Financial Analysis and Forecasting Coursework Example | Topics and Well Written Essays - 1750 words

Financial Analysis and Forecasting - Coursework Example analysis shows that there exist a perfect relationship between sales and assets. The value of R-square is 1 this shows a perfect relationship that will produce a best-line-of fit that passes through the origin. The proportionality assumption that the value of assets increases proportionally with sales is therefore, holds, and is true. B) Repeat the part a regression analysis assuming the given data. Under these conditions, does it appear that the proportionality assumption holds true? Explain. From the results obtained below, the R squared value is 0.906304 this shows a good relationship because the R square value tends to 1, which is usually a perfect relation. SUMMARY OUTPUT Regression Statistics Multiple R 0.952 R Square 0.906304 Adjusted R Square 0.875073 Standard Error 4.495916 Observations 5 ANOVA Â   df SS MS F Significance F Regression 1 586.5602 586.5602 29.01858 0.012533 Residual 3 60.63978 20.21326 Total 4 647.2 Â   Â   Â   Â   Coefficients Standard Error t Stat P-val ue Lower 95% Upper 95% Lower 95.0% Upper 95.0% Intercept -50.9698 16.52736 -3.08396 0.053968 -103.567 1.627654 -103.567 1.62765 X Variable 1 3.246979 0.602756 5.38689 0.012533 1.328741 5.165216 1.328741 5.16522 From the above evaluation, it is clear that the best-line-of fit does not pass through the origin making the assumption not to hold true for sales and assets analyzed. This is because there is no close association between the dependent and independent variables in the study. C) Which of the preceding situations is likely to hold for most firms? What implications does your answer have for use of the percentage-of-sales-method? From the above situations, both cases have close range on R-square but the first is preferred most. The first situation is likely to hold for most firms because each firm will try as much as possible to ensure there is a good correlation between sales and assets. Any imbalance on these two variables may lead to collapse of the business because there migh t be too much expense in relation to company assets. Such a situation may result because of poor management and control of measures and standards. R is a measure of goodness of fit. Quantities neighboring 1 show a very suitable good fit. When the firm’s R is squared, it illustrates the percentage of changeability of y accounted for by x.In some other terms, most firms tend to ensure that their R-Square value stays or should not go below 0.95, as this will account for 95% of the changeability in y with respect to x. In business, usually an R-square values more than 0.9 are preferred, but it is essential to mark that even when a firm has an R-square value of 0.35, this implies that x is still demonstrating a considerable percentage of the y trait. Nevertheless, those below 0.5 are taken as somewhat inadequate for bivariate evaluation, since the related error is so wide. Multivariate analysis for firms is however, different. In addition, when applying mathematical associations t o forecast y given x, then the pact is to present an error = 2 ? SSE, but this resolution is not often the case. Implications on use of the percentage-of-sales-method Percentage-of-sales-method is an approach of forecasting cash needs by stating revenues and costs as percentage of sales, and from these percentages to develop a pro forma income statement. While predicating financial information

Five different sources of risk capital financing Research Paper

Five different sources of risk capital financing - Research Paper Example One of the most common sources of risk capital financing has been the angel investing. Most small companies that are starting have endeavored to in various online platforms with the aim of raising money. Ordinarily, an angel investor which involves equity finance uses their individual disposable finance to make their personal decision about making the investment. Normally shares are taken by the investor into the business in return for providing equity finance. This is with the aim of not only providing business with money to grow, but also bringing their experience and knowledge to help the company achieve success. This is the most significant source of investment in start up and early stage businesses in search of equity to grow the business and other investments. (Anonymous, 2010) Another source includes the venture capital. Normally venture capital aims at adding value in addition to the capital, towards the companies in which they invest. This reveals efforts of these investors to help the business grow and realize a greater return on the venture that has been undertaken. Ordinarily, venture capital is a type of equity financing that addresses the funding needs of entrepreneurs and companies that fails to seek capital from more traditional sources that includes public markets and banks. (SBA, 2012)This could be because of size, assets, and stage of development of the business. As discussed it can be noticed that angel investment differs significantly from venture capital finance that invests in businesses via managed funds that has been raised either through private or public money.Normaly,the venture entrepreneur director will invests the money on behalf of the fund. The capitalist should ensure that the investment is profitable and that it makes returns for the fund’s investors.Normaly,venture capital funds are more risk averse compared with angel investors’ and thus make fewer small investments in start

Low Cost Carriers (LCC) Tiger Airways’ Marketing Strategy

Low Cost Carriers (LCC) Tiger Airways’ Marketing Strategy Executive Summary Since the late of last century, the business model of low cost airline represented by Southwest Airlines has been spreading all over the world, has influence and changed the framework and development of the world airline industry. This report is the analysis of the youngest airlines companies of Low Cost Carriers (LCC) Tiger Airways’s marketng strategy. Firstly, it is focused on the macro environmental factors affecting Tiger Airways. Next, it analyzes the competitors including direct and indirect competitors to point out the competitive advantage of Tiger Airways. Finally, this report is focused on the core competence analysis of Tiger Airways. 1. Introduction The low cost carrier is an airline that offers generally low fares in exchange for eliminating many traditional passenger services. The concept originated in the United States and subsequently spread to much of the rest of the world. The term originated within the airline industry referring to airlines with a lower operating cost structure than their competitors. The first successful low cost carrier was Pacific Southwest Airlines in the United States, which pioneered the concept in 1949, then this concept has been incorrectly given to Southwest Airlines which began service in 1971 and has been profitable every year since 1973.[1] Today, the low cost carrier model is applicable worldwide. One of the famous and successful airlines is Tiger Airways. Tiger Airways Private Limited is a low-cost airline which set up their headquarters in Singapores Changi International Airport. It is operated by one of the premium airlines in the world (Singapore Airline). The parent company is Tiger Aviation Private Limited that consists of The Tiger Singapore and Tiger Australia, Incheon Tiger Airways with slogan â€Å"Get The Real Deal†. The company was established from December 2003 to September 15, the 2004 maiden voyage.