event management case study questions

Case Studies: Successful Events Using Event Software

Introduction.

In the evolving realm of event planning, success hinges on adapting to the target audience’s demands and creating memorable experiences. This compilation of case studies uncovers the success stories of prominent organizations such as GE Healthcare, leveraging modern platforms in the information technology sector. These stories illuminate the transformative power of event software in orchestrating successful product launches, virtual and hybrid events, and esports competitions across the United States and beyond. They highlight amplified customer satisfaction, enhanced security, significant cost savings, and insightful analytics, offering valuable lessons for event planners on the path to success. Delve into these customer stories to discover how the right platform can elevate your event planning strategies.

5 Event Case Studies

Case study 1: product launch by ge healthcare.

GE Healthcare leveraged a top-tier platform in the information technology sector to successfully launch a groundbreaking product. This case study emphasizes the crucial role of analytics in understanding the target audience, leading to a memorable experience and amplified customer satisfaction.

Case Study 2: Virtual Event In The United States

As the demand for virtual events surged, a prominent firm triumphed in hosting a large-scale virtual event using advanced event software. The event offered attendees an interactive experience and demonstrated impressive cost savings, making it a success story worth noting.

Case Study 3: Hybrid Event In The Information Technology Sector

In this customer story, an IT company adeptly bridged the gap between physical and digital spaces, setting up a hybrid event that attracted a broad audience. The event showcased the platform’s security features, underscoring the importance of safety in memorable experiences.

Case Study 4: Esports Competition

This case study recounts how a leading Esports organization used an event software platform to deliver an exceptional experience for attendees, from live streaming to real-time social media integration. This success story encapsulates the power of creating memorable experiences for a specific target audience.

Case Study 5: United Nations Conference

The United Nations harnessed event software to enhance the attendee experience at a crucial conference. With robust analytics, seamless security, and improved customer satisfaction, this case study is an example of how event planners can utilize technology for successful and impactful events.

The Skift Take: These case studies demonstrate the powerful role of event software platforms in facilitating successful events, from product launches to large-scale conferences. Leveraging technology, organizations like GE Healthcare and the United Nations have improved attendee experience, enhanced security, saved costs, and gained valuable insights. These success stories serve as a testament to the transformative potential of information technology in event planning.

Why Event Badges Will Never Be The Same Again [Case Study]

The digital revolution has forever changed the face of event badges. In our case study, we delve into how technology-driven badges have enhanced the event experience, providing not just identity verification, but also serving as a tool for networking, data collection, and improving overall attendee engagement.

How To Increase Engagement With Your Event App By 350% [Case Study]

In this case study, we unravel the strategy behind a staggering 350% increase in event app engagement. Through a blend of user-friendly design, interactive features, and personalized content, the case underlines the power of a well-implemented event app in boosting attendee interaction and enhancing the overall event experience.

How To Meet Green [Case Study]

This case study explores the concept of sustainable event planning. It illustrates how a platform’s features can facilitate ‘green’ events, thereby reducing environmental impact while ensuring a memorable attendee experience. Such initiatives highlight the potential for event software to contribute meaningfully towards global sustainability goals.

How To Increase Attendance By 100+% [Case Study]

This case study explores the tactics employed by an organization which led to a remarkable doubling of event attendance. The successful campaign, powered by a robust event software platform, offered personalized communication, early bird incentives, and an appealing event agenda, demonstrating the potential of effective marketing strategies in boosting event turnout.

How This Event Boosted Their Success [Case Study]

This case study unravels the success journey of an event that significantly boosted their success using a comprehensive event software platform. The strategic use of interactive features, data insights, and exceptional planning led to a remarkable rise in attendee satisfaction and engagement, underlining the game-changing potential of technology in event management.

In the dynamic field of event planning. The power of leveraging advanced platforms in information technology, as demonstrated in the case studies, is clear. Success stories from esteemed organizations such as GE Healthcare. Underscore the invaluable role of event software in facilitating triumphant product launches, virtual and hybrid events, and even esports competitions. The benefits are manifold, including enhanced customer satisfaction, improved security, substantial cost savings, and the generation of valuable analytics to guide future strategies. These case studies serve as tangible proof that the right technology can significantly elevate the success of your event.

If these success stories inspire you to embrace the transformative power of event software. We invite you to experience the difference firsthand. Orderific is ready to demonstrate how our platform can elevate your event planning process. Book a demo with us today and begin your journey towards unprecedented event success.

What role do event case studies play in the event planning and management process?

Event case studies offer real-world examples of successful planning and management strategies, providing valuable insights and lessons.

How can event professionals benefit from studying real-world success stories in the industry?

They can gain practical knowledge, tactics, and inspiration to implement successful strategies in their own events.

What types of insights can event case studies provide for improving future events?

Event case studies provide actionable insights into effective planning strategies, attendee engagement, and ROI optimization.

Are there specific industries or event types that are commonly featured in case studies?

Yes, industries often featured include tech, healthcare, and entertainment, and event types range from corporate events to music festivals.

How can event planners effectively apply lessons learned from case studies to their own projects?

They can apply these lessons by tailoring the strategies highlighted in case studies. Which aligns with their event’s unique needs and goals.

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The Ultimate Event Project Management Guide: Everything You Need to Know

In today’s competitive business environment, project management is more critical than ever. It provides a roadmap for strategic alignment, risk management, cost efficiency, and quality control. There are different types of project management frameworks. Here are some of them: 

Waterfall is a sequential project management methodology in which tasks are completed in a pre-defined order. Each project phase must be completed before the next step can begin. 

This makes it difficult to change the project once it has started. Waterfall is often used for projects with well-defined requirements and a low change risk.

Agile is an iterative and incremental project management methodology in which projects are broken down into smaller chunks called sprints. Teams work on each sprint in short bursts. The Agile framework allows for changing the requirements and incorporating feedback quickly. 

Lean is a project management methodology that focuses on eliminating waste and streamlining processes. It is often used in software development, but it can also be applied to other types of projects. Lean is based on the following principles:

• Identify and eliminate waste.
• Focus on customer value.
• Continuously improve processes.

Six Sigma is a data-driven project management methodology focusing on improving quality and reducing flaws. It is often used in manufacturing, but it can also be used in other industries. Six Sigma is based on the following principles:

• Define the problem.
• Measure the current process.
• Analyze the data to identify the root cause of the problem.
• Improve the operation to eliminate the root cause of the problem.
• Control the process to ensure that the improvement is sustained.

Hybrid Methodologies

Hybrid methodologies combine elements of different traditional and modern methodologies to create a custom approach that meets the specific needs of a project or organization. For example, a hybrid methodology might combine the sequential approach of Waterfall with the iterative approach of Agile.

What is Event Project Management?

Event project management is the application of project management principles and techniques to event planning and execution. This includes defining project scope, setting and tracking objectives, creating a project plan, managing resources, and evaluating success. It involves coordinating every event detail, from the initial concept to the final wrap-up.

Event project management requires coordinating multiple internal and external teams, all working together to execute flawless events.

It’s worth noting that event project management is temporary in nature, as its ultimate goal is to develop well-established and automated workflows that can be used to scale. This means that professionals must constantly look for ways to streamline processes and improve efficiency.

Teamwork is another essential aspect of any event project management. Organizers must effectively collaborate with various stakeholders, including providers, vendors, agencies, industry influencers, speakers, and team members.

Ultimately, the success of any event project management hinges on the ability of professionals to coordinate and execute all of the moving parts seamlessly. By carefully planning and preparing, organizers can ensure that their events are executed flawlessly, living up to the expectations of all stakeholders involved. 

When To Initiate Event Project Management?  

Initiating event project management is a strategic decision. However, there are specific circumstances when initiating event project management becomes critical. These circumstances are often unique to the nature of the event or project. Let’s explore some of these scenarios:

Deploying a New Events Strategy 

Event project management is required when designing a new events strategy. This process involves elements such as:

• Identifying new opportunities within the retail landscape.
• Analyzing customers’ expectations. 
• Understanding potential challenges unique to the industry.
• Crafting a comprehensive plan tailored to execute the events strategy effectively.

Subsequently, these steps may translate into launching innovative in-store events, exclusive product launches, or online sales events. But only by initiating event project management will companies be able to align their efforts with their business goals, creating memorable customer experiences. 

Launching a New Type of Event or Exceptionally Large Events

Introducing new event types or exceptionally large-scale retail events can pose specific challenges for enterprises and retailers. These might include grand seasonal sales, Black Friday extravaganzas, or store openings.  A great example would be when Salomon, the innovative French sporting goods company, launched its infamous Salomon Experiences , for sports fans around the world, on its website . 

Event project management becomes essential to oversee resources, ensure good execution, and deliver a positive experience to attendees. For retailers, this means creating an immersive retail environment that engages customers and maximizes sales opportunities.

Implementing New Event Management Software 

Companies and retailers often rely on event management software to streamline operations, integrate multiple data points, and enhance customer experience. The implementation of new event management software introduces changes in processes and workflows. 

To make this transition smoother, reduce potential operational glitches, and enhance overall efficiency, retailers should initiate event project management. By doing so, they can ensure that the event management software integration aligns with their specific needs.

As an example, Pierre Fabre implemented Eventtia as its group’s event software for 40 brands in 13 countries in 2018. To this day, more than 300 events, including corporate events, retail partners seminars and webinars.

Initiating the Collaboration with New Agencies and Suppliers

Event project management is invaluable for companies seeking to work with new event agencies, vendors, and suppliers. Collaborating with different partners often entails understanding new working styles, managing diverse expectations, and ensuring seamless communication throughout the supply chain. 

By initiating event project management, retailers can facilitate better coordination, improve communication channels, and foster mutual understanding.

Running Events with New Partners, Industry Influencers, and KOLs

Hosting events with new partners, industry influencers, and Key Opinion Leaders (KOLs) can significantly impact brand visibility and customer engagement. Initiating event project management is essential to manage these collaborations effectively. 

Companies and retailers can ensure that such partnerships are aligned with their brand identity, target audience, and business goals. This approach allows them to make the most of these influential partnerships, whether it’s through in-store appearances or joint event marketing initiatives.

For example, Campari Group is frequently organizing brand activation campaigns at some of the most popular music  and art festivals, inviting famous artists and influencers. 

Main Risks Of Overlooking Event Project Management

Failing to prioritize or inadequately manage event project management can result in detrimental consequences. These main risks are associated with overlooking or poorly executing such projects. 

Here are some of them: 

Unnecessary Stress and Tensions 

Without the guiding framework of event project management, organizers and team members will experience unnecessary stress and tension. The lack of a structured plan for solving an existing challenge leads to chaos, miscommunication, and increased pressure on everyone involved.

Overspending

Without a well-structured event project management, financial resources can be misallocated or wasted. Overspending is a common consequence, as costs spiral out of control when there is no efficient management and event budget tracking.

Delays and Event Postponing

Events may face delays or even postponement due to inadequate project management, and this can have significant consequences for both organizers and participants. When there isn’t a well-defined plan and timeline in place, essential tasks that are crucial for the success of an event can easily fall behind schedule.

Attendee and Customer Disappointments 

When events are not managed properly, the attendee or guest experience can suffer. This leads to a disappointing event experience, resulting in negative feedback, reduced attendance in future events, and a damaged reputation for the organizing company.

Overall Event Failure and Cancellation

The ultimate risk of overlooking or poorly executing event project management is the potential for event failure and, in some cases, event cancellation. This not only results in significant financial losses but also undermines the trust and confidence of stakeholders, making it challenging to organize future events.

These risks underscore the critical role that event project management plays in ensuring the success of events. To mitigate these risks and achieve successful events , careful planning, coordination, and execution are essential. 

Event project management is not merely a luxury but a necessity to deliver memorable and seamless event experiences while safeguarding the reputation and financial stability of the organizing brand or company. 

Stages of Event Management Project

To successfully execute event project management, it’s essential to follow a structured approach. This chapter outlines the stages involved in initiating and deploying successful event project management. 

Stage 1. Problem Identification

In the initial phase of your event project management, it’s essential to understand the problem that your project aims to address. The problem identification stage sets the foundation for the entire project and ensures that your efforts are strategically aligned. 

Begin by clearly defining the problem you are trying to solve. In this context, you may need to launch a new consumer engagement experience strategy that connects customers with your brand. 

Alternatively, your challenge could be dissatisfaction with existing event management software providers. For example, they may fall short in accommodating specific requirements, such as extensive API integration for hosting events .

Note: For the sake of this article, we’ll focus on the specific challenge of selecting a new event management software provider. This challenge may emerge when your current event management platform fails to meet your organization’s evolving needs or isn’t capable of offering the necessary functionality for your events. 

Stage 2. Ideation

Once you’ve identified the problem your event project management addresses, the next phase involves ideation. During this stage, your team engages in creative brainstorming and evaluates potential solutions to tackle the identified challenge effectively. 

It’s crucial to consider a wide range of options, including both in-house and third-party solutions. Encourage open and creative thinking to generate a variety of ideas. These solutions could encompass changes in strategy, technology, or processes. 

Stage 3. Solution Planning

Once you’ve conducted ideation and determined possible solutions for addressing the identified problem, the next crucial phase is solution planning. During this stage, you will develop a comprehensive plan for implementing the chosen solution.

• Identify the best solution

In selecting a new event management software, this step involves pinpointing a specific solution, whether creating in-house tools, opting for a specialized platform such as online registration and ticketing , or researching all-in-one event management software . 

Based on your evaluations, you will decide clearly about the solution that aligns most closely with your needs and objectives. For the sake of this article, we will assume your team chose an all-in-one event planning platform. 

• Building the project team

As you move forward with the implementation, you need to assemble a project team that will drive the process. You should define roles and responsibilities within your team. Typical roles may include a project manager, event director, UX/UI designer, IT director, and the financial team, each with specific responsibilities.

• Determining the project’s Key Success Indicators (KPIs)

To ensure the project’s success, you must establish key performance indicators (KPIs) that will be tracked throughout the implementation. 

For example, KPIs may include:

• Monitoring the schedule’s main milestones.
• Tracking budget spending.
• Counting the number of users onboarded onto the new event management software.
• Recording the number of customer support tickets raised.
• Setting a timeline and phases

A clear timeline is essential for the project’s success. This involves setting specific deadlines for selecting the provider, negotiation, contract finalization, onboarding, and implementation in consecutive and growing phases. Both the timeline and the phases ensure that the project progresses in an organized and efficient manner.

• Creating specifications for the solution

Develop clear and detailed specifications for the solution you’ve chosen. This could include aspects such as vendor location, size, and other characteristics that are critical to your organization’s needs.

For example, specify aspects like the vendor’s location, the size of their customer base, or their experience with similar clients. These specifications ensure that the selected provider aligns closely with your requirements.

• Establishing the budget and timeline for the project

To ensure that the project remains financially viable, establish a budget and timeline for the entire process. For instance, clarify the pricing model for the event management software and allocate a budget for its implementation. 

Define the timeframes for each project phase, such as the selection phase, negotiation and contract finalization, onboarding, and full implementation.

For example, you might set the budget for the event management software and break down the timeline as follows: 

• Selection: 2 months
• Negotiation and contracts: 1 month
• Onboarding: 1 month
• Implementation: 6 months

This budget and timeline provide a structured framework for executing the solution effectively.

