In the aftermath of the major strategy oriented exercises, it is also very essential that operational level problems be listed and sorted out before the implementation of the strategy. These problems need to be qualified as:
1. Problems that share a single cause
2. Industry related problems
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3. Company related problems
4. Problems that can be solved (over which there can be some control)
5. Problems that cannot be solved (over which there can be little or no control)
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Starring with poor project planning blurred functional responsibilities and chronic overtime working most events agencies literally thrive on chaos. Systems are seldom in place for updating of records leading to delays due to searching every day-use-hot-contact-phone numbers. Research work though perceived as important is usually not committed any official time leading to rework and extra effort and frustration for the staff.
There also needs to be proactive PR exercise before and during the event rather than PR coming into the picture at the end of the event for post-event coverage or fire fighting as the case might be.
Shortage of professional and skilled manpower is another problem dogging the entire industry as such. Problems such as pricing of ticketed shows without researching the ultimate consumer’s city / location wise profile and disposable income lead to direct losses for the agency.
Segregation should then be done of problems that share a single cause and is usually company as well as industry related over which the event agency can exercise some control. Conditions should then be made more suitable and amenable to tackle these problems to ensure that aspirations come true.