from outdoor to indoor events.
4. Needs of the audience. As to the convenience of the attendees or guests.
5. Available resources. Readily available materials and are in season.
6. Timing. Getting the right materials (accessories, cloth, etc.) at the right time.
7. Skills of Management Team
8. Sound scaping. The atmosphere and the ‘feel’ created by the sounds and music.
9. Visual cues and aesthetics. A great way to make sure your event stays on brand is to send
visual cues that guide your audiences to see your event as an expression of your brand, not as
a separate initiative.
10. Blending. From colors to materials used.
11. Amenities. The physical facility of the banquet hall.
12. Reception areas
13. Function areas
14. Innovative sites
15. Edible displays
16. Décor
CREATING THE EVENT EXPERIENCE
1. Combine practical elements with creative ones.
2. Always design the event with the client’s objectives in mind.
3. Think outside the box.
4. Play with color, texture and form
5. Use lighting creatively to set and create the mood
6. Choose venues and sites that suit your theme and design
7. Follow trends
8. Make the event interesting and engaging
9. Quantity equals quality
10. Suspend judgement
11. Relax and have fun
12. Continue to learn
13. Practice, practice, practice

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B. TRENDS IN EVENT FUNCTION AND CATERING
 ONE OF THE emerging sectors with a promising future
 Continuing to grow in a positive direction with more power and strength and it is
going towards a goal of excellence
 When we look back in history, event planning was hardly considered a profession and
now it is one of the most successful professions in the service.
 There is no set time that dates back when the industry of Event Planning began but
there are some facts about how it is evolving into what it is today.
 This industry has taken a positive turn in the last two decades and has grown
enormously.
1. GLOBALIZATION OF THE EVENTS INDUSTRY
Globalization is the word used to describe the growing interdependence of the
world's economies, cultures, and populations, brought about by cross-border trade in goods
and services, technology, and flows of investment, people, and information.
Globalization means the speedup of movements and exchanges (of human beings,
goods, and services, capital, technologies or cultural practices) all over the planet. One of the
effects of globalization is that it promotes and increases interactions between different
regions and populations around the globe.
Over the last century the massive developments faced by all nations and this has
uplifted lifestyles of individuals and business making it important for the industry.
HERE ARE SOME OF THE TERMS THAT IS IMPACTING THE EVENTS INDUSTRY:
a. A silent disco or silent rave is an event where
people dance to music listened to on
wireless headphones. Rather than using
a speaker system, music is broadcast via a
radio transmitter with the signal being picked
up by wireless headphone receivers worn by
the participants.

b. Radio-frequency identification (RFID) uses electromagnetic fields to automatically

identify and track tags attached to
objects. The tags contain electronically
stored information. Passive tags collect
energy from a nearby RFID reader's
interrogating radio waves. Active tags
have a local power source such as a
battery and may operate at hundreds of
meters from the RFID reader.

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c. Break out rooms. Small meeting rooms used for specialized session that are part of a
larger meeting conference event.
d. Delphi Diagrams. Digitized floor plan images of hotel meeting and function space.
Meeting planners can download free software to create a seating style set-up of their
choice.

e. Janus board. Video display of daily schedule of events

f. Smerf Meetings. An acronym that stands for the social, military, educational,
religious and fraternal sectors of the meetings industry, indicating a market segment
for the sales of banqueting rooms and meeting facilities

g. Webinar. A presentation or seminar conducted over the internet.

2. REINVENTING THE CATERING BUSINESS
a. Broadening Our Horizons - The Most Requested Ethnic Meals. For catering
services, planning a meal that appeals to the exotic and ethnic tastes of attendees is
growing in popularity. Planners are now inquiring about Indian-fusion and Japanese
cuisine, while the more adventurous are pursuing Korean and African foods.
In addition, interest in flavors from north Africa like couscous is spreading across the
country and Olympic hype from Beijing will surely boost cravings for Chinese food.
Menus are offer in a variety of unique ethnic themes from all over the world.

b. Health & Wellness - Meeting Planners are Requesting Healthy Options. Caterers
identify dietary restrictions for their participants, as well as preferred healthy choices
for breaks and private events. Today's popular breakfast and break offerings include
energy bars, the kashi food and snack line, steel cut oatmeal, life waters, sobe
beverages, vitamin drinks, smoothies, fresh fruit and nuts.