Stage 4. Solution Implementation 

Now that the plan is in place, it’s time to put it into action. The solution implementation happens in several incremental phases. Thi is where you bring your carefully crafted plan to life. Here’s how you can do it: 

• Project Kickoff

The project kickoff is a critical step in ensuring everyone involved is on the same page and understands their roles and responsibilities.

• Allocate necessary resources: Adequate resources are essential for successful implementation.
• Provide access to required tools and resources: Verify that the project team has access to the necessary tools and resources needed to carry out their tasks effectively.
• Host a kickoff meeting: Organize a kickoff meeting to mark the start of the project officially. During this meeting, outline the project’s objectives, timeline, roles, and responsibilities. This meeting serves as an opportunity to align all team members and set expectations for the project.
• Solution Development

With the project officially underway, the solution development phase is where you collaborate with the chosen vendor to build and customize the selected solution based on the project specifications.

• Actively work with the vendor: Engage closely to develop and customize the chosen solution. Continuously communicate your project specifications and requirements to ensure the solution aligns with your goals.
• Run regular progress reviews: Regularly review the progress made in solution development. This step ensures that the project remains on track and aligned with the established project goals.
• Quality Assurance (QA)

Quality assurance is a crucial step to guarantee that the developed solution meets your needs and functions without any issues.

• Conduct thorough testing: Test the developed solution to identify and rectify any issues or bugs. Testing should encompass all aspects of the solution, from functionality to security and usability.
• Ensure compliance with project requirements: Verify that the solution aligns with the requirements and maintains the established quality standards. It should meet all the specified criteria and expectations.
• Documentation

Documentation is key for maintaining a record of the new solution and ensuring everyone knows how to use it effectively.

• Create and maintain documentation: Generate comprehensive documentation for the new solution, including user guides, manuals, and best practices. These documents serve as valuable resources for the project team and end-users.
• Archive project-related documents: It’s important to archive project-related documents and communications for future reference. This historical record can provide insights and context for future projects or troubleshooting.

Once the solution is fully developed and tested, the onboarding phase focuses on training the project team and end-users on how to use the solution effectively.

• Train the project team and end users: Train the project team and the initial pool of end-users to ensure they are well-versed in using the new solution effectively.
• Maximizing user comfort: The goal is to ensure everyone is comfortable with the system and can maximize its potential. Effective training ensures a smooth transition and optimal utilization of the solution.

By effectively managing project kickoff, solution development, quality assurance, documentation, and onboarding, you ensure a seamless transition and the best possible start for your new solution, in this case, event management software.

Stage 5. Go Live

The go-live phase is a significant milestone in the project, where the new event management software is officially deployed for regular use. This phase is crucial for ensuring a successful transition and ongoing operations, and it’s important not to undervalue its importance. Here are the steps you should consider: 

• Official deployment: This is the moment when the new solution is officially rolled out for regular use. A dedicated team is often responsible for this deployment to ensure it proceeds smoothly.
• Phased deployment: To minimize potential disruptions, it is often advisable to deploy the solution in phases. Start with a smaller group of users or a limited scope before gradually expanding to a wider audience. This phased approach allows for a more controlled implementation and can help identify and address issues before they affect the entire user base.
• Investing in user support: As the new solution goes live, it’s essential to invest in user support heavily. This may involve collaboration with the event management software provider to provide comprehensive support to end-users. User support is critical for addressing any immediate questions, concerns, or issues users may encounter during the transition.
• Monitoring and issue resolution: Continuously monitor the performance of the new solution after deployment. Be prepared to address any immediate issues or questions that arise. Prompt issue resolution and effective support during this phase are essential to maintain user confidence and ensure a smooth transition to the new solution.

The go-live phase is a critical point in the project where the real-world use of the solution begins. It’s important to approach this phase with thorough planning, strong support, and the flexibility to address any unexpected challenges.

Stage 6. Post-Implementation Review

After the new solution has been in use for a period of time, it’s essential to conduct a post-implementation review to assess its success and gather valuable insights for future improvements. 

Here’s how you can do it: 

• Conducting a review meeting: Organize a review meeting where relevant stakeholders can assess the success of the solution’s implementation. This meeting provides an opportunity to evaluate whether the solution meets its intended goals and objectives.
• Gathering feedback and lessons learned: During the review, gather feedback from end-users, project team members, and other relevant parties. This feedback should encompass both positive experiences and areas that may need improvement. Additionally, collect and document the lessons learned from the implementation process.

To keep improving your solutions, do a thorough review after each implementation. This will help you find new ways to succeed.

Stage 7. Scaling to the Whole Company, Affiliates, and Partners

Once the new solution has proven its success and stability, consider scaling its usage to a broader audience, such as the entire company, multiple brands, affiliates, or partners. 

• Planning for scaling: Develop a plan for scaling up the solution’s use. This plan should include a roadmap for extending the solution’s reach to various groups or entities within the organization.
• Implementation for a wider audience: Extend the solution to the broader audience according to the established plan. This may involve adapting the solution to the specific needs and requirements of each group or brand, ensuring a smooth transition for all stakeholders.
• Continuous monitoring and improvement: As you scale the solution, continue to monitor its performance and gather feedback. Be open to making necessary adjustments and improvements based on the unique requirements of different user groups. This iterative approach ensures that the solution remains effective and evolves to meet changing needs.

Scaling the solution to the whole company, multiple brands, affiliates, and partners is an exciting phase that signifies the successful adoption of the new solution. 

It also underscores the importance of ongoing monitoring, adaptability, and continuous improvement to ensure the solution delivers value to a wider audience.

Case Study: Pernod Ricard

Pernod Ricard, the world’s second-largest wine and spirit Group, offers an excellent example of how effective event project management can be. 

The Group’s event team faced the challenge of swiftly developing a robust B2B event management platform to drive brand visibility and revenue. Their goal was clear – ensure robustness and scalability to support their global presence spanning 240 brands.

In their pursuit of excellence, Pernod Ricard initiated event project management for identifying a reliable event management software provider. As a result, the Pernod Ricard team recognized Eventtia as the best event management software in the industry. 

Eventtia’s event management platform provided the foundation for success, offering key solutions to overcome the challenges:

• Robust and Scalable Solution: Eventtia’s platform not only met the stringent timelines but also ensured high levels of robustness and scalability. This event project management software supported Pernod Ricard’s ambitious deployment plan.
• Seamless User Experience and Brand Identity: Eventtia’s capabilities seamlessly integrate into Pernod Ricard’s vision of delivering a cross-channel user experience.

As a result, Pernod Ricard’s IT team was able to integrate, test, and deploy the event activity on join-SIP.com in just a few days through Eventtia’s API documentation and with very little support from Eventtia’s technical team.

The Group harnessed Eventtia’s event management platform and API services to create event processes for various stakeholders:

• Guests and Attendees: Guests and attendees effortlessly discovered and registered for events. The software facilitated communication with automated, branded emails and QR codes, while post-event satisfaction surveys captured vital feedback.
• Event Organizers: Eventtia’s web portal empowered event organizers with the tools needed for event project management. They could efficiently create and manage events, track attendee registrations, and ensure guest attendance through a mobile check-in app. The integrated satisfaction surveys gathered post-event insights.
• Administrators: Event project management was made more efficient with Eventtia’s back-office platform. Administrators could manage users and oversee platform activity with ease.

The exceptional speed and efficiency with which Pernod Ricard’s event project management team integrated, tested, and deployed the event activity on Join-SIP.com was a testament to Eventtia’s capabilities.

Key Takeaways

• Event project management is essential for achieving specific objectives, strategic alignment, risk management, cost efficiency, and quality control in today’s competitive business environment.
• Event project management applies project management principles and techniques to the planning and execution of events, encompassing project scope, objectives, planning, resource management, and success evaluation.
• Effective event project management requires careful coordination of multiple internal and external teams to execute flawless events, emphasizing streamlined processes and enhanced efficiency.
• Initiate event project management when deploying a new events strategy, launching new event types, implementing event management software, collaborating with new agencies and suppliers, or partnering with industry influencers and KOLs.
• Overlooking or inadequately managing event project management can lead to unnecessary stress, overspending, event delays, attendee and customer disappointments, and overall event failure.
• To successfully execute event project management, follow a structured approach that includes problem identification, ideation, solution planning, solution implementation, quality assurance, documentation, and onboarding.
• The go-live phase is a significant milestone, where the new solution is officially deployed for regular use, requiring dedicated teams, phased deployment, investment in user support, and continuous monitoring.
• Post-implementation reviews are essential to assess the success of the solution’s implementation and gather feedback and lessons learned for future improvements.
• Scaling the solution to the whole company, multiple brands, affiliates, and partners is an exciting phase that requires careful planning, implementation, and continuous monitoring for success.
• Case studies of Pernod Ricard illustrates how event project management can effectively address challenges and optimize event processes, ultimately achieving success in diverse event scenarios.

Need help organizing and managing recurring events at your company? Discover the ultimate event planning template used by some of the most successful brands in the world.

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Successful Event Planning Case Studies: How These Entrepreneurs Nailed it

Starting an event planning business can be both exciting and daunting. Have you ever wondered what sets apart successful event planners from the rest? The answer lies in learning from real-world experiences and understanding the nuances of successful event planning case studies.  These select case studies showcase how entrepreneurs nailed the art of event planning, and explore the lessons that can shape your own path towards success.

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Case Study 1: A 200-Guest Corporate Gala Done Right

Overview of the corporate gala event.

The successful event planning case study focuses on a high-profile corporate gala that aimed to host 200 guests. The event was designed to embody the company’s brand image and provide a sophisticated and memorable experience for all attendees.

Key Challenges Faced in Planning and Execution

• Securing the ideal venue within budget constraints
• Coordinating with multiple vendors for catering, decor, and entertainment
• Managing RSVPs and guest communications effectively

Strategies Employed to Ensure a Seamless Event

• Thorough vendor selection process based on reputation and previous work
• Detailed event timeline and contingency plans for unforeseen circumstances
• Regular communication and updates to the client to ensure alignment with expectations

Positive Outcomes and Attendee Feedback

The corporate gala achieved its objectives, receiving positive feedback from attendees and the client. The event’s success was measured through increased brand engagement, meaningful networking opportunities, and overall guest satisfaction.

This case study highlights the importance of meticulous planning, vendor management, and client collaboration in executing a successful corporate event.

Case Study 2: Transforming a Dream Wedding into Reality

Personalization and customization in wedding event planning.

When delving into successful event planning case studies, the focus on a dream wedding illustrates the significance of personalized experiences. The case study reflects the journey of fulfilling the couple’s unique vision while ensuring a seamless and unforgettable celebration.

Dealing with Last-Minute Changes and Unforeseen Circumstances

• Flexibility in adapting to sudden changes in weather or venue availability
• Quick decision-making and effective communication with vendors and the couple
• Maintaining the overall ambiance and experience despite unexpected challenges

Emphasizing the Emotional Impact of a Successful Wedding Event

The case study unveils how the attention to detail and emotional resonance can elevate a wedding into an extraordinary and cherished memory. By understanding the couple’s preferences and translating them into a cohesive event, the planners demonstrated their expertise in creating an unforgettable experience.

This successful event planning case study exemplifies the emotional significance and meticulous coordination required to execute a flawless wedding event.

Case Study 3: Engaging Community with a Local Charity Fundraiser

Importance of community involvement in event planning.

This case study shines a spotlight on the successful integration of the local community in a charity fundraiser event. It emphasizes the significance of fostering a sense of unity and shared purpose to create meaningful experiences.

Balancing Entertainment and Purpose for Fundraising Events

• Curating engaging activities and entertainment to foster a lively atmosphere
• Incorporating storytelling and impactful presentations to connect attendees with the cause
• Ensuring a seamless flow of the event program to maintain guest engagement

Showcasing the Impact of the Event on the Community and the Cause

The case study illustrates how a well-executed charity fundraiser can both uplift the community spirit and generate substantial contributions towards the cause. It exemplifies the positive outcomes that can be achieved through purpose-driven event planning.

This successful event planning case study underscores the potential for community-centric events to make a lasting impact beyond the event itself.

Lessons Learned and Best Practices

The exploration of these successful event planning case studies reveals several recurrent best practices and valuable insights for aspiring event planners aiming for success in similar events.

Key Takeaways for Aspiring Event Planners

• Prioritize meticulous planning and attention to detail in every aspect of the event
• Build strong vendor relationships to ensure seamless execution and quality delivery
• Embrace flexibility and adaptability to effectively manage unexpected challenges

Tips for Adapting the Lessons to Different Event Types and Sizes

• Tailoring the event planning approach to suit the specific needs and objectives of diverse events
• Implementing creative solutions and personalized touches to enhance the overall event experience
• Scaling strategies and best practices to align with varying event scales and audience demographics

Conclusion: Empower Your Event Planning Journey with Insightful Case Studies

The journey through these compelling event planning case studies underscores the vital role of leveraging real-life successes to fuel one’s own event planning ventures. These stories serve as a wellspring of inspiration and wisdom for both budding and experienced event planners alike.

We urge you to glean insights from these successful event planning case studies and infuse your own event planning endeavors with the learnings and best practices encapsulated in these narratives. Embrace the evolving landscape of event planning with the confidence and knowledge derived from these impactful case studies.

Q: Why are successful event planning case studies important for aspiring event planners?

A: Successful event planning case studies offer real-life examples of effective strategies, challenges, and outcomes, serving as valuable learning resources for aspiring event planners to understand and apply best practices in their own ventures.

Q: How can event planners leverage insights from case studies in their own projects?

A: By analyzing successful event planning case studies, event planners can extract actionable insights, innovative approaches, and proven methods, which can be adapted to enhance their own event planning projects.

Q: What types of events are typically covered in successful event planning case studies?

A: Successful event planning case studies may cover a wide range of events, including corporate galas, weddings, charity fundraisers, product launches, and community events, showcasing diverse planning approaches and outcomes.

Q: Are there common challenges addressed in successful event planning case studies?

A: Yes, successful event planning case studies often highlight common challenges such as budget management, vendor coordination, unexpected changes, and maintaining the overall guest experience.

Q: Where can event planners find more detailed case studies and resources?

A: Event planners can access detailed case studies and additional resources from reputable event planning organizations, industry publications, and professional associations with valuable insights and best practices for successful event planning.  

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Event Management

5 Event Case Studies

Skift Meetings Studio Team

January 13th, 2017 at 10:00 AM EST

Event planners are creating effective and successful events every single day, but on the whole we could do better with sharing event data and best practice. Here are 5 event case studies we can all learn from.

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Whether it is down to time, client confidentiality or protecting our ideas and ways of working eventprofs seem to struggle with shouting about our achievements and letting others benefit from our successes (or failures).

When a project is over we brainstorm and analyze internally within our team and with our clients but very few of us publish meaningful data and outcomes from our events for others to learn from and be inspired by. Perhaps this is one of the reasons why some executives struggle to appreciate the results and return that events can bring and why we still battle to protect event budgets in times of austerity?

As an industry we should work harder to crystallize the Return on Investment and Return on Objectives so there can be no doubt about the importance and relevance of events to the marketing mix. We need to demonstrate more clearly exactly how we added or created value through our events to prove that they are essential.

These 5 case studies from 2016 focus on events that achieved their objectives and share top tips on their learnings and data.

Why Event Badges Will Never Be the Same Again [Case Study]

The 2016 Seattle GeekWire Startup Day used technology to help attendees get more from networking opportunities at the event and improve the experience. Through smart event badges they were able to create a total of 9,459 positive matches between participants with shared interests and analyze more closely the supply and demand.

