Music Event Typology

Events and Entertainment Management

Table of Contents

Abstract……………………………………………………………………………p3

1.0 Event Typology………………………………………………………………p5 1.1 Introduction……………………………………………………p5 1.2 Definition of Special Events…………………………………p5 1.3 Music Events in UK…………………………………..……...p5 1.4 Importance of Music Industry in UK………………..……...p8 1.5 Present and Future Growth of Music Industry in UK….....p8 1.6 Factors influencing the growth of Music Industry……..….p9 1.7 Implications of Music Industry in North West region…..…p9 1.8 Summary of the Event Typology…………………………...p10

2.0 Music Event Case Studies Visited………………………………………p10 2.1 Detention “Back To School” Party………………………….p10 2.2 Bill Laurance Project…………………………………………p11
2.3 Jarrod Lawson………………………………………….……..p12 2.4 Lady Gaga ArtRave…………………………………………..p12

3.0 Management Strategies…………………………………………………...p13 3.1:Staff Performance Management………………..................p13 3.2: Marketing to Meet Customer Expectations…...................p17

4.0 Conclusion…………………………………………………………………..p20

References…………………………………………………………………….....p21

Appendices……………………………………………………………………....p23
Appendix 1…………………………………………………p23
Appendix 2…………………………………………………p24
Appendix 3…………………………………………………p25
Appendix 4………………………………………………….p26

Event Analysis Sheets…………………………………………………………p28
Event Analysis Sheet 1………………………………….p28
Event Analysis Sheet 2………………………………….p32
Event Analysis Sheet 3………………………………….p36
Event Analysis Sheet 4………………………………….p40

Abstract

Events can be categories into many different typologies such as music, sport, corporate and art due to their different characteristics. This report critically examines the music event typology particularly to music events occurred in Manchester during the year 2014. The aim of this report is to analyse these music events and to suggest two management strategies as an area of improvement for future events.

The music event industry in the UK is seen as one of the most important event typology as it makes a huge impact towards the UK’s economy as well as rate of employment. Out of all music events, live music event is the biggest contributor. Therefore, there is a need to examine and understand practices in this industry for future development. In events, it is said that there is no perfect routine used to run an event, hence, this report provides suggestion of two strategies that could be used to improve future and is based on examining four music events occurred in Manchester.

This report proposes the first strategy for music events to consider as the importance of performance management when creating an event because of the effect it can have on ensuring staff efficiency and attitudes. The report makes recommendations that staff needs to be motivated and carefully recruited and selected because the service they provide contributes to customer satisfaction. The second strategy suggested in this report is using marketing as an effective way to achieve customer satisfaction by meeting their expectation. By applying these two strategies, it is hoped that future music events would improve.

Event Typology
1.1 Introduction
The aim of this chapter is to critically examine the music event industry in the UK. Sub-chapters are also included to provide definition of special events, to state the importance of this industry towards the UK economy, to identify the types of music events, to highlight trends in the music industry, and to identify factors contributing the its growth.

1.2 Definition of Special Events
For thousands of years, both ancient and modern people have felt the need to mark particular dates and times with many kinds of ceremonies and celebrations. By definition,

“a special event is a unique moment in time celebrated with ceremony and ritual to satisfy specific needs” (Goldblatt, 2002).

Although this definition clearly works well for events such as weddings, birthdays, and so on, it works less well for activity like engineering exhibitions and sports competitions.

Special events can also be defined as

“an opportunity for a leisure, social, or culture experience outside the normal range of choices or beyond everyday experience.” (Getz, 1994)

This definition, too, has its advantage but also seems to exclude organisational events of various kinds.

1.3 Music Events in UK
The music industry offers many different types of music events that are held in many different venues.

Figure 1.1: Music Concert and Festivals attended in 2013, by type, May 2014

Based on Figure 1.1, Pop music concert following by rock, metal or punk concerts are most popular. Rock music tends to attract a more male-oriented audience while both rock and pop music are most likely to appeal to younger people. Classical music also has a youthful appeal than might be expected, but also peaks among over-55s.

Figure 1.2: Where people watch live music, May 2014

Music events are often held in venues such as theatre, pub, arena and more. However, medium-sized venues with a capacity of over 5,000 people and small-sized venues are the most popular places among these venues. One of the possible reasons is because such venues offer audiences a more intimate environment, which allows a closer connection to fans rather than larger venues.

