2nd Edition

Events Feasibility and Development From Strategy to Operations

By William O'Toole Copyright 2022
    330 Pages 53 B/W Illustrations
    by Routledge

    330 Pages 53 B/W Illustrations
    by Routledge

    Events Feasibility and Development: From Strategy to Operations 2nd Edition outlines the best practice in event development and the global events sector. Tools and techniques from the first edition have been refined and expanded through their use in over 20 countries, including the USA, France, UAE, Malaysia and South Africa. These include strategy development and implementation, asset management, portfolio management, return on investment, management process mapping and the feasibility study.

    Fascinating current examples illustrate these professional management techniques. The second edition elaborates on the events sector maturity model as a measurement tool for cities, regions and countries. This has been tried and successfully tested in developing economies and assisted in the rapid development and sustainability of events in Dubai and many other destinations.

    Each chapter contains exhibits, questions, bullet points and clear explanations of the tools and techniques. Brand new material includes:

    • A full explanation of the maturity model including post-pandemic solutions
    • New case studies and exhibits
    • A new section on teaching and training in event management

    The chapters are fully supported by further current case studies and examples on the publisher’s and the author’s website. Online material also includes 11 lesson plans for a semester course, containing assessment items, learning objectives and teaching tips for each topic, and event photos and author videos explaining the topics. This will be essential reading for all students of Event Management.

    Section 1 Strategic feasibility and development

    1 Events Sector Maturity Model

    1.1 Introduction

    1.2 The phases

    1.3 Maturity Assessment tables

    1.4 Discussion

    2 How to develop an events strategy

    2.1 Introduction

    2.2 Strategy checklist

    2.3 Events program as a portfolio

    2.4 The event portfolio as an asset

    2.5 Limitation of portfolio management

    2.6 Cascade of objectives

    2.7 Discussion

    3 Preparing the strategy

    3.1 Introduction

    3.1 Decision criteria

    3.2 Situation analysis

    3.3 Stakeholder consultation

    3.4 Strategy template

    3.5 Legal and Regulatory Environment

    3.6 Venues

    3.7 Discussion

    4 Event support: directing the development

    4.1 Introduction

    4.2 Event support

    4.3 Event Typology

    4.4 Discussion

    5 Implement the strategy

    5.1 Introduction

    5.2 Events unit

    5.3 Events agencies

    5.4 Discussion

    6 Techniques and tools for events development

    6.1 Introduction

    6.2 Bidding and requests for tender

    6.3 Hallmark/flagship events

    6.4 The Integrated Country Promotion

    6.5 The Events Precinct

    6.6 Licensing

    6.7 Events Forum

    6.8 Discussion

    7 Building competency: associations, awards and training

    7.1 Introduction

    7.2 Event Associations

    7.3 Event Awards

    7.4 Event guide or manual

    7.5 Building competency

    7.6 Discussion topics

    7.7 Section 1: Wrap up

    Section 2 Management feasibility and development

    8 Management models and the business case

    8.1 Introduction

    8.2 A Model, Processes, System or a Body of Knowledge

    8.3 The Event Management Environment: Complexity and Uncertainty

    8.4 Phases of Event Management and the Event Life Cycle

    8.5 Intangibility of Outcomes

    8.6 The Business Case

    8.7 Discussion

    9 Setting up the management system

    9.1 Introduction

    9.2 Event project methodology

    9.3 Management Framework as a Spreadsheet

    9.4 The Event: Management Maturity Model

    9.5 Conclusion

    9.6 Discussion

    10 Event management processes

    10.1 Introduction

    10.2 From Domains to a Process Model

    10.3 Scope management

    10.4 Stakeholder management

    10.5 Sponsorship

    10.6 Event design

    10.7 Marketing process

    10.8 Financial process

    10.9 Conclusion

    10.10 Discussion

    11 Event management processes section two

    11.1 Introduction

    11.2 Time management process

    11.3 Risk management process

    11.4 Communication process

    11.5 Procurement Process

    11.6 Human resources (HR) process

    11.7 Discussion topics

    11.8 Exercise

    11.9 Section 2: Wrap up


    Section 3 Operation feasibility and development

    12 Event metrics and checklists

    12.1 Introduction

    12.2 Metrics

    12.3 Financial exposure profile

    12.4 Exposure, Resilience and Fragility

    12.5 Heuristics and the event checklist

    12.6 Discussion Topics

    13 Event operations: upstream design

    13.1 Introduction

    13.2 Operations as an outcome

    13.3 On the day

    13.4 Attendee Journey Map

    13.5 The Feasibility of the Event Site

    13.6 The feasibility study

    13.7 Conclusion

    13.8 Discussion

    14 Competency training and teaching event management

    14.1 Introduction

    14.2 On Course

    14.3 Self-Competency Assessment

    14.4 Conclusion

    References, sources and further reading



    William O’Toole is a consultant working around the world as an events development specialist for organizations such as the European Commission, Deloitte, and the United Nations as well as national and state governments, private companies, and cities.

    ‘O’Toole’s steadfast insistence that practical skills be injected into the curricula placed [our] graduates at the forefront of the industry globally... In this latest book he proves his mettle, over two decades later, at a juncture in which the industry is going through a period of re-invention. The Event Sector now ushers students into a new world of managing mega events amidst the Covid-19 pandemic, and terrorism concerns. Interactive case studies, modern checklists, and effective risk reminders are all part of the modern strategy dispensed with operational nuances, which are proven time and again to be invaluable to any event manager.’

    Dr Dominic Szambowski, Dean - Swiss Hotel Management School, Switzerland, and Former President of the International College of Management, Sydney


    ‘In our work in Uganda, Sudan and Liberia, we invited William O'Toole to develop a course and train our staff and the local people in the creation of events. These countries have seen the ravages of war and my idea was to use events and festivals as part of the social healing though local engagement. William describes this unique experience in this textbook.’

    Andrew Robertson, Chief General Services, UN Mission in Sudan (UNMIS), United Nations