How to Plan an Event in a Recession

How to Plan an Event in a Recession

Let’s zoom in on planning an event The planning begins immediately after the ‘big break’ – and every event is a “big break” but in this case the planning begins after the last news report about the state of the economy. We have to be seeing (or hearing) the same things from the same ‘organizations’ that have the information we need to finalize plans.

After all, we need to plan for the event in the same way as a saying goes, if we want to change the course of history.

Planning is an ongoing cycle of taking advantage of the current situation, visualizing possible reasons for the future, identifying possible scenarios, and confirming them, and then executing steps that will put the plan in motion. This accounts for the theme of continuous learning which we will cover in a later article.

Imagining the future is the key to success and developing the implications of that plan is the key to change – and responding effectively to rough external conditions is what companies, government institutions, non-profit organizations, and associations have to do to weather the storm, and to improve anticipation for the future. From taking advantage of

the current conditions of trying to create a business model that will thrive in the stiff and bumpy business conditions, to anticipating the forces pulling other aspects of the market (e.g. ecology) out of their own way, to making better use of all the tools that are available (e.g. technology) to deal and advance in an ever rapid news environment, to allocating people and money to make the best use of the lingering positive feedback and ivory tower squares that are Mother Nature’s domain.

Embracing change is always ‘pokerlounge99‘ – powers that possess calm, wisdom-enhancing and decisiveness to the brutal realities of the external world, and people’s assessment, recognizing and taking full advantage of those, while also engaging the environment and thriving by the results they do create. How to plan an event in a recession? Better plan this one out of your head than to keep planning it in your Based on a three-article series of articles, I have decided to create an “opinion- mistress” profile of what should participate and observe if you’re hoping to plan a successful event.

The three biggies are

  • the business environment – financial and other happenings, and
  • the basic needs of the participants, and
  • the people (your contacts, those that you need to get in touch with, and those you need to associate with.)

You can start from here and develop a formula for the future, and ultimately search for the solutions that are relevant for the current event being planned.

  1. What are the key demographic shifts that will affect the event in the last 5 years?
  2. What are their next moves, how will they react?
  3. Who is the real decision maker on this event?

An effective response to the forecasted shifts that will result in this event is only the result of a careful preparation, understanding those shifts, researching possible applications of a solution or merely understanding that there is significant change going to happen.

For example

  • if business and our sector are dim and slow, what make do we propose and what opportunity do we have for collaboration?
  • if the economy is still a touchy situation, what alternative is there in our strategies (e.g. we can create a space where technology-based culture meets other cultures)
  • if we have to take on some of the world’s biggest corporations as community sponsors, we have to be very clear about these directions and how we are going to move forward.
  • if the hotel community is a problem with our clientele, how are we going to work with hotels to create a space where our shared affiliations and a common message will succeed against the strong and prevalent divisions we have created in our communities?
  • at rest evaporation, which will be difficult with an overall decrease in GDP, how can we become more productive and have an noticeable effect during the conditions we will be contingently working together against?
  • if it is food that we have to take a risk on and how will we do that?
  • if a different company should present us with a new solution, how do we ensure that our part of the deal is a win-win?
  • if there is a chance of a company not complying with our contributing principles, how do we change communication with them, make them let down their guard, and become more responsive?
  • if we have not been able to tackle certain issues at previous times, how do we re-invent our solutions and ways to influence our audiences?