Figure 1.3: Number of music concerts attended in past 12 months, May 2014

The majority, around two-thirds, of the people attend who go to music concerts go to fewer than four than in a year, with the most popular number being two or three. People who go to just one concert a year are most likely to be women than men and also from the older age groups. Fans of more niche music genres such a world, blues, reggae and country music tend to be the most fanatical in terms of concert-going, which probably also reflects that tickets are often more affordable than for the bigger mainstream acts.

1.4 Importance of Music Industry in UK
The music industry plays an important financial role towards the economy as it contributes nearly £3.477billion to the UK’s GDP (gross domestic product) in the year 2012(Paul W., 2013). According to BBC (2011), a major industry survey of festivals and concerts suggested that large-scale live music events in the UK contributed to nearly £1billion a year to the UK economy. Besides that, there are at least 7.7 million visits to music events in 2009 that contributed to £1.4billion equivalent worth of spending. UK Music (2009) also stated that the outcome has resulted to a positive contribution to the economy of £864million.

1.5 Present and Future Growth of Music Industry in UK

Figure 1.4: UK Music Concerts and Festivals Market Size Trends, 2009-10

Due to the staging of the London Olympic and Paralympic Games in the year 2012, there was a significant drop in the market size and value of the music industry. This was a result of actions taken in relation to the Olympic games such as cancellation of large festivals, including Glastonbury and using of popular venues to host Games events. Fortunately, the industry manages to bounce back with a vengeance in 2013, achieving revenue growth of 35%, taking the value of the industry to £1.9billion from £1.4billion as seen in the figure 1.4. (Michael O., 2014)

Figure 1.5: UK Music Concerts and Festivals, Forecast Market Value, 2009-19

The music industry is expected to achieve a modest growth in 2014 and is estimated to worth £2.6billion by 2019 as shown in the Figure 1.5. (Michael O., 2014)

1.6 Factors influencing the growth of Music Industry
One of the main factors that contributed to the growth of the music industry is the growing influence of technology. In the modern century, smartphones are often used to track crowd movements at major festivals, to find out the availability of tickets, to issue tickets and to analyse sales. This allows people to obtain information at the shortest time taken, boosting sales and reducing cost. (Michael O., 2014)

Besides that, commercial companies who have the capital and incentive to build their businesses and employ more people is also one of the factors that affect the economic growth in the music industry. However, the right policy framework and interventions are needed in order to ensure that rules and regulations, as well as law and policies, are not broken.

1.7 Implication of Music Industry in North West region
Touting and the sales of counterfeit tickets continue to be major problems in the live music industry, although quantifying the scale of such shady practices is naturally a difficult task. Some of the fake tickets were bought on Gumtree or via Twitter, as well as from the leading secondary reseller. For instance, Beyoncé’s shows in March at Manchester’s Phone 4 U Arena were affected, with more than 140 tickets rejected as counterfeits.

1.8 Summary of the Event Typology
To summarize, the event industry is categorized into various typologies that are equally important to the UK economy as these events contributes to the UK economy and employability. The music industry is seen as an industry with potential growth influences by many factors including improvement of technologies, despite having some implications. The next chapter provides a brief explanation and analysis of music events in Manchester so that management strategies for improvement can be suggested in chapter 3.

Event Case Studies Visited
Detention “Back To School” Party (Tuesday 30th September, 10pm)
Brief description of the event
For nine consecutive years, the event was held in Revolution Deansgate Lock, which is one of Manchester’s leading clubs. The club consists of an upper and lower floor that has a total capacity of 1200 people. The event was presented by V-Town, MUCCIS, Senses and Singapore society, featuring DJ Vendulus and DJ Phat. Standard and VIP tickets were priced at £10 and £15 respectively and sold in person. The benefits of purchasing VIP ticket include jumping of queue and accessibility to VIP areas. Sponsors for the event are mainly Chinese restaurant such as Pearl City, Pacific, Red Chilli and more. (Refer to Event Analysis Sheet 1)

Issues during the Event
Upon arrival at the venue, guests were requested to display valid identification by securities on duty as part of its standard procedure. This action is to ensure that all guest are above minimum age as stated by the law. A member of staff would then direct the guest to either the standard or VIP areas accordingly. At the entrance to the VIP area, there was a massive queue of people waiting to store their outerwear at the cloakroom, causing it difficult for people to enter. There were also people overcrowding the bars in order to purchase drinks, causing a massive jam. To conclude, the event was organised and systematic, and the staffs were properly trained. However, the limited number of staff has caused inefficiency in serving guest and storing outerwear. (See Appendix 1)

