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Produce development

发布时间:2017-03-25
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INTRODUCTION:

Alexander, E.R. (1992) states that planning can be incisively defined as the calculated social or organisational process of setting goals, developing strategies for solving various hurdles, outlining the tasks and scheduling resources to get it accomplished. By setting out this definition the prospect guidelines can be planned for an organisation (Camillus, J.C., 1986). As the plans for an event are being outlined most of the irrelevant data will be removed, resulting in an even and well structured plan (Tum et al., 2006). Depending on whether it is a large scale or small scale company, the time required for planning will differ. At times a long term planning is very essential, depending on whether the event is being held for the first time or if it was previously held in order to meet the objectives of these companies. The event manager will have to possibly work on the conceptualization of the event on a wider scale among stakeholders and after this carry out a practicability study if it is a fresh event (Allen et al., 2002). Many a times, the annual event or the upcoming event that are being worked upon by many companies possibly will not be the similar to the event that they carried out earlier (Tum et al., 2006). Thus, according to Tum, J., et al. (2006), if the event cannot be related to the earlier event in any way, then when it comes to budget estimation of an approaching event the event managers will have to go through a challenging phase. Hence, it is very essential to keep a track on the performance levels of the previous events, so that it can form a base for the future events (Tum et al., 2006). This particular study is then analysed to see if the event satisfies the main criteria which in turn to leads to the development of the plan for the formation and delivery of this event (Allen et al., 2002). This paper aims at giving the reader a detailed understanding of the process for product development with regards to the events industry. The objectives are:

  • To provide a literature background on product development and processes.
  • To provide an understanding of what the actual practices of an events industry are.
  • To find the product development approaches that is used by the events organisation by undertaking a case study :
  • To obtain the facts and tactics that could help the event organisations in developing more innovative and high quality events in the future.

PLANNING AND ITS SIGNIFICANCE TO EVENTS:

Sir John Harvey-Jones, who is the past chairman of ICI, remarks:'Planning is an unnatural process: it is much more fun to do nothing. The nicest thing about not planning is that failure comes as a complete surprise, rather than being preceded by a period of worry and depression' (Bowdin et al.,2006). According to Bowdin et al. (2006) event managers have to always be accustomed to any changing situation and not be in a situation where they are running out of plans and these include:

  • Aspects such as excess calculating in planning and total belief with details as opposed to total strategic considerations.
  • It is always better to have regular meetings to consult and adopt planning documents than viewing plans just once.
  • No plan can be directional in nature to be complete, other than as conclusive.

Getz, D. (2007) says that planning is actually a logical process, but when it comes to events industry most of the time the conclusions take an unreasonable approach. Hence to avoid any failures in the planning of an event, Tum, J. et al. (2006) states that an event management company should always clearly set out its own goals and objectives as well as recognize the goals and objectives of its clients. The planning process should consist of the following stages as stated by Tum, J. et al. (2006):

  • Defining the goals and objectives of an organisation and setting priorities.
  • After deciding on the key market and the target customers, finding out the needs of the customers.
  • Determining the ability and resources that are essential for meeting the needs of the customers have to be determined.
  • The competences and the resources have to be linked to the peripheral services and circumstances.
  • In order to attain the objectives of a business certain strategies have to be developed.
  • Once the strategies are confirmed then the plan of action can be prepared.

PRODUCT LIFECYCLE:

In order to support the planning of an event there are various other aspects to be considered and the one among those aspects that is focused on in this paper is product lifecycle. “The product lifecycle management concept, at its simple, is a general plan for practical product lifecycle management in everyday business at the corporate level, in a specific business or product area. It is a set of business rules, methods, processes, and guidelines as well as instructions on how to relate the rules in practice” (Saaksvuori, A. et al., 2008). In order to put this definition in practical terms Tum., J. et al. (2006) sets out different lifecycle stages. They are:

  • Development of new idea. Sometimes a lot of importance is given to research and development, that is, creative work undertaken on a very systematic basis in order to increase the returns. This process being heavily cost incurring has no immediate returns but is proven to be very beneficial on the long run.
  • Launch a new service. A service launch, as they say is only as successful as the initial vision. The methods used to execute them are of utmost importance. This being a costly affair is also a very fragile phase. Having a vision is one thing, to put into existence is a very hard process.
  • Growth. The first signs of growth of a product are when the profits sore high and the product being accepted in the market. It is important to spur new product growth and see it to maturity. When the product dominates the market, different strategies are used to keep it on the top.
  • Maturity. Maturity of a product is often related to end-user satisfaction. At this stage the income stabilizes. The period of this stage has a very large spectrum, and cannot be captured easily. In the event industry, since this period is likely to be very small, the returns from this maturity have to be reinvested into new products to fill in the shoes of the mature products in their final period.
  • Decline. A decline in the service can happen due to several reasons such as consumer shifts in taste, and increased domestic and foreign competition. Thus the service is slowly stopped or improved. Consumers being far more willing to experiment with products and services, new products and strategies have to be kept ready always.

Kotler(1991) identified four implications arising from the product life cycle.

  • Products and services have a limited life
  • The different stages pose different challenges to the professional
  • Profits rise and fall at different stages of the life cycle
  • Products and services require different marketing, operations, purchasing and personnel strategies in each stage of the life cycle.

Slack (1998) points out that this last point implies that the operations manager will have to set new objectives as the product or services ages in its market. Evans et al. (2003) points out that it is difficult to forecast the future, and to pinpoint accurately where a product or service will leave one stage of the product life cycle and enter the next. However it could be said that not to try to forecast and not to anticipate changes in the external environment and actions by your competitors is dangerous practice (Tum, J. et al., 2006). All these aspects bring it down to the product development stage.

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