CEM. Event Operations

Transcription

1 CEM

2 INTRODUCTION...3 Learning Objectives... 3 Overview of... 4 ARRIVAL ON SITE... 5 ASSEMBLING THE TEAM... 6 ON-SITE TEAM MEMBERS... 8 Official Service Contractor (OSC)... 8 Shipping... 9 Freight... 9 Convention Center Facility... 9 Utilities Electrical, Telecommunications and Internet Food Service and Catering Exhibition Security Provider First Aid Audio-Visual (AV) Photographer Cleaning and Trash Removal Transportation Floral Registration Destination Management Organization (DMO) Destination Management Company (DMC) Housing Key Host City Contacts EMERGENCY PREPAREDNESS REVIEW ON-SITE COMMUNICATIONS Radio Codes Radio Etiquette KEY ON-SITE TEAM MEETINGS...17 Pre-Convention Meeting Daily Production and Staff Meetings Post-Convention and Wrap-up Meetings PHASES OF THE EXHIBITION CYCLE Move-in (Set-up or Install)...18 Exhibition Days (Show Days) Move-out (Dismantle or Tear-down) CUSTOMER RELATIONS EVALUATION...20 INTERNAL STAKEHOLDERS EXTERNAL STAKEHOLDERS INTEGRATION INTO FUTURE PLANNING KEY WORDS

3 Introduction This workbook is intended to serve as the student s guide for the CEM Learning Program on Event Operations. It is based upon the Curriculum Blueprint approved by the CEM Commission. Much of the content is taken from the Art of the Show, 4th Edition (AOS), which is the textbook that accompanies this and other CEM Learning Programs. will focus on the planning, logistics and activities that must take place prior to, during and following an exhibition. It is important to note that while this workbook will make passing reference to such topics as project management and service contractors, other CEM modules provide in-depth treatment of these topics. Whenever such circumstances arise, a parenthetical note for the reference of the student will appear. The CEM Learning Program is designed for adult learners who have accrued at least three years of fulltime work experience in the exhibition and events industry. It is not a basic introductory course. The goal of this course is to provide students with enhanced knowledge, skills and insights derived from their interactions with peers who are also learners, CEM faculty who serve as subject matter experts, and from the readings and exercises that are assigned. Students are expected to read the CEM workbook and suggested supporting AOS excerpts prior to their classroom attendance. Students taking a CEM online course are not expected to read the CEM workbook and suggested supporting AOS excerpts prior to class as they will be assigned sections of the workbook to read throughout the length of the class. It is important to understand that the information provided in this workbook and the AOS text may differ from the practices and experiences of each student. Students will be tested on the knowledge they acquire from studying this course. To pass the final examination a student must achieve a score of at least 30 out of 40. CEM faculty does not have access to the CEM exams and are not aware of the questions that may appear on each examination. Exam questions are based only on information contained in the course workbook. Throughout this workbook, the terms exhibition manager and show organizer are used interchangeably. Their meanings are the same the individual who is responsible for overseeing the planning, management and execution of an exhibition. Learning Objectives Upon completion of this chapter, the learner should be able to: Develop a plan to manage the on-site exhibition operations. Explain the components of on-site communications. Identify the exhibition cycle phases. Review the roles of the on-site exhibition team, including staff and vendors. Evaluate the overall on-site operations. 3

4 Overview of Producing successful exhibitions often hinges upon the proper management of logistics. Every event contains thousands of details that must be processed logically, sequentially and precisely. While managing logistics well is essential, it also must be remembered that exhibitions are intended primarily to bring buyers and sellers together in an environment that is conducive to their respective objectives. Thus, an exhibition also can be accurately described as a people business. All of the stakeholders of an exhibition, including contractors, the organizer and staff, facilities, exhibitors and attendees, must communicate effectively before, during and after the event to ensure its success. Months of planning peak with the arrival on site of the event management team, whose objective is to quickly and efficiently establish the infrastructure needed to support the event. What follows presents an overview of operations that take place on site and focuses on the unique role of the exhibition organizer and his/her team in orchestrating all of the elements. 4

5 Arrival On-site The first to arrive and the last to leave, the exhibition organizer first will conduct a walkthrough of the facilities that will be used, usually with members of the team and representatives of the facilities. There are several important objectives to be accomplished: This is an opportunity to familiarize all staff with the facilities they will occupy for the next several days or weeks. All facilities can be checked for cleanliness and appropriate maintenance before they come into play. The condition of facilities will be noted, taking special care to document any changes that may have taken place such as deterioration or damage that may require attention or repair. NOTE: It is helpful for the organizer to document existing damage or deterioration photographically. The organizer and staff next will turn their attention to setting up the show management office, which soon will become the operations center for the event. Typically, the show management office will be a large, secure room located conveniently to the show floor. All members of the show management team will be provided with keys. The office will be stocked with basic office supplies, event-centric materials such as graphics, awards, program guides and carry bags. It will offer printing capabilities, Internet access, file cabinets in which to house key event files, telephones, and food and beverage supplies for the staff. Soon after the show management office has been set up, the official service contractor (OSC) and other vendors will check in to begin the process of set up for the event. A key OSC contact is the account executive who has been assigned to the event and who very likely has been working with the show management team for months in advance. The account executive typically possesses as much or more information about the event as show management and can be relied upon to help meet many unanticipated challenges that almost always arise during the run of a show. Best industry practices suggest that setting up the show management office, getting all elements organized and coordinated, and meeting with key on-site representatives and vendors as early as possible ensures a good start to the event. 5