1

Sri Sharada Institute Of Indian Management -Research

Approved by AICTE
Plot No. 7, Phase-II, Institutional Area, Behind the Grand Hotel, Vasant Kunj,
New Delhi 110070 Website: www.srisiim.org

MACRO ECONOMICS POLICY (308)

Assignment Report
On

GDP, Unemployment & Inflation of Russia

Submitted to:-

PROF. O.P. Bohra

Submitted By:-

ROOPAK GILL - 20130139

RAHUL RANA - 201300134
NIRBHAY - 20130129
PGDM 2013-15
SEC. A

Economy of Russia
2

Kutuzov Avenue and the Moscow International Business Center

Rank

8th / 6th (PPP)

Currency

Russian ruble (RUB)

Fiscal year

calendar year

Trade

WTO, CIS, APEC, EURASEC, G-20, G8and others

organizations
Cent
Central Bank of Russia
ral
bank
Statistics
Inter
nati
GDP
onal
Rese
rves

Russia Country Report: GDP

data and GDP forecasts;
economic, financial and trade
information; the best banks in
Russia; country and population
overview
DATA ON GDP AND
ECONOMIC INFORMATION

US$ 497.41 billion (Source: IMF; Data updated: 2012)

$2.118 trillion (2013) (nominal; 8th)
$2.556 trillion (2013) (PPP) (IMF)
$2.022 trillion (2012-2014) (nominal;8th)

Gros
US$
2.022trillion
trillion
(2011 estimate)
$3.386
(2012-2014)
(PPP) (WB)
s
GDP
growth
Dom
3.4% (2012) (1.33% JanSep. 2013)
estic
GDP per capita
Prod
$14,818 (2013) (nominal)
uct GDP
$17,884 (2013) (PPP) (IMF)
$14,037
(2012-2014)
(nominal)
GDP
2.511
trillion
of International
dollars (2011 estimate)
(Purc
$23,589 (2012-2014) (PPP) (WB)
hasin
GDP by
g sector
agriculture: 4.4% industry: 37.6% services: 58% (2012
Powe
r
est.)
Parit
Population
11.2% (Rosstat March 2013 on 2012)
y)
belowpoverty
line
Real
2001
2002
2003
2004
2005
GDP force 5.1%
Labour
7.3%
7.2%
6.4%
75.5 million4.7%
(Quarter I, 2013)
gro
Labour
wth force by2009
Agriculture:2010
4.4% Industry:
37.6% Services:
2011
2012*58% (2012
occupation
-7.8%
4.3%
4.3%
4%
est.)
*Estimate

Unemployment 5.4% (June 2013)

GDP gross US$ 14,246 (2011 estimate)
Average
per
31,300 Rubles (March 2014)
salary
capi
ta Main industries

complete range of mining and extractive industries

producing coal, oil, gas, chemicals, and metals; all forms of
machine building from rolling mills to high-performance
aircraft and space vehicles; defense industries including

2006
8.2%

2007
8.5%

2008
5.2%

curr
ent
pric
es
GDP
per
capi
ta PPP
GDP
(PPP
)shar
e of
worl
d
total

$17,691 International Dollars (2011 estimate)

1980
N/A

Infla
tion
Une
mpl
oym
ent
rate
Hou
seho
ld
savi
ng
rate
s
Publ
ic

2000
2.67%

**Forecast

GDP
com
posi
tion
by
sect
or
Gros
s
dom
estic
expe
ndit
ure
on
R&D
(% of
GDP)

1990
N/A

agriculture: 4.2%
industry: 37%
services: 58.9% (2011 estimate)
(Data released on February 2012)

N/A
(Data released on March 2012)

2009
11.7%

2010
6.9%

*Estimate

2009
8.4%

2010
7.5%

*Estimate

N/A
(Data released on December 2011)

2008
7.9%

2009
11%

2010
11.7%

debt
(Gen
eral
gove
rnme
nt
gross
debt
as a
% of
GDP)
Publ
ic
defic
it (G
ener
al
gove
rnme
nt
net
lendi
ng/b
orro
wing
as a
% of
GDP)
Gove
rnme
nt
bond
ratin
gs
Mar
ket
valu
e of
publ
icly
trad
ed
shar
es