Bill Laurance Project (Tuesday 07th October, 7.30pm)
Brief description of the event
This live music event was held in Band on the Wall; a not-for-profit venue run by registered charity Inner City Music, at Northern Quarter. The venue has a capacity of 320 people that includes 150 seated seats and standing rooms. Tickets were sold online for £15 per ticket and were given options to either print or collect them in person. Although the event was only promoted through the Band on the Wall website, the number of audiences was estimated to be approximately 250 people. (Refer to event analysis sheet 2)

Issues during the event
Upon arrival at the venue, audiences with printed tickets were allowed to enter immediately while audiences without tickets were required to queue to collect theirs. The waiting area was arranged with tables and chairs as well as a bar that allows audiences to purchase food and beverages. This is because audiences were not allowed to enter the stage area before an appropriate time. The doors were open on time; however the performance started later than the stated time. Besides that, the stage was not high enough because people at the back of the standing crowd were not able to have a clear view of the performers. In addition, member of staffs was seen eating and chatting during the performance. To conclude, member of staffs at the event were not properly trained and were not being professional, the event was not punctual and the stage was not properly designed. (See Appendix 2)

Jarrod Lawson (Thursday 09th October, 7.30pm)
Brief Introduction of the event
This live band music event was also held in Band on the Wall at Northern Quarter. Similarly to the Bill Laurance Project, tickets were sold online and were given options to either print or collect them in person. However, tickets for this event were priced at £13 per ticket. Due to the small number of audiences, there was no queue at the entrance, allowing them to enter immediate, with or without printed tickets. Audience was given a wristband as a proof that they had valid tickets and was given approval upon entrance, displaying an organised and systematic system. (Refer to event analysis sheet 3)

Issues during the event
On the other hand, audiences were not required to display valid identification while purchasing alcohol drinks, leading to the possibility of selling drinks to audiences who are under the minimum required age as stated by the law. Besides that, staffs were inefficient, and serving of drinks was extremely slow. To conclude, the event was not up to expectation where staffs were not properly trained nor were they professional. (See Appendix 3)

Lady Gaga ArtRave (Tuesday 21st October, 7.30pm)
Brief description of the event
The music concert was held in Phones 4u Arena, which is managed and operated by SMG Europe. It is one of the busiest venues in the world and the largest indoor arena in Europe. The arena has a capacity of 15,000 people with a fixed seating plan. Tickets could be and purchase in person at the box office or online through various websites. For instance, Viagogo, Eventim, and Ticketmaster. Tickets bought online would be delivered to respective home addresses with additional delivery charges. The number of estimated audiences is estimated to be 12,000 people. (Refer to event analysis sheet 4)

Issues during the event
Upon arrival at the arena, tickets were scanned, and handbags were checked to ensure that no harmful or dangerous items were brought. Entering the arena, several stores could be seen selling various items promoting the event. Items include t-shirts, wristbands, candies, popcorns, food and beverages. In order to purchase beverages containing alcohol, audiences were required to display valid identification. This action indicated that staffs were properly trained and was serving with efficiency.

Securities in yellow hoodies were allocated at various location of the arena to assure the safety of the people and to ensure that rules and regulations are broken. On the down side, audiences were left waiting for almost an hour before the appearance of Lady Gaga herself. To conclude, despite having a delay in the performance, the event turned out to be a success. In addition, staffs were given proper training and were seen working efficiency. (See Appendix 4)

Summary of the Events Visited
The key problems observed at the events are mainly poor staff performance and that these events did not meet customer expectation. Management strategies as a measure of improvement for the industry based on these music events visited will now be analysed in the next chapters.

Management Strategies
3.1 Performance Management
3.1.1 Human Resource Management
Based on the analysis of four music events that occurred in Manchester, poor staff performance is one of the main issues. Factors such as an insufficient number of human resource, no proper training and lack of motivation could lead to poor performance. This chapter aims to suggest how event managers can use human resource management and leadership as a management technique to improve the performance of their staffs and volunteers involved.

3.1.2 Recruitment and Selection
Before recruiting and selecting the right person for a certain job, it is necessary to determine the number and type of human resource required for a particular event. Getz (1997, p.186) suggested that, event managers could carry out this process using a three-step method. The first step is by breaking down the program into separate tasks that people must do to produce the event, following by determining how many people are needed to complete the different tasks and lastly, making a list of the number of people, the supervisors and the skills needed to form the best possible crew. (Getz, 1997, p.186)

Similarly, Clarks (1992) claims that the most common method for human resource planning is the managerial judgment. However, he suggests that the process of determining the number and type of human resource required should be determined by each of the events’ department manager rather than an organisation as a whole. After establishing the number and type of staff required, the next procedure that managers could do is to recruit and select the right person for the right type of job, commonly through interviews.

