THE WINNING FORMULA FOR EVENT PLANNING Class

Date of Submission
Executive summary
Throughout the world, the health care industry is undergoing reforms
targeted towards enlightening individuals on disease prevention and
health insurance schemes. As a private hospital, the decision to launch
a product range that features these two areas of focus is a timely
strategy. Besides offering clinical services to patients, these products
will be a gesture of goodwill. The most successful business is one that
is responsive to the needs of the market.
The hospital in collaboration with a financial institution will provide
a health plan for patients to help ease the medical fee burden
especially emergency services. At the same time, a health club run by
the hospital will be unveiled. Research findings have reported
consistently that most of the diseases are caused by poor diet and lack
of physical exercise (Maffetone, 2012). These new products that are both
a necessity to the community and diversification opportunity for the
hospital will be launched in one mega event (Phillips, 2005).
The success of any event highly depends on the level of articulation in
planning (Allen, 2009). The management team is the vision bearer of this
product launch. Planning is centered on the objectives that the
management wants to achieve. It is the responsibility of the marketing
team to break down these objectives into actionable tasks. Once the
tasks are defined, duties will be assigned to the respective persons and
the program for the launch event will be set.
Planning process
The marketing manager is heading the taskforce that is spearheading the
product launch event. The issues under consideration include the
pre-event preparation, ethical and environmental issues related to the
event and post event analysis (Allen, 2003). These three key objectives
are handled tactfully under the four operation categories.
Beyond industry research to knowing the market and getting known
Coming up with the products has been informed substantially by research
conducted over the years by practitioners. The need for these products
could be imminent from the hospital’s point of view. However, an
assumption that the immediate market is well furnished with an
equivalent level of information could be the first step to the product
launch failure. Communities are very different culturally, socially and
economically. This differences make every community distinct in the way
they respond to products offered in their market, (Palmer, 2010).
The marketing team went beyond market analysis for the sake of market
share and other computations to know the communities genuine needs,
motivations and desires. This informed the material prepared for
publicity of the product launch, persuasive strategies to be employed
and incentives. The key to getting people to buy a product is speaking
their own language (Siegel & Lotenberg, 2008). Over and above financial
projections, this real contact with the prospective product consumers
will determine the success of the event and the sustainability of the
products (Raj & Musgrave, 2009).
Focus on customer support
There is a lot of work going on ahead of the product launch. The product
designers need to interact with the customer attitudes, questions and
comments coming in from the field (Hoyle, 2002). These products also
need staff to test-run and also take over full operation after the
launch event. This presents an imminent need to hire new staff for these
tasks. It may not be necessary to hire all the new staff permanently
because some tasks are event-related only.
The hospital has planned to liaise, with a staffing agency to get
temporary staff to help with the launch event preparation workload
(Carter, 2013). This will provide an opportunity for the product
engineers to concentrate on acting on the customer’s queries both
before and during the product launch event. The scenario being avoided
is the staff being overwhelmed by customers. This may make them unable
to provide sufficient and satisfactory customer assistance during this
pace setting day.
Material and equipment assembly and a test-run.
These products involve practical steps through which the attendants of
the launch will be required to pass. For example, there will be
brochures with detailed information on the health plan and the health
club (Berkowitz, 2011). It will be imperative to check the brochures and
ensure there are no details left out or even typographical errors. All
other material will be checked for accuracy and number to ensure there
is enough, for the anticipated number of guests. Someone has already
been assigned the responsibility to take care of everything to do with
literature.
There will be steps that guests will go through sequentially. The team
planning on the venue is keen on the logical arrangement of the venue to
ensure a free flow without any event blocking another or creating
unnecessary traffic. For instance, the sequence of the launch program
has been harmonized with the flow of the practical activities. The
health plan will be unveiled first followed by the health club. In the
same order, guests will pass by the health plan information and
registration desks, and then proceed to the health club for a tour of
the facility and actual physical exercise (Coffman, 2007).
To ensure that everyone is ready for the launch, a test run has been
scheduled a week to the actual launch day (Gale Group, 1999). By this
time, all material and equipment will have been procured. New staff for
the product will already be hired and trained. The test run has been
organized because there is no room for mistakes on the D-day. It is
meant to point out areas that need reinforcement and some that may have
been overlooked. The test run participants will be all the staff
including the senior management. This will serve, as a refresher session
for them to be well acquainted with the entire process before the launch
(Ramaswamy & Gouillart, 2010). A week’s time will be ample time to
effect the corrections suggested by the test run outcome.
Post-event analysis framework
There are three groups of people whose post-event feedback will be
imperative. They are customers, staff and health industry agencies both
private and government-based (Palmer, 2010). During the launch, staff
will be keen to record all the questions and comments expressed during
the question and answer forum, and also throughout the practical
process. In addition, feedback forms will be availed both online and in
the product launch website. This feedback together with an evaluation of
the objective attainment degree will form the gist of post-event
analysis (Shone & Parry, 2008). The results of this analysis will assist
the marketing team in organizing future events (Raj & Musgrave, 2009).
Conclusion
The launch event taskforce seems sufficiently prepared. The strategies
employed to prepare for the event are innovative (Goldblatt, 2005).