How to Increase Engagement with your Event App by 350% [Case Study]

If you invest in a mobile app for your event you want to be sure that people will download and use it. This case study outlines how the MAISON&OBJET exhibition increased engagement with their event app by 350%

How To Meet Green [Case Study]

One of the objectives of the Canadian Medical Association Annual Meeting was to create the greenest event going. Focusing on three main areas, this is how they did it and the difference they made.

How to Increase Attendance by 100+% [Case Study]

Streamlining the registration process can have a big impact on workload and numbers. This case study shares how the Colorado Judicial Branch doubled the number of attendees for their largest conference and saved countless hours of administration time.

How This Event Boosted Their Success [Case Study]

Running regional events as part of a country-wide tour has plenty of challenges. This case study looks at how The Get Fit and Thick tour streamlined their processes for event success across the US.

In Conclusion

As these 5 case studies demonstrate, events can make a difference at a micro and macro level. As an industry let’s make a pledge to share our learnings, both positive and negative. By taking this bold step we can educate and support each other to run more effective events and further professionalize the event industry and spend event budget where they will yield the greatest results. We know the importance of events, and event technology , we need to do more to prove it to those that still need convincing.  

Portland’s Destination Appeal Beyond the Meeting Room

Meeting planners are often challenged to provide exceptional experiences on limited budgets. A city with ample leisure appeal, such as Portland, Oregon, can give people a compelling reason to attend. Add in sector-specific field trips and strong EDI credentials, and this “Silicon Forest” is a meeting destination on the rise.

Across the Country: How Immersive Experiences Shine Throughout the U.S.

Attendees are craving much more than education sessions and networking receptions. As event organizers try to cook up a recipe for elevated engagement, the key is finding a place that can lay the foundation for a truly immersive experience. Skift Meetings worked with Brand USA to find the country’s best-in-class immersive experiences. Here are five destinations that can redefine your next event.

5 Ways to Plan Life Sciences Events for the Tech-Driven Age

Life sciences events are more important than ever as face-to-face meetings return in force. Here’s how event planners can keep pace with rapid change in the industry, take advantage of accelerating tech innovation, and support the professionals tackling the top health challenges of the day.

RIMS Enhances Security Measures for RISKWORLD in San Diego

Extra security precautions were put in place at this year’s RIMS RISKWORLD conference in San Diego after an active shooter situation shut down the final day of the 2023 conference in Atlanta.

Maritz Reveals Trade Show Registration Trends

Maritz takes a closer look at new attendee behavior and shares insights on how to optimize revenue and attendance.

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G2 produces 2X more global events with Asana

Expanding events program.

Events program has grown 2X year over year

Reduced planning time

Cut down event planning time by 80%

40+ hours saved per quarter on event check-in meetings

G2 is a B2B software and services review platform that millions of buyers and vendors rely on around the world. Events are a key channel the marketing team uses to engage these two audiences. Led by Adam Goyette, Vice President of Demand Generation, the events team produces 150+ events every year, from paid review booths for their clients to major conference sponsorships and demand generation dinners to build pipeline for their sales team.

To ensure all of these events go off without a hitch, Adam has a team of four full-time employees, 30+ contractors, and countless cross-functional partners to coordinate logistics, creative production, sales materials, and promotion. To support G2’s growing event needs, Adam knew he had to put processes and tools in place that would allow the team to scale.

As he looked to scale the team, Adam faced some common operational challenges:

Event plans were scattered across spreadsheets, emails, and meeting notes so there was no way to organize and track everything in one place or hold people accountable for tasks and deadlines.

Past event plans and vendor information were siloed in separate tools, making knowledge sharing a struggle when onboarding new teammates.

Event plans and processes weren’t standardized, so the team had to plan from scratch every time, resulting in missed steps and no way to continually optimize their processes.

The team struggled to delegate and assign work to others because they were used to managing every detail themselves. And since processes weren’t documented, it was difficult for cross-functional partners to jump into projects when needed.

Adam realized they needed to develop standard event processes to scale the program successfully. Additionally, their event plans needed to be accessible by everyone so they could coordinate with contractors, cross-functional partners, and vendors.

We’ve created templates for events we do often, which cuts down our planning time by 80%. Now the time we do spend on each event is used to customize it and improve it. ”

Centralizing event work and processes in one view

While the G2 marketing team had tried other work management tools in the past, none of them stuck. Then Ryan Bonnici joined the company as its Chief Marketing Officer and introduced the team to Asana, which he’d used with his teams at previous companies. Compared to other tools, Adam found Asana to be the most intuitive, flexible, and powerful solution for managing different event workflows and collaborating with cross-functional teammates.

As our team expanded, we needed a tool that allowed us to coordinate complex events and provide visibility into how plans were progressing without having to rely on email and meetings. Asana has made it easy to track every task and deadline in one place, which saves us 40+ hours a quarter in meetings. ”

To ensure adoption, the marketing team developed conventions and best practices to create event management processes at G2—all of which are standardized. The team then began planning, assigning, and tracking event work only in Asana. With a centralized system of record, work is no longer scattered across email, spreadsheets, and meetings notes. This ensures that event plans are trackable and accessible to the entire team for easier knowledge sharing and collaboration. Adam also invited contractors into Asana and then to relevant events they were supporting so they could coordinate logistics with the internal team in one place.

Successfully scaling the event program with Asana

Adam’s team has now centralized all of their event plans—vendor contracts, day-of checklists, creative production, and more—in Asana so everyone has visibility, and they’ve also created project templates with detailed workback schedules to reduce planning time. Additionally, the team has integrated Asana with Slack so they can turn messages into tasks—or take action on tasks right from Slack—when they’re on site at events. This helps them keep everything connected and allows them to work seamlessly, whether they’re in the office or on site.

Now that we’re managing events in Asana, we’ve been able to double the number of events we host, which has helped us generate more customer reviews for our vendors and create new sales pipeline for the company. ”

By centralizing and standardizing their event plans in Asana, the team has been able to scale successfully, reduce their planning time by 80%, and produce twice as many events across three continents to generate software reviews, drive sales pipeline, and hit revenue targets. They continue to optimize their event processes based on new learnings, and with ambitious plans to accelerate their growth, they’re ready to manage even more events with the help of Asana.

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1st Edition

International Case Studies in Event Management

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Description

This international case study book provides 27 expertly curated case studies on the topic of events management, each with detailed implementation instructions for the instructor in order to maximise student participation and learning. Embellished with questions, diagrams and data throughout, these case studies have been developed by industry experts and practitioners with the aim of creating a more interactive teaching experience focused on ‘real world’ scenarios within the events industry. Each case study is logically structured and includes an aim and objectives, expected learning outcomes, required background knowledge, steps of implementation in class or online, as well as suggestions for further reading resources. Topics covered range from macro impacts of events on destinations to success criteria in event operations, with the aim of preparing future professionals and equipping them with the necessary skills and competencies to succeed within the events industry. Easy to use and international in scope, this volume is an ideal study resource for use in higher and vocational education, and its unique, teaching-led approach positions it as a vital study tool for instructors and students alike.

Table of Contents

Judith Mair is an associate professor at the UQ Business School, University of Queensland, Australia. Judith’s work aims to understand and enhance the positive impacts of tourism and events on the communities and societies which host them. She is working on a number of projects in fields including mega-event legacies, the future of events, the links between events and social connectivity and the potential impacts of climate change on the events sector. Gürhan Aktaş is a professor at the Department of Tourism Management, Faculty of Business, Dokuz Eylul University, Türkiye. He holds a PhD in Tourism Marketing from Bournemouth University, UK. He delivers both undergraduate and postgraduate courses in the fields of destination management, event management and tourism marketing. He has authored academic publications on marketing tourist destinations, visitor attractions and events, and is a co-editor of the International Case Studies in Tourism Series by Routledge. Metin Kozak holds a PhD in Tourism from Sheffield Hallam University, UK. He has contributed a wide range of articles, conference papers and over 30 books. He has been involved in several national and international research projects, particularly with his partners based in Europe, Asia and the US. He received the EFQM Ph.D. Thesis Award and a number of conference paper awards. His research interests entail marketing and consumer behaviour in an interdisciplinary context. He is currently affiliated with Faculty of Communication at Kadir Has University, Istanbul, Türkiye.

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Top 40 Most Popular Case Studies of 2021

Two cases about Hertz claimed top spots in 2021's Top 40 Most Popular Case Studies

Two cases on the uses of debt and equity at Hertz claimed top spots in the CRDT’s (Case Research and Development Team) 2021 top 40 review of cases.

Hertz (A) took the top spot. The case details the financial structure of the rental car company through the end of 2019. Hertz (B), which ranked third in CRDT’s list, describes the company’s struggles during the early part of the COVID pandemic and its eventual need to enter Chapter 11 bankruptcy. 

The success of the Hertz cases was unprecedented for the top 40 list. Usually, cases take a number of years to gain popularity, but the Hertz cases claimed top spots in their first year of release. Hertz (A) also became the first ‘cooked’ case to top the annual review, as all of the other winners had been web-based ‘raw’ cases.

Besides introducing students to the complicated financing required to maintain an enormous fleet of cars, the Hertz cases also expanded the diversity of case protagonists. Kathyrn Marinello was the CEO of Hertz during this period and the CFO, Jamere Jackson is black.

Sandwiched between the two Hertz cases, Coffee 2016, a perennial best seller, finished second. “Glory, Glory, Man United!” a case about an English football team’s IPO made a surprise move to number four.  Cases on search fund boards, the future of malls,  Norway’s Sovereign Wealth fund, Prodigy Finance, the Mayo Clinic, and Cadbury rounded out the top ten.

Other year-end data for 2021 showed:

• Online “raw” case usage remained steady as compared to 2020 with over 35K users from 170 countries and all 50 U.S. states interacting with 196 cases.
• Fifty four percent of raw case users came from outside the U.S..
• The Yale School of Management (SOM) case study directory pages received over 160K page views from 177 countries with approximately a third originating in India followed by the U.S. and the Philippines.
• Twenty-six of the cases in the list are raw cases.
• A third of the cases feature a woman protagonist.
• Orders for Yale SOM case studies increased by almost 50% compared to 2020.
• The top 40 cases were supervised by 19 different Yale SOM faculty members, several supervising multiple cases.

CRDT compiled the Top 40 list by combining data from its case store, Google Analytics, and other measures of interest and adoption.

All of this year’s Top 40 cases are available for purchase from the Yale Management Media store .

And the Top 40 cases studies of 2021 are:

1.   Hertz Global Holdings (A): Uses of Debt and Equity

2.   Coffee 2016

3.   Hertz Global Holdings (B): Uses of Debt and Equity 2020

4.   Glory, Glory Man United!

5.   Search Fund Company Boards: How CEOs Can Build Boards to Help Them Thrive

6.   The Future of Malls: Was Decline Inevitable?

7.   Strategy for Norway's Pension Fund Global

8.   Prodigy Finance

9.   Design at Mayo

10. Cadbury

11. City Hospital Emergency Room

13. Volkswagen

14. Marina Bay Sands

15. Shake Shack IPO

16. Mastercard

17. Netflix

18. Ant Financial

19. AXA: Creating the New CR Metrics

20. IBM Corporate Service Corps

21. Business Leadership in South Africa's 1994 Reforms

22. Alternative Meat Industry

23. Children's Premier

24. Khalil Tawil and Umi (A)

25. Palm Oil 2016

26. Teach For All: Designing a Global Network

27. What's Next? Search Fund Entrepreneurs Reflect on Life After Exit

28. Searching for a Search Fund Structure: A Student Takes a Tour of Various Options

30. Project Sammaan

31. Commonfund ESG

32. Polaroid

33. Connecticut Green Bank 2018: After the Raid

34. FieldFresh Foods

35. The Alibaba Group

36. 360 State Street: Real Options

37. Herman Miller

38. AgBiome

39. Nathan Cummings Foundation

40. Toyota 2010

100 Best Case Study Questions for Your Next Customer Spotlight

Published: November 29, 2022

Case studies and testimonials are helpful to have in your arsenal. But to build an effective library, you need to ask the right case study questions. You also need to know how to write a case study .

Case studies are customers' stories that your sales team can use to share relevant content with prospects . Not only that, but case studies help you earn a prospect's trust, show them what life would be like as your customer, and validate that your product or service works for your clients.

Before you start building your library of case studies, check out our list of 100 case study questions to ask your clients. With this helpful guide, you'll have the know-how to build your narrative using the " Problem-Agitate-Solve " Method.

What makes a good case study questionnaire?

The ultimate list of case study questions, how to ask your customer for a case study, creating an effective case study.

Certain key elements make up a good case study questionnaire.

A questionnaire should never feel like an interrogation. Instead, aim to structure your case study questions like a conversation. Some of the essential things that your questionnaire should cover include:

• The problem faced by the client before choosing your organization.
• Why they chose your company.
• How your product solved the problem clients faced.
• The measurable results of the service provided.
• Data and metrics that prove the success of your service or product, if possible.

You can adapt these considerations based on how your customers use your product and the specific answers or quotes that you want to receive.

What makes a good case study question?

A good case study question delivers a powerful message to leads in the decision stage of your prospective buyer's journey.

Since your client has agreed to participate in a case study, they're likely enthusiastic about the service you provide. Thus, a good case study question hands the reins over to the client and opens a conversation.

Try asking open-ended questions to encourage your client to talk about the excellent service or product you provide.

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Categories for the Best Case Study Questions

• Case study questions about the customer's business
• Case study questions about the environment before the purchase
• Case study questions about the decision process
• Case study questions about the customer's business case
• Case study questions about the buying team and internal advocates
• Case study questions about customer success
• Case study questions about product feedback
• Case study questions about willingness to make referrals
• Case study question to prompt quote-worthy feedback
• Case study questions about the customers' future goals

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Case Study Interview Questions About the Customer's Business

Knowing the customer's business is an excellent way of setting the tone for a case study.

Use these questions to get some background information about the company and its business goals. This information can be used to introduce the business at the beginning of the case study — plus, future prospects might resonate with their stories and become leads for you.

• Would you give me a quick overview of [company]? This is an opportunity for the client to describe their business in their own words. You'll get useful background information and it's an easy prompt to get the client talking.
• Can you describe your role? This will give you a better idea of the responsibilities they are subject to.
• How do your role and team fit into the company and its goals? Knowing how the team functions to achieve company goals will help you formulate how your solution involves all stakeholders.
• How long has your company been in business? Getting this information will help the reader gauge if pain points are specific to a startup or new company vs. a veteran company.
• How many employees do you have? Another great descriptor for readers to have. They can compare the featured company size with their own.
• Is your company revenue available? If so, what is it? This will give your readers background information on the featured company's gross sales.
• Who is your target customer? Knowing who the target audience is will help you provide a better overview of their market for your case study readers.
• How does our product help your team or company achieve its objectives? This is one of the most important questions because it is the basis of the case study. Get specifics on how your product provided a solution for your client. You want to be able to say "X company implemented our solution and achieved Y. "
• How are our companies aligned (mission, strategy, culture, etc.)? If any attributes of your company's mission or culture appealed to the client, call it out.

How many people are on your team? What are their roles? This will help describe key players within the organization and their impact on the implementation of your solution.