Larg
est
com
pani
es in
Russ
ia

*Estimate

2008
4.9%
*Estimate

2009
-6.3%

2010
-3.5%

**Forecast

Standard & Poor's: BBB

Moody's rating: Baa1
Moody's outlook: STA
(Foreign Currency Government Bond Ratings; Data last updated Dec 2011 and Nov 2012 )

2009
US$861.4 billion

2010
US$1.005 trillion

UC Rusal (Aluminum), Norilsk Nickel (Diversified Metals & Mining), Polyus Gold (Diversified
Metals & Mining), IDGC Holding (Electric Utilities), RusHydro (Electric Utilities), Federal Grid
(Electric Utilities), Inter Rao (Electric Utilities), Magnit (Food Retail), Novolipetsk Steel (Iron
& Steel), Severstal (Iron & Steel), Mechel (Iron & Steel), Magnitogorsk Iron & Steel (Iron &
Steel), X5 Retail Group (Iron & Steel), TMK (Iron & Steel), Gazprom (Oil & Gas Operations),
Lukoil (Oil & Gas Operations), Rosneft (Oil & Gas Operations), TNK-BP Holding (Oil & Gas
Operations), Surgutneftegas (Oil & Gas Operations), Tatneft (Oil & Gas Operations), Novatek
(Oil & Gas Operations), Transneft (Oil Services & Equipment), Sberbank (Regional Banks),
VTB Bank (Regional Banks), Bank of Moscow (Regional Banks), Uralkali (Specialized
Chemicals), Sistema JSFC (Telecommunications Services), Rostelecom (Telecommunications
services) (2012)

5
Overview
Bottom Line: Given Russia's economic and financial links to world markets, sanction
decisions need to consider the realistic possibility of contagion.

Conventional wisdom has it that sanctions will impose a cost on Russia, but that absent a major
intensification of the conflict the effects will be concentrated in the region with limited global impact.
To date, sanctions have been modest, targeting a limited number of individuals, their companies, and
small banks. But a set of tougher industry-wide sanctions affecting finance, energy, and defense are
reportedly under consideration.
In part, this belief in limited, regional contagion reflects a relatively sanguine view among investors
about the prospects of an escalation of tensions, a position many in the foreign policy community do
not share. If the probabilities and the implications are hard to measure, it is not surprising that many
in the markets choose not to give much weight

to severe downside scenarios. That optimism could

prove untenable if the darker views of Russian president Vladimir Putin's plans prove accurate.
In addition, it is often argued that Russia simply is not critical to the global markets. For example,
Goldman Sachs Research argues that despite contributing 3 percent of global gross domestic product
(GDP) and significant energy exports, Russia's limited integration in global supply chains and
international financial markets means "repercussions for the global economy of current tensions
might be relatively small." Their firm's greater concern is that Russia may respond to sanctions by
turning inward. From that perspective, the long-term isolation of the Russian economy is the primary
legacy from sanctions.
These arguments are reflected in current market prices. Though Russian bonds are down 6.9 percent
and equities are down 9.6 percent on the year, global equity markets are broadly unchanged and
appear more likely to be moved by industrial country growth and rate developments rather than
shifting information on sanctions. Emerging market spreads are near historically tight levels, further
suggesting delinkage from Russia (and risk appetite from yield-hungry investors). One can either be
comforted by the stability of global markets or concerned about the prospect of a sharp market
correction if these assumptions are disproved.
Last month I looked at the case for sanctions having a material effect on Russia. I

What will
matter for
the
contagion
debate is
that the
Russian
market is too
interconnect
ed with the
world to
ignore.

argued that the answer was yes, primarily because of Russia's complex, leveraged,
and opaque financial linkages with the West. This month, I turn the focus to the
channels for contagion within and outside Russia if the conflict intensifies and the
West moves to extend sanctions to entire industries such as energy, finance, or high
tech.[1] Sanctions have never been imposed on a country as large and complex as
Russia, making quantification difficult, but a preliminary assessment suggests
effects that are far more sizeable than indicated by conventional wisdom. It is a
mistake to focus on whether Russia is big enough to matter; what will matter for the

contagion debate is that the Russian market is too interconnected with the world to ignore. However,
policies can be put in place to limit the dislocations for the West.

