ENTREP 106

EVENT MANAGEMENT AND CATERING

______________________________________________________________________________________________________

Harriette G. Santos
Course Facilitator
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COURSE STUDY SCHEDULE

Module 1

WEEK TOPIC ACTIVITIES

I. INTRODUCTION TO EVENT
MANAGEMENT AND CATERING ENGAGE:
➢ Insights on
A. Event Management: An
events attended
Introduction

EXPLORE:
B. The Events Management
➢ Research work
Context
1. The Dimensions of Event
EXPLAIN:
Management
➢ Module
2. Theories and Models in
Events Management
reading
➢ Video clip
3. The Business of Events
January Management
viewing
24- a. Sports and Cultural
➢ Online
Events
discussion/
February lesson
b. Corporate Events:
14, 2021 MICE
c. Special Events
ELABORATE:
➢ Case analysis
C. Catering Management: An
➢ Laboratory
Introduction
activities
1. The Business of Catering
Management
EVALUATE:
2. Local Regulations in
➢ Offline and
Catering Management
online quiz
➢ Write ups

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CHAPTER 1: INTRODUCTION TO EVENT MANAGEMENT

AND CATERING
CHAPTER OUTLINE:
1.1. Event Management: An Introduction
1.2. The Event Management Context
1.3. Catering Management: An Introduction

“The most successful event is the one that achieves your goals and exceeds your expectation”
- Anonymous

I. EVENT MANAGEMENT: AN INTRODUCTION

A. Definition of Terms:
1. Banquet- is a large meal or feast, complete with main courses and desserts.
Literally means “sumptuous feast”
2. Event/s- a thing that happens, especially one of importance. A planned public or
social occasion.
3. Management- the process of dealing with or controlling things or people.
Management is the administration of an organization, whether it is a business, a
not-for-profit organization, or government body.
4. Event Management- is the application of project management to creating,
planning, designing, producing and developing activities like conventions, events
and conferences.
Event Management is a young field. Event Management when compared to
other traditional professions such as medicine, law and accounting is
relatively a young field. It is an area that is growing rapidly and now
represents hundreds of professionals who are responsible for planning,
coordinating and evaluating a wide range of events all year round.
It is growing rapidly.
Event management is predominantly about creating an experience. Bearing
in mind that first
impressions last, it is
important when embarking
on any event regardless of
its scale to take the correct
approach and use the right
techniques to
ensure that your
event is successful

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B. Types of Events: The 4 C’s

1. Celebration
a. Life cycle events: birthdays, debuts, weddings, wedding anniversaries,
retirements
b. Religious rituals: baptism, funerals
c. Commemorative Ceremonies: graduation, job promotion
d. Socio-civic activities: founding anniversaries, feasts and festivals,
concerts, glamour events
2. Commune: class reunions, family reunions, Olympics
3. Convene: meetings, conferences, conventions
4. Commerce: product launches, trade shows, product demonstrations, retail events

C. Classification of Events
1. Major Events- tend to have several thousand participants, span multiple days, or
have a significant impact on essential public services such as transportation,
police, and emergency services.
2. Moderate Events - tend to have more than 1000 attendees, use public property,
close streets, serve alcohol, or impact transportation and parking.
3. Minor Events - tend to be smaller in size but still impact major public services by
closing a street, diverting traffic, or involves the use of private property requiring
land use approval.
4. Administrative Events - Small event that doesn't meet any of the triggers for a
Minor, Moderate, or Major Event. These tend to occur over a single day and don't
impact public services.

D. Key Players: The Stakeholders

Stakeholders
Individuals or group of individuals that can affect or be affected by the
organization's actions, objectives and policies.
Anyone (individually or group) who has an interest in what an organization does.
(Wright, 2001)
Any group or individual with influence over the running of an event or someone
who might be affected by the event (Bladen et al. 2012, p.168)
People and organizations with a legitimate interest in the outcomes of an event.
(Allen et al. 2012)

1. The Host- known as the client

2. The Guests- Known as the audience, participants, attendees or visitors
3. The Event Committee- the event management team
4. The Financier- known as the sponsors
5. The Suppliers- known as event partners. E.g., Technical (sound and light
system), caterers, photographers, videographers.
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II. THE EVENT MANAGEMENT CONTEXT

A. The Dimensions of Events Management
Events have always had a smaller or larger impact on local residents or even on
nations. Smaller society events have had a major role in rites and traditions whereas
the more organized forms of, in particular, sports events have grown in size and
number with the availability of live television coverage in the last few decades. The
scientific debate on event dimensions and event impacts has seen many
interpretations over the past decades.