Case Study Interview Questions About the Environment Before the Purchase

A good case study is designed to build trust. Ask clients to describe the tools and processes they used before your product or service. These kinds of case study questions will highlight the business' need they had to fulfill and appeal to future clients.

• What was your team's process prior to using our product? This will give the reader a baseline to compare the results for your company's product.
• Were there any costs associated with the process prior to using our product? Was it more expensive? Was it worth the cost? How did the product affect the client's bottom line? This will be a useful metric to disclose if your company saved the client money or was more cost-efficient.
• What were the major pain points of your process prior to using our product? Describe these obstacles in detail. You want the reader to get as much information on the problem as possible as it sets up the reasoning for why your company's solution was implemented.
• Did our product replace a similar tool or is this the first time your team is using a product like this? Were they using a similar product? If so, having this information may give readers a reason to choose your brand over the competition.
• What other challenges were you and your team experiencing prior to using our product? The more details you can give readers regarding the client's struggles, the better. You want to paint a full picture of the challenges the client faced and how your company resolved them.
• Were there any concerns about how your customers would be impacted by using our product? Getting answers to this question will illustrate to readers the client's concerns about switching to your service. Your readers may have similar concerns and reading how your client worked through this process will be helpful.
• Why didn't you buy our product or a similar product earlier? Have the client describe any hesitations they had using your product. Their concerns may be relatable to potential leads.
• Were there any "dealbreakers" involved in your decision to become a customer? Describing how your company was able to provide a solution that worked within those parameters demonstrates how accommodating your brand is and how you put the customer first. It's also great to illustrate any unique challenges the client had. This better explains their situation to the reader.
• Did you have to make any changes you weren't anticipating once you became a customer? Readers of your case study can learn how switching to your product came with some unexpected changes (good or bad) and how they navigated them. If you helped your client with troubleshooting, ask them to explain that here.

How has your perception of the product changed since you've become a customer? Get the interviewee to describe how your product changed how they do business. This includes how your product accomplished what they previously thought was impossible.

Case Study Interview Questions About the Decision Process

Readers of the case study will be interested in which factors influenced the decision-making process for the client. If they can relate to that process, there's a bigger chance they'll buy your product.

The answers to these questions will help potential customers through their decision-making process.

• How did you hear about our product? If the client chose to work with you based on a recommendation or another positive case study, include that. It will demonstrate that you are a trusted brand with an established reputation for delivering results.
• How long had you been looking for a solution to this problem? This will add to the reader's understanding of how these particular challenges impacted the company before choosing your product.
• Were you comparing alternative solutions? Which ones? This will demonstrate to readers that the client explored other options before choosing your company.
• Would you describe a few of the reasons you decided to buy our product? Ask the interviewee to describe why they chose your product over the competition and any benefits your company offered that made you stand out.
• What were the criteria you used when deciding to buy our product? This will give readers more background insight into the factors that impacted their decision-making process.
• Were there any high-level initiatives or goals that prompted the decision to buy? For example, was this decision motivated by a company-wide vision? Prompt your clients to discuss what lead to the decision to work with you and how you're the obvious choice.
• What was the buying process like? Did you notice anything exceptional or any points of friction? This is an opportunity for the client to comment on how seamless and easy you make the buying process. Get them to describe what went well from start to finish.
• How would you have changed the buying process, if at all? This is an opportunity for you to fine-tune your process to accommodate future buyers.
• Who on your team was involved in the buying process? This will give readers more background on the key players involved from executives to project managers. With this information, readers can see who they may potentially need to involve in the decision-making process on their teams.

Case Study Interview Questions About the Customer's Business Case

Your case study questions should ask about your product or solution's impact on the customer's employees, teams, metrics, and goals. These questions allow the client to praise the value of your service and tell others exactly what benefits they derived from it.

When readers review your product or service's impact on the client, it enforces the belief that the case study is credible.

• How long have you been using our product? This will help readers gauge how long it took to see results and your overall satisfaction with the product or service.
• How many different people at your company use our product? This will help readers gauge how they can adapt the product to their teams if similar in size.
• Are there multiple departments or teams using our product? This will demonstrate how great of an impact your product has made across departments.
• How do you and your team currently use the product? What types of goals or tasks are you using the product to accomplish? Get specifics on how the product actively helps the client achieve their goals.
• If other teams or departments are using our product, do you know how they're using it? With this information, leads can picture how they can use your product across their teams and how it may improve their workflow and metrics.
• What was the most obvious advantage you felt our product offered during the sales process? The interviewee should explain the benefits they've gained from using your product or service. This is important for convincing other leads you are better than the competition.
• Were there any other advantages you discovered after using the product more regularly? Your interviewee may have experienced some additional benefits from using your product. Have them describe in detail what these advantages are and how they've helped the company improve.
• Are there any metrics or KPIs you track with our product? What are they? The more numbers and data the client can provide, the better.
• Were you tracking any metrics prior to using our product? What were they? This will allow readers to get a clear, before-and-after comparison of using your product.
• How has our product impacted your core metrics? This is an opportunity for your clients to drive home how your product assisted them in hitting their metrics and goals.

Case Study Interview Questions About the Buying Team and Internal Advocates

See if there are any individuals at the customer's company who are advocates for your product.

• Are there any additional team members you consider to be advocates for our product? For example, does anyone stick out as a "power user" or product expert on your team? You may want to interview and include these power users in your case study as well. Consider asking them for tips on using your service or product.
• Is there anyone else on your team you think we should talk to? Again, the more people can share their experience using your product, the better.
• Are there any team members who you think might not be the biggest fans of our product or who might need more training? Providing extra support to those struggling with your product may improve their user experience and turn into an opportunity to not only learn about their obstacles but turn them into a product fan
• Would you share some details about how your team implemented our product? Get as much information as possible about the rollout. Hopefully, they'll gush about how seamless the process was.
• Who from your company was involved in implementing our product? This will give readers more insight into who needs to be involved for a successful rollout of their own.
• Were there any internal risks or additional costs involved with implementing our product? If so, how did you address them? This will give insight into the client's process and rollout and this case study question will likely provide tips on what potential leads should be on the lookout for.
• Is there a training process in place for your team's use of our product? If so, what does it look like? If your company provided support and training to the client, have them describe that experience.
• About how long does it take a new team member to get up to speed with our product? This will help leads determine how much time it will take to onboard an employee to your using your product. If a new user can quickly get started seamlessly, it bodes well for you.
• What was your main concern about rolling this product out to your company? Describing their challenges in detail will provide readers with useful insight.

Case Study Interview Questions About Customer Success

Has the customer found success with your product? Ask these questions to learn more.

• By using our product can you measure any reduced costs? If it has, you'll want to emphasize those savings in your case study.
• By using our product can you measure any improvements in productivity or time savings? Any metrics or specific stories your interviewee can provide will help demonstrate the value of your product.
• By using our product can you measure any increases in revenue or growth? Again, say it with numbers and data whenever possible.
• Are you likely to recommend our product to a friend or colleague? Recommendations from existing customers are some of the best marketing you can get.
• How has our product impacted your success? Your team's success? Getting the interviewee to describe how your product played an integral role in solving their challenges will show leads that they can also have success using your product.
• In the beginning, you had XYZ concerns; how do you feel about them now? Let them explain how working with your company eliminated those concerns.
• I noticed your team is currently doing XYZ with our product. Tell me more about how that helps your business. Illustrate to your readers how current customers are using your product to solve additional challenges. It will convey how versatile your product is.
• Have you thought about using our product for a new use case with your team or at your company? The more examples of use cases the client can provide, the better.
• How do you measure the value our product provides? Have the interviewee illustrate what metrics they use to gauge the product's success and how. Data is helpful, but you should go beyond the numbers. Maybe your product improved company morale and how teams work together.

Case Study Interview Questions About Product Feedback

Ask the customer if they'd recommend your product to others. A strong recommendation will help potential clients be more open to purchasing your product.

• How do other companies in this industry solve the problems you had before you purchased our product? This will give you insight into how other companies may be functioning without your product and how you can assist them.
• Have you ever talked about our product to any of your clients or peers? What did you say? This can provide you with more leads and a chance to get a referral.
• Why would you recommend our product to a friend or client? Be sure they pinpoint which features they would highlight in a recommendation.
• Can you think of any use cases your customers might have for our product? Similar industries may have similar issues that need solutions. Your interviewee may be able to provide a use case you haven't come up with.
• What is your advice for other teams or companies who are tackling problems similar to those you had before you purchased our product? This is another opportunity for your client to talk up your product or service.
• Do you know someone in X industry who has similar problems to the ones you had prior to using our product? The client can make an introduction so you can interview them about their experience as well.
• I noticed you work with Company Y. Do you know if they are having any pain points with these processes? This will help you learn how your product has impacted your client's customers and gain insight into what can be improved.
• Does your company participate in any partner or referral programs? Having a strong referral program will help you increase leads and improve customer retention.
• Can I send you a referral kit as a thank-you for making a referral and give you the tools to refer someone to us? This is a great strategy to request a referral while rewarding your existing customers.
• Are you interested in working with us to produce additional marketing content? The more opportunities you can showcase happy customers, the better.

Case Study Interview Questions About Willingness to Make Referrals

• How likely are you to recommend our product to a friend or client? Ideally, they would definitely refer your product to someone they know.
• Can you think of any use cases your customers might have for our product? Again, your interviewee is a great source for more leads. Similar industries may have similar issues that need solutions. They may be able to provide a use case you haven't come up with.
• I noticed you work with Company Y; do you know if they are having any pain points with these processes? This will help you learn how your product has impacted your client's customers and gain insight into what can be improved.

Case Study Interview Questions to Prompt Quote-Worthy Feedback

Enhance your case study with quotable soundbites from the customer. By asking these questions, prospects have more insight into other clients and their success with your product — which helps build trust.

• How would you describe your process in one sentence prior to using our product? Ideally, this sentence would quickly and descriptively sum up the most prominent pain point or challenge with the previous process.
• What is your advice to others who might be considering our product? Readers can learn from your customer's experience.
• What would your team's workflow or process be like without our product? This will drive home the value your product provides and how essential it is to their business.
• Do you think the investment in our product was worthwhile? Why? Have your customer make the case for the value you provide.
• What would you say if we told you our product would soon be unavailable? What would this mean to you? Again, this illustrates how integral your product is to their business.
• How would you describe our product if you were explaining it to a friend? Your customers can often distill the value of your product to their friends better than you can.
• What do you love about your job? Your company? This gives the reader more background on your customer and their industry.
• What was the worst part of your process before you started using our product? Ideally, they'd reiterate how your product helped solve this challenge.
• What do you love about our product? Another great way to get the customer's opinion about what makes your product worth it.
• Why do you do business with us? Hopefully, your interviewee will share how wonderful your business relationship is.

Case Study Interview Questions About the Customers' Future Goals

Ask the customer about their goals, challenges, and plans for the future. This will provide insight into how a business can grow with your product.

• What are the biggest challenges on the horizon for your industry? Chances are potential leads within the same industry will have similar challenges.
• What are your goals for the next three months? Knowing their short-term goals will enable your company to get some quick wins for the client.
• How would you like to use our product to meet those challenges and goals? This will help potential leads understand that your product can help their business as they scale and grow.
• Is there anything we can do to help you and your team meet your goals? If you haven't covered it already, this will allow your interviewee to express how you can better assist them.
• Do you think you will buy more, less, or about the same amount of our product next year? This can help you gauge how your product is used and why.
• What are the growth plans for your company this year? Your team? This will help you gain insight into how your product can help them achieve future goals.
• How can we help you meet your long-term goals? Getting specifics on the needs of your clients will help you create a unique solution designed for their needs.
• What is the long-term impact of using our product? Get their feedback on how your product has created a lasting impact.
• Are there any initiatives that you personally would like to achieve that our product or team can help with? Again, you want to continue to provide products that help your customers excel.
• What will you need from us in the future? This will help you anticipate the customer's business needs.
• Is there anything we can do to improve our product or process for working together in the future? The more feedback you can get about what is and isn't working, the better.

Before you can start putting together your case study, you need to ask your customer's permission.

If you have a customer who's seen success with your product, reach out to them. Use this template to get started:

Thank you & quick request

Hi [customer name],

Thanks again for your business — working with you to [solve X, launch Y, take advantage of Z opportunity] has been extremely rewarding, and I'm looking forward to more collaboration in the future.

[Name of your company] is building a library of case studies to include on our site. We're looking for successful companies using [product] to solve interesting challenges, and your team immediately came to mind. Are you open to [customer company name] being featured?

It should be a lightweight process — [I, a product marketer] will ask you roughly [10, 15, 20] questions via email or phone about your experience and results. This case study will include a blurb about your company and a link to your homepage (which hopefully will make your SEO team happy!)

In any case, thank you again for the chance to work with you, and I hope you have a great week.

[Your name]

If one of your customers has recently passed along some praise (to you, their account manager, your boss; on an online forum; to another potential customer; etc.), then send them a version of this email:

Hey [customer name],

Thanks for the great feedback — I'm really glad to hear [product] is working well for you and that [customer company name] is getting the results you're looking for.

My team is actually in the process of building out our library of case studies, and I'd love to include your story. Happy to provide more details if you're potentially interested.

Either way, thank you again, and I look forward to getting more updates on your progress.

You can also find potential case study customers by usage or product data. For instance, maybe you see a company you sold to 10 months ago just bought eight more seats or upgraded to a new tier. Clearly, they're happy with the solution. Try this template:

I saw you just [invested in our X product; added Y more users; achieved Z product milestone]. Congratulations! I'd love to share your story using [product] with the world -- I think it's a great example of how our product + a dedicated team and a good strategy can achieve awesome results.

Are you open to being featured? If so, I'll send along more details.

Case Study Benefits

• Case studies are a form of customer advocacy.
• Case studies provide a joint-promotion opportunity.
• Case studies are easily sharable.
• Case studies build rapport with your customers.
• Case studies are less opinionated than customer reviews.

1. Case studies are a form of customer advocacy.

If you haven't noticed, customers aren't always quick to trust a brand's advertisements and sales strategies.

With every other brand claiming to be the best in the business, it's hard to sort exaggeration from reality.

This is the most important reason why case studies are effective. They are testimonials from your customers of your service. If someone is considering your business, a case study is a much more convincing piece of marketing or sales material than traditional advertising.

2. Case studies provide a joint-promotion opportunity.

Your business isn't the only one that benefits from a case study. Customers participating in case studies benefit, too.

Think about it. Case studies are free advertisements for your customers, not to mention the SEO factor, too. While they're not promoting their products or services, they're still getting the word out about their business. And, the case study highlights how successful their business is — showing interested leads that they're on the up and up.

3. Case studies are easily sharable.

No matter your role on the sales team, case studies are great to have on hand. You can easily share them with leads, prospects, and clients.

Whether you embed them on your website or save them as a PDF, you can simply send a link to share your case study with others. They can share that link with their peers and colleagues, and so on.

Case studies can also be useful during a sales pitch. In sales, timing is everything. If a customer is explaining a problem that was solved and discussed in your case study, you can quickly find the document and share it with them.

4. Case studies build rapport with your customers.

While case studies are very useful, they do require some back and forth with your customers to obtain the exact feedback you're looking for.

Even though time is involved, the good news is this builds rapport with your most loyal customers. You get to know them on a personal level, and they'll become more than just your most valuable clients.

