Week 8 Top down Planning The approach associated with top-down to explain project tasks takes into consideration beginning with the goal related with the project or final deliverable, and breaking it down into smaller portions for planning.
Plan for Repeatability and Expandability 1. Understand the Mission, the Purpose, or the Point of the Event The mistake most often made in special events, especially fundraising events, is that the organization does not understand the reason for having the event beyond some simple concept of raising money or having some sort of ceremony.
Every successful event has a primary purpose or mission, accompanied by goals and objectives, which are the measurements of success. Even a press conference or policy speech or public ceremony has to have a specific purpose or mission in order to succeed. Select An Appropriate Venue The venue or type of event and its location is vital to success.
There must be a connection between the cause that the organization espouses, the venue selected and the community being served. This includes everything from the type of event, the space and the layout of the event, as well as the convenience and appropriateness of the location in relation to the community served by the organization.
Draft A Written Plan There must be a written plan, an actual guiding document that is prepared far in advance, when there is no pressure on anyone involved. Writing out a plan forces logical and open thinking. It allows for ideas and goals and objectives to be tested before they are put into place.
A good plan must include: Manage the Flow of the Event A special event, whether it is a speech or a festival or a banquet, is a planned or scripted presentation, not unlike a play. It should have a beginning, middle, and end - and these should be thought through with care and consciousness.
The sequence of events also affects flow. Attention must be paid to the order in which actions occur. Often simple choices such as when to do what can derail the focus and engagement of the audience. In addition to the written script or event matrix detailing the activities, there should be a sense of engaging and leading the audience or participants through the event.
Failure to lead or guide leads to disengagement by the audience and will change the entire tone of an event, and will affect the outcome, including revenue and future attendance. Create An Emotional Moment There must be a moment at which the event grabs the audience and makes each person attending aware of the cause being supported, the organization's importance in the community and, above all, the importance of the contribution by those attending.
Design Your Messages to be Taken from the Event People attending a special event should enjoy themselves and should enjoy the various aspects of the event such as food, decor and entertainment. But none of these should overshadow the purpose or the mission of the event. Every attending person should know where his or her contribution has gone and should understand its importance.
To this end, it is vital to provide information that helps the audience understand the organization. These may be simple facts or statistics about the work and the impact of the organization and should not be complicated or complex, but should build a confidence in the organization by patrons.
In addition to an emotional moment, as mention above, there should be specific messages delivered through the printed program, table centerpieces, general event decor, or from the dais or podium throughout the event. This does not mean that an intimate party for a hundred people needs to be thought of as a gala for hundreds of people.
It does mean, though, that thinking long term, understanding how it will and may grow over time, is important from the outset. Revenue should be increased each year until a comfort level is reached. This includes thinking about price increases for attendance or per person spending through an auction or other participation at the event, as well as seeking ways to reduce expenses, often by finding in-kind contributors.
Reber is to always provide positive, creative, insightful, and innovative service to the non-profit sector and to the community as a whole. He believes in working with organizations large and small, the powerful and the voiceless, and in empowering others be able to succeed on their own.Chapter 5 Questions.
STUDY. PLAY. A. is the same thing as a business plan. B. is longer than a business plan. C. has a lot of computer-based spreadsheets.
D. focuses on the opportunity, not the venture. technology, production process, or product in return for the payment of a royalty.
The Feasibility Study is an example of a complex document created using Proposal Pack to create a detailed feasibility study for a business. This is a good example to follow for creating complex business documents using Proposal Pack for studies, plans, reports, etc. 1. Business Planning How an organization plans (includes goals and objectives), type of owner-ship (public, private), relationship of the organization to economic, political, and. Fashion Industry How to start a fashion line in today’s market. This is a business to make 2. Plan your sales 3. Plan production drop dates 4. Have clean inventories 5. Program your fabric buys 6. Will only put into production styles that have pre-sold 7. Will only have “extra” stock on goods.
“Business Planning at the National Level” Lesson Plan A [email protected] High School plan in which students perform a SWOT analysis of a national food service chain and make their own improvement plans for the company.
1. Business Planning How an organization plans (includes goals and objectives), type of owner-ship (public, private), relationship of the organization to economic, political, and. Fashion Industry How to start a fashion line in today’s market. This is a business to make 2.
Plan your sales 3. Plan production drop dates 4. Have clean inventories 5. Program your fabric buys 6.
Will only put into production styles that have pre-sold 7. Will only have “extra” stock on goods. The technique involves looking at each aspect of the new business and comparing it to other producers, particularly type and brand competitors. The answers to these questions can be found by first setting down a plan of the production process in a similar way to the process charts described in Section is available to pay the owner.
Contingency Planning Challenges. You should be aware of two common obstacles as you begin your contingency planning process: People are often poorly motivated to develop a strong "Plan B," because they have so much of an emotional investment in the "Plan A" that they want to deliver.