[2] It is currently the largest low cost airline operating in Singapore in terms of the amount passengers. Tiger Airways is Asia Pacifics true low fare airline. It offers the lowest fares of passenger safety and convenience of air travel. Tiger Airways from Singapore in September 2004 brought in two aircrafts in its fleet, the network of three routes. In the four years of operation, the operation of Tiger Airways from Singapore and Melbourne bases, base and third-party action in Adelaide in early 2009. Tiger Airways currently fly to over 25 destinations in nine countries in Asia. In only one year (2006), the airline served 1.2 million passengers; it is a growth of seventy five percent compared to the previous year. [3] Through the internet (the public and agents), it accounts for seventy five percent of Tiger Airways seats sold. In other words, passenger book from call centers and airport outlets accounts for twenty five percent. This indicates that the low cost carrier (LCC) model uses online marketing and technology to reduce operating costs is working. [4] 2. Macro-Environmental analysis 2.1 Technology Singapore is a technology driven country. From wireless internet to escalators, advanced technology is found everywhere in the country. People use technology here for the better quality of their lives. Under the Infocomm Development Authority of Singapore (IDA), [emailprotected] is a government initiative to build Singapores infocomm infrastructure. Working through IDAs call-for-collaboration, SingTel, QMax and iCell deploy a municipal wireless network throughout Singapore. Internet based booking adopted by Tiger Airways is one of the technological benefits. E-ticketing is the fastest way of booking tickets in the 21st century. Tiger Airways attracts most of its customers online. In addition, Tiger Airways operations are based on high-technology, and the company is constantly striving to bring customers the best services available in the industry in terms of operational efficiency, reliability and safety.According to industry standards, the on-time departure is the one that departs from the designated bay less than 15 minutes from the scheduled departure time.[5] That means they are not only doing their every effort to ensure that their planes leave on time (and get customers there on time), but also remain in tiptop condition as well, thus, customers will always get the same great experience that have come to expect, every time. 2.2 Demographic and economic The population in Singapore has increased and the visitors coming into Singapore has also increased. According to government statistics, the population of Singapore was 4.84 million in 2008, of whom 3.64 million were Singaporean citizens and permanent residents.[6] Singapore has one of the world largest GDP growths, which means that the people in Singapore are growing richer with higher rate of success. Singapore has a highly developed market which has historically revolved around extensive exports trade, in other words an export driven economy hugely dependant on export of goods to other countries. Along with Hong Kong, Taiwan and South Korea, Singapore is one of the Four Asian Tigers countries. The economy depends heavily on exports and refining imported goods, especially in manufacturing. Moreover, Singapore is also a popular travel destination making tourism one of its largest industries. There were about 7.8 million tourists visited Singapore in 2006.[7] It has also indirectly resulted in booming development of aviation industry. Singapore gets its revenue mainly through tourism and most of people coming from different nearby countries prefer these types of airline for their short travel. 2.3 Governmental Political forces are one of the most important factors for budget or low cost airlines. Forty nine percent of the shares of Tiger Airways are owned by Singapore Airlines (SIA). The chairman of the Singapore airlines belongs to the advisory council of the president which gives an added advantage to expand their network relationships with other airlines and countries. Singapore has a successful and transparent market economy. Government linked companies are dominant in various sectors of the local economy, such as utilities, media, and public transport. Singapore has consistently been rated as the least corrupt country in Asia and among the worlds 10 most free from corruption by Transparency International.[8] Apart from that, the Economic Development Board (EDB) together with the Information Development Authority of Singapore (IDA) aim to make Singapore the region’s major center. Their purpose is to promote Singapore as a compelling location for companies across the entire industry value chain; creating a self-reinforcing, inter-dependent ecosystem that will continuously attract talent, capital, ideas, and enterprises to create international products and services from Singapore. [9] 2.4 Cultural Singapore is a mixture of an ethnic Malay population with a Chinese majority, as well as Indian and Arab immigrants. There also exist significant Eurasian and Peranakan who are known also as Straits Chinese communities. Around 78,000 people work in the media in Singapore, including publishing, music, broadcasting, print, film, digital and IT media sectors. The industry contributed 1.56% to Singapores gross domestic product (GDP) in 2001 with an annual turnover of S$10 billion. The industry grew at an average rate of 7.7% annually from 1990 to 2000, and the government seeks to increase its GDP contribution to three percent by 2012.[10] Singaporean cuisine is an example of diversity and cultural diffusion, with influences from Chinese, Indian, Malay and Tamil cuisine. In Singapores hawker centres, traditionally Malay hawker stalls selling halal food may serve halal versions of traditionally Tamil food. Chinese food stalls may introduce indigenous Malay ingredients or cooking techniques. This continues to make the cuisine of Singapore a significant cultural attraction. That is one of reasons why Singapore is a popular tourist country. 3. Competitive analysis The cost of competition in airline industry is high. Tiger Airways, due to its low cost nature, has cut throat competition with the rival airlines like Virgin Blue and Jetstar. The industry growth is average for switching between airline companies which brings more convenience to the customers. The fixed cost is high for the Tiger Airlines and there is opportunity for it to sell unsold seats cheaply which results in pricing wars between the rivals. Tiger Airways competes in terms of price technology, customer services, in-flight entertainments and many more areas. 3.1 Comparison of Tiger Airways with Direct Competitors Air Asia: Air Asia is a low cost airline based in Kuala Lumpur, Malaysia. This is the first airline in the region providing ticketless travel and implementing comprehensive unassigned seats. With the domestic and international flight reservation Air Asia operates 656 flights daily, 102 routes to 57 destinations in 12 countries.[11] Destinations Covered: Air Asia covers fifty seven destinations as Tiger Airways which covers only nineteen destinations. It covers three times more than Tiger Airways’. Cost Analysis: Air Asia is approximately thirty percent more expensive as compared to Tiger Airways. For example, Tiger Airways ticket to Phuket is seventy two SGD whereas Air Asia charges one hundred and ten SGD. Air Asia charges one hundred and seventy SGD to Bangkok whereas Tiger Airways charges one hundred and thirty SGD. Baggage Allowance: Tiger Airways allows a maximum of fifteen Kg check in luggage and charges 25 SGD whereas Air Asia charges 7.50 SGD. Air India Express: Air India express is India’s first international airline that offers great value for money and provides convenient connectivity in the short range routes. Air India Express and Tiger Airways both connect India to Singapore and vice versa through Chennai.[12] Destinations Covered: Air India covers ten international destinations whereas Tiger Airways covers nineteen destinations. Cost Analysis: Air India Express is more expensive than Tiger Airways, for example, Air India charges 306 SGD to Chennai whereas Tiger Airways charges 269 SGD to Chennai. Baggage Allowance: Air India allows a certain limit of free of charge baggage whereas Tiger Airways only allows seven Kg of free hand baggage. Lion Air: Lion Air is Indonesia’s largest private carrier and Asia’s first hybrid carrier which offers both economy and business class seating. It operates scheduled passenger services on an extensive domestic network from Jakarta to forty destinations with 210 daily flights as of May 2008.