Event design & Experience
A critical evaluation from Stakeholder perspectives
unique resources which offer competitive advantage through original event design aspects, also meant that the group had a lack of experience in running such a varied event.
As Tum (2006) suggests, these skills and resources were then linked to the event's critical success factors, influenced by the objectives set. Strategies were then developed which could be integrated into the event design to achieve these factors. The key strategies devised were to 1. Keep event costs down through sourcing free or reduced services which could be linked with one of the event's objectives to work with local Sheffield businesses 2. Reach out to event audience through effective use of social media and attractive marketing designs such as event logo 3. Develop creative and unique event facets to encourage local
was anticipated to be Sheffield based young professionals, although the marketing and overall design of the event can be seen as relatively 'ageless', genderless, and welcoming; perhaps this contributed to the event attracting a different and more varied audience than those who were originally targeted, however arguably, the event still successfully tied into the values of those who attended.
A model by Mudie and Pirrie (2006) suggests a customer is satisfied where perceptions match or exceed expectations, which relies on the understanding of an event's audience's values in order to communicate them while using the event as a tool for promotion (Berridge, 2007).
During the event, attendees were informed of the event's twitter hashtag (#UntappedSheff) so that the organisers could see an
exhibition, which possibly was overshadowed by other aspects of the event. In addition, all respondents gave positive feedback on it's marketing. Some direct quotes include "Very good, strong branding" and "...Loved the logo and how much detail went into the design". Getz (2007) indicates that positive experiences facilitated through events can generally predict whether consumers will demonstrate loyalty or spread positive word of mouth about a brand, so this data hopefully suggests that event attendees will maintain a relationship with the charity.
In terms of assessing the successfulness of event design and experience in generating benefits for the charity, Raj and Musgrave (2009,p27) state, "While recuring events may
Using the Tum (2006) management model for event design as a framework, the planning of Untapped was undertaken reactive of analysis of external and internal environments; the external environment highlighted a boom in craft beer (McFarland, 2013), yet relative to Porter's (2008) 'Five Forces' model, a high threat of substitution due to many bars within Sheffield City Centre. Internally, core competencies were identified such as various team members having experience and contacts in attaining the resources required to successfully run the event, although equally these
businesses to provide in kind support.
These key event design strategies could then be implemented to gain marketing alongside fundraising benefits for Cavendish Cancer Care; an approach similarly adopted by many organisations who use events to achieve marketing related outcomes (Wood, 2009).
Emotionally bonding events are intrinsic with WOM (Word of Mouth) marketing, which highlights the importance of the clarification of a target audience in order to craft the right experience (Similansky, 2009). The event's target audience
unstructured and more informal look at what attendees thought about the event; a number of positive tweets from guests were received during and after the event, commenting on the beer choices, their enjoyment, and mentioning the charity.
In addition, a survey was sent out to attendees via email after the event to gain further more in-depth feedback; organisers received a 25% response rate, with respondents stating their favourite aspects of the event's
design to be the commemorative beer glass design and the Untapped team themselves. The least popular was found to be the beer mat
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