use previous impact studies, it is difficult... to gauge the likely ROO and ROI for first-time or one off events." This said, the organisers sought feedback from Johnny Cole head of the charity, who articulated that he felt the event gave value for money, attracted a new audience to the charity, and was well marketed. He did however comment that service in the main room bar (where those not at the event could access the venue) with a cut going towards the charity could have been a design aspect that brought additional money to Cavendish Cancer Care; this was initially planned during the early stages of the event's design through the producing of Untapped's very own ale using the Sheffield Tap's microbrewery. It was proposed that this could be put on sale in the main bar (and hopefully at other bars across Sheffield) with a small percentage of the cost of each pint going towards the charity. However due to complicated tax reasons that the venue would face in producing and selling the brew, unfortunately this design aspect could not be fulfilled.
An adaption of the questions answered by Johnny Cole were also sent to Liz Casserly (Assistant Manager at The Sheffield Tap) and Peter Moulam (PJ Taste), as these stakeholders were also considered to be key in delivering the event, identified through the use of an adapted risk assessment model by Johnson et (2011).
Overall, both of these stakeholders believed the event to be a success; Liz commented that "...there was a great theme throughout with the band and exhibition etc.", echoed by Peter who said that the conception and execution was exceptional.
However some useful constructive criticism has been provided by Liz who warned that although she felt the branding was very good, there is an app called 'Untappd' which allows beer tasters to log their thoughts; the app's name is spelt slightly differently, but this does highlight a necessity to perhaps change the name of the event if carried out again in the future.
From the evidence received by stakeholders, the event design and experience was conceived and implemented creatively and suitably to the values of the event's consumers and in reflection of the organiser's objectives. However, it can be suggested that the event considers modifying it's name to lessen any chance of potential confusion of any affiliation with the unrelated app; a similar issue was encountered by the organisers when a misinterpretation of an article about the event in The Sheffield Telegraph occurred, which could have caused damaging effects to the event's reputation. An article by Conner (2014) in Business and financial magazine 'Forbes' echoes the importance of never under - estimating the effects of poor business reputation, explaining that social media can be used to handle any issues; this is how the Untapped team ensured correct and clear information was communicated after the confusion.
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A selection of bottled beers avaliable at The Sheffield Tap
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