1. New Perspectives of Event Dimensions- the new school approach

a. Mobile vs. Place Events
o Mobile events take place in different host cities at each edition of the event
and are mobile in nature. They are normally regulated and standardized in the
event format by the event property owner and leave only a certain amount of
autonomy to the local organizing committee.
o Place events happen in the same place on a regular basis and thus become
increasingly associated with the place after each edition of the event.

b. Micro, macro and mega events

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c. Multi vs. single-site events

o As another dimension, events can be held in a single site or be spread over
various locations.
o Multi- site events result in a higher complexity of event operations as, for
example, at the Olympic Games where events are held simultaneously in
various sites, and the broadcast of the individual events, as well as any risk
management, has to be centrally managed, most often from a main
operations center.

d. Local, regional, national and international events

o As a further dimension, events can be easily differentiated into regional,
national or international events by the origin of the majority of active
participants.
o On an international perspective, many continents have developed their
own events, such as the Pan American Games for the American
continents, and the Africa Cup as a pan- African football tournament.
o Special geographical categories are events built on specific regions, such
as the Mediterranean Games for all countries bordering the Mediterranean
Sea. Language, heritage and historical relations still form the basis of
events such as the Commonwealth Games and the Jeux Francophones
events, with a wider international significance.
o Europe hosts many of the sports championships with the European Games
(Baku in Azerbaijan 2015) being the first attempt for a multi- sports event
such as seen in the Asian Games.

e. Creative vs. standardized events

o The emphasis here is on whether the event follows a standardized pattern
and is driven by a strict set of rules under the governance of an
international or national institution, or whether an event is created
independently.
o Nearly all sports events are standardized events as there is a strict need for
competition rules as well as for the sports venue. Sports rules are governed
by either the national or international sports federation in order to
guarantee fair and equal sports events.
o Within the cultural mega events, events may be standardized in format
(e.g., the Eurovision Song Contest) or created with a very light set of rules
(the European Capital of Culture).
o Business events may be developed with a highly standardized framework
(e.g., trade fair participation) or very creatively from the perspectives of
both the location and the whole event design.
o Society events, from weddings to religious events, tend to be standardized
events with a certain flexibility for creative elements.
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f. Live vs. virtual events

o As an event, by nature, is a live event, many event visitors are following
the event either live at the site, live in an adjacent fan park or live via
broadcast social media channels (or at any later stage).
o Live streaming of events is now common practice, ranging from free to
paid formats, thus extending the target audience and enlarging the market
for key stakeholders such as sponsors.
o Due to the uncertainty of outcome in sports, people tend to favor the live
consumption of events, whereas concerts are most often watched at a later
stage on formats such as YouTube.

g. Synergies of event formats

o Over the past decade synergies have developed further between event
formats.
o The Olympic Games have from very early times had opening and closing
ceremonies with a strong focus on the representation of the host city and
host country’s culture. Since the Barcelona Olympic Games of 1992, a
cultural programme, the Cultural Olympiad, running over the four years
before the event, has become an integral part of the mega event.
o The football mega events, on a global as well as at the European level,
have seen the integration of small opening ceremonies in the event format
as well as a cultural programme for those visiting the host cities.
o The European Capitals of Culture, conversely, have sometimes developed
a focus on sports as part of the wider cultural picture.

h. Event match to destination

o Cities around the world are sharpening and refining their destination
brand.
o Events may be a major tool for re- launching or re- enforcing a destination
brand. In event tourism, events have ‘specific roles in attracting tourists,
fostering a positive destination image, acting as animators and catalysts’
(Getz, 2012: 11). Hallmann and Breuer (2010: 234) suggest that, ‘knowing
that image fit favors future visits to the destination, destination marketers
should use the positive connotations of sport events’.
o A challenge lies within the diverse nature of events and their multiple
ownership. While local/regional sports federations may bid for and host
sports events in accordance with the appropriate sports council, cultural
associations may organise festivals and events in close cooperation with
the cultural department, whereas the local/regional tourism organisation or
convention association will also strive to host events.
o In a few places event commissions are implemented to coordinate the
events of a destination. While cultural departments will make their support
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dependent on the programme, sports federations will have their elite

athletes or wider general public in mind.
o Whatever the case, all events should fit the desired image of a destination
in order to achieve the optimum benefits. Additionally, Xing and Chalip’s
study (2006: 72) suggests that ‘priming, rather than match, should guide
event choice.
o In other words, what seems to be important is not which characteristics of
the event match with the destination; what matters is how an event can be
used to prime particular schemata to then be associated with the
destination brand’.