10

11

12

13

14

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Projects include Basic theory , case studies , glossary of terms , emerging

trends(from text/internet),self-assesment
questionnaires,measurements,survey

Project Reports,though in groups, must indicate specific contribution by

members.While extracts can be included giving due reference,emphasis will
be on personal composition&editing

Project Topics

1. Introduction to OB.Contributory disciplines.OB models & theories

Challenges.
2. Motivation-Theories-Job Design-goal Setting
3.Perception process-Personality-Attitudes
4.Learning processes,reward Systems.behavioral Mgmt.Re inforcements
5. Group Dynamics&Teams
6. Conflicts & Negotiations
7.Occupational Stress
8. Power& Politics
9. Leadership-theories-styles
10. Communication/Decision making
11. Orgn. Theory, design. Orgn. Devolopment
!2.Orgn. Culture,Orgn.Sructures.Mckinsey 7S framework
!3. International Orgn. Behavior. Hofestede model

Marketing research
on
Pepsodent VS Colgate
(1) What Brands of Toothpaste you are using.??

16

Pepsodent
Colgate
Other

(2) which Brands of toothpaste Ad do you like most ?

Pepsodent
Colgate
Other
(3) Please rate Pepsodent and colgate on the following att
Pepsodent
Perfect

Good

Colgate
Not so
good

Perfect

good

Strong
teeth
Fresh
breath
All day
Prevents
cavities
Protection
from
germs
Taste good
white
teeth

(4) which of the following best describes your buying pattern.?

GO for offering a promotion
Keep changing the brand loyalty
Other reason
Always use the same brand

Not so
good

17

(5) how long have you been using your current brand of toothpaste ?
< 3 month
4 to 6 month
7 to 12 month
More then 1 year

(6) I like pepsodent because :Strong teeth

Taste good
Fresh breath

(7) I like Colgate because :Strong teeth

Taste good
Fresh breath

(8) if you ask for change your brand so do you ready for that :If yes because :-

If no because :-

Personal information :Name

Age

Phone no Email id -

18

19

Domestic Markets: Tight Macro Policies Magnify Sanctions

Russia's economy already was weakening before the Ukraine crisis. Between 1999 and 2008, growth
averaged 7 percent, but the Russian economic miracle was deflated by the financial crisis. Activity
fell more than 10 percent from 2008 to 2009, and the subsequent recovery has been disappointing.
Sanctions have tipped the Russian economy into recession, with some forecasts showing that
intensified sanctions could result in a sudden stop in capital flows that would lead Russia's economy
to fall 4 percent or more this year.
Russia has limited scope to ease policies to offset a sanctions shock that cut off its access to global
capital markets and restricted trade. The scope for fiscal expansion is
limited by concerns about inflation and priority military spending, while
monetary policy is constrained by the external weakness and concern that
high inflation could undermine the government's support with pensioners
and the poor. In the face of large-scale capital outflows, the central bank
has raised interest rates twice and allowed the exchange rate to
depreciate. If such pressures continue, Russia does have large amounts of
international reserves. Assuming that gold and three months of imports
are untouchable, there is still around $125 billion remaining that could be

Whether shock
reverberates through
the global economy
depends more on the
economic and
financial channels
through which Russia
is linked with the
West.

spent defending the exchange rate. Nonetheless, with capital outflows of

$60 billion to $70 billion in the first quarter alone, the scope for foreign
exchange intervention is limited. Meanwhile, the central bank is funding state spending through a
variety of instruments, such as infrastructure bonds and joint ventures, potentially crowding out new
private sector lending. This suggests little scope for an easing of policy to offset a sanctions shock.
Channels of International Contagion
The effects of sectoral sanctions for Russian growth could be quite severe. However, whether that
shock reverberates through the global economy depends less on the magnitude of the Russian
recession and more on the economic and financial channels through which Russia is linked with the
West. Though much of the public discussion has focused on critical trade ties, the prospect of
contagion there may be limited, while the financial channels of contagion have the potential for
outsized spillovers.
Global Trade: It's About Commodities
Russian raw materialsenergy, agriculture, metals and miningrepresent the bulk of Russian
exports. Sanctions can block trade in these goods, both directly and through restricting the financing
of this trade, potentially causing disruptions in global production of raw materialintensive
manufacturing. Beyond raw materials, however, the links are more limited. Russia exports few
manufactured products to the West. Russian supply chains are dominated by the former Soviet Union

