Organizing an event at a national scale implies the alignment of considerable planning, strategic approach to participation list and logistical requirements, in addition to constant coordination for the implemented activities (Rutherford Silvers & Goldblatt 6). The preparation of the event should primarily reflect the goal of the event. In the case of Moushtarayat event, organized by the Qatar Development Bank, the goal of the event was to bring together big buyers and local small and medium enterprises (SMEs) in order to establish further collaborations locally (“Moushtarayat Conference & Exhibition” 3). The organization of the activities included in this event did not rise up to the magnitude of the goal and as a result, there were planning breaches that affected the success of the first Moushtarayat event.
The event proposed to gather the big buyers in Qatar that would meet the local SMEs. However, the invitations to participate in the event were sent in January. Large organizations are scheduling their activities in an early manner, in order to be able to consider what events and actions best reflects their business purposes and for avoiding distractions from their established goals (Levy & Marion 57). Receiving invitations in January for participating in an event scheduled at the beginning of March was, for many Qatari organizations, a too short notice, leaving them with no choice other than declining their participation.
The impact of this planning flaw was that few of the invited buyers could participate in the event, which affected the participation (sponsorship) packages that supported the organization of the event. The small participation rate also impacted the overall event’s success, affecting the activities planned, such as the B2B meetings between buyers and suppliers, the buyers workshops and the exhibitions.
In response to this organization issue, it is recommended to implement a better planning and start communicating with the companies desired as participant in the event from a timely manner, for allowing them to fit the event into their schedules. Informal discussions presenting the event, or “save the date” emails, followed by formal agreements, established at least six months prior the event should be carried out (Levy & Marion 114).
Similarly, the request to register the conference in the Permanent Committee of Conference was also sent very late. This impacted the effectiveness of the event because the invited organizations declined, leaving the conference with poor participation from senior officials, local practitioners and policymakers, which further affected the objectives of the event, namely the matchmaking of business collaborations (“Moushtarayat Conference & Exhibition” 5). In this case, it is recommended to start registering the conference members in parallel with the process of gathering event participants.
The logistical preparation was also delayed, with exhibition and conference halls and booths being installed a day before the event. Leaving this aspect for the last minute shows lack of professionalism, which should not occur in a national event of the amplitude of Moushtarayat. The organizer’s reputation is also being affected by this organizational error. While QDB is not specialized in event management, in the future it should consider hiring specialized suppliers that can handle logistical activities in a timely manner.
The marketing communication did not reflect the significance of the event. Several problems on this subject included: an un-updated website, poor advertisement around the event, hardened connectivity with the media room during the event. The outcomes of these shortcomings were weak media presence and awareness around the event that resulted in small participation rate. It is recommended that there should be created media partnership as soon as the participant list is prepared, in order to be able to promote the participants, which will further attract visitors and suppliers, offering their businesses.
Finally, post event feedback is crucial, offering significant information on what to correct and to improve for future events (Dawson & Bassett 49). The fact that surveys were not submitted and no communication with the exhibitors was carried during and after event negatively affects the image of the event and of the organizer. It is recommended that a special committee should be organized in the future events, to communicate with the exhibitors and participants, taking their feedbacks, which can be assisted during the event, post event or across future events.
Works Cited
Dowson, Ruth & Bassett, David. Event Planning Management. London: Kogan Page Limited. 2015. Print.
Levy, Barbara, R. & Marion, Barbara, H. Successful Special Events. Planning, Hosting, and Evaluating. Maryland: Aspen Publishers, Inc. 1997. Print.
Rutherford Silvers, Julia & Goldblatt, Joe. Professional Event Coordination. New Jersey: John Wiley & Sons, Inc. 2012. Print.
Moushtarayat Conference & Exhibition. Course Material. N.d. Print.