B. THEORIES AND MODELS IN EVENTS MANAGEMENT

The progress of events management towards a distinctive academic discipline in this
regard requires two complementary approaches:
1. One that critically reflects on the relevance of classical theories and models from the
‘home disciplines’ and the degree to which they can be applied successfully
2. Second one that takes into consideration specific event phenomena as well as industry
trends

Below are the relevant perspectives on events and related disciplines:

1. an environmental perspective (natural and environmental sciences, physical
geography, environmental design and psychology)
2. a community perspective (anthropology, sociology, community planning)
3. an economic perspective (economics, finance, tourism, economic development)
4. a perspective of event programming (recreation and sport, arts and entertainment)
5. a legal perspective (impact on the regulatory environment, risk management,
incorporation or charitable status, protection of name, logo, designs, etc.)
6. a management perspective (business, public administration, not- for- profit)
7. a psychological perspective (psychology, social psychology)
8. a political perspective (political science)

The following perspectives that may lead to a further professionalism of the Event
Management Field:
1. the theory of services management, which looks at the specifics of the production and
consumption of services (e.g., Bleuel and Patton, 1978; Fitzsimmons, 2011)
2. the perception of event destinations being service and value-added chains or virtual
companies (e.g., Sydow, 2006)
3. resource- based theory, which sees the level of an organization’s access to resources
as the foundation of entrepreneurial success and the generation of long- term
competitive advantages (e.g., Barney and Clark, 2007).

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EVENTS MANAGEMENT AS A PROFESSION

According to a common attribution, events management can be seen as an industry that
has undergone ‘phenomenal growth, coupled with increased consumer awareness and choice’
(Yeoman et al., 2004: ix)
However, Goldblatt (2000: 2) identifies several skills gaps that hinder or defer the
evolutionary progress of the discipline. He states that the organizations still operate “from a
reactionary mode that is ironic given the central skill of strategic planning that is required for
most events”. He continues: the profession lacks the standardization tools and reporting
procedures needed to provide empirical data to enable event stakeholders to make informed
decisions... The absence of this standardization promotes speciousness, distrust, and lack of
credibility on the part of governments, the private sector, and others whose support is critical
to the long-term health of the profession.

Below are the lists of the characteristic features of the term ‘professions’:
1. the existence of a self- governing professional association
2. a code of ethics
3. a theory- based academic formation
4. the perception of the occupation as a service for the public good; and, last but not
least
5. social prestige and reputation

Under the terms of this conceptual framework, it has to be stated that events management
does not entirely fulfil the requirements for being a profession yet. Looking at the
organizational environment, for example, there are indeed lobbying groups representing and
advocating the interests of various stakeholders, but the overall situation is characterized by
partitioning rather than consolidation.

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EVENTS MANAGEMENT MODELS

1. the major event industry associations offer qualification and
credentialing/certification programs
a. Certified Festival and Events Executive certification program (CFEE), offered
since 1983 by the International Festivals and Events Association (IFEA)
b. Certified Special Events Professional designation (CSEP), offered by the
International Special Events Society (ISES)
c. Certified Meeting Professional designation (CMP), the credential program offered
by the Convention Industry Council (CIC)
2. The Events Management Body of Knowledge (EMBOK)
✓ EMBOK is a model that describes the scope and work involved in event
management
✓ The EMBOK model, is a three-dimensional description of the knowledge and
skills essential to create, develop and deliver an event.
✓ AIM: "to create a framework of the knowledge and processes used in event
management that may be customized to meet the needs of various cultures,
governments, education programs, and organizations. “

✓ EMBOK is a framework illustrating and encompassing the facets of events

management that is flexible according to the needs of its users.
✓ The values that influence all aspects of the event management process. Core
values include creativity, strategy, continuous improvement, ethics and
integration.
Event management is made up five areas of management known as the domains:

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ACTIVITY 1.1. CASE STUDY

THE WEDDING EVENT MARKET IN THE UK
The number of marriages in 2010, the most recent year for which records are available, was
almost a quarter of a million. for the first time, the number of civil ceremonies topped two- thirds of all
marriages. the peak age range in which people got married was from 25 to 29. the largest percentage
increase in numbers from 2009 to 2010 was for men aged 45 to 49 and women aged 30 to 34, both
rising by 6%.
Following the passing of the marriage act 1994, there was a fundamental change in where
marriages were allowed to take place. until then, they could only take place in churches or in registry
offices, the local state outlet for civil ceremonies. the act allowed weddings to take place in premises
which had been given official approval. unsurprisingly, the number of locations which sought and
gained approval has grown rapidly as weddings offer the venue an additional revenue stream. a
searchable index at http:// www.weddingvenues.com/ gives an idea of the number and range of
approved venues. at the time of writing there were 429 in the greater London area alone.
Table 1.2 gives some basic annual data on weddings at five- year intervals from 1989 for England
and Wales. the data in table 1.2 shows a number of trends: 1. the number of weddings each year is
tending to decrease slowly but 2. there is a distinct move towards holding weddings in approved
premises, and away from Christian churches in particular and 3. the number of ceremonies which are
religious but non- Christian is growing steadily.