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c. Going Gourmet - Catering to More Sophisticated Palates. Food quality within
meeting environments is starting to mirror what is offered daily to ala carte restaurant
guests as the freshest ingredients, classic recipes and the latest techniques are used at
meeting venues.
Meeting planners can now accommodate any catering client's vision with
personalized menus featuring clean, vibrant flavors using the freshest of local and
organic/sustainable ingredients. Chefs are using the very best infused oils such as
Manni olive oil from Italy as well as sauces and condiments like blood orange syrup,
fruit infused balsamic, herb oils and pomegranate coulis.

d. Spice It Up - Growing Popularity of Bold Flavors. Along with more sophisticated

taste palates, today's meeting attendees enjoy spicy and bold fare.
In addition to the exotic and ethnic tastes, meeting planners are asking our
chefs to "kick it up a notch" with bold flavors and spices. At dolce, we have found
that Asian and pacific rim spices and flavorings are very popular with curries, ginger,
lemongrass and a variety of Indonesian seasonings leading the way.

e. Unique Trends - Be on the Lookout for These. Caterers and event planners never
left the "meat & potato" center plate - they have just become more aware that portion
size, menu balance and fresher, lighter preparations make the difference between
healthy and a heavy, less memorable dining experience.
For example, desserts are back and more popular than ever, but offered with
more appropriate portion sizes at the forefront, such as samplings and miniatures.
LATEST TRENDS
a. LIVE STREAMING. The key is to design a live stream experience that drives
interest in face-to-face attendance and to capture your event in unique ways.

b. PERSONALIZATION. People are busy, and so the more companies can help
surface what they like and care about to the top of their radar, the more they
appreciate it – and the more likely they are to act on that personalized
recommendation. It’s almost like having a friend you know and trust tell you about an
event or experience you’re sure you’ll enjoy.
 People are looking for EXPERIENCE. People are looking for more than just events,
they are looking for experiences. Event organizers are looking more at the details,
rather than just hiring a venue, and giving a talk.

c. SURPRISING “POP UP” EVENTS. Aside from using new venues, organizers are
also getting into the “pop-up” event bandwagon. This is the use of an unlikely place
that has been remodeled to fit the brand or event’s message. These events are usually
announced shortly before they begin, tapping into the surprise factor. The old,
familiar, unsuspecting place is then found to have been transformed into an
experiential location, to the delight of the audience.

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d. “NICHE” EVENTS. Small is definitely the new big when it comes to many types of
events. Events that are micro-focused will start gaining more momentum as attendees
want more personalized experiences and seek out more intimate settings to learn and
connect.
3. THE EVENTS, CATERING AND THE GLOBAL PANDEMIC
Caterers and event planners need to adapt how they offer services to suit the new restrictions
we are all living under. COVID-19 has hit the event and catering industries hard. As a result,
most companies needed to adapt while others just completely stopped operations. With social
and company events abruptly cancelled, caterers rapidly adjusted their offerings to keep
serving great food to their communities. This global have really reinvented the event and
catering business. Events will look and work differently in the future and that means thinking
outside the box.
a. DELIVERY SERVICES. Most catering and event companies adapts with delivery
services. Since most couldn’t dine out due to restrictions, food delivery services are
one of the strategies catering services are looking and are engaged into providing
their services.

b. REINVENTING THE BUSINESS MODEL. Some companies worked out deals

with government and non-government organizations like Meals on Wheels and the
Network to End Hunger by the United Nations where they deliver pre-made meals for
kids to adults and families.

c. ADAPTED OFFERINGS. Companies have adapted creative menus to offer new

options like boxed meal services, and gourmet home delivery of re-heatable or
microwaveable meals. Some companies also added drop-off corporate meal services
in place of full-service engagements.

d. THE SHIFT TO VIRTUAL EVENTS. Not just with events company but many
organizations and businesses have thrived with virtual events. This switch is
necessary to not only prevent massive financial loss, but transform and adapt to
uncertain times. Many companies adjusted their offering to fit the virtual space using
content like speaker live streams, virtual product demonstrations and raffles or
giveaways.
Take EMAX, for example, who host events and forums where leading young
entrepreneurs can meet to get fresh inspiration, share knowledge and expand their
network.

They had lower expectations for their virtual event, but when they analyzed the post-
event feedback, they found that attendees had just as good an experience virtually as
physically, and an even better experience networking online than physically.

By leveraging the power of online events to reach and connect with an audience
during a time of lockdowns and curfews, these organizers found a way to successfully
drive business and provide a great experience to those who needed it.
F O R B S U U S E O N L Y | ENTREP 106 EVENT MANAGEMENT AND CATERING
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NAME: ________________________________________________________________
PROGRAM, YEAR AND SECTION: ______________________________
CHAPTER 5 ASSESSMENT (40 POINTS)
Answer the following questions comprehensively. Support your answers with the topic/s you
have learned from the chapter. You may use a separate sheet for your answers.
This will be migrated on google classwork.
1. Explain and elaborate the cost and benefit of an event as to:
a. Pre-event Phase (10 Points)

b. Event Phase (10 Points)

c. After the Event (10 Points)

2. In your own words and understanding, describe and elucidate the event life cycle. (10
points)

F O R B S U U S E O N L Y | ENTREP 106 EVENT MANAGEMENT AND CATERING