3.1.3 Training
Once the right candidates are recruited and selected, Ian (1999) states that training of some type is required to make them contribute effectively to the event. Furthermore, Ian also states that training would enable the staffs to grow personally, and to gain new skills that would enhance their confidence. However, Jonny (1999) argues that the type and extent of the training should be determined from the gaps that exist between an individual’s current performance and desired performance. He states that the identification of these gaps came from performance appraisals of existing staff, analysis of job requirements, and survey of personnel.

Hence, for training to be effective, it should be defined by learning objectives that outlines what the trainee should be able to do at the end of the training. Trainings should also include appropriate curriculum and instructional strategies in the form of discussion, lectures and case studies. Nevertheless, training should also be well conducted and evaluated to assess whether the trainees have acquired the appropriate skills. Therefore, managers are recommended to ensure that training with objectives is provided to staffs using appropriate methods. (Ian, 1999)

3.1.4 Motivation
Content theories refer to the feeling of deprivation that drives a person towards an action that can satisfy that need, relating to Abraham Maslow’s (1954) hierarchy of needs, as shown in the Figure 3.1.

Figure 3.1: Maslow’s hierarchy of needs

Maslow’s theory proposes that lower order needs to be satisfied before people are motivated to satisfy the higher need. Although there is little empirical evidence exists to support Maslow’s theory, it can give insights into the reasons why people work. This allows managers to have an idea on what motivates staff to perform better.

Figure 3.2 Herzberg’s Theory of Hygiene

In contrast with Maslow’s hierarchy of needs, Herzberg (1982) identified that hygiene and motivational factors influences people. This theory suggests that event managers can motivate staff by instituting processes of giving opportunities for them to grow, recognising achievements, and empowering staff. At the same, the theory also suggest that certain hygiene factors including attitudes of supervisors, working conditions, hours of work, and status of the job are demotivates.

Process theories, on the other hand, concentrates on how motivations work rather than the things that motivate people. Equity theory (Adams, 1965) can be represented by the equation:

However, the question of perceived inequity is somewhat problematic for event managers, as it is difficult to know staff’s perception of how they are being treated. Therefore, managers should always try to maintain constant and open communications between their staff in order to pick up perceptions of inequity and take action to change these perceptions.

Lastly, event managers can also refer to expectancy theory (Vroom, 1964) as a method of motivating staff. This theory proposes that an individual expectation toward a reward in return to their output determines the amount of effort placed to complete a given task. Therefore, manager should ensure that reward and recognition procedure are appropriate and act as motivators for staff.

3.2 Marketing to Meet Customer Expectations
Based on the analysis in the previous chapter, most of the events did not meet customer’s expectation. Therefore, this chapter provides event manager suggestions on how marketing can be used as a method to achieving customer satisfaction.

3.2.1 Customer Expectations
Customer expectations can be referred to as the need, wants and preconceived ideas of a customer about a product or service (Joseph C., 2010). The marketing concept is just as applicable to a leisure service such as an event as it is to any other product. As a matter of fact, it could be even more applicable for events because, like other services, it is intangible, variable, perishable and inseparable. For example, if the weather is poor on the day of the festival and attendance affected, unsold tickets for that day cannot be stored and sold when the weather improves. Hence, it is these characteristic that makes careful, structured thinking and planning of the marketing function integral to the success of any event. (Joseph C., 2010)

A customer’s expectation towards any event is different depending on the reputation of the festival organiser, words of mouth communication through friends and family, previous experiences, brand image and various other factors. For example, Detention party and Lady Gaga concert mentioned in the previous chapter, would have a higher expectation from their audiences compared to the other events because to their popularity. (Ian M., 1999)

3.2.2 Marketing
In the case for events, marketing is the process of employing the marketing mix to attain organizational goals through creating value for clients and customers. The organisation must adopt a marketing orientation that stresses the building of mutually beneficial relationships and the maintenance of competitive advantages. (Getz, 1997, p.250) Event managers are suggested that they keep in touch with those attending the event, acknowledge their needs and motivations, produce products that meet these needs, and build a communication program to achieve the event’s purpose and objectives.

3.2.3 Extended Marketing Mix Theory

Figure 3.3: Marketing Mix

Cowell (1983) proposes that marketing mix consist of seven variables, which are price, promotion, place, product, people, physical evidence, and process as shown in Figure 3.3. Ian McDonnell (1999) agrees that event managers should take into account these variables during the process of identifying the needs and wants of audiences to achieve satisfaction. At the same time, this action ensure that the prices set are affordable, the location determined is convenient, the right targeted market is chosen, and the process is well planned. The next sub-chapter focuses mainly on process, as the main issue identified during the events visited in Manchester is the punctuality of these events.