While the overall decrease in numbers is not good news for professional wedding organizers, the
second and third trends present opportunities for them. religious but non- Christian ceremonies, which are
often considerably larger in terms of the number of invited guests, have become the focus of specialist
wedding organizers (see, as examples, http:// www.redhotcurry.com/ weddings/ wedding_ planner.htm
and http:// www.occasianz.com/ asian- wedding- planning- coordination).
Another specialist market which is being developed is the organization of weddings abroad (see
http:// www.confetti.co.uk/ article/ view/ 4964- 8185-0-How_ to_ plan_ a_ wedding_ abroad_ Getting_
Married_ Abroad.do as a UK example, and http:// www.globalweddings.com.au/ as an Australian example).

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Even mainstream tour operators like TUI Thomson and Thomas Cook are engaging with this market (see
http:// www.thomson. co.uk/ editorial/ weddings/ weddings- abroad.html and http:// www.thomascook.com/
holidays/ weddings/).
One further specialist market which is growing has evolved since changes in the law in many
countries – Denmark (1989), the Netherlands (2001), Belgium (2003), Spain (2005), the UK (2005),
Norway (2009) and Sweden (2009), for example – have allowed same- sex civil partnerships (Ross, Gask
and Berrington, 2011). An
example of a professional wedding
organizer specializing in this
segment is the gay Wedding
organizer (see http://
www.gayweddingorganizer.co.uk/).
Reasons why there has
been a growth in the number of
professional organizers, a
profession which is a relatively
recently founded one, include the
general growth in the scale of
weddings and the number of
guests invited, and thus in the
amount of money that is spent on
each wedding. Table 1.3 gives two
broadly similar sets of estimates
of the cost of an average wedding.

General Instructions: Encode your analysis on a bond paper and submit to your instructor following the
deadline posted on google classroom, email, or FB messenger. Make sure to include your name,
program/course, year, and section on each sheet (since we are printing your outputs). Please follow this
format:
a. Paper size: 8" x 11" (short)
b. Margin: 1.5" left, 0.75" right, top, bottom
c. Font Style and Size: Arial, 16, Bold, Body: Arial, 12
d. Font Color: Black
e. Word file (if used) MUST be converted to PDF file.

Read the case and draw or organize the given data to answer the questions. Integrate what you have
learned from the chapter in conjunction with the information on the case given. Make your answers short
but comprehensive.

QUESTIONS TO ANSWER: (40 POINTS)

1. What are the advantages and disadvantages to the family of a couple who are planning their
wedding in engaging a professional wedding organizer?
2. How might a professional wedding organizer expand their business by covering other events?

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III. CATERING MANAGEMENT: AN INTRODUCTION

Catering- service rendered for different functions by a caterer to the client which
includes preparation and service of food for a fee in a specified venue and time of
function.
Caterer- one who is responsible in arranging and managing all the details of the
catering business to food and service of food for any occasion.
Client- customer in a catering service

A. TYPES OF CATERING SERVICE

1. ON-PREMISE CATERING- is catering for any function—banquet, reception, or
event—that is held on the physical premises of the establishment or facility that is
producing the function.
On-premise caterers—such as hotels, convention centers, and restaurants—usually
have the advantage of offering many services under one roof. They can also provide
sufficient space to house an entire event and plenty of parking. In general, each catered
event has one host and one bill.

2. OFF-PREMISE CATERING- often involves producing food at a central kitchen,

with delivery to and service provided at the client’s location. Part or all of the
production of food may be executed or finished at the event location. At times, off-
premise caterers must rely on generators for electricity, truck in potable water, devise
a trash system, and otherwise “rough it.”
Many localities have independent banquet halls, civic auditoriums, stadiums, arenas,
ethnic social clubs, fraternal organizations, women’s clubs, private city or country
clubs, athletic clubs, hospitals, universities, libraries, executive dining rooms in office
buildings or corporate headquarters, churches, recreation rooms in large apartment or
condominium complexes, parks, museums, aquariums, and restaurants with banquet
rooms.
Some of these facilities are often more competitive than hotels, as they have more
flexible price structures because of their lower overhead expenses. Some are public
facilities and are tax-exempt. A number of these facilities provide their own catering
in-house, others are leased to and operated by contract foodservice companies that have
exclusive contracts. Still others will rent their facilities to off-premise caterers
3. ACCOMODATION SERVICE- Accommodation is the common word for any kind
of lodging or dwelling where people stay and sleep. Finding suitable accommodation
can sometimes be tricky as demand can often eclipse supply. And often it can be hard
just to find a place that is suitable for you, somewhere you are going to want to spend
your time. As populations grow everywhere and urban environments get more complex
and harder to navigate, accommodation services have started popping up everywhere.
These services fill an important need for people, and are dedicated to making it easier
for you when you are trying to find an appropriate place to lay your head.