20

and Russian exports are not critical inputs to Western manufacturing beyond its role as an energy
supplier. Anecdotally, though, some large U.S. manufacturers fear a disruption of production if rare
raw materials for which Russia is a major supplier are blocked.
Much of the discussion in the press has focused on the effects on the energy

My base
assumption would
be little or no
change in oil
prices after a
short period of
adjustment.

industry, given the importance of Russian exports to Europe. A cutoff in natural

gas exports certainly would create bottlenecks in supply and a spike in natural
gas prices. By some estimates, the increase in gas prices could be 20 to 40
percent. What would happen to oil prices? Arguably, the effects would be
much smaller, as non-Russian sources fill the European gap and Russia sells to
Asia. Indeed, given the global nature of oil markets, the end result may be
more a reallocation of oil supplies than a substantial shift in supply. Some
economists have argued that oil prices may even fall if non-Russian producers

react to the disruption in supplies by releasing oil from reserves and pumping more, but it would be
unusual to see a sustained and globally coordinated policy that more than offsets any global shortfall.
My base assumption would be little or no change in oil prices after a few months for markets to
adjust. Finally, the dependence of Russia on oil and gas revenue (65 percent of exports and 35
percent of revenue) leads optimists to suggest that Russia might look elsewhere to retaliate,
particularly if ongoing capital flight continues to pressure international reserves and the currency.
Financial Linkages: Bigger Than They Seem
I have argued elsewhere that the costs of sanctions will be greatest in the financial arena, given the
high degree of leverage and opacity in Russian financial linkages to the West (Figure 1). First,
sanctions and retaliation could force a rapid deleveraging of Russian financial institutions. This
sceario could cause sizeable losses for Russian and international investors, which would be
compounded by the reduction in global risk appetite. Second, a flight to safe havens might lead
Group of Seven (G-7) treasury securities to rally, but risky assets could be hit globally. Third, financial
market sanctions could have dramatic effects not only on Russian financial institutions but also on
the markets in which they operate. For example, Russian banks hold significant derivative positions
and sanctions on those companies could damage liquidity and market trust.
The high level of uncertainty gives rise to a defacto tax on financial intermediation, which is another
feature exacerbating the contagion from financial sanctions. It is evident from the sanctions to date
that the major effects on Russia stem from concerns that financial ties with Russian companies could
lead to future problems. The high costs of unwinding financial relations acts as a break on making
deals today.
The prospect of financial distress is hard to measure, but the experience with past emerging market
crisis underscores the vulnerability that comes from high levels of debt. Russia has large external
debts (over $700 billion, or 34 percent of GDP), of which two-thirds is public debt. State-owned
enterprises are highly leveraged and dependent on the central bank for liquidity to fund external

21

asset purchases. Financial sanctions could, by freezing assets, expose investors to losses on gross
rather than net positions. Foreign exposure to Russian equity is more limited, suggesting that losses
in those markets will not have independent and significant effects on global markets.
Finally, any disruption to payments systems could have cascading consequences. Those of us of a
certain age recall the Christmas treelight problem. If one of the lights malfunctioned, the entire
chain would not work, and it was painful trying to figure out which light was causing the outage.
Similarly, if any U.S. entity is involved in any link of a chain of transactions, the potential exists for
the entire transaction to fail. That is the interconnectedness problem at the core of sanctions in the
complex financial markets we have today.
Figure 1: Costs of Sanctions in the Financial Arena

Sources: Bank for International Settlements, International Monetary Fund

Summing up
It is too sanguine to assume that the effects of sanctions, should they intensify to include whole
sectors of the Russian economy, will be limited to the region. In the end, it is a global market, and
delinking Russia from it will have important implications for all parties. At the same time, these costs
must be weighed against the costs of doing nothing and the risk of protracted instability. At a time
when Russia is testing the existing rules of the international order, preserving the integrity of the
Ukrainian state and supporting its economic and political reform may tip the balance toward action.