And, the better the rapport you have with them, the more likely they'll be to recommend your business, products, or services to others.

5. Case studies are less opinionated than customer reviews.

Data is the difference between a case study and a review. Customer reviews are typically based on the customer's opinion of your brand. While they might write a glowing review, it's completely subjective and there's rarely empirical evidence supporting their claim.

Case studies, on the other hand, are more data-driven. While they'll still talk about how great your brand is, they support this claim with quantitative data that's relevant to the reader. It's hard to argue with data.

An effective case study must be genuine and credible. Your case study should explain why certain customers are the right fit for your business and how your company can help meet their specific needs. That way, someone in a similar situation can use your case study as a testimonial for why they should choose your business.

Use the case study questions above to create an ideal customer case study questionnaire. By asking your customers the right questions, you can obtain valuable feedback that can be shared with potential leads and convert them into loyal customers.

Editor’s Note: This article was originally published in June 2021 and has been updated for comprehensiveness.

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Chapter: chapter 5 - case studies: special-event management.

Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

C H A P T E R 5 Case Studies: Special-Event ManagementSpecial events present a unique case of demand fluctuation that causes traffic flow in the vicinity of the event to be radically dif- ferent from typical patterns. Special events can severely affect reliability of the transportation network, but because the events are often scheduled months or even years in advance, they offer an opportunity for planning to mitigate the impacts. Because large-scale events are recurring at event venues, it gives an opportunity for agencies to continually evaluate and refine strategies, impacts, and overall process improvements over time. In this section, case studies are presented that examine the processes developed for special-event management at the Kansas Speedway in Kansas City, Kans., and the Palace of Auburn Hills near Detroit, Mich. Kansas: Kansas Speedway In 2001, the Kansas Speedway opened for its first major NASCAR race. With attendance exceeding 110,000 people, it set a record as the largest single-day sporting event in the his- tory of Kansas. Attendance has continued to grow and now exceeds 135,000 for most major races. The traffic control strategies that were put into place to handle these major events were the result of years of planning between the Kansas Speed- way, Kansas Highway Patrol (KHP), Kansas Department of Transportation (KDOT), and the Kansas City Police Depart- ment. The process was successful in part because of the clear lines of responsibility that were defined for each agency and the strong spirit of cooperation and trust that was established before the first race was held. In preparation for this case study, representatives from KHP and KDOT were interviewed. Lt. Brian Basore and Lt. Paul Behm represented the KHP Troop A and were able to share their experience from many years of actively managing special events at the Kansas Speedway. The primary responsibilities of KHP are to operate the KHP Command Center that was estab- lished for the Kansas Speedway race events and to manage 45traffic on the freeways around the event. Representatives of KDOT who were interviewed included Leslie Spencer Fowler, ITS program manager, and Mick Halter, PE, who was formerly with KDOT as the District One metro engineer during the design and implementation of the Kansas Speedway. Fowler and Halter provided an excellent history of the development of the project, as well as a description of KDOT’s current opera- tional procedures used during races at the Kansas Speedway. KDOT maintains the CCTV cameras and portable DMS around the Speedway and assists KHP with traffic control on the freeways. Description This case study examines the development of the special-event management procedures for races at the Kansas Speedway. Par- ticular focus is given to the roles and responsibilities of the KHP and KDOT in developing the initial infrastructure and strate- gies that led to a successful special-event management process that has been used and refined for 8 years. One of the strongest recurring themes in development of this case study was the out- standing cooperation and partnerships that were developed between the agencies involved. Each agency has clearly defined responsibilities before and on race day, though no agency is considered in charge. They cooperate to safely and efficiently move vehicles from the freeways to city streets to the Kansas Speedway parking lots and then do the same process in reverse. Background of Agency The Kansas Speedway is a 1.5-mi oval race track suitable for many types of races, including Indy and NASCAR. Seating capacity is currently being expanded to 150,000 people, and parking capacity allows for 65,000 vehicles. The Speedway is located approximately 15 mi west of downtown Kansas City, near the intersection of I-70 and I-435, which serve as the pri- mary routes used by spectators attending the races. Events are

46held throughout the year, and there are typically two major race events each year when crowds reach capacity. The major- ity of parking is on Kansas Speedway property and is free for spectators. The Kansas Speedway provides attendants and directs vehicles into the parking areas. The primary agencies involved in traffic management for the Kansas Speedway include KHP Troop A in Kansas City, KDOT District One, and the Kansas City Police Department. KHP is responsible for traffic management on the freeways and for operation of the KHP Command Center, which is activated several days before major events and serves as the central com- munications center for all public agencies on race day. The full resources of Troop A (over 40 troopers) are used on race day, along with over 20 other troopers from around the state. KHP also deploys a helicopter to monitor traffic from the air and roving motorcycle units on race day. KDOT District One is responsible for maintaining five CCTV cameras and deploy- ing 12 portable DMSs on roads used to access the Speedway. The Kansas City Police Department provides officers for the city street network that links the freeways to the Kansas Speedway (1). Other participants in the process include Wyandotte County and the Kansas Turnpike Authority (KTA). Wyandotte County currently owns the WebEOC software used by all participat- ing agencies to share information and request assistance on race day (2). The KTA maintains I-70 near the Speedway. It is responsible for such maintenance tasks on this section of I-70 as snow and ice removal, guardrail, and signing and striping, although the section is not tolled. Process Development The Kansas Speedway opened for its first major event in sum- mer 2001. However, development of the process for special- event traffic management began long before Kansas City was even selected as the site for the racetrack. In the early 1990s the International Speedway Corpora- tion was searching for a new location for a race track in the Midwest. The track was expected to host several large events per year, including at least one to two major races that were expected to attract more than 100,000 people. Given the poten- tial positive economic benefit that such a facility could bring to an area, the International Speedway Corporation solicited pro- posal packages from several sites under consideration. Propos- als needed to address criteria established by the International Speedway Corporation for site selection, including accessibil- ity of the site to attendees. The effort to bring the race track to Kansas was led by Kansas City, with strong support from the governor and lieutenant governor of Kansas. Understanding the importance of accessibility, the governor directed KDOT to develop a plan and provide funding to make the necessary infrastructure improvements to handle race traffic for theSpeedway. The priority placed on this project by the governor’s office served as the first enabler to implementing the traffic management process. KDOT developed an extensive plan to accommodate the large number of vehicles expected to attend events at the Kansas Speedway. I-70 needed to be widened and a new inter- change was needed at 110th Street. US-24, which went through the proposed site of the track, needed to be completely realigned. Although not part of the original planning, CCTV cameras and portable DMS were also required to assist with traffic management. KDOT identified funding for each of their proposed infrastructure projects, and these projects were included in the package that was submitted to the International Speedway Corporation. More than a year before the first race event at the Kansas Speedway, all the agencies involved in traffic management began planning for the event. Agencies that participated in the planning included KHP, KDOT, KTA, Kansas City Police, Wyandotte County, and the Kansas Speedway. The Missouri DOT and Missouri Highway Patrol were also initially involved because there was concern that traffic could be affected east of the track into Missouri. (Once the Speedway opened, it turned out that this concern was unfounded as race traffic had only minor impacts on I-70 near the Speedway and did not affect traffic on I-70 in Missouri.) To facilitate traffic management planning, a consultant also was brought on-board early in the process. The success of the planning for traffic management was attributed to two primary factors. The first was the importance that the governor and Kansas City placed on the success of hosting major races at the Kansas Speedway. Millions of dol- lars were invested by the state and city to bring the race track to Kansas, and to recoup their investment they needed to suc- cessfully host large races. The visibility and importance of the first successful event was a great motivator for every agency involved. The second factor to which success was attributed was the personalities involved. Several of those interviewed for this case study noted that there were no egos in the room that got in the way. A sense of mutual respect among the agencies and for their work was a consistent factor in planning for traffic management. No single agency was designated as “in charge”; rather, each agency took responsibility for its piece and worked well with the other agencies to ensure overall success. The result of the planning efforts was a multilayered traffic plan with different agencies leading the layers. The first layer dealt with interstate traffic, which was KHP’s responsibility. The second layer dealt with traffic on local streets traveling between the interstates and the Kansas Speedway, this layer was the responsibility of the Kansas City Police Department. The third layer handled traffic entering or leaving the track property, which was the responsibility of the Kansas Speed- way. KDOT provided support to all three layers through

47deployment of CCTV cameras, DMS, and cones. Each layer was critical to successfully manage traffic for events. Detailed Process and Integration Points Figure 5.1 shows the detailed process that was developed for special-event traffic management at the Kansas Speedway. Before a major event, all four agencies that are involved in man- aging traffic on race day come together for a meeting to discuss the upcoming event and changes or special circumstances that need to be considered in their planning. These agencies have worked closely together since the first event in 2001, and there is a clear understanding of the roles and responsibilities of each agency.Figure 5.1. Detailed business process diagram of Kansas Speedway special event.are sent and portable DMS are controlled. On the day before race day, KHP conducts a briefing to review the setup and pro- cedures for race day. During the race event, KHP, Kansas City Police Department, and the Kansas Speedway manage traffic on freeways, local streets, and in the parking lots. KHP deploys a helicopter to monitor traffic from the air and roving officers on monocycles to patrol the heavily congested areas around the Speedway that cannot be easily accessed by troopers in cruisers. All agencies continue to communicate primarily through WebEOC, a system owned by Wyandotte County that lets each agency monitor messages and communicate on a web-based system. Once the race is completed, a follow-up meeting to review race day events may be held. This meeting was originally held after every event during the first few years the Kansas Speed- way was in operation, but as traffic management has become more efficient, it is now only held as warranted.In the week before race day, KHP will activate the KHP Command Center. The KHP Command Center is the commu- nications hub for the event and is where CCTV camera feeds

48Several key integration points were identified in the Kansas Speedway special-event traffic management process, including the following: • Integration between KHP and KDOT for deployment and operation of CCTV cameras and portable DMS; • Integration between KHP, KDOT, Kansas City Police Department, and Kansas Speedway to develop traffic man- agement plans for upcoming events and to discuss traffic management performance after operations; and • Integration between KHP, KDOT, Kansas City Police Department, Kansas Speedway, and Wyandotte County for sharing of information through WebEOC during the special event. Types of Agencies Involved The primary agencies that are involved in the special-event traffic management are KHP, KDOT, Kansas City Police, and the Kansas Speedway. As described earlier, a three-layered approach is set up, with KHP responsible for traffic on the free- ways, Kansas City Police responsible for traffic on local streets, and Kansas Speedway responsible for traffic in the parking areas. Numerous special teams have been established to facili- tate the special-event traffic management on race day. These include the KHP Post Commanders Team, Logistics Team, and KDOT Team. The KHP Post Commanders Team is made up of the commanders from each traffic post where KHP will be directing traffic. The post commanders attend the post com- manders briefing the evening before the race begins, direct the other troopers at their post, and communicate with the KHP Command Center. The Logistics Team is responsible for set- ting up the event, including staging and setting up of tempo- rary traffic control, providing water and tents for troopers at traffic posts, and running errands during the event. The KDOT Team is responsible for maintaining the CCTV cameras, put- ting the portable DMS boards in place and changing messages on the board if the wireless communications fail, and assisting with temporary traffic control placement. Types of Nonrecurring Congestion Addressed The process for managing the Kansas Speedway traffic deals with nonrecurring congestion due to a special event. When the Kansas Speedway first opened in 2001, KHP set up 14 inbound posts and 11 outbound posts, with troopers stationed at each post to direct traffic. Since then, KHP has increased the effi- ciency of traffic management and has been able to reduce the number of posts down to seven inbound and seven outbound. Traffic is monitored from the KHP Command Center using CCTV cameras and a helicopter that provides updates on traf- fic conditions; portable DMSs with wireless communication can assist in directing traffic. The roving motorcycle units areused around the Kansas Speedway and can assist with manag- ing any incident that blocks roadways. Over time, KHP and KDOT have refined temporary traffic control patterns and gen- eral traffic control to increase efficiency of the system as much as possible. One of the primary concerns on race day is getting traffic off I-70 without significantly affecting through traffic. Because major races are held on weekends, the overall level of traffic on I-70 is generally lighter than what is experienced on a weekday. As part of the initial package that was proposed by Kansas City to bring the Speedway to Kansas, KDOT agreed to add one more lane to I-70 to accommodate overflow traffic for major races. KHP has been able to quickly move traffic off I-70 with only minor impacts on through traffic on the interstate. KDOT has not done a study of travel times for through traffic on race day, but they estimate that at peak periods before or after a race, motorists on I-70 will only experience minor slowdowns with perhaps 5 min of delay to their total trip. Performance Measures The Kansas Speedway tracks the time it takes to clear parking lots after races and has seen improvements in clearance times since the initial race in 2001. After races, if something went wrong or clearance times exceeded normal ranges, this infor- mation is shared with KHP and an evaluation meeting with all agencies involved in the traffic management may be held to review the traffic management. However, these instances are rare and in most events the parking lot clearance times can be accurately estimated based on race attendance. KHP initially used troopers stationed at 14 inbound posts and 11 outbound posts to direct traffic. Although not a per- formance measure, the shift to seven inbound and seven outbound posts is seen by KHP as an indication of the improvement of their traffic management efficiency. Benefits The planning and cooperation between KHP, KDOT, Kansas City Police, and the Kansas Speedway allowed for efficient traf- fic management of more than 100,000 spectators from day one. The agencies involved in traffic management have been able to improve their efficiency and reduce the manpower needed to manage traffic over time and consider their traffic management effort a success from the start. The popularity of racing in the United States and the effi- cient use of the Kansas Speedway have prompted an expansion of the seating capacity of the Speedway. Current expansion work will bring the total seating capacity of the Kansas Speed- way to 150,000. Without an efficient plan to move spectators in and out of the Speedway, this expansion would not be possible.