Within the remaining time, efforts will be geared towards actualizing
these plans and monitoring progress. Adherence to the outlined plan
would result in a highly successful product launch. Since all areas seem
to be cushioned against the relevant risks, it is highly predictable
that things will turn out as planned (Silvers, 2008)
Recommendation
The only recommendation to add on this already splendid plan is a
balance between making the community aware of the launch and preempting
the launch event content. It is a tricky balance, but it is achievable.
The focus of the pre-launch information is to create curiosity that will
make them turn up for the event. The marketing officers in the field
will need to be tactful on this.
References
(1980). Special events. Los Angeles, CA, Miramar Pub. Co.
(1984). The journal of product innovation management: an international
publication of the Product Development & Management Association. Oxford,
Wiley-Blackwell.
ALLEN, J. (2003). Event planning ethics and etiquette : a principled
approach to the business of special event management. Etobicoke, Ont,
Wiley. HYPERLINK “http://site.ebrary.com/id/10411542”
http://site.ebrary.com/id/10411542 .
ALLEN, J. (2009). Event planning: the ultimate guide to successful
meetings, corporate events, fund-raising galas, conferences,
conventions, incentives and other special events. Mississauga, Ont, J.
Wiley & Sons Canada.
BERKOWITZ, E. N. (2011). Essentials of health care marketing. Sudbury,
MA, Jones & Bartlett Learning.
CARTER, L. (2013). Event Planning 2nd ED. Bloomington, AuthorHouse.
COFFMAN, S. (2007). Successful programs for fitness and health clubs.
Leeds, Human Kinetics.
EUROPEAN ASSOCIATION FOR CREATIVITY & INNOVATION, PRODUCT DEVELOPMENT &
MANAGEMENT ASSOCIATION, CONTINUOUS INNOVATION NETWORK, & UNIVERSITEIT
TWENTE. (1992). Creativity and innovation management. Oxford, UK,
Blackwell Publishers.
GALE GROUP. (1999). International journal of new product development &
innovation management. London (Garfield House, 86-88 Edgware Rd, London
W2 2YW), Winthrop Publications.
http://libaccess.mcmaster.ca/login?url=http://infotrac.galegroup.com/itw
/infomark/1/1/1/purl=rc18_AONE_0__jn+%22International+Journal+of+New+Pro
duct+Development+&+Innovation+Management%22?sw_aep=ocul_mcmaster.
GOLDBLATT, J. (2005). Special events: event leadership for a new world.
John Wiley & Sons.
HALVERSON, P. K. (1998). Managed care and public health. Gaithersburg,
Md, Aspen Publ.
HOYLE, L. H. (2002). Event Marketing How to Successfully Promote
Events, Festivals, Conventions, and Expositions. New York, John Wiley &
Sons. HYPERLINK
“http://public.eblib.com/EBLPublic/PublicView.do?ptiID=141314userid=^u”
http://public.eblib.com/EBLPublic/PublicView.do?ptiID=141314userid=^u .
HÜLSMANN, M., & PFEFFERMANN, N. (2011). Strategies and communications
for innovations an integrative management view for companies and
networks. Berlin, Springer. http://site.ebrary.com/id/10448320.
JACKSON, A. W. (2010). Physical activity for health and fitness: lab
manual. Champaign, Human Kinetics.
JOHNSON, J. A., & MUSCH, S. D. (2013). Multisector casebook in health
administration, leadership, and management. Clifton Park, N.Y., Delmar,
Cengage Learning.
KATIE, J. (2013). Potential Organization Culture to Sustain Performance.
CA, GRIN Verlag.
LONGENECKER, J. G. (2012). Small business management: launching and
growing entrepreneurial ventures. Mason, OH, South-Western Cengage
Learning.
MAFFETONE, P. (2012). The big book of health and fitness: a practical
guide to diet, exercise, healthy aging, illness prevention and sexual
well-being. New York, NY, Skyhorse Pub.
MAIER, S. (2012). In any event: top tips on managing any corporate
event. London, A. & C. Black.
PALMER, S. P. (2010). Launching global health: the Caribbean odyssey of
the Rockefeller Foundation. Ann Arbor, University of Michigan Press.
PHILLIPS, C. (2005). Health economics an introduction for health
professionals. Malden, Mass, Blackwell Pub.
RAJ, R., & MUSGRAVE, J. (2009). Event management and sustainability.
Wallingford, UK, CABI. HYPERLINK
“http://public.eblib.com/EBLPublic/PublicView.do?ptiID=455763”
http://public.eblib.com/EBLPublic/PublicView.do?ptiID=455763 .
RAMASWAMY, J. & GOUILLART, F.J. (2010). The Power of Co-Creation: Build
It with Them to Boost Growth, Productivity, and Profits. New York, Simon
and Schuster
SHONE, A., & PARRY, B. (2004). Successful event management: a practical
handbook. London, Thomson Learning.
SIEGEL, M & LOTENBERG L.D. (2008). Marketing Public Health: Strategies
to Promote Social Change. Boston, Jones & Bartlett.
SILVERS, R.J. (2008). Risk Management for Events and Meetings. SA,
Routledge.
WOLF, P., WOLF, J., WOLF, P., & LEVINE, D. (2005). Event planning made
easy: 7 simple steps to making your business or private event a huge
success : from the industry`s top event planners. New York, McGraw-Hill.
¯
°
Á
Ã
葠ː摧䣢…
5

Close Menu