22

Inflation Russia - consumer price index (CPI)

Graphs - historic inflation

Graph CPI Russia last year

Graph CPI Russia long-term

Most recent CPI Russia (inflation figure) 6.912 %

When we talk about the rate of inflation in Russia, this often refers to the rate of inflation based on
the consumer price index, or CPI for short. The Russian CPI shows the change in prices of a standard
package of goods and services which Russian households purchase for consumption. In order to
measure inflation, an assessment is made of how much the CPI has risen in percentage terms over a
give period compared to the CPI in a preceding period. If prices have fallen this is called deflation
(negative inflation).
This page shows the current and historic CPI inflation figures for Russia.

23

Tables - current and historic CPI Russia

CPI RU recent months

CPI RU recent years

Other inflation figures

period

inflation

period

inflation

country/region

inflation

period

march 2014

6.912 %

march 2014

6.912 %

CPI BE

0.621 %

april 2014

february 2014

6.200 %

march 2013

7.011 %

CPI JP

1.610 %

march 2014

january 2014

6.079 %

march 2012

3.714 %

CPI RU

6.912 %

march 2014

december 2013

6.480 %

march 2011

9.443 %

CPI NL

1.200 %

april 2014

november 2013

6.487 %

march 2010

6.494 %

CPI US

1.512 %

march 2014

october 2013

6.272 %

march 2009

13.966 %

HICP BE

0.910 %

march 2014

september 2013

6.140 %

march 2008

13.333 %

HICP EUR

0.469 %

march 2014

august 2013

6.522 %

march 2007

7.390 %

HICP FR

0.747 %

march 2014

july 2013

6.452 %

march 2006

10.629 %

HICP GE

0.867 %

march 2014

june 2013

6.907 %

march 2005

13.581 %

HICP NL

0.137 %

march 2014

Inflation Russia 2013

Inflation Russia 2013 (CPI) - The inflation chart and table below feature an overview of the Russian
inflation in 2013: CPI Russia 2013. The inflation rate is based upon the consumer price index (CPI).
The CPI inflation rates in the table are presented both on a monthly basis (compared to the month
before) as well as on a yearly basis (compared to the same month the year before).

Using the tabs you can switch between the 2013 CPI inflation overview and the 2013 HICP inflation
overview. In case you are interested in the long term development of the inflation in Russia (CPI),
click here. For the current inflation in Russia (CPI), click here. Following link provides you with an
overview of current inflation by country (CPI).
inflation - CPI

Chart - CPI inflation Russia 2013 (yearly basis)

The average inflation of Russia in 2013: 6.77 %

24

Inflation in Russia
Welcome to the website dedicated to inflation rate and statistical data in Russia.
Annually and monthly inflation from 1991 till now is represented in a convenient form
of table and charts. Inflation calculators are available on the website to evaluate the inflation impact
on money, prices and to calculate inflation between any two given periods of time.
Current Data
Inflation rate in April 2014 :
Inflation rate year to date, 2014 :
Inflation rate in April 2013 :
Inflation rate in April 2013 year to date :
Inflation rate in 2013 :
Inflation for the last 12 months :
Inflation for the last 60 months (5 years) :

Russia unemployment rate

Unemployment Russia March 2014
Total

Men

Women

< Unemployment 2014-02

Unemployment [+]

5.4%

Russia: Unemployment rate by sex and age

Russia: Unemployment
2013

Unemployment

5.6%

2012

5.1%

Male unemployment

5.3%

Female unemployment

4.8%

0.90%
3.25%
0.51%
2.40%
6.45%
7.33%
38.56%

25

Preservation, inspiration and motivation have always played a key role in the success of any venture.
In the present world of competition and success, project is like a bridge between theoretical and
practical working. Willingly, I prepared this particular project.

First of all I would like to thank the supreme power, the almighty God, who is the one who has
always guided us to work on the right path.

I would like to thank Mr. Mohit Pawaria (Location Manager) for granting me the permission to
undertake the summer training project.

I owe my gratitude to Prof. Mukesh Bhatia for giving me their valuable time and guide and support
in completing the project.

I also thank to marketing department (Head Office-Delhi) for giving me the knowledge about the
national trade of company.

I would like to also thank to my parents who supported me in all the way.At last I am heartily
thankful to all those persons who help me in completion of the project directly or indirectly.

Nirbhay Chaudhary
M.B.A
Roll no 20130129

Executive Summary

26

Sports events have evolved from the polite gatherings of the early twentieth century to become major
ventures in their own right. Leaving aside mega events: the Olympic Summer and Winter Games,
FIFA World Cup and UEFA Euro events, there are a large number of mid level events requiring
investment of money and expertise and involving large numbers of people.