3.2.4 Production Process and Communication
Production process is also known as the staging of an event including rehearsals and production meeting to ensure that the event runs punctually. Event managers are suggested to produce a production schedule, that is the master document with a detailed listing of tasks, with specific start and stop times occurring from the set-up of the event’s equipment to the eventual removal of all the equipment. Besides having the production process written, event managers are also recommended to practice communication between staff. Communication between staffs and managers allows details during the event to be conveyed detail and accurately such as any delay or emergencies during the event.

3.2.5 SWOT Analysis Theory

Figure 3.4 Swot Analysis

Events managers are also suggested to carry out a SWOT analysis of the event. David Roberts (2014) indicates that, “SWOT analysis is the best way to get a handle on an event’s current position in a market and what the next step should be”. According to Gary Armstrong (2010), a SWOT analysis allows managers to determine the strengths, weakness, opportunities, and threats towards the event. However, as events have unique characteristics such as inseparable and intangible, SWOT analysis would not be the best option recommended for event managers.

3.3 Summary of Management Strategies
In summary, performance management and marketing strategies are recommendations for event managers to improve future music events. Performance management suggests that managers should recruit and select the right person for the right job and motivate them by using content theories and process theories. However, marketing suggests managers to use marketing mix theories referring to the 7Ps to obtain the best possible plans for the event to achieve customer satisfaction. In addition, managers are also recommended to managers should emphasis the need of communication to ensure the event run smoothly according to plan.

Conclusion
The music event industry has been critically examined as a typology. Four different music events have been briefly summarized, and subsequently two different strategies have been proposed to help improve the industry.

The first strategy of performance management suggested that training and motivating staff could influence the overall performance of the event. When recruit and selecting a staff, having the right characteristic fitted for the role is equally important as given the right tool for the job and would decrease chances of event failure. Meeting customer expectation through marketing has been put forward as the second strategy due to the need on improving the performance schedule process to ensure that the performance run on time.

As a summary, the music event industry is a potential growing industry. Using appropriate management strategies would increase sales and thus making further contributions to Manchester and the UK.

Reference
Bowdin G., O 'toole W., Harris R., and McDonnel (2011). Events Management. 3rd ed. Oxford: Routledge. 1.

Cahoona . (2014). Production Information. Available: http://bandonthewall.org/facilities/production-information/. Last accessed 11th Nov 2014.

Cahoona. (2014). About. Available: http://bandonthewall.org/about/. Last accessed 11th Nov 2014.

Charles L.. (2013). Performance Management. In: Charles L., Janey F., and Donald C. Introduction to Human Resource Management. 2nd ed. London: CIPD. p44.

Doug M.. (2008). An Introduction to Special Events . In: Doug M. Special Event Production. Oxford: Elsevier. p1-5.

Goldblatt J. (2002). Special Events: Twenty-First Century Global Event Management. New York: John Wiley & Sons, Inc.

Goldblatt J. (1997). Special Events: Best practices in Modern Event Management. New York: John Wiley & Sons, Inc.

Getz D. (1997). Event Management: A Professional & Development Approach . New York: Cognizant Communication Corporation.

Gary A.. (2010). Understanding the Marketplace and Consumers. In: Gary A. and Philip K. Marketing: An Introduction . London : Pearson. p94-136.

Joseph C.. (2010). Managing Customer Expectations. Available: http://www.lehigh.edu/~inchain/documents/VICS.pdf. Last accessed 11th Nov 2014.

Michael O. (2014). Executive Summary. Available: http://academic.mintel.com/display/721281/#hit1. Last accessed 13 Nov 2014.

Michael O. (2014). Issues and Insights. Available: http://academic.mintel.com/display/721282/#hit1. Last accessed 09th Nov 2014.

Michael O. (2014). Market Size and Forecast. Available: http://academic.mintel.com/display/721286/. Last accessed 10th Nov 2014.

Tom Baum. (2009). Setting the Scene. In: Tom B., Margaret D., and Karen S. People & Work in Events & Convention: A Research Perspective. London: CAB. p3-8.

Yeoman I (2007). Festival and Events Management, an international arts and cultural perspective. Oxford: Elsevier. 1.