[13] Destinations Covered: Lion Air covers 7 international destinations whereas Tiger Airways covers 19 destinations. Cost Analysis: Lion Airways is a little cheaper as compared to Tiger Airways. For example, Lion Airways charges 89 SGD for a ticket to Ho Chi Minh City whereas tiger airways charges 102 SGD. Baggage allowance: Free baggage allowance by Lion airs is 20kilos for economy class and 30kilos for business class whereas tiger allows only 7 kilos. 3.2 Tiger airways facing Indirect Competitors: Indirect competition includes trains and buses as other means of transport to reach a destination. Land transport that includes trains and buses are the indirect competition to air travel because they permit far greater capacity and frequency of service which is not possible by aircraft and their schedules are less interrupted by bad weather than airlines. Tiger Airways covers destinations such as Kuala Lumpur, Bangkok, Phuket and other destinations where are also accessible through other means of transportations such as trains and buses. Trains and buses hence are an indirect competition because of various reasons, such as time, price, and luggage allowed to carry, etc,. For example: 1. Tiger Airways has daily flights to Kuala Lumpur and Bangkok from Singapore but the frequency of buses from Singapore to Kuala Lumpur are ten times more. 2. Tiger Airways charges 59 SGD for a one way ticket from Singapore to Kuala Lumpur whereas the bus charges 33 SGD. However there are few buses such as Transnational Express which costs 15 SGD. Therefore, the ticket price varies depending on the type of bus passengers choose and the place from where passengers board the bus. A slower, costlier, but more comfortable way to travel to Kuala Lumpur, Malaysia, would be by rail. To Kuala Lumpur there are two day time trains and one over night sleeper train daily. The charges vary depending on the seat passengers choose. For instance, if passengers choose a first class seat it will cost approximately 28 SGD whereas a second class seat would cost around 14 SGD. 3. Tiger Airways charges 131 SGD for a one way ticket from Singapore to Bangkok and the train charges approximately 82 SGD for second class sleeper. However there is no direct train from Singapore to Bangkok. Therefore, passengers have to change minimum two to three trains further down to Bangkok. Obviously, convenience of travel is a known fact as traveling by air is the fastest means of transportation as compared to any other means. Basically for an airlines industry the main substitutes are travelling by train, bus or car to any desired destination. The various factors affecting these substitutes are money, convenience and time. However Tiger Airlines being price sensitive lures many travelers away from these substitutes. Thus, the cost is the key consideration for many travelers. The competitive possession of tiger airlines is affected by the bargaining power of the buyers. The potential buyers can put a lot of pressure on airline business which further affects its price, volume and profit margin. Tiger Airlines flying from the Gold Coast airport is competing for the same customer, which in turn is strengthening the buying power. A lot of buyers are attracted to tiger airlines as it main strength is its price. The threaten route for Tiger Airlines in the future is determined by the existing barriers to entry. Cost of entry is the biggest barrier. The cost of buying and leasing aircrafts, safety and security measures, customer services and man power is high. Tiger Airways itself a new entrant in the Airline industry has added a lot to the competition. This means a major constraint on the profit margin for the Airline industry. 4. Core Competences Analysis In order to satisfy the visitors on the Asia-Pacific region, Tiger Airways relies on low fares and the reliable regional air services. That is a true low fare airline which operates on three customer-focused core strategies: First of all, market stimulation. Tiger Airlines creates opportunities for new travelers and empowering budget conscious people to fly more often by making travel affordable with its consistent low fares. Tiger Airlines facilitates its processes of providing effective consumer service by online sales services, they provide hotel accommodation for the passengers, car rental and travel insurance benefits to passengers online. Huge response is generated by the consumers through the process of online sales as the number of seats booked online is increasing year after year. Services provided to travelers with benefits like offering them more options in terms of increased capacity in routes. Tiger Airlines is still under process of opening more travel options for the employees. Secondly, Tiger realized the importance of stringent cost control through their operations, so that they can keep our fares consistently low for travelers. Tiger Airways empowers budget conscious people to fly more often by making travel affordable with its consistent low fares. The market share of the airlines has increased due to the low price. Tiger airways offered 100,000 seats at 9.95 for Australian destinations. To book return flights from Melbourne at Mackay at 49.95 per flight and there were no server problems as in the case of Jet star. They charge $30 for exit row seats and $8 for all other seats. Thirdly, capacity utilization maximizes the number of sectors served by their aircraft per day with efficient air traffic planning. Tiger Airways has effective workforces, who work diligently to make the airlines a success. With the increase in the number of phone customers, due to good salesmanship done by the employees working in the call centers, the airline has decided to increase the number of staff in call centers. Generally the tickets are sold online or in airports. After sale services like delivering the purchased ticket at the house of customers adds to its marketing strategy. Moreover, Tiger Airways seeks to act as a good corporate citizen at all times and undertakes contributions and sponsorship programs as part of its partnership with the community. For example, it is currently making conscious efforts to conserve wildlife and sponsors the upkeep of Winnie, a white Tiger at the Singapore Zoological Gardens for the purpose of conservation, education and recreation Tiger Airways business model is based on the success of Ryanair, which uses a very low cost competitive basis, the basis of low fares. It also involves examining every aspect of the business, in an effort to eliminate non-essential costs, but it will not cut any corner of the passenger safety and on time. However, Tiger Airways should be constantly looking for good business opportunities available to the market. For example, one glaring advantage of using YouTube is that it serves 100 million videos per day. No matter what YouTube content (unlicensed, kids falling of skateboards, etc), thats a huge number and there are tremendous opportunities for Tiger Airways to benefit in order to reach such a huge audience for any business opportunities. Changes in technology and markets on both a broad and narrow scale are opportunities that Tiger Airways can also utilize. According to Forrester Research, online consumer auction sales will reach US$65 billion by 2010. This is almost one-fifth of all online retail sales. The growth of high speed broadband, and the number of online users, has opened new windows of opportunity for reaching viewers. The aims is to find the most effective internet advertising techniques for making full use of the internets, rapidly expanding, global marketplace. 