It is for organisers of these events that this report has been written. They are required to be experts in
a large number of disciplines and to bring off a show on a specific date with no second chances. They
have a huge number of stakeholders depending on them from sports federations and athletes to
sponsors, broadcasters, crowds and not forgetting the community hosting the event.

They have to contend with moving financial goalposts, press scrutiny and a bewildering number of
moving parts to keep an eye on. They will often need to recruit and lead a large team or, possibly
more difficult, select an external provider who will deliver the event on their behalf. They will often
have to pledge large sums of money or promise a return to rights holders against uncertain outcomes
only some of which are in their control.

Finally event organisers face an increasing possibility that their event will be disrupted by scandal or
terror turning their hard work to dust overnight.

It is the best job in the world and one which some people put themselves through willingly again and
again. But, at times it is a thankless and lonely task with the event organiser in the position of
whipping boy being attacked from all sides.

This report will not give all the answers, but it will provide a sympathetic and practical guide to
some of the main issues that will occupy most organisers. It has been written by many with personal
experience of the stresses and strains; the highs and the lows.

27

ICC Cricket World Cup

Figure 3: Media Coverage And Scorecard

28

Figure 4 : Software Showing The Statistics

DESCRIPTION OF THE PROGRAM THAT IS WANTED:

Organization of world cup cricket tournament includes following functions and
requirements:
Deciding on the country with proper geographic locations, in which the game will
be played.
Getting the sponsors, who will give the funding to organize various activities.
Establishing various security systems and monitoring them during the game play.
Invite all the qualified teams and arrange for their trips, food and accommodation.
Constructing and updating of stadium and pavilions.
Selecting the media, who will promote this tournament.

Using the new technology systems like advanced software, which will be useful
for showing various statistic data on screen and scoreboard and for some other
visual analysis and recording.

Creating the hype around the world cup, by using media and also by selling
tickets online to attract people.

Arranging for a grand opening ceremony and closing presentation, in one of the
stadium.

Arranging warm-up matches between various international teams.

Making a whole game plan ( fixtures and results).

Deciding about various rules and regulations for the whole events and for every
actions and situations.
Managing the various computing systems which count the score during games,
shows players statistics, his records and other details and also team ranking.
Arranging for the movement of players and equipment hiring Event Tour and
Travel Partner.

INTRODUCTION

Introduction to Event Management

Events are occurrence designed for marketing interests.
Philip Kotler
Event management generally means conceptualizing, meticulous planning, organizing and
finally executing an event.
It is a set plan involving networking of a multimedia package, thereby achieving the clients
objectives and justifying their needs for associating with events.

Events can bring community together for purpose of fundraising, change a town or citys
image, expand its trade, stimulate its economy, help companies to market and introduce its
product and also for the entertainment of society.
Not only do events enhance the quality of our life, they can provide significant economic
benefits. Events require a high degree of planning, a range of skills, a lot of energy and
funds.

Keys to successful events:

Organization
Co-operation

Event Management in India is in nascent condition till date it has achieved only a stature of
sector. Still its treated as a part of entertainment industry. The size of this sector was mere
Rs. 580 Cr in financial year 2003. The future of this sector is very bright and its expected that
it will grow with a growth rate of 15% to 25% and will touch the turnover of Rs. 1400 Cr in
year 2008.
The industry is highly concentrated, the top four players occupies as much as 95% of market
share. The top four players are big MNCs, any Indian player has not achieved such size and
proficiency. The top four players are: YS Events & Promos
UX Events & Media
R2S Events & Solutions

Corporate Events
Conferences
Corporate Celebrations

Glamour Events
Celebrity Appearance
Fashion Shows
Music Concerts and entertainment shows

Brand Events
Promotion and management of Brands

Televised Events
Events specially created for television channels

Sports Events
Focused around a sporting event

Concept Events (Theme Based Events)

