1. “Do you agree with the definition of marketing used in this chapter? How can it be improved?”
This chapter is based on the micro definition of marketing given by Miller and Layton. According to the definition, marketing is a combination of business activities which are based on planning, price of product, promotion and distribution of products and services in the targeted market to achieve the goals of the organization (Burrow & Fowler, 2015). This definition includes a limited aspect of marketing and it can be further improved if it is based on the process of attracting potential customers for the products and services offered by the company. The process word in this definition includes planning, price, promotion and distribution of products and services but the main aim of this process is to attract the customers. This definition of marketing can be useful for event management a well (Maiske, Neware, Jamgade, Jamgade, & Dubey, 2017).
2. “Why should an event manager segment a market? What are the advantages?”
Market segmentation helps to categorize potential customers into small groups. This customer-oriented term carries modern philosophies of marketing. In other words, it is a process of categorizing a homogenous group of customers based on their common expectations. Even the manager can easily understand the interests, needs and expectations of the customers through this process of market segmentation (Thomas & Bowdin, 2012). An event manager cannot make its marketing strategy successful without proper segmentation of the market. Market segmentation helps in increasing the focus of the firm. It further increases the competitiveness of the firm in the market. The event manager will also be able to increase brand loyalty through this process.
3. “Outline five key motives of attending a community festival. Why should an event manager focus on these motives, rather than motives of a festival organizer?”
Event managers used to attend community festivals to make environmental analyses. The main motives behind these environmental analyses are to judge socio-cultural criteria, political, economic, technical and entertainment factors which decide the success of an event. Political factors describe the role of government in sponsoring these events. Economic factors show how this event management is a strength for economic aspects (Crowther, 2010). A Sociocultural aspect decides about the organization of the event as per the socio-cultural requirements of the customers. Use of online and offline technology for the marketing of the event decides the strength of the technological aspects. Entertainment factor decides the satisfaction of leisure consumption of the consumers. The event manager can assess the major aspects to satisfy the customer for leisure consumption by attending such events. Thus every event manager should focus on these motives, rather than motives of a festival organizer (Reid, 2011).
4. “Identify the key steps in the consumer decision process. Offer examples of how each step affects the event consumer?”
Before purchasing a product, a consumer goes through various stages. These stages are considered as the consumer decision process. The consumer decision process of event consumers is based on the PIECE acronym:
- Problem Identification: The first step of the consumer decision-making process of event consumers is to identify their need related to their leisure consumption. This will help in understanding the requirements of the customers.
- Information Search: To search internal and external solutions based on the choice of leisure consumption of consumers so that the event manager can satisfy the needs of the customers (Clarke & Jepson, 2012).
- Proper evaluation and selection of leisure activities: To choose leisure activities as per the choice of the consumers. The customers will be able to enjoy extra leisure activities in addition to the targeted one.
- Choice of attending an event: To analyse the choice of consumers based on their choice for extra purchases at the event.
- To evaluate the post-event experience of consumers for future decision making. The customers will be able to provide feedback for their experience at the event so that the event manager can improve it further if required.
5. “Given that Manly Musical Society does not wish to make enormous profits and their cast and musicians are not paid, what do you think would be a fair price to pay for a ticket to one of their productions that covers their costs and produces a surplus to fund their next production? Five shows including a matinee would be scheduled.”
According to the case study, Manly Musical Society is a nonprofit organization. They are not paying to their musicians and casts. But they are bearing advertisement cost. They are providing extended facilities to the customers through SABO (Reverté & Izard, 2011). Previously, they were not charging any fee from customers, but now as they have shifted to the larger theatre – Glen Street and are using their in-house box office facilities. The company will be able to bear this cost if it is charging a small amount of $5-$7 for a ticket. This amount will help to cover the expenditure of ticketing agency and managerial costs. As society is going to schedule five shows including a matinee, the cost of marketing can also be easily covered through this small amount of ticket.
Burrow, J. L., & Fowler, A. R. (2015). Marketing. Cengage Learning.
Clarke, A., & Jepson, A. (2012). Power and hegemony within a community festival. International Journal of Event and Festival Management, 2 (1), 7-19. https://doi.org/10.1108/17582951111116604.
Crowther, P. (2010). Marketing event outcomes: from tactical to strategic. International Journal of Event and Festival Management, 2 (9), 68-82. https://doi.org/10.1108/17582951111116623
Make, K., Netware, p., Jamgade, N., Jamgade, A., & Dubey, P. (2017). Review Paper on Event Management System. International Journal for Research in Applied Science & Engineering Technology, 5 (8), 45-98. https://www.ijraset.com/fileserve.php?FID=12457Reid, S. (2011).
Event stakeholder management: developing sustainable rural event practices. International Journal of Event and Festival Management, 2 (9), 20-36. https://doi.org/10.1108/17582951111116597.
Reverté, F. G., & Izard, O. M. (2011). The role of social and intangible factors in cultural event planning in Catalonia. International Journal of Event and Festival Management, 2 (1), 37-53. https://doi.org/10.1108/17582951111116605
Thomas, R., & Bowdin, G. (2012). Events Management Research: State of the Art. Event Management, 16 (3), 103-106. https://www.researchgate.net/publication/262895335_Events_Management_Research_State_of_the_Art
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