5. Conclusion Based on above analysis, it can be seen clearly that Tiger’s success is no accident. It is based on their effective correct marketing strategies and operation performance. Although Tiger Airway is a successful company and has achieved good brand recognition widely, it still has much to improve in order to maintain the momentum it has generated over five years in operation. From the research point of view, with the marketing mix audit, I m able to identify and provide suggestions based on the aspects which we feel have to be improved, reinforced, developed to be the most effective. Besides that, I get an obvious view of the marketing strategies employed by Tiger Airways through the macro, competitive and core analysis. Reference [1] The History of PSA, http://www.jetpsa.com/index/history.html [2] Company Overview, http://www.tigerairways.com/sg/en/about_us.php [3] Tiger Airways sees 75% jump in number of passengers. Channel NewsAsia, Janauary 2007 [4] Tiger Airways new Advertising Campaign sees sales up more than 60%, 26 October 2005, http://www.asiatraveltips.com/news05/2610-Advertising.shtml [5] On-Time Performance, http://www.tigerairways.com/id/en/on_time_performance.php [6] Singapore Statistic, http://www.singstat.gov.sg/stats/keyind.html#popnarea. [7] Record Year As Tourism Exceeds 2006 Targets With S$12.4 Billion Tourism Receipts And 9.7 Million Visitor Arrivals, http://app.stb.gov.sg/asp/new/new03a.asp?id=6243 [8] Transparency International Corruption Perceptions Index 2006. http://www.transparency.org/policy_research/surveys_indices/cpi. Retrieved on 2007-02-03. [9] Singapore Paves the Way as Trusted Global E-Commerce Hub http://www.ida.gov.sg/News%20and%20Events/20060926094702.aspx?getPagetype=20 [10] Media 21: Transforming Singapore into a Global Media City. Media Development Authority Singapore (PDF). Retrieved on 17/09/06 [11] AirAsia, http://www.budgetairlineguide.com/airasia [12] Air India Express, http://www.airindiaexpress.in/airindiaexpress/Home.asp [13] Lion Air, http://w3.lionair.co.id/ [14] Tiger Airways, http://www.tigerairways.com/sg/ [15] Cheap Airline Tickets! http://www.kipaddotta.com/travel/cheap-airline-tickets.html [16] Gross, S./Schroeder, A. (Eds.): Handbook of Low Cost Airlines Strategies, Business Processes and Market Environment, Berlin 2007

Diabetes Mellitus Essay -- Medical Research

Diabetes Mellitus is a chronic condition which afflicts millions of people around the world. It is related to the insulin hormone, which is secreted by cells in the pancreas, regulates the level of glucose in the bloodstream and supports the body with breaking down the glucose to be used as energy. In someone who has diabetes, the body doesn’t produce enough insulin or cells don’t respond to the insulin that is produced. There are three main types of diabetes, type 1, type 2, and gestational. I will be discussing type 1 and type 2. Type 1 diabetes, also known as insulin dependent diabetes mellitus, IDDM, or juvenile diabetes’ consequences are from the body’s failure to generate insulin. It is an autoimmune disease distinguished by failure of the insulin producing beta cells of the islets of Langerhans in the pancreas on the way to insulin shortage. Type 1 diabetes is of the immune-mediated nature, where beta cell loss is a T-cell mediated autoimmune attack. Most people are healthy, in a healthy weight, when the sudden onset of type 1 occurs. It can occur at any age, mostly young, hence â€Å"juvenile diabetes†. It has some connection to hereditary. Various factors contribute to type 1 diabetes as well as genetics and exposure to certain viruses. Signs and symptoms come on suddenly and include increased thirst (polydipsia), frequent urination (polyuria), extreme hunger (polyphagia), weight loss, fatigue, and blurred vision. Some known risks are family history, genetics, and geograph y. Other possible risk factors include viral exposure, low vitamin D levels, and drinking water that has nitrates may increase the risk as well. The more common type is type 2 diabetes mellitus, also known as non-insulin-dependent ... ...list of support groups to assist in lifestyle adjustment and aid family in providing emotional support. Ninety-eight billion dollars is spent every year in the United States in order to treat diabetes. As there is still no cure, research hasn’t stopped. Just because a person has diabetes doesn’t mean their life has to be over. With proper management, diet, exercise, education and support, a person doesn’t have to be overtaken by diabetes instead take over diabetes. Control is key to the lifestyle adjustment that a diabetic patient needs. Works Cited Milchovich, S. (2011). Diabetes mellitus, a practical handbook. Bull Publishing Company http://www.mayoclinic.com/health/type-1-diabetes/ds00329. American diabetes association (2009). The uncomplicated guide to diabetes complications. 3rd edition http://www.drugs.com/diabetes-treatment.html

Foods Market Essay

For months, Whole Foods Market and its legal team have waged a very public battle against the Federal Trade Commission’s charges that the high-end grocer’s 2007 merger with Wild Oats Markets violated antitrust laws. The court fight started in June 2007 when FTC lawyers first tried to prevent the merger by filing suit in the U. S. District Court for the District of Columbia. Then, last October, Whole Foods raised the stakes by unleashing lobbying and media campaigns against the FTC. After all of that, this morning’s announcement that Whole Foods has agreed to settle with the FTC raises an obvious question: Why? Decherd partner Paul Denis, who has represented Whole Foods since 2007 in defending the merger, says it came down to money, and Whole Foods also just wanted to move on. â€Å"This is a very expensive process,† he says, adding that Whole Foods â€Å"thought if made sense to try to eliminate that cash burden. † In December, Whole Foods said it had spent $16 million on attorney and expert fees since 2007. Asked whether allocating additional resources to the public fight against the FTC was worth it for his client, Denis says, â€Å"You do what you have to defend yourself. †¦You can never ask yourself is it worth it. †

Event Planning

Vietnam National University The University of Social Sciences and Humanities The Faculty of Oriental Studies BUSINESS ENGLISH: PLANNING EVENT SUCCESSFULLY Teacher: Tr? n Cao B? i Ng? c, M. A Student: Nguy? n Th? Thien Thanh Student code: 0665339 Class: Australian Studies 06 Ho Chi Minh City November 27th, 2009 CONTENT I. Pre-planning5 1. Forming a team and assigning tasks5 2. Brainstorming6 3. Defining your event7 4. 4. Setting program goals and objectives8 II. Planning stage8 1. Summary8 2. Planning9 1. Draft budget9 2. Event activity list/Create a plan of action12 3. After the event24 3. Create event timeline24 III. Evaluation of event27 INTRODUCTION Chances are, at some point in your life you have organized or helped organize an event. Remember your birthday parties growing up? There must have been some planning involved, such as guest lists and food. Accordingly, most planned events, especially in the business world, require prior arrangements and preparations. Planning conferences and meetings has ecome a skilled profession these days. Conference and meeting planners, also known as event planners organize, coordinate and run conventions and meetings and make sure they function smoothly without any glitches. These events range from first-birthday parties to political fundraisers, anniversaries, fashion shows, product launches, conferences, graduations, and reunions, to name just a few! According to a recent report, it takes about 15 0 hours for a planner, working with her staff, to produce a major event from start to finish. You do the math. Millions of events multiplied by hundreds of hours spent planning equals many, many opportunities for those entering this field. Events help our organizations educate the public about environmental issues, give the public a chance to get involved in campaigns, raise money, and publicize our organizations and their campaigns and activities. Events do not just magically come together. For every conference, concert, dinner, or lecture, a dedicate group of people worked together to plan and execute the event. Planning an event means more than just deciding to have one and trying to pull it together by the seat of