49The traffic management process developed for the Kansas Speedway goes beyond simple convenience to spectators. By minimizing the impacts to through traffic on I-70 and I-435, KHP can reduce freeway backups and minimize the chances of secondary incidents on freeways. Efficient and effective move- ment of vehicles off the race track is also critical for evacuation. On April 25, 2009, a tornado touched down in Kansas only a few miles from the Kansas Speedway. About 30 min earlier, a race that was in progress was suspended for the day due to rain, and many of the spectators were in the process of leaving the event. The tornado did not touch down close enough to the Kansas Speedway to cause any damage, but it was an important reminder of the need to be able to efficiently move traffic out of an area, especially in Kansas, which is particularly prone to tornadoes. Lessons Learned Each agency interviewed identified the single most important factor to the success of the special-event traffic management as the cooperation among all agencies in the planning and execu- tion of traffic management. The importance placed on success- fully bringing the Speedway to Kansas by the governor and Kansas City certainly contributed to that cooperation and coordination, but the personalities of the leaders from each agency and the existing relationships that had been established were identified as even more important factors. KHP has learned that the development of a race-day proto- col is particularly important, so that procedures for handling incidents or other unexpected events are well understood. KHP has worked with their partners to develop a tow policy to address abandoned vehicles, a traffic crash policy to quickly clear incidents, and a no-patrol zone to keep troopers and police officers in cruisers from adding to the congestion around the race track by limiting patrols to troopers on motorcycles. Receiving information from the CCTV cameras and the ability to control the portable DMSs from the KHP Command Center have been valuable. However, CCTV cameras have failed in the past and communications to the portable DMSs are not always reliable, which sometimes necessitates the need for KDOT to manually change messages in the field. KHP and other agencies involved in traffic management have learned that technology is useful, but they need to be careful that they are not totally dependent on technology. Analysis and Research Observations Planning for the traffic management at the Kansas Speedway essentially began when Kansas was still being considered by the International Speedway Corporation and continued up until the first event. Political support for the Kansas Speedway gave those involved in traffic management a sense that they mustsucceed. Each agency took responsibility for their part of the plan, executed it well, and supported their partners. The sense of cooperation that started during the initial planning for traf- fic management of the race track has been carried into the con- tinued operations. It is clear that each agency felt they had an important stake in the success of the Kansas Speedway and contributed the resources and staff required for that success. One interesting note is that there are no formal agreements in place with any of the agencies regarding operations. When agencies were asked about this, they said they did not see a need to formalize what has worked well so far. There is confidence that they can continue to count on their partners, and that the strong relationships and years of experience working together will continue to add to that confidence. Michigan: The Palace of Auburn Hills The Palace of Auburn Hills (the Palace) is an arena located northwest of Detroit that hosts events such as concerts, basket- ball games, circuses, and graduations for eight months of the year. Because of the volume of traffic generated by these types of events, an increase in traffic congestion is typical in the vicin- ity of the Palace. Focused traffic management plans at these locations can help mitigate the effects of the increased conges- tion before and after the event. The Palace is located in Auburn Hills, a suburb of the greater Detroit, Michigan, area, in the north-central section of Oakland County. The Auburn Hills Police Department (AHPD) has been involved with traffic management strategies at the Palace since it opened in 1988 and has played an integral part in the development of the traf- fic management plan currently in place. To acquire details regarding the traffic management plans implemented for events hosted at the Palace, an initial inter- view was conducted with Danielle Deneau, PE, of the Road Commission for Oakland County (RCOC). After that conver- sation, a more in-depth interview was conducted with Capt. Jim Mynesberge of the Auburn Hills Police Department. Description In terms of traffic operations and management, a special event can be categorized as a scheduled interruption to normal traf- fic flow. The Palace special event case study provides an analy- sis for a multiagency, public–private partnership focused on managing traffic for planned events of varying sizes. The traf- fic management plan includes traffic control strategies man- aged through the RCOC FAST-TRAC signal system, which is programmable and detects actual traffic counts (the original timing was based on recording traffic flow as officers manually directed traffic); traffic monitoring capabilities through the MDOT CCTV cameras; and traveler information using the

50MDOT DMS and MiDrive website. The current traffic man- agement plan includes a partnership between the Palace, the Police, RCOC, and MDOT and has resulted in memoranda of understanding (MOUs) and formal agreements between some of these agencies. The plan provides a direct connection between the Police dispatch and the RCOC TOC. The effec- tiveness of the traffic management plan allows fewer officers to be used for managing traffic at special events and reduces the time required to load-in and load-out for each Palace event. Load-in and load-out are two performance measures that have been defined to measure the success of traffic control before and after events. Background of Agency The Palace is located within Auburn Hills, adjacent to I-75, and is within the jurisdiction of the AHPD. The Palace is a multipurpose arena used for concerts, sporting events, and other events such as wrestling, circuses, or graduations. The arena has been operational for over 20 years and is the perma- nent home of the Detroit Pistons (NBA) and the Detroit Shock (WNBA). The arena is recognized for its large capacity for the NBA and can accommodate over 22,000 fans for bas- ketball games and over 25,000 for concerts at center stage. The Palace also is the only arena that can hold the entire host city’s population. The AHPD provides security and traffic enforcement for the Palace during events. The Pistons typically attract a large attendance for their games, which has resulted in the arena expanding the parking capacity to keep pace with the atten- dance demands. AHPD manages the traffic before, during, and after each event, with a focus on providing efficient and safe access for motorists. Process Development The Palace partnered with AHPD and RCOC to develop a per- sonalized traffic management plan for events at the Palace. The original traffic management plan used several police officers and manual traffic control to move vehicles through several intersections in the vicinity of the Palace. The original site plan included only three driveways, which created some capacity issues for event traffic ingress and egress. The traffic manage- ment plan recommended improvements to the site that included additional lanes, modified use of the existing drive- ways, and the construction of two additional access drives. One new access drive was constructed on the north side of the site, and one on the south side. The access drive located on the south side is called Direct Drive, and when clearing the park- ing lot, only allows right turns, providing drivers with direct access to I-75. The Palace also established a MOU with MDOT to temporarily close the access road just east of Direct Driveafter events to provide exclusive use for Palace traffic when events commence. The Palace had several motivations for an improved traffic management plan. The first was happier patrons attending events. The second was monetary. Since the Palace pays for the use of AHPD officers to manage traffic at events, there was vested interest in streamlining the personnel and the time required. The larger events would require a total of 15 officers to work an event and effectively manage traffic. Each inter- section required two to three officers to safely direct traffic to and from the facility (15 officers total). With the revised plan, the larger events can be managed effectively by only one or two officers. Initially, AHPD and the Palace met regularly to discuss improvements, issues, and traffic management strategies. AHPD now has the ability to implement the Event Manager (developed by RCOC) and activate predetermined signal tim- ing plans through the RCOC TOC. With this closely integrated coordination, the issues have decreased and the coordination meetings have been reduced to only twice a year. AHPD and the Palace used two specific measures of effec- tiveness initially to determine if pre-event traffic was being managed properly. These measures allowed the two agencies to assess operations and determine the appropriate area of con- cern, namely: • If traffic was queuing on the public roadway but the Palace driveways had additional capacity, then traffic was not being managed effectively by the police. • If traffic was stopped at the driveways and vehicles were queuing on the public roads, then the Palace personnel were not effectively managing the parking operations. These observations were used to support the need to increase the access lanes and construct the additional driveway. The Palace parking process also was modified to establish longer stacking lanes approximately an hour and half before the event start time. This was necessary to accommodate the process for collecting parking fees from each vehicle. For postevent traffic, the effectiveness measure was based on all the access drives clearing at the same time. The bal- ance of exiting traffic was accomplished by sectioning the lots and directing all traffic to the specific exits. Since most events ended after 10:00 p.m., the Palace traffic could receive a higher preference in green time. It was determined that shorter cycle lengths resulted in extended clearance times for the Palace. Shorter cycle lengths create longer delays because of lost startup time and more clearance intervals per hour. In other words, the longer traffic was stopped, the longer it took to empty vehicles from the lot. The passing traf- fic was only inconvenienced by waiting through a single cycle length to accommodate the exiting Palace traffic. This impact

51was measured both visually and by using the FAST-TRAC system. Detailed Process and Integration Points Figure 5.2 shows the process used by the Palace for special-event traffic management. The traffic management plan involves revised signal timing at 19 intersections in the vicinity of the Palace. Signal timing plans were developed for small, medium, and large events. The number of intersections included in the signal timing plan provides a larger footprint than AHPD was able to manage with only police officers. The plan allows a senior AHPD officer to select the appropriate timing plan based on input from the Palace concerning the size of an event. The senior officer also has the authority to instruct the dispatcher to activate the appropriate timing plans. The dispatcher then has the ability to activate the timing plans via the Event Man- ager from the AHPD facility.Figure 5.2. Detailed business process diagram for a special event at the Palace of Auburn Hills.The Palace has access to its own CCTV cameras around the facility and to MDOT-owned CCTV cameras on the trunk routes. The MDOT cameras provide information about traf- fic conditions on the roadways approaching the Palace. The Palace personnel also use radios to communicate continuously with AHPD. The Palace documents the load-in and load-out times for each event that occurs, and has observed that the load-out time has decreased from approximately 1 h to less than 25 min with the current traffic management plan. Figure 5.3 displays the Palace and the surrounding trans- portation network for reference. I-75 runs north-south on the west side of the Palace, and M24 (Lapeer Road) runs north- south on the east side. The small connector on the south side of the Palace is the Direct Drive that is used exclusively for postevent traffic. AHPD responds to incidents in the vicinity of the Palace, including those that occur on I-75. During events, AHPD will coordinate for these incidents because they can affect traffic management at the Palace. Coordination is

52Source: © 2010 Google. Map data © 2010 Google. Source: © 2010 Google. Imagery © 2010 DigitalGlobe, USDA Farm Service Agency, Cnes/Spot Image, GeoEye, U.S. Geological Survey. Map data © 2010 Google. Figure 5.3. The Palace of Auburn Hills and surrounding transportation network.initiated by AHPD with MDOT and the Michigan Intelligent Transportation System Center (MITSC) to verify the incident, and MDOT will activate DMSs in the area to inform motorists of the incident if needed. In some cases, traffic is diverted to Opdyke Road through media and DMS communication. During an incident, the Palace monitors the CCTV cameras and communicates traffic conditions with the AHPD officers. AHPD also coordinates with RCOC to determine possible adjustments to the signal timing. After the incident has cleared, AHPD will coordinate with MDOT and RCOC to clear DMS messages and reset signal timing, respectively. Several key integration points were identified in the Palace of Auburn Hills special-event traffic management process, including the following: • Coordination between the Palace and AHPD: Based on guidelines established in the traffic management plan, the Palace determines the size of an event (small, medium, or large) and informs AHPD. • The AHPD Dispatcher has the ability to activate the pre- determined signal timing plans within FAST-TRAC. The AHPD Sergeant has the authority to select the appropriatetiming plan based on the size of the event and directs the Dispatcher as to which plan to activate. The AHPD dispatch has a direct connection with FAST-TRAC so RCOC person- nel are not required during most events. • The Palace has access to MDOT CCTV cameras so they can monitor traffic in the vicinity of the arena during an event. MDOT also monitors traffic, but the Palace’s access to sur- veillance provides the ability to focus specifically on inci- dents that can affect typical traffic during an event. • Coordination occurs via radio between Palace personnel and AHPD personnel to adjust the predetermined traffic management plan and mitigate potential impacts on traffic. The response to incidents during an event is coordinated among MDOT, the Palace, AHPD, and RCOC. Based on the impact of the incident, DMSs are activated with appropriate messages, timing plans can be adjusted, and additional resources can be implemented for modified traffic control solutions. The Palace maintains records of all events, including the load-in and load-out times. Based on this documentation, the stakeholders have identified consistent results in the current

53traffic management plan. RCOC maintains the event signal timing plans respective to each event size. These timing plans can be revisited if issues or changing traffic patterns are identi- fied. The MDOT MITS Center maintains incident records that can be referenced to determine impacts on the traffic during events. There is no central location for data related to events at the Palace, but it can be obtained from the individual partners. Types of Agencies Involved There are four main partners involved in the coordination of events at the Palace of Auburn Hills. The public–private part- nership includes AHPD, the Palace, RCOC, and MDOT. The Palace is responsible for traffic on arena property, maintaining an arena-specific traffic management plan, and coordinating with AHPD for implementation. The Palace also has access to MDOT CCTV cameras so they can monitor traffic conditions on approaching routes. AHPD is the local police department responsible for traffic control within the city, including the local interstate routes. RCOC is responsible for county road maintenance and operations of the countywide signal system. RCOC has developed and programmed event-specific timing plans relative to the three categories of event sizes and allows AHPD to activate appropriate timing plans remotely. The MDOT MITS Center is responsible for monitoring the south- eastern Michigan roadway network and uses CCTV cameras and detection for surveillance and DMS and the MiDrive web- site for sharing traveler information. Types of Nonrecurring Congestion Addressed The Palace’s traffic management plan addresses nonrecurring traffic impacts classified as special events and crashes. When the Palace opened in 1988, AHPD manually controlled traffic in and around the arena. AHPD used approximately three to four traffic control police officers per intersection at several intersections (15 officers in all). In addition, the larger events required at least an hour to move traffic in and out of the park- ing facilities. The signal timing plans available through FAST-TRAC and the agreement between RCOC and AHPD to activate signal timing plans remotely via the Event Manager make it possible to improve efficiency. The signal timing plans are predeter- mined based on the estimated level of traffic for scheduled events. The signal timing plans also incorporate additional intersections that were previously not managed during events. The revised signal timing plans allow AHPD to decrease the total number of officers required at any event to no more than two and reduced the time for emptying the lot to approxi- mately 25 min. Improved incident management is the result of an agreement between MDOT and the Palace to share camera images. The Palace personnel can access views of several cameras located onapproaching roadways. When incidents occur in Auburn Hills, even on the interstate, AHPD typically are the first responders on scene. They will respond and coordinate with the Michi- gan State Police (MSP) and MDOT on the traffic management needs at the incident. They also coordinate with the Palace on any impacts to event-related traffic. MDOT will activate mes- sage signs to warn motorists and AHPD can modify the traffic management strategy to accommodate the changes in traffic patterns. Performance Measures Because the Palace tracks the load-in and load-out times dur- ing each event, those times can be compared to ensure the traf- fic management plan is working effectively. They meet with AHPD to discuss new issues and develop strategies that can mitigate these issues at the next scheduled event. The Palace maintains constant communication with AHPD to ensure that there is efficient and safe access for motorists. AHPD also com- municates with RCOC on potential issues with the signal tim- ing plans. The improved signal timing plans have allowed AHPD to reduce the number of required traffic control police officers from 15 to no more than two officers for each event. Emptying the parking lots of the Palace can now be achieved in less than 25 min. In addition, crash rates have remained con- sistent with the implementation of the Event Manager. Benefits The traffic management program at the Palace of Auburn Hills has proven to be successful. Benefits include improved traffic control efficiency; improved travel time; higher efficiency of motorist movement; and streamlined use of police resources. These benefits are achieved through strong relationships and trust between the stakeholders. With the reduction in load-in and load-out times, the impact on motorists traveling in the vicinity of the arena also is reduced. In addition, spectators are able to reach the arena more quickly and spend more time at the event. This improved mobility translates into cost savings for the motorists by reduc- ing fuel consumption and travel. The Palace also experiences a fiscal benefit by having spectators arrive earlier at events. The improved signal timing plans allow for more intersec- tions to be managed during an event with fewer officers, which frees up more officers for responding to emergencies, inci- dents, and other situations. Fewer officers for manual traffic control also has increased safety for personnel. Directing traf- fic in the dark and during poor weather conditions often cre- ated unsafe conditions for AHPD officers. The Palace’s cost for police personnel also is reduced. The Palace indicated that the savings from the fewer officers required to control traffic can be redirected to other expenses, such as an extension of park- ing facilities or a reduction in ticket costs for events.