Concept conceived by Event Management Company

Hybrid Events
Mixture of two or more of the above

Others
Talent Banks
High Profile Weddings, Dance Parties

Literature Review In Event Management

Pre-Event Activities

Events typically have a team based environment and a project type of organization structure.
Thus, responsibilities are assigned to the relevant staff members in the team for the Event.
Coordination of arrangements required is divided among the team members. Once the
preliminary discussions are over, and the final concept sold to the client, the very first step
creative conceptualizes works on the designing. Then the Project manager prepares a
thorough schedule after understanding the critical steps ad issues involved in that particular
event. External agencies such as architects and engineering contractors may be consulted at
this stage to understand feasibility of planned concepts. Most event management companies

have experienced production managers who understand the feasibility of planned concepts.
Then the project manager draws up a cash flow statement, a budget statement and arranges
budget allocation for the event.
Based upon the project requirements critical dates or deadlines are drawn up and the best
possible solution among alternatives to achieve these deadlines is chosen. The overall
coordinator along with the sales and marketing team should ensure the completion of overall
design, models of stages, visuals, etc. with graphics included by the creative team within the
prescribed deadlines and make a researched concept presentation to the clients.
At this stage, the legalities of drawing up the contract, agreements and finalization by
signing of contracts between the event managers and clients becomes a necessity. Keeping
the feasibility in mind physical design are finalized and contractors begin work. Here fire,
safety and insurance issues need to be taken care of. The coordinator, sales and marketing
team then think about production of advertising promotions, brochures, posters, etc.
Logistics is another important area that needs to be given priority attention by event
coordinators. Logistics in events essentially involves booking of hotels, air, road, and rail
transport for the participants and event managers, arranging transportations of material.
A joint team of the concept creator and the main contractors then need to check out the
special-effects equipments and arrangements. At this time day-by-day tracking of timing and
finance with a feedback on possible changes i.e. increase or decrease in expenditure on
various items.
Finalization of cleaning, security, furniture (tables, seating, barricading etc.), dcor (flowers),
communication (telephone), and other service hire contracts (couriers) also take up the
production managers time at this stage. The project manager handles the progress report and
gets contingency plans drawn up. The overall coordinator has to continue in touch with the
client with reference to the PR, publicity, press releases, and promotion on TV, and radio
along with the public relations team. Arranging for a press conference for the clients, and
artists, giving out invitations, passes and tickets to the event, organizing the reception for the
press with uniforms for the hospitality hostesses/hosts or staff at the reception is also a major
responsibility for the PR team in the preparatory stages leading up to the event. Damage
control due to artists tantrums is yet another aspect typical of this field that the PR team
needs to contend with. These have to be tolerated and controlled to avoid any adverse fallout.
Final visit for quality checks and control need to be made to the networking components to
ensure and confirm understanding. These typically include inspection of dimensions of stage
and other critical near finished models for accuracy by the production manager.
The overall coordinator along with the other team members needs to then arrange for a
briefing of site supervising staff depending on category and type of event. It is essential that
the entire briefing and interaction take place before the event begins. Once the event gets
started the clients and the contractors staff need to be kept away from interfering with the
execution by the production manager and the event coordinators. Controlling the panic

reactions due to invariable last minute troubles and final tying up of all loose ends is a very
important penultimate task.
The last stage in the first section involves resolution of on-site wrangles of delivery,
permission, missing orders or items, close attention to construction of sets--asking whether it
was done correctly, supervision of installation of special effects, objects.

During-Event Activities
During the event, softer aspects come into the focus. For overall coordinator, it is
important to pass on all credit to supervisors. Event managers should look humble and be
available to the clients to call on. The conceptualisers efforts should be appreciated at least
during the event. At the same time, there should be a constant surveillances of the specially
effects, display objects and the food and beverages. Thus monitoring is the gist of the duringevent execution activity that is involved. Photographs and other multimedia recording
arrangements if so desired also need to be taken from strategic locations.

Post-Event Activities
Beginning with the physical task of dismantling of the sets, post-event activity also
run into accounting and other such works. Final accounts setting (bills to be paid on receipt)
is accompanied by explanations for overspends. The team needs to carry out a postmortem
analysis on the event and conduct an event evaluation. Recording the photographs taken of
the event in the form of a photo-documentary helps a lot. Performance evaluation of the
coordinators during the event should be carried out immediately so that weak points after the
event can be used for learning. Finally, the overall coordinator should do the formality of
thanking all involved for the wholehearted and extra efforts provided. Letters should go out
to clients thanking them and these should include a post-event questionnaire seeking to