your pants. Planning involves taking necessary steps to accomplish a goal. When events are planned, hang-ups, which often destroy an event, can be dealt with much more easily or sometimes are avoided all together. For example, events are often ruined when weather turns foul or a speaker drops out. However, if the event was planned, an alternative location can be booked, and backup activities planned in the absence of a speaker. These following steps to successful event planning will provide you the event planner with all the various important tasks involved in event planning. The keys to successful event planning will make your event a successful one, no matter how big or small the event, the purpose of the event or whether it is personal, business, entertainment or otherwise. I. Pre-planning: Pre-event planning, as outlined in this section, will be among the most important steps you will take on your path to a successful event. You may have heard the phrase, ‘‘If you don’t know where you are going, any path will take you there. ’’ It’s true. Without knowing where you are going and why, you might as well set out on your journey and be content wherever you happen to arrive. You would not start a family vacation with this attitude, would you? Thus, key factor to a successful event is that it is well planned with plenty of time to make sure things are done as required and within time frames set down. Depending upon the type of event, look to plan the event at least 6-9 months before the actual date happens to allow for success. This also allows for any potential problems to be resolved in plenty of time. Once you cycle through your first year, pre-event planning for the following year begins the day after your event. In other words, what is best and most successful is to never go out of business— to have one event’s conclusion lead directly into the next event’s preplanning. This is the best way for organizations to continue to improve, reduce burnout of staff, and break the cycle of reinventing the wheel. In fact, the more you follow planning as a continuum from one event to the next, the easier it gets to achieve success. 1. Forming a team and assigning Tasks First, running an event alone can be very difficult, so it’s important to recruit others to help. Be sure the members of the organization are invested in sponsoring the event. They will be more likely to follow through and participate in all the planning details if they feel a sense of ownership for the event. Designate a chair person for the event to coordinate and supervise the entire process. Be sure that all of your team to fill out all the proper forms and obtain signatures. †¢ List the interests, abilities, and talents of the people in the group. For instances, who like to plan, who are skilled at handling logistics (such as organizing parking, purchasing supplies, and coordinating volunteers), and who can come up with original ideas for event- and cause-related publicity. Provide opportunities for everyone to brainstorm ideas for the group’s work †¢ Trim down the list you develop and set some priorities. Factor in how well the ideas match the interests, abilities, and talents from the initial list. †¢ Put it all on a calendar, and then take into account other commitments, like exams, holidays, or other â€Å"busy times†. †¢ Assign coordination roles, tasks, and do a â€Å"reality check† on timetables and workload. Many groups create an overly ambitious plan the first time. †¢ Check in regularly on the progress of your plans. 2. Brainstorming You would be surprised on how many great ideas your group can get from a ten-minute brainstorm! Here’s how to do it: It is really important to create a basic planning framework at the start. It is surprising how often people get carried away by a big idea and rush into planning it, without thinking through who the message is aimed at, what kind of effect it will have on its audience or even what the objectives for it are. If you do not agree objectives early on, you will not be able to judge whether you are going to get the results you hope for. So, think through the answers to the following questions: The ‘5 Ws’ – why? who? what? where? when? – may seem blindingly obvious, but the answers will help keep your planning on course: WHY Why do we want to hold the event/action? What’s the nature of the opportunity? WHO Who will do it? Who are our potential allies? Who are our partners? Who is our target? Who do we want to influence? Who is our audience? Who will participate? Who is going to do all the work? WHAT What kind of event do we want to run? Outdoor? Indoor? Site-based? Is it business related, purely social, or somewhere in between: (Celebrations (fairs, parades, weddings, reunions, birthdays, anniversaries, first communions) (Education (conferences, conventions, meetings, graduations) (Promotions (product launches, political rallies, fashion shows, conventions) (Commemorations (memorials, civic events) WHERE Where do we want to do it? Venue? Site? Is the place available? Consider seating, parking, accessibility for people with disabilities, transportation, and any permit that may be required. WHEN When do we want to do it? Is it time critical? Is there an external agenda driving this? Is it weather-dependent? Will any other events conflict with your date? Finally there is one other vital question, and that is HOW How much is the event going to cost and where will the money come from? How long will your event last? Once you have concrete answers to the questions listed above, you are ready to move on to develop the program’s goals and objectives. 4. Setting program goals and objectives: One of the importance to pre-planning is setting objectives or goals. In order to do this, keep in mind these things. 1. Summary When planning an event need to consider a checklist of primary factors. They are: (Datewhen the event will be held. ? Locationwhat city or town it will be held in. ? Venuewhere will the project/event be held e. g. hotel, motel, conference centre. ? Budgetdraft budget – including expected income and expenditure. ? Speakerswho is going to speak/run the event. ? Inviteeswho are you targeting to attend the event. ? Sponsorscan you obtain sponsors for the event and who are they. ? Timelineproject plan timeline for the event including responsibilities for each item. Materialswhat information is required to give to attendees. ? Collationcollation of all material required for the event. ? Advertisinghow going to advert the event? And in what forms e. g. radio, newspaper, or email. ? Mediainvite media to attend event (if appropriate) or advertising of the event. 2. Planning At the initial meeting, need to set up a number of objectives and form a timeline for the project or even t. Important to plan the event with plenty of time to allow for all aspects of the event to happen without too many problems. Keep everyone in the loop so as all aware of what is happening and what every person is dealing with – means no double ups and some accountability to make sure everything is done correctly and within the time frame set. The â€Å"dates† on the timeline do not have to be set in concrete, but need to be flexible enough to make sure everything is covered. You should hold a meeting every two weeks with the committee/organizing group, just to check that everything is happening as it should be and everyone understands at what stage of the timeline the event is at. Be sure that: †¢ Assign tasks and roles appropriately †¢ Determine who will actually be executing the event †¢ Instruct clear expectations as to who will be responsible for each role and how exactly will they fill the role †¢ Involve as many people as you can because people enjoy supporting something that they played a part in planning/organizing 2. 