54Lessons Learned All the agencies involved with the special-event traffic man- agement plan have acknowledged benefits, but there are still some elements that can be improved. Some simple modifica- tions could be achieved more quickly, while others are more extensive and would require several years. The partners stated that the traffic management plan should be developed as the site is designed. This approach would identify deficiencies in driveway access and potential capacity issues related to mov- ing the maximum capacity of the parking lots. The site devel- opment also should limit the amount of traffic movement occurring closer to the buildings to minimize conflicts between vehicles and pedestrians. This additional conflict can gener- ate congestion within the parking lot. Lastly, sufficient light- ing throughout the parking lot should be implemented. Better lighting increases safety by improving visibility for drivers navigating among pedestrians, especially during inclement weather. Analysis and Research Observations The Palace traffic management plan has been developed through input from the Palace of Auburn Hills, AHPD, and RCOC and has improved the efficiency, reliability, and safety of traffic management during special events hosted by the Palace. During arena events, such as games and concerts, thetraffic flow in and out of the Palace has improved considerably while limiting the resource needs of AHPD. Coordination between the Palace and AHPD also has increased the reliabil- ity of loading and unloading the Palace parking lots. The Palace records and evaluates the load-in and load-out times to determine possible signal timing adjustments. The Palace personnel discuss improvements to the traffic manage- ment plan with AHPD on a continuous basis. The continued communication between the Palace, AHPD, and RCOC has improved operations and resulted in improved mobility for the motorists going to the Palace, as well as for motorists within the area. Agreements have been established between AHPD, the Palace, and MDOT to share CCTV camera video images for improved incident management. The police can coordinate and respond to incidents more quickly. Based on monitoring an incident, real-time information is provided and coordi- nated between all stakeholders to improve traffic coordination during and after each event. References 1. Basore, B., and P. Behm. Kansas Speedway Traffic Management. Kansas Highway Patrol, 2007. 2. TriCon Environmental, Inc. ESi WebEOC Professional Version 7. www.tricon-env.com/Product_software.php?id=webeoc. Accessed July 20, 2011.

TRB’s second Strategic Highway Research Program (SHRP 2) Report: S2-L01-RR-1: Integrating Business Processes to Improve Travel Time Reliability addresses various ways that transportation agencies can reengineer their day-to-day business practices to help improve traffic operations, address nonrecurring traffic congestion, and improve the reliability of travel times delivered to roadway system users.

The project that produced this report also produced SHRP 2 Report S2-L01-RR-2 : Guide to Integrating Business Processes to Improve Travel Time Reliability.

An e-book version of this report is available for purchase at Google , Amazon , and iTunes .