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RESEARCH WORK: Search for reliable sources and sites online on How to register Home-
based and Corporate Catering Services in the Philippines. Read and understand these
procedures and regulations for future references.

B. LOCAL REGULATIONS IN CATERING MANAGEMENT

There are some legal aspects you must consider before getting started like applying for a
state food dispenser's license and approval of the site where you are going to cook approved
by the local board of health. Selling food cooked in a place that isn't up to the law is a
serious offence and can land you behind bars.

Your manufacturing practices and quality of ingredients used must also meet the standards
specified by the law. You must also get the food you prepare tested to make sure it doesn't
cause any illness.

1. ZONING- When you start a

catering business, you'll need
to check state and local laws.
Zoning laws could affect
where you do your cooking
and how much of your
catering business you can
actually handle from home.
The city you live in may
require a permit. It won't be
fun or easy getting everything
set up legally, but when it's
the law, you don't have a
choice. Starting a catering
business illegally is a bad
idea.
✓ Dividing an area into zones and sections reserved for different purposes such as
residence and business and manufacturing etc.
✓ Decide on a name and then create your identity.

2. LICENSING- The granting of permission to use intellectual property rights, such as

trademarks, patents, or technology, under defined conditions.
✓ The facility (kitchen) where food is prepared should be licensed as a Food
Service Establishment. Generally, a person's home kitchen, where food is also
prepared for family members, will not meet the regulations to be licensed.
✓ When starting a catering business, consider renting space in a kitchen that is
already licensed, (i.e., church halls, rental halls) until the cash flow warrants the
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expenditure for a more permanent facility. If the facility is licensed, but the
licensee does not wish to accept the liability, a separate fixed or temporary
license application must be submitted for the same facility by listing the caterer
or catering cook as the responsible party.

3. INSURANCE- As a catering business owner, you will want to do everything you can
to minimize risk to yourself and your employees. But there are many types of risk.
✓ Insurance helps keep risk to you, your partners, your investors, bankers and other
creditors minimized as well. Insurance is designed to protect tangible assets,
thereby protecting your investment. It’s your financial safety net and a requirement
by law.
✓ WHAT ARE SOME OF THE WAYS INSURANCE PROTECTS YOUR
CATERING COMPANY?
a. If you borrow money from the lending institution, those loans are often
insured from default in case the worst happens and you’re unable to
repay them.
b. Liability insurance covers your catering business. Example, if incase a
guest or consumer or vendor become injured in an accident while on
your premises or while you’re at a catering event.
c. Every catering business has to be located somewhere, whether at home
or location-based. For home-based catering company, you should have
homeowner’s insurance. For location-based, there should be structural
insurances.
d. Worker’s compensation insurance covers the law that requires all
employers to provide workers compensation insurance free of charge.
This will provide income to an employee when he or she is out of work
due to an injury or illness that happens at the workplace during work
hours.

4. INSPECTIONS
✓ HEALTH DEPARTMENT- Food establishments are inspected periodically. The
health department inspector typically arrives unannounced during a busy
production time in order to get accurate data for evaluation and investigates
refrigeration temperatures, storage techniques, internal temperature of food items
and etc.
✓ FIRE INSPECTIONS- all businesses have public access require annual
inspection by the local fire and safety officials, who check for unobstructed exits
and stairways, required width and length of walkways and aisles, and overall
building integrity.
All exits must be marked with clearly lighted signs.
Fire inspectors also check the fire suppression and exhaust systems over cooking
equipment.
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NAME: ________________________________________________________________
PROGRAM, YEAR AND SECTION: ______________________________
CHAPTER ASSESSMENT (40 POINTS)
Answer the following questions comprehensively. Support your answers with the topic/s you
have learned from the chapter. You may use a separate sheet for your answers.
1. What are the basic dimensions of common approaches to the categorization of events?

2. Identify and explain the main challenges regarding theory construction and modelling in
events management.

3. Discuss the academic status of the field. Do you think its justifiable to establish events
management as a separate field of study?

4. Would you say that the events management fulfills the requirements for being a
profession?

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