1. Draft budget: Budgeting for an event reflects on a number of costs and needs to be as detailed as possible; otherwise, you can end up spending more than you anticipated. Therefore, identify the sources and amounts of potential revenue and expenses, and revise for realistic and necessary true cost and revenue updates. If you are not able to have exact figures for some of this, estimate – you can always correct this once you have confirmed figures and can change this for the final budget. (Speakers In initial contact with these people, check availability for the dates you have decided on. Establish with them if there are any costs to payment fee, airfares, and accommodation. Are there any additional costs like incidentals e. . taxi’s, meals? Is anyone accompanying them? Do they need transport? A key point to also ask is what are their requirements for the event e. g. are they presenting the topics on Power Point, can they supply with copy, how much material do they need for the handout material or folders? Note that your section would usually buy the speaker a gift of thanks so this cost needs to be put into the budget. All of this inform ation needs to be established at the start to give you an indication of what sort of costs will be required. (Venue Most places can send you pricing by email – this is helpful in preliminary draft budget planning. Pricing will reflect cost of room’s available (for the event), style of seating, pricing for food and beverages, electronic/AV requirements e. g. data projector. They may offer discounts on room hire or accommodation. Check when you need to confirm. (Sponsorship Need to look at whether we can get sponsorship for the event? And if so, in what form will it be e. g. money (donation towards costs), full cost or half cost of the event, may wish to pay for speakers only etc. What requirements do they have for handout material, if any? Can they supply pens, pads etc. Need to discuss this right at the beginning of planning the event and make sure decision is clear and in writing to all parties. Need to address and find out what they want out of the event and this in turn will affect the budgeting of both expenditure and income. (Event Materials Need to determine what is going to be given to the attendees. Need to follow your organization standard folder presentation. Need to design cover for each event and need to allow enough time for printing of covers and contents etc. Need sponsors logos (electronically). An agenda, contents page, list of attendees (if relevant) to event, evaluation form all need to be decided upon, the format designed and then allow time for printing plus collation of the material once printed. Need to allow time for couriering of information to venue (if necessary). All costs for this need to be examined and put into budget (Advertising and Media Here need to address who targeting to attend the event, how they will be invited e. g. invitation in mail, electronically. Some form of registration system to be put in place – ideally with one person only (so as not to duplicate any work and to have control over invoicing registrants etc). How much do we charge for registration fee Need to look at all costs (estimates) to ensure we have a successful registration fee. Do we need to involve the Media? – if so do they come to the event, can they assist in promoting the event before? Need to ask these kinds of questions and again look at relevant costs. (Note: a) Finance the event before it happens. Know where the money will be coming from. Never plan to finance an event from registration fees, ticket sales or gate receipts. b) A good way to finance an event is to create a fundraising arm of the production. *Note that the event itself and the fundraising effort should not be mixed. A good way to avoid any overlapping of the two is to assign a different planning team to the fundraising. These are two different responsibilities and they should b e planned separately. c) There are three types of fundraising effort to cover the cost. The first is a strategic alliance. Co-branding events not only provides more name recognition for your events, but it is also a way to help cover the expenses of the event. The second option to consider is sponsorship. This option allows you to generate money, but not share as much of the spotlight. The third option is charging for attendance. Depending on the type of event you hold this can be a positive or negative thing. EVENT BUDGET TEMPLATE Event: _____________________________ Date: ______________________________ |Expense |Estimated Cost |Actual Cost | |Facility Fee | | |Rentals (tables, dishes) | | | |Presenter/Entertainer Fee | | | |Audio/Visual Equipment | | | |Advertising/Promotion | | | |Printing | | | |Postage | | | |Food/Catering | | | |Decorations | | | |Transportation | | | |Security and Technicians | | | |Other ____________ | | | |Other ____________ | | | | | | | |Total Expenses: |_______________ |_______________ | Revenue |Estimated Revenue |Actual Revenue | |Ticket Sales | | | |Food Sales | | | |Vendo r Fees | | | |Event Sponsorship | | | |Donations | | |Other ____________ | | | |Other ____________ | | | | | | | |Total Revenue: |_______________ |_______________ | 2. 2. Event activity list/ Create a plan of action: The Events Activity List is good tool to use when organsing a function – as each point is raised and completed, it can be ticked off. This means nothing is forgotten and it is also a double check from the timeline document. Also if you are away for any reason, someone else can easily see at what stage you are up to with the event organization. ( Date: Set a date and check to make sure it doesn’t conflict with your target audiences industry dates, convention dates, holidays. Need to consider at least two dates so when planning the venue, you can work around any clashes that may occur. Have some dates in mind and contract the venues to see if they are available on those dates. ( Location When booking a venue, make sure it aligns with your objectives and goals. Look at your rough agenda and find out what the ideal space would be to accomplish the event's goals. ompany will incur for the event. Once you have outlined space needs for the event, brainstorm some perspective places for the event and make visits. Before you head over to visit a site, sketch a list of criteria and questions for the facility and its st aff. Visit several so you can make an effective comparison based on the event's needs and budget. Check list for facilities †¢ Is the venue centrally located? †¢ Does the venue provide plenty of parking? †¢ Is the venue located near public transportation? †¢ Will the venue support our food needs? †¢ Does the venue provide for adequate space? †¢ Will the venue support our technology needs ( Speakers and performances Before recruiting any speakers, decide what roles the speakers will play as well as how many speakers you will need in each role. Next, brainstorm a list of the people you would like to fill the roles you've defined. Next, start recruiting the speakers and performers. Start by making a packet with information about the event, your group, and a letter explaining why you want them to speak or perform at your event. Include a reply card and self-addressed, stamped envelope for your speaker prospects to return to you with their availability, contact information, title of their talk, audiovisual needs, how the speaker should be listed on the agenda, and housing, food, and travel needs. Send packets to all of the potential speakers on your brainstorm list. Once the packets have been out for about a week, make follow up calls. Follow up calls show your commitment to the event and make speakers feel more welcomed to the event. While on the phone, try to get a commitment and provide the speaker with all of the information they need to make a decision about attending the event. They need to supply you with their requirements for the event. What AV requirements do they have, are they bringing their presentation on disk or laptop? Do they need a data projector etc? What papers/material do they have for the folder(s)? Make them aware that we need this information at least a month and a half before the event, not the week before – not acceptable. If possible, make arrangements to accommodate the speaker's schedule and travel