Appendices
Appendix 1
(a) Detention “Back To School” Party poster used to promote the event
(b) Facebook is the main source of promoting the event
(c) Event Tickets
(d) Security in position to ensure the safety of the people

(a) (b)

(c) (d)

Appendix 2
(a) Event Ticket
(b) Securities placed at the entrance to ensure everyone has a valid ticket
(c) Securities are required to have valid ID placed at the left side of their arms
(d) Waiting area overcrowded with people before entering the staging area.
People standing could be seen due to the limited number of table and chairs.
(e) Sitting area at the second floor of the Band On The Wall venue

(a) (b)

(c) (d)
(e)
Appendix 3
(a) Event ticket
(b) Event schedule placed at the entrance of the stage area
(c) CD were placed at a table as a method of promoting the band’s newest album
(d) A queue of people at the bar due to the inefficient staff
(e) Jarrod Lawson and his band performing on stage

(a)

(b) (c)

(d) (e)

Appendix 4
(a) Event tickets
(b) Security placed at the entrance of the arena to validate tickets and ensure that all bag do not contain harmfu or dangerous litems
(c) Merchandise items promoting the singer were sold during the event
(d) Food and beverages were sold during the events
(e) Audiences had to search for their seats on their own based on written signs
(f) Securities positioned at various places to ensure the safety of
the audiences
(g) Audiences during the event
(h) Lady Gaga performing on stage
(a) (b)

(c) (d)

(e) (f)

(g)

(h)
Event Analysis Sheets

EVENT ANALYSIS SHEET 1:

What is the name of the event?

Write in full Detention”Back To School” Party
What is the date, time and address of the event?

Date 30th September 2014
Time 10pm
Address Revolution Deansgate Lock Arch 7, Whithworth Street West, M1 5LH, Manchester
What is the price and pricing structure?

Adults: - Standard £10 VIP £15
Children: -
OAP: -
Students: -
Early bird offers? First 100 ladies half price entry
Other discounts? -
How and where are tickets sold?

Online? In person
Ticketing agency? -
Venue? -
On-site box office? -
Specific outlets in Manchester? -
What marketing is completed for the event? (Including all channels)

Leaflets? yes
SNS? -
Promoters? yes
TV? -
Radio? -
Billboard? -
Mailing List? -
Own Website? Facebook
What type of venue is used?

Stadium/Hotel/Field? Club
How can you register to attend?
Is it a ticketed event or do you register online? What information is needed when you complete this? Ticketed event, where you either call the ticket seller or post on Facebook that you need looking for tickets sellers.
What capacity is there at the venue?

Write out all rooms in the venue. For example if the venue offers 3 different spaces, write out the capacity for each in different layouts (boardroom/theatre/classroom etcetera) 1200 people. An upper and lower floor fitted with tables and chairs as well dance floors.
What teams/entertainment /companies/artists are included in the event?

Write this out before attending – who is noted on the promotional material?
DJ Vendulus, DJ Phat, V-Town, MUCCIS, Senses and Singapore society
What information and product is given to consumers?
Once you have registered to attend how do the event communicate to you and what material/channel is used? -

Any other information…..

Research any other information that is publicly available on the event.
What management structure is there?
How many times has the event happened previously?
Who are there sponsors?
Do they recruit locally?
What suppliers to they use?
What is their mission statement?
Have they won any awards?

Information to source whilst attending the event:

How large is the crowd outside the venue? 50
Is there any security on the door? If so do they have SIA badges?
Yes, there are 2 securities at the door. Both of them have SIA badges attached to their left arm.
How do you complete registration/ give in your ticket?
Tickets were given upon entrance to the person in charge
Are you directed into the venue or left to find your own way around?
Yes, guests were directed to either the standard or VIP area according to the type of tickets purchased.
What types of staff roles are working on the night? securities, bartenders, cleaners, staff in charge of cloakroom
How many staff are working in these roles?
8 securities, 8 bartenders, 6 cleaners, 2 staff in charge of cloakroom
Uniform?
Yes
Service standard?
Inefficient due to large number of crowd

What additional security measures do you witness?
People who had too many drinks were escorted out of the club to ensure the safety of the people inside
What licensing requirements are seen?
Alcohol license
What health and safety precautions are needed?
-
Which additional suppliers or contractors are used at the event?

-
Food and beverage offered with pricing and deals/packages if offered.

4 x VViP booths @ £500 includes 8 free entries and 3 Grey Goose

8 x tables @ £300 includes 2 Grey Goose and 7 free entries

SPECIAL OFFERS

Heineken £3 premium shots £3
Jug of Spirit & Mixer £15 awesome selection of shot racks

EVENT ANALYSIS SHEET 2:

What is the name of the event?

Write in full
Bill Laurance Project
What is the date, time and address of the event?

Date: 07 October 2014
Time: 19:30
Address: Band on the wall, 25 Swan Street, The Northern Quarter, Manchester. M4 5JZ
What is the price and pricing structure?

Advance Price(for us): £15
Advance Price(Membership Carldholder): £13.5
Advance Price(NUS cardholder):£13.5.

Each tickets also need to pay £1.5 booking fee when purchasing online.
How and where are tickets sold?

Online: Band on the Wall website/Ticketline website
Venue: Band on the wall box office

What marketing is completed for the event? (Including all channels)

-Leaflets posted in 2nd floor of student union.
-Leaflets posted in band on the wall venue
-Facebook(Bill Laurance music)
-The Guardian Website (Culture/Music/Jazz)

What type of venue is used?

Music Venue
How can you register to attend?
Is it a ticketed event or do you register online? What information is needed when you complete this?

Yes, need to register online. Information included name, gender, address, e-mail address, contact number etc need to be filled.
What capacity is there at the venue?

Write out all rooms in the venue. For example if the venue offers 3 different spaces, write out the capacity for each in different layouts (boardroom/theatre/classroom etcetera) showroom(downstairs/upstairs) few seats availiable at downstairs, most people need to stand and watch the show. More seats available upstairs. waiting room(100) toilet What teams/entertainment /companies/artists are included in the event?

Write this out before attending – who is noted on the promotional material?

Bill Laurance and his band

What information and product is given to consumers?
Once you have registered to attend how do the event communicate to you and what material/channel is used? only the tickets and address information. not much details

Any other information…..

Research any other information that is publicly available on the event.
What management structure is there?
How many times has the event happened previously?
4 times
St Geoge’s in Bristole
Capstone Theatre in Liverpool
Ronnie Scotts in London
In Brimingham
Who are there sponsors?
Part of the National Touring Scheme, band on the wall is in association with room music.
Do they recruit locally?
What suppliers to they use?
What is their mission statement?
Have they won any awards?
Grammy Award for best R&B performance

Information to source whilst attending the event:

How large is the crowd outside the venue?
Specific numbers in the queue
20-30
Is there any security on the door? If so do they have SIA badges?
Yes, and they have SIA badges.
How do you complete registration/ give in your ticket?
The Security on the door checked the tickets individually for entry
Are you directed into the venue or left to find your own way around?
We find our own way around.
What types of staff roles are working on the night?
-security
-cleaners
-bartenders
-waiters/waitress in waiting area
-chief
-gaffer

How many staff are working in these roles?
About 15 in total
Uniform?
Only security wear uniform
Others don’t
Service standard?
Standard is low. Security is eating their food while they were working. And when show starts, now staff around at all.

What additional security measures do you witness? no What licensing requirements are seen? no What health and safety precautions are needed? no Which additional suppliers or contractors are used at the event?

no
Food and beverage offered with pricing and deals/packages if offered.
Expensive
-£6 for cocktail
-£7.75 for curry dishes with rice.

EVENT ANALYSIS SHEET 3:

What is the name of the event?

Write in full
Jarrod Lawson + Joy Rose
What is the date, time and address of the event?

Date: 09 October 2014
Time: 19:30
Address: Band on the wall, 25 Swan Street, The Northern Quarter, Manchester. M4 5JZ
What is the price and pricing structure?

Advance Price(for us): £12
Advance Price(Membership Carldholder): £10
Advance Price(NUS cardholder):£10

Each tickets also need to pay £1.5 booking fee when purchasing online.
How and where are tickets sold?

Online: Band on the Wall website/Ticketline website
Venue: Band on the wall box office

What marketing is completed for the event? (Including all channels)

-Leaflets posted in band on the wall venue
-Facebook(Jarrod Lawson)

What type of venue is used?

Music Venue
How can you register to attend?
Is it a ticketed event or do you register online? What information is needed when you complete this?

Yes, need to register online. Information included name, gender, address, e-mail address, contact number etc need to be filled.
What capacity is there at the venue?

Write out all rooms in the venue. For example if the venue offers 3 different spaces, write out the capacity for each in different layouts (boardroom/theatre/classroom etcetera)
-showroom(downstairs/upstairs)
few seats availiable at downstairs, most people need to stand and watch the show. More seats available upstairs.
-waiting room(100)
-toilet
What teams/entertainment /companies/artists are included in the event?

Write this out before attending – who is noted on the promotional material?

- Jarrod Lawson and his band
-Joy Rose

What information and product is given to consumers?
Once you have registered to attend how do the event communicate to you and what material/channel is used?
-only the tickets and address information. not much details

Any other information…..