needs. In addition to your initial recruitment of speakers, you should also devise a backup plan for speakers. It's inevitable that one or more of your speakers will cancel closer to the event. If you are ready for cancellations, it will have little to no affect on the quality of your event. Go back to the list of speakers you brainstormed early in the planning. Make sure you have all necessary contact information and can reach each of them if you should need to. The back up plan will help your group plan ahead for possible pitfalls, making for smooth sailing no matter what curve ball is thrown your way. Contact speakers one week before the event and confirm their attendance, how they wish to be listed, and when and where they are speaking. Once a speaker arrives at the event, give her a name tag, remind her of when and where she is speaking, and make sure her needs have been met. Have a volunteer take the speakers to the space they will be using and make sure there is always someone available to introduce your speakers and performers to the audience. Finally, offer tokens of thanks and appreciation to the speakers and performers. Also we usually purchase a gift for overseas speakers – something based e. g. wood, stone etc ( Catering Depending on the facilities, you have several options for serving food. Initially you will need to consider what kind of food you will serve. Get quotes from different venues – look at cost and what they are offering. Is the food what you want? Can you change any menu supplied? Need to look at these sorts of things. No matter how you choose to feed the crowd, keep in mind dietary restrictions such as diabetics and restrictions on salt. Once decided on venue, look through menus and decide what you want to use for the event. Before you move on have an idea of the number of meals or snacks being served at the event and how many people you will need to feed. Closely estimate food amounts through a careful head count to minimize waste. Same with beverages as well. ( Equipment needs For every event you'll need to plan for equipment needs, which can include everything from tables and chairs to audio visual equipment to written materials. Take a look at your rough agenda and the list of requests from speakers and performers. Then, make a list of all of the equipment you will need for the event. Also, sketch out the layout for the event. Now, use the checklist below to prepare the equipment for the event. Make sure you leave room in your timeline and budget for acquiring the equipment you need. Some venues allow you to bring in your own equipment or equipment that you have hired specifically for the event as well. Checklist of Possible Equipment Needs: ? overhead projector ? VCR/TV ? microphones flip charts with markers ? dry erase/chalk boards with markers or chalk ? cups and fresh water ? podium ? megaphone Have to decide who you are targeting for the event. Then decide what kind of invitation you want i. e. printed invitation, electronic email flyer, booklet etc . All of these will have different costs associated and all costs need to be budgeted for. Also a time frame for getting anything printed – allow 2-3 weeks 2 months before, so will be able to send out the printed invitations 4-5 weeks ahead of the event and arrange to have follow up calls i. e. someone to ring every single person who has not replied about their attendance to the event. It is time consuming but done properly usually can increase numbers significantly as not everyone replies to invites, often they just arrive. This doesn’t help your section with catering, handout materials or seating for the event or budgeting so it’s important to follow up. Suggest once you have an invitation list (either printed or electronic) supply list to Administrator so they can confirm attendance/non attendance of invitees. ( Publicity This is promotions or basically letting people know about the event. *Remember part of a successful event is to actually have patrons. Without satisfactory support your event cannot be counted a success. This area requires much attention and effort. It may also be a long- term process. Remember that the advertising should be geared towards the participants you want to target. This is things you will need to take to the event such as handouts, paper, markers and white board, name tag etc. (Name badges (usually Administrator) need t o be made 1-1/2 weeks before the event. Be sure to consist of persons name and organization (do not put titles etc). Include badges for speakers as well. paper, stapler, scissors, paper clips, drawing pins and anything else that people may ask for or that you can use so as not having to ask the venue as sometimes they don’t have them. Gifts for speakers/guests especially overseas guests are necessary. Decide on awards items and identify sources to purchase them. Add cost into the budget for this. Needs to be gift wrapped and have a thank you card attached. ( Photographer If you need one for the event, book them well ahead of the event, as they are hard to get, would suggest 3-4 months before and again ring 2-3 people and get quotes. Once booked put all contact details on sheet for ease of access by anyone else who may have to contact them. Make sure they understand what your company wants from the photos. ( Logistics & Contingency Plans Good logistics planning ensures your event will run smoothly. Prior to the event you need to send out communications to event staff. Staffing to schedule: Receptionist – Make sure they are prepped with a cheat sheet if people call. Technical Staff – Make sure they are standing by and know you need the servers to be free of any large processing. Runners – Get a few people to help as needed. Train Runner and Receptionist and create information cards. Q&A Managers – Have someone assigned to handle the Q&A and chat. Plants or audience seeds – Have someone dialed in and armed with a few questions to get the Q&A rolling if necessary. Reserve the following: Technology – Phone lines and Web technology for all calls (test yourself before sending out. and make arrangements for the archive recording. Rooms – Made available for presenters and support team for all calls. Equipment – Laptops, servers, phones, back-up equipment, etc. for all calls. Contingency Plans: Backup Equipment – Modem and remote. Communication Line – Have a direct line with the operator at all times. Send your team and speakers an e-mail with everyone’s contact information in case there is a problem. ( Emergency Services (such as ambulance service, secured money transfers and handling through a reputable security company). These need to be on the scene or on call during the event *Very important The little things make a big difference: Always do â€Å"one more check† to validate the logins and phone numbers. Have water near each speaker. Have notepads and paper available. Print hard copies of all the presentations – One copy for you and one for each speaker. Test backup equipment. Create and post â€Å"quiet signs. † REMEMBER – Over-communicating is better than under-communicating! Constantly send reminder notes during the event process and planning stages. ( Running Sheet This is a breakdown of the event on the day, broken into 10-15 minute intervals (see example). All staff and speakers/guests will get one of these so as they know exactly what is happening on the day and who is speaking and for how long. There is protocol to follow when scheduling speakers as well. Here’s a sample checklist for an event that will help you work out what needs to be done and make everyone’s jobs easy to follow. Date (function date) | | |Start time | | |Finish time | | |Location address | | |Location phone number | | VIP’s | |Name |Position |Organization |Phone number | | | | | | | | | | | | | | | | | | | | | Special Men tions | |Name |Position |Organization |Phone number | | | | | | | | | | | | | | | | | | | | | Key Contacts | |Name |Position |Organization |Phone number | | | | | | | | | | | | | | | | | | | | | RUNNING SHEET | |Item |Action |Responsibility |Budget |Deadline |Completed | | |Required | | | | | |SIGNAGE | | | | | | |Production | | | | | | |Quantity | | | | | | |Delivery | | | | | | |Placement | | | | | | |Removal | | | | | | |Storage | | | | | | |Other | | | | | | | | | | | | |SECURITY | | | | | | |Venue | | | | | | |Hospitality | | | | | | |Cash | | | | | | |Other | | | | | | | | | | | | | |TICKETING | | | | | | |Branding | | | | | | |Quantity | | | | | | |Staff | | | | | | |Outlets | | | | | | |Other | | | | | | 2. 