Research any other information that is publicly available on the event.
What management structure is there?
How many times has the event happened previously?
Who are there sponsors?
Do they recruit locally?
What suppliers to they use?
What is their mission statement?
Have they won any awards?

Information to source whilst attending the event:

How large is the crowd outside the venue?
Specific numbers in the queue non Is there any security on the door? If so do they have SIA badges?
Yes, and they have SIA badges.
How do you complete registration/ give in your ticket?
The Security on the door checked the tickets individually for entry
Are you directed into the venue or left to find your own way around?
We find our own way around.
What types of staff roles are working on the night?
-security
-cleaners
-bartenders
-waiters/waitress in waiting area
-chief
-gaffer

How many staff are working in these roles?
About 15 in total
Uniform?
Only security wear uniform
Others wear the same T-shirt (with band on the wall logo on it)
Service standard?
Standard is low. Security is eating their food while they were working. And when show starts, no staff around at all.

What additional security measures do you witness? no What licensing requirements are seen? no What health and safety precautions are needed? no Which additional suppliers or contractors are used at the event?

no
Food and beverage offered with pricing and deals/packages if offered.
Expensive
-£6 for cocktail
-£7.75 for curry dishes with rice.

EVENT ANALYSIS SHEET 4:

What is the name of the event?

Write in full：Lady Gaga ArtRave Tour
What is the date, time and address of the event?

Date: Tue 21st October
Time:19:30
Address: Phones 4 U Arena, Victoria Station, Trinity Way, Manchester, UK M3 1AR
What is the price and pricing structure?

Adults:
Children:
OAP:
Students:
Early bird offers?
Other discounts?

Prices are different base on the sections of the seats: upper tier, from 33.33 lower tier, 44.99 general admission, 55.00 little moster zone(early entry)package,68.99 standing 69.99 lower tier vip clubseats, 99.00 unspecified, 181.82 vip party,305.00
How and where are tickets sold?

Online? (Viagogo, ticketmaster, livenation,seatwave,safeconcert etc.)

Ticketing agency? Eventim
Venue?-
On-site box office?-
Specific outlets in Manchester?-
What marketing is completed for the event? (Including all channels)

Leaflets?-
SNS? (Facebook, Twitter)
Promoters?-
TV?-
Radio?-
Billboard?-
Mailing List?-
What type of venue is used?

Stadium/Hotel/Field?
Stadium
How can you register to attend?
Is it a ticketed event or do you register online?
Ticketed event

What information is needed when you complete this?
Physical ticket (send by post/ pick up from venue for late buyer)
What capacity is there at the venue?

Write out all rooms in the venue. For example if the venue offers 3 different spaces, write out the capacity for each in different layouts (boardroom/theatre/classroom etcetera)

Playground area: for people to watch the show. (Bleachers/ ground stand area/ vip seat area)

Inside Area: for other needs (Bars, toilet, snack booth, souvenir shop)

What teams/entertainment /companies/artists are included in the event?

Write this out before attending – who is noted on the promotional material?

The tour is produced by Live Nation, and promoted by Absolut Vodka in the United States and O2 in the United Kingdom
What information and product is given to consumers?
Once you have registered to attend how do the event communicate to you and what material/channel is used?

Send the ticket by post, the details are indicated on tickets

Any other information…..

Research any other information that is publicly available on the event.
What management structure is there?
How many times has the event happened previously?
Who are there sponsors?
Do they recruit locally?
What suppliers to they use?
What is their mission statement?
Have they won any awards?

How large is the crowd outside the venue?
Specific numbers in the queue
More than 100 people at early time like 7:00

Is there any security on the door? If so do they have SIA badges?
Yes. Yes they have
How do you complete registration/ give in your ticket?
By the scan of physical ticket
Are you directed into the venue or left to find your own way around?
We find our own way around, but the signs are clear
What types of staff roles are working on the night?
Security, bartender, snack seller, stage coordinator, camera man etc.
How many staff are working in these roles?
More than 200
Uniform?
Yes, different by roles
Service standard? efficient What additional security measures do you witness?
There are about 10 securities at the entrance from bleachers to the ground area to avoid people getting in wrong area in purpose
What licensing requirements are seen?
Music Licence from PRS for Music, alcohol licence
What health and safety precautions are needed?
Bag check before entry
Which additional suppliers or contractors are used at the event?

Coca Cola, Heineken, Cadbury, Redbull, J.W LEES, Laurent-Perrier
Food and beverage offered with pricing and deals/packages if offered.
-