3. After the Event The final stage of the event entails cleaning up and thanking everyone who helped make the event happen. Organize a clean-up crew to make sure the facility is as clean. Do not forget to send thank you notes to speakers, performers, organizations, and volunteers who made the event a success. After all is said and done, get together with the members of your group and evaluate the event. Discuss what worked well and what should be changed for next year. Do not forget to look at whether or not the event accomplished its goals. Finally, celebrate your accomplishment and reflect on a job well done. 2. Create event timeline: (One year: Set date and site for your event Develop goals and objectives for the event Develop the theme for event Draft version of revenue & expense budget. If this is a fundraising event, contact the Office of College Development, Marketing & PR. (Six Months: Negotiate facilities, services, and contracts Prepare Event time table Construct a realistic budget for event. Building revenue sources is very important. Set event pricing. Leadership structure of event identified Specify staff responsibilities Create a plan for use of volunteers: how many needed & outline of duties Establish publicity plan in conjunction with Office of College Development, Marketing & PR Prepare press releases Design draft of invitation package & related materials Prepare guest lists Draft program and script Negotiate for special speakers Get lists of A-V equipment needed by all participants Negotiate with site and catering managers Solicit or purchase giveaways and/or souvenirs (Three Months: Clarify details and instructions for menus, receptions Arrange site layout, sound & decorating Complete in-kind solicitations Prepare checklist for items & people you need at event Arrange for a photographer Arrange for recording/taping Finalize design for invitation, program & materials (Two Months: Event invitations mailed Monitor invitation response Fine tune event schedule Fine tune event program timeline (One Month: Make or order final visuals Order necessary signage Alert press if coverage is desired Make detailed arrangement charts Arrange for last minute reproduction of papers, handouts, if needed Confirm all agreements in writing with speakers, suppliers, etc. (Two Weeks: Assemble checklist & materials for event Prepare releases for invited media Arrange for any VIP transportation, such as out-of-town invited speaker pickup at airport Reconfirm all arrangements with suppliers (food, shipping, audio-visual, etc) Set seating charts if needed Schedule any rehearsals needed (One Week: Prepare name badges Order any VIP amenities (Two days: Go over your checklist Review plans with Leadership Check on arrival of all shipped materials and equipment Secure storage of materials and equipment Check handout materials Reconfirm photographer (One Day: Check weather report for possible effect on event Review plans with electrician and other facilities staff Arrange to meet speakers and special guests Distribute duplicate event setup plans to staff Final briefings to staff on responsibilities Finalize meal guarantee if necessary with caterer Dress rehearsal (Two hours: Check room/venue setup Check micros and PA equipment Check A/V equipment Arrange handout materials for use Check for necessary personnel Check for signage in place (One Hour: Introduce invited speakers to other participants Check on place cards, if appropriate Check on recording/taping operator Check lectern light and stage props Give program participants any last minute instructions (After the event: Pay all invoices Write thank you notes and send gifts Complete your expenditures and match to budget After the event, it is crucial for the group to evaluate your efforts. The evaluation process should consist of the following: (Audience feedback Make sure that you conduct an honest evaluation of the event for a greater chance of future success. Brainstorm a list of the things that worked and made the conference a success and a list of the things you would change the next time the group organizes a conference. Ask questions such as: (Did you feel the event’s goals and objectives were accomplished? (What area(s) did you think went well? (What area(s) did you think could have used improvements? (Which vendors should be used again? (Which vendors should not be used again? (What items/services were missing? (Was the event well attended? (Was informal and formal feedback about the event positive? You can distribute the evaluation by mail, email or having it available on your organization’s website/event website. Keep evaluations on file for future reference and record in a place where future members of the group will be able to learn from your efforts. It is important to remember to celebrate your success and to thank everyone who contributed to the success of the event! CONCLUSION In many ways, event planning is linked to advertising and marketing. The planner needs to imagine the event is a product or brand, and then develop and promote it in a creative way. Ultimately, what’s important is that the attendees (the consumers) have a positive experience that leaves them feeling good about the organizers. The same applies whether the organizer is a business, charity or family. You need to be a well organized worker who is skilled in co-ordination, particularly with regard to logistics. Your presentation and communication skills should be excellent, and you should be able to motivate other people. Knowledge of marketing and press relations is invaluable, along with a creative approach to solving problems and ‘making things happen’. Above all, you must be a hard worker, who is prepared to put in extra hours to ensure that the job gets done within budget and on time. This work requires perfection, so you must be willing to pay attention to every detail. Not every event will fit perfectly into the following schedule and you’ll have to use your best judgement on handling last minute mishaps that may happen despite superb co-ordination and arrangements. â€Å"Event Planning† has become more of a necessity nowadays. It has become a fundamental part of the society, to help us to run smoothly the events, with everything professionally organized. No doubt, time is money nowadays and managing events at such short notices becomes even more impossible. Especially when behind every function success is to be certain. That’s why, we Event Planners are here for. Making every occasion more unique, outstanding, lively and of course memorable that every attendees admire. As long as you have the desire, your rewarding is your clients’ satisfactory. REFERENCES Vietnamese 1. Nguy? n Van K? t, CD-Rom Tai li? u mon Nghi? p v? thu ky van phong 2. PGS. TS. D? ng Th? Thanh Phuong, ThS. Nguy? n Th? Ng? c An, Nghi? p v? thu ky giam d? c th? i d? i m? i, NXB Th? ng Ke. Websites 1. http://www. tuvannhansu. om/cong-nghe-cham-soc-khach-hang/cong-viec-thuong-ngay-cua-dich-vu-khach-hang/102 2. http://www. tuvannhansu. com/cong-nghe-cham-soc-khach-hang/cong-viec-thuong-ngay-cua-dich-vu-khach-hang/97 3. http://www. snc. edu/planning/program. html 4. http://docs. google. com/viewer? a=v&q=cache:5KR8QIMiwbQJ:www. feministcampus. org/fmla/pro gram-materials/pdf/6 EventPlanning%2520thru%2520Public%2520Speaking. pdf+planning+event+successfully&hl=vi&gl=vn&pid=bl&srcid=ADGEESgeL87csTsCUPENPIDFJaZDY8wSPoKRETYYrbx3EehSnzVVWY419IrG PCtBXBdHIF_24Da9BhjQHoH99ZN4gM_BGpwlPXIuRynGW0PFrXAxW7-oF7A95hm0BHL120w0CliGmvEj&sig=AHIEtbT9Fp8dgvD44PJCZqPLmt4Zz0Mncg 5. http://www. girlmeetsbusiness. com/plan-event