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| | | | | --> --> Welcome Guest [ ] or log-in: , | Table of contents | About the authors | Sample files | Online resources | A comprehensive collection of fully developed case studies of event management and event tourism main areas, including human resources, leadership, marketing, strategy, operations, stakeholder management, and evaluation, all written by international experts. The cases mirror the practices and challenges in the event management industry across the globe – in different regional contexts and cultures – integrating theory with functional and operational perspectives. All are accompanied with teaching notes that explain learning outcomes, theoretical underpinnings, teaching methods, and provide detailed learning activities, questions and tools for analysis and guided assignments. is a must have collection for all those studying and teaching event management and event tourism. It contextualizes understanding and provides a real life perspective on the theory, models and best practice in the industry. About the editors: is Professor Emeritus, the University of Calgary, Canada and , is an Academic, Author and Consultant in Sport & Leisure, Tourism & Event Management. Due for publication April 2023 Introduction Ch 1 Creating a new event in a time of crisis (Aaron McConnell and Donald Getz) Ch 2 Event risk management and online events practices: An example of a student-organised event amid the Covid-19 pandemic (Yueying Hazel Xu and Xiuchang Sherry Tan) Ch 3 Designing the virtual and hybrid event experience (Tim Brown and Claire Drakeley) Ch 4 UWaterloo Canada Day: A case in risk management and stakeholder engagement (Kelly McManus) Ch 5 Practising health and safety in student delivered events (Brianna Wyatt, Giulia Rossetti and Alan McBlane) Ch 6 Roskilde Festival and transgressive behaviour: An emerging safety concern for event organisers (Jannick Friis Christensen and Morten Thanning Vendelø) Ch 7 ‘Invisible’ impacts and hybrid spaces of nature-based events: The case of a trail running marathon Fjällmaraton in Sweden (Lusine Margaryan and Axel Eriksson) Ch 8 Sustainability and sustainable event management (Clare Mackay, Aurore Julien and Jacob Hirst) Ch 9 Leadership styles in event management: A critical reflection case study (Jacqueline Leigh, Matthew Lamont and Grant Cairncross) Ch 10 Formal and informal knowledge sharing rituals: Queensland Music Festival (Raphaela Stadler) Ch 11 Social impacts of community events: Clunes Book Festival, Australia (Judith Mair) Ch 12 Securing MICE Tourism through DMO Collaboration (Emma Delaney) Ch 13 The Glamour of China Carnival: Event financial management and sponsorship (Yueying Hazel Xu) Ch 14 Bear Grylls in Belfast: Integrating digital fieldwork in the international event management fieldtrip to post-conflict post-Covid Belfast (Jonathan Skinner) Ch 15 A case study approach to forge the sustainable event manager in the era of technology and sustainable innovation (Mohamed Salama and Mohammad Almoman) Index Introduction Ch 1 Creating a new event in a time of crisis (Aaron McConnell and Donald Getz) Ch 2 Event risk management and online events practices: An example of a student-organised event amid the Covid-19 pandemic (Yueying Hazel Xu and Xiuchang Sherry Tan) Ch 3 Designing the virtual and hybrid event experience (Tim Brown and Claire Drakeley) Ch 4 UWaterloo Canada Day: A case in risk management and stakeholder engagement (Kelly McManus) Ch 5 Practising health and safety in student delivered events (Brianna Wyatt, Giulia Rossetti and Alan McBlane) Ch 6 Roskilde Festival and transgressive behaviour: An emerging safety concern for event organisers (Jannick Friis Christensen and Morten Thanning Vendelø) Ch 7 ‘Invisible’ impacts and hybrid spaces of nature-based events: The case of a trail running marathon Fjällmaraton in Sweden (Lusine Margaryan and Axel Eriksson) Ch 8 Sustainability and sustainable event management (Clare Mackay, Aurore Julien and Jacob Hirst) Ch 9 Leadership styles in event management: A critical reflection case study (Jacqueline Leigh, Matthew Lamont and Grant Cairncross) Ch 10 Formal and informal knowledge sharing rituals: Queensland Music Festival (Raphaela Stadler) Ch 11 Social impacts of community events: Clunes Book Festival, Australia (Judith Mair) Ch 12 Securing MICE Tourism through DMO Collaboration (Emma Delaney) Ch 13 The Glamour of China Carnival: Event financial management and sponsorship (Yueying Hazel Xu) Ch 14 Bear Grylls in Belfast: Integrating digital fieldwork in the international event management fieldtrip to post-conflict post-Covid Belfast (Jonathan Skinner) Ch 15 A case study approach to forge the sustainable event manager in the era of technology and sustainable innovation (Mohamed Salama and Mohammad Almoman) Index , PhD., is Consultant & Independent Scholar, UK. PhD. is Professor Emeritus, the University of Calgary, Canada. Introduction Ch 1 Creating a new event in a time of crisis (Aaron McConnell and Donald Getz) Ch 2 Event risk management and online events practices: An example of a student-organised event amid the Covid-19 pandemic (Yueying Hazel Xu and Xiuchang Sherry Tan) Ch 3 Designing the virtual and hybrid event experience (Tim Brown and Claire Drakeley) Ch 4 UWaterloo Canada Day: A case in risk management and stakeholder engagement (Kelly McManus) Ch 5 Practising health and safety in student delivered events (Brianna Wyatt, Giulia Rossetti and Alan McBlane) Ch 6 Roskilde Festival and transgressive behaviour: An emerging safety concern for event organisers (Jannick Friis Christensen and Morten Thanning Vendelø) Ch 7 ‘Invisible’ impacts and hybrid spaces of nature-based events: The case of a trail running marathon Fjällmaraton in Sweden (Lusine Margaryan and Axel Eriksson) Ch 8 Sustainability and sustainable event management (Clare Mackay, Aurore Julien and Jacob Hirst) Ch 9 Leadership styles in event management: A critical reflection case study (Jacqueline Leigh, Matthew Lamont and Grant Cairncross) Ch 10 Formal and informal knowledge sharing rituals: Queensland Music Festival (Raphaela Stadler) Ch 11 Social impacts of community events: Clunes Book Festival, Australia (Judith Mair) Ch 12 Securing MICE Tourism through DMO Collaboration (Emma Delaney) Ch 13 The Glamour of China Carnival: Event financial management and sponsorship (Yueying Hazel Xu) Ch 14 Bear Grylls in Belfast: Integrating digital fieldwork in the international event management fieldtrip to post-conflict post-Covid Belfast (Jonathan Skinner) Ch 15 A case study approach to forge the sustainable event manager in the era of technology and sustainable innovation (Mohamed Salama and Mohammad Almoman) Index , PhD., is Consultant & Independent Scholar, UK. PhD. is Professor Emeritus, the University of Calgary, Canada. Introduction Ch 1 Creating a new event in a time of crisis (Aaron McConnell and Donald Getz) Ch 2 Event risk management and online events practices: An example of a student-organised event amid the Covid-19 pandemic (Yueying Hazel Xu and Xiuchang Sherry Tan) Ch 3 Designing the virtual and hybrid event experience (Tim Brown and Claire Drakeley) Ch 4 UWaterloo Canada Day: A case in risk management and stakeholder engagement (Kelly McManus) Ch 5 Practising health and safety in student delivered events (Brianna Wyatt, Giulia Rossetti and Alan McBlane) Ch 6 Roskilde Festival and transgressive behaviour: An emerging safety concern for event organisers (Jannick Friis Christensen and Morten Thanning Vendelø) Ch 7 ‘Invisible’ impacts and hybrid spaces of nature-based events: The case of a trail running marathon Fjällmaraton in Sweden (Lusine Margaryan and Axel Eriksson) Ch 8 Sustainability and sustainable event management (Clare Mackay, Aurore Julien and Jacob Hirst) Ch 9 Leadership styles in event management: A critical reflection case study (Jacqueline Leigh, Matthew Lamont and Grant Cairncross) Ch 10 Formal and informal knowledge sharing rituals: Queensland Music Festival (Raphaela Stadler) Ch 11 Social impacts of community events: Clunes Book Festival, Australia (Judith Mair) Ch 12 Securing MICE Tourism through DMO Collaboration (Emma Delaney) Ch 13 The Glamour of China Carnival: Event financial management and sponsorship (Yueying Hazel Xu) Ch 14 Bear Grylls in Belfast: Integrating digital fieldwork in the international event management fieldtrip to post-conflict post-Covid Belfast (Jonathan Skinner) Ch 15 A case study approach to forge the sustainable event manager in the era of technology and sustainable innovation (Mohamed Salama and Mohammad Almoman) Index , PhD., is Consultant & Independent Scholar, UK. PhD. is Professor Emeritus, the University of Calgary, Canada. Below are sample Q and As for each chapter that can be incorporated in lectures, with discussion, or as exam questions specific to the case. [ ] £95.00 Copies / Delivery by post £36.99 Licences / download( ) £36.99 Copies / Delivery by post [ ] £5.99 Licences / Downloadable file Eventscase Event Industry Blog We provide you with information about the event industry. Always from a technological and innovative point of view we want to offer you content that brings you relevant and interesting data. Must-Ask Questions for Your Event Management Agency’s Client Questionnaire Table of Contents Do you want to make your next event a success as well? Well, who does not? It is the dream of every event management agency. However, if we look into it, the key is to understand your client. For that, a client questionnaire is a must. A client questionnaire in event management can set the tone of the event. It is a crucial part of every event planning consultation with your clients.  This article will help you with all the things related to the event management questionnaire. It will provide the essential understanding and insights into the nature of the questionnaire. Let us kick off.   Importance of Client Questionnaire in Event Management  When you are going to work for a new client, how do you plan to make your event management strategy? That is the most important ingredient for a successful event. Have you ever wondered what will make your client completely satisfied? That would be your agency surpassing their expectations. How would that happen? All of the questions mentioned above are valid. The answer to all these questions lies in understanding your client well. For that, the client questionnaire is a necessity in event management. It acts as a channel through which you understand your client, their vision, needs, and expectations from you. Allows Client to give Better Input This questionnaire would include all the questions that make sure to provide you with a better understanding of your client. It would enable you to formulate a winning event management strategy. The questionnaire is equally important for the client as well. The questionnaire allows the client to think in a broader spectrum. The client is able to understand and ponder over the things that make or break an event. The questionnaire gives your client a sense of control and autonomy. That is the best thing. Remember, they are in this with you. As ShepHyken says, “ All your customers are partners in your mission”.  The questionnaire would provide you with key insights about your client’s objectives and target audience. It would also tell you about the client’s budget, expectations and vision. This would allow you to fashion an event management strategy that fits well.  Helps to Deal with Challenges  This questionnaire would help the event management agency to deal with the challenges involved as well. The event management agency needs the client’s clear direction to mitigate challenges. One of the challenges event marketers face is right content curation and agendas. Many times the clients are not even clear about these things. Around 46% of the marketers claim it as a challenge. A client questionnaire can help the client to refine their thoughts and agendas. This, in turn, results in clarity.  Ensures Teamwork  In addition, this questionnaire would encourage teamwork and collaboration as well. After the client has answered the questionnaire, the agency team and client can sit and share ideas. They can discuss about the client’s responses. They can talk about important matters such as budget, security and venue too. In this way, the event would surpass the expectations and would be at par.  How to Create an Event Management Client Questionnaire? It is not complex to create this questionnaire. In fact, it is quite easy; just keep some key elements in mind. Think in a broader spectrum. In addition, keep in mind that you are empowering your client through this questionnaire. The key elements will help you shape better questions. Let us now get to the three key elements below: Trust yourself and give a client a space to open up about their ideas. Add questions that are not listed anywhere. In addition, those questions were not included in the initial meeting. Specificity  Be specific and to the point in questions. Do not ask irrelevant questions. This might confuse the client. Make sure the questions keep them on a specific topic. In addition, do not digress from the mission.  Comprehensiveness  Ask the most of it, remaining in the realm of your topic and mission. Talk about everything relevant that is possible and that concerns your client. This would allow the client to think from a broader perspective as well.  Must-Ask Questions for the Event Management Questionnaire Now, we have developed an understanding of questionnaire in event management. It is not time to talk about the questions involved. We would be talking about a wide range of questions that would tackle different aspects of the event. The client would share their ideas and expectations. Your event management agency would critically extract meaning and insights from the answers. In this way, the event management agency would be able to shape a viable strategy.  Let us now discuss each question separately. This would help you to understand the scope of that question.  Q. What do you think of working with an event management agency? Have you ever worked with an event management agency before?   Their answer would tell you about their experiences. This is important because if the client has never worked with an event management agency before. They might have irrelevant expectations that you do not cater to.  Q. Please tell us about the event management services you are looking for.   Make sure your client has a list of services you offer, along with pricing plans. That would help the client to be decisive, realistic in their expectations and choices. Q. Why did you choose us for your event management?  This would tell you about the things that clicked the client’s attention. They might refer to your portfolio, social media, personal experiences, pricing packages, certain services etc. Someone may have referred them to you. Word of mouth is a big thing. It works like magic. Make sure you provide the best you can in this case. Q. What kind of event you are planning? Where and when you would like to have this event.  Most clients come for corporate and wedding events. Make sure you have a calendar of important dates and venues. Therefore, you can cater accordingly.  Q. What are your goals behind this event? How do you plan to measure these goals?  Defined goals help the event management agency to work accordingly. Make sure the client mentions their mode of measurement as well. In fact, many clients use event management software, gross profit and social media engagement as tools to measure the goals.  Q. Please specify the things you do want in your events. In addition, please tell us about the potential challenges involved.   This question will allow the client to open about their fears and doubts involved. It would allow you to respond accordingly. You can mention how you have tackled those fears and challenges in the past. Your apt response will give your client a sigh of relief and will increase credibility.  Q. Please tell us about your potential budget or your budget per person.  Now, in response to this question, act wisely. Show them your packages accordingly. It would also allow you to brainstorm ideas that fall within your client’s budget.  Q. What is your idea of a perfect event? What are the must-haves?   For this question, let your client open up. Let them talk broadly and subjectively. This elaborate response would tell you about their must-haves. Now, you have an idea. Make arrangements accordingly that fall within their budget. Align your event management strategy with the must-haves.  Q. Please give us references to the events where you have drawn your inspiration.  Now, the references can provide their own wedding, family events, their Pinterest boards, pictures, youtube videos and Instagram. It can even be a celebrity wedding or event reference. Their references can give ideas about their taste and the vibe they like. Therefore, modify accordingly and within the budget range.  Q. How do you plan to invite your guests? Is there going to be an entry charge or not?  Ask them about the invitation mechanism they want. Whether they want printed invitation cards or online invites. In addition, ask them whether they want a registration or entry charge or is it free for anyone. Registration charge would be there if the client wants to generate revenue from the event.  Q. Do you require any marketing assistance for your event? Would you have any sponsors?  Make sure you have a marketing strategy at hand. If you do not offer marketing services, link your client with marketing agencies if they ask. In case they want sponsors, ask them first they do have options available. If not, you have to explore for them. Many event management agencies have sponsorship packages available. This brings value addition.  Q. What kind of tech equipment you need for your event?  Now, for this, you can go for arrangement from other sources. If you already have a tech inventory, that is a plus point to mention to your client.  Q. What kind of food do you intend to serve? Be Specific, please.  Beware, this is a crucial question. You have to ask about the specifications. Ask about the kind of food and cuisine courses. Be careful when it comes to drinking options. Provide them with beverage options; ask them whether they want alcoholic and non-alcoholic drinks. Present your food strategy and packages.  Finally, keep in mind that a large part of managing client satisfaction is derived from managing client expectations. Make sure you get the best out of these questions. Extract the not mentioned expectations. List all of them. Now, infuse them into your event management strategy. This would empower your strategy. You would be able to create a dream event. In addition, you would be building a long-lasting relationship with your client. Another great thing is to sit with your client while they answer the questionnaire. Simultaneously, you can ask those questions accordingly. You can provide a better context and scope of the question in real-time. This enhances the mutual understanding of the expectations, process and potential results. Do you want to know how technology can help you in managing events before, during and after they happen? Book a demo today. You may also like... Embracing the Power of Event Legacy: A Guide for Event Organisers What Makes a Great Event Registration Form? New Whitepaper: Emerging Technologies That Are Transforming the Events Industry Discover What Awaits You at Event Tech Live with Eventscase! Popular Keywords Game Plan: EventSafe Solution for a Sporting Brand Case Studies Current Page In the heart of Paris, a globally acclaimed athletic brand was tasked with managing a high-profile event. The event was filled with important guests, including some under 18-year-olds, and was under intense media scrutiny. With a demanding schedule, they required a dependable health and security partner to ensure the event’s flawless execution, providing optimal medical and security measures for their domestic and international guests.  International SOS Consulting  experts promptly mobilised advisory and on-the-ground resources, delivering a comprehensive solution that provided assistance when it was most needed, reinforcing International SOS’ commitment to rapid response and unwavering support.  The high-profile nature of the event, with its significant media presence and numerous important guests, necessitated a robust support system to ensure the event proceeded without any security or medical incidents. Emphasis was placed on safeguarding the numerous attendees under 18 from risks such as stampedes and accidents, ensuring their safety was crucial, and underscored the brand’s dedication to the wellbeing of all participants.  Solution  The EventSafe solution  offered an integrated approach to event safety and medical preparedness. It commenced with five Site Assessments , where each event venue was thoroughly evaluated for its suitability for the important guests and compliance with safety standards. Expert medical advice was on hand to prepare for potential health-related incidents, ensuring a rapid and effective response capability. Furthermore, Dedicated Medical Staffing  was a key feature of the solution, with experienced medical professionals on-site to provide immediate care and address any medical issues during the event. Lastly, providing medical equipment was a critical aspect, ensuring the ready availability of essential medical apparatus at each venue for efficient emergency management.  Five comprehensive site assessments were conducted at event venues within a week, leading to a 100% incident-free event. The EventSafe initiative significantly bolstered the event’s safety, creating a secure environment that minimised potential disruptions. The meticulous management of medical and security details enhanced the organisation’s reputation as a reliable organiser, strengthening their global image. The expert support contributed to the event’s operational excellence, facilitating a seamless experience. By prioritising attendee safety, the organisation fostered trust and loyalty among customers, a crucial factor for ongoing engagement. Additionally, the proactive handling of potential incidents resulted in a cost-effective event, avoiding unforeseen expenditures.  Case Study Research Method in Psychology Saul Mcleod, PhD Editor-in-Chief for Simply Psychology BSc (Hons) Psychology, MRes, PhD, University of Manchester Saul Mcleod, PhD., is a qualified psychology teacher with over 18 years of experience in further and higher education. He has been published in peer-reviewed journals, including the Journal of Clinical Psychology. Learn about our Editorial Process Olivia Guy-Evans, MSc Associate Editor for Simply Psychology BSc (Hons) Psychology, MSc Psychology of Education Olivia Guy-Evans is a writer and associate editor for Simply Psychology. She has previously worked in healthcare and educational sectors. On This Page: Case studies are in-depth investigations of a person, group, event, or community. Typically, data is gathered from various sources using several methods (e.g., observations & interviews). The case study research method originated in clinical medicine (the case history, i.e., the patient’s personal history). In psychology, case studies are often confined to the study of a particular individual. The information is mainly biographical and relates to events in the individual’s past (i.e., retrospective), as well as to significant events that are currently occurring in his or her everyday life. The case study is not a research method, but researchers select methods of data collection and analysis that will generate material suitable for case studies. Freud (1909a, 1909b) conducted very detailed investigations into the private lives of his patients in an attempt to both understand and help them overcome their illnesses. This makes it clear that the case study is a method that should only be used by a psychologist, therapist, or psychiatrist, i.e., someone with a professional qualification. There is an ethical issue of competence. Only someone qualified to diagnose and treat a person can conduct a formal case study relating to atypical (i.e., abnormal) behavior or atypical development.  Famous Case Studies Anna O – One of the most famous case studies, documenting psychoanalyst Josef Breuer’s treatment of “Anna O” (real name Bertha Pappenheim) for hysteria in the late 1800s using early psychoanalytic theory. Little Hans – A child psychoanalysis case study published by Sigmund Freud in 1909 analyzing his five-year-old patient Herbert Graf’s house phobia as related to the Oedipus complex. Bruce/Brenda – Gender identity case of the boy (Bruce) whose botched circumcision led psychologist John Money to advise gender reassignment and raise him as a girl (Brenda) in the 1960s. Genie Wiley – Linguistics/psychological development case of the victim of extreme isolation abuse who was studied in 1970s California for effects of early language deprivation on acquiring speech later in life. Phineas Gage – One of the most famous neuropsychology case studies analyzes personality changes in railroad worker Phineas Gage after an 1848 brain injury involving a tamping iron piercing his skull. Clinical Case Studies Studying the effectiveness of psychotherapy approaches with an individual patient Assessing and treating mental illnesses like depression, anxiety disorders, PTSD Neuropsychological cases investigating brain injuries or disorders Child Psychology Case Studies Studying psychological development from birth through adolescence Cases of learning disabilities, autism spectrum disorders, ADHD Effects of trauma, abuse, deprivation on development Types of Case Studies Explanatory case studies : Used to explore causation in order to find underlying principles. Helpful for doing qualitative analysis to explain presumed causal links. Exploratory case studies : Used to explore situations where an intervention being evaluated has no clear set of outcomes. It helps define questions and hypotheses for future research. Descriptive case studies : Describe an intervention or phenomenon and the real-life context in which it occurred. It is helpful for illustrating certain topics within an evaluation. Multiple-case studies : Used to explore differences between cases and replicate findings across cases. Helpful for comparing and contrasting specific cases. Intrinsic : Used to gain a better understanding of a particular case. Helpful for capturing the complexity of a single case. Collective : Used to explore a general phenomenon using multiple case studies. Helpful for jointly studying a group of cases in order to inquire into the phenomenon. Where Do You Find Data for a Case Study? There are several places to find data for a case study. The key is to gather data from multiple sources to get a complete picture of the case and corroborate facts or findings through triangulation of evidence. Most of this information is likely qualitative (i.e., verbal description rather than measurement), but the psychologist might also collect numerical data. 1. Primary sources Interviews – Interviewing key people related to the case to get their perspectives and insights. The interview is an extremely effective procedure for obtaining information about an individual, and it may be used to collect comments from the person’s friends, parents, employer, workmates, and others who have a good knowledge of the person, as well as to obtain facts from the person him or herself. Observations – Observing behaviors, interactions, processes, etc., related to the case as they unfold in real-time. Documents & Records – Reviewing private documents, diaries, public records, correspondence, meeting minutes, etc., relevant to the case. 2. Secondary sources News/Media – News coverage of events related to the case study. Academic articles – Journal articles, dissertations etc. that discuss the case. Government reports – Official data and records related to the case context. Books/films – Books, documentaries or films discussing the case. 3. Archival records Searching historical archives, museum collections and databases to find relevant documents, visual/audio records related to the case history and context. Public archives like newspapers, organizational records, photographic collections could all include potentially relevant pieces of information to shed light on attitudes, cultural perspectives, common practices and historical contexts related to psychology. 4. Organizational records Organizational records offer the advantage of often having large datasets collected over time that can reveal or confirm psychological insights. Of course, privacy and ethical concerns regarding confidential data must be navigated carefully. However, with proper protocols, organizational records can provide invaluable context and empirical depth to qualitative case studies exploring the intersection of psychology and organizations. Organizational/industrial psychology research : Organizational records like employee surveys, turnover/retention data, policies, incident reports etc. may provide insight into topics like job satisfaction, workplace culture and dynamics, leadership issues, employee behaviors etc. Clinical psychology : Therapists/hospitals may grant access to anonymized medical records to study aspects like assessments, diagnoses, treatment plans etc. This could shed light on clinical practices. School psychology : Studies could utilize anonymized student records like test scores, grades, disciplinary issues, and counseling referrals to study child development, learning barriers, effectiveness of support programs, and more. How do I Write a Case Study in Psychology? Follow specified case study guidelines provided by a journal or your psychology tutor. General components of clinical case studies include: background, symptoms, assessments, diagnosis, treatment, and outcomes. Interpreting the information means the researcher decides what to include or leave out. A good case study should always clarify which information is the factual description and which is an inference or the researcher’s opinion. 1. Introduction Provide background on the case context and why it is of interest, presenting background information like demographics, relevant history, and presenting problem. Compare briefly to similar published cases if applicable. Clearly state the focus/importance of the case. 2. Case Presentation Describe the presenting problem in detail, including symptoms, duration,and impact on daily life. Include client demographics like age and gender, information about social relationships, and mental health history. Describe all physical, emotional, and/or sensory symptoms reported by the client. Use patient quotes to describe the initial complaint verbatim. Follow with full-sentence summaries of relevant history details gathered, including key components that led to a working diagnosis. Summarize clinical exam results, namely orthopedic/neurological tests, imaging, lab tests, etc. Note actual results rather than subjective conclusions. Provide images if clearly reproducible/anonymized. Clearly state the working diagnosis or clinical impression before transitioning to management. 3. Management and Outcome Indicate the total duration of care and number of treatments given over what timeframe. Use specific names/descriptions for any therapies/interventions applied. Present the results of the intervention,including any quantitative or qualitative data collected. For outcomes, utilize visual analog scales for pain, medication usage logs, etc., if possible. Include patient self-reports of improvement/worsening of symptoms. Note the reason for discharge/end of care. 4. Discussion Analyze the case, exploring contributing factors, limitations of the study, and connections to existing research. Analyze the effectiveness of the intervention,considering factors like participant adherence, limitations of the study, and potential alternative explanations for the results. Identify any questions raised in the case analysis and relate insights to established theories and current research if applicable. Avoid definitive claims about physiological explanations. Offer clinical implications, and suggest future research directions. 5. Additional Items Thank specific assistants for writing support only. No patient acknowledgments. References should directly support any key claims or quotes included. Use tables/figures/images only if substantially informative. Include permissions and legends/explanatory notes. Provides detailed (rich qualitative) information. Provides insight for further research. Permitting investigation of otherwise impractical (or unethical) situations. Case studies allow a researcher to investigate a topic in far more detail than might be possible if they were trying to deal with a large number of research participants (nomothetic approach) with the aim of ‘averaging’. Because of their in-depth, multi-sided approach, case studies often shed light on aspects of human thinking and behavior that would be unethical or impractical to study in other ways. Research that only looks into the measurable aspects of human behavior is not likely to give us insights into the subjective dimension of experience, which is important to psychoanalytic and humanistic psychologists. Case studies are often used in exploratory research. They can help us generate new ideas (that might be tested by other methods). They are an important way of illustrating theories and can help show how different aspects of a person’s life are related to each other. The method is, therefore, important for psychologists who adopt a holistic point of view (i.e., humanistic psychologists ). Limitations Lacking scientific rigor and providing little basis for generalization of results to the wider population. Researchers’ own subjective feelings may influence the case study (researcher bias). Difficult to replicate. Time-consuming and expensive. The volume of data, together with the time restrictions in place, impacted the depth of analysis that was possible within the available resources. Because a case study deals with only one person/event/group, we can never be sure if the case study investigated is representative of the wider body of “similar” instances. This means the conclusions drawn from a particular case may not be transferable to other settings. Because case studies are based on the analysis of qualitative (i.e., descriptive) data , a lot depends on the psychologist’s interpretation of the information she has acquired. This means that there is a lot of scope for Anna O , and it could be that the subjective opinions of the psychologist intrude in the assessment of what the data means. For example, Freud has been criticized for producing case studies in which the information was sometimes distorted to fit particular behavioral theories (e.g., Little Hans ). This is also true of Money’s interpretation of the Bruce/Brenda case study (Diamond, 1997) when he ignored evidence that went against his theory. Breuer, J., & Freud, S. (1895).  Studies on hysteria . Standard Edition 2: London. Curtiss, S. (1981). Genie: The case of a modern wild child . Diamond, M., & Sigmundson, K. (1997). Sex Reassignment at Birth: Long-term Review and Clinical Implications. Archives of Pediatrics & Adolescent Medicine , 151(3), 298-304 Freud, S. (1909a). Analysis of a phobia of a five year old boy. In The Pelican Freud Library (1977), Vol 8, Case Histories 1, pages 169-306 Freud, S. (1909b). Bemerkungen über einen Fall von Zwangsneurose (Der “Rattenmann”). Jb. psychoanal. psychopathol. Forsch ., I, p. 357-421; GW, VII, p. 379-463; Notes upon a case of obsessional neurosis, SE , 10: 151-318. Harlow J. M. (1848). Passage of an iron rod through the head.  Boston Medical and Surgical Journal, 39 , 389–393. Harlow, J. M. (1868).  Recovery from the Passage of an Iron Bar through the Head .  Publications of the Massachusetts Medical Society. 2  (3), 327-347. Money, J., & Ehrhardt, A. A. (1972).  Man & Woman, Boy & Girl : The Differentiation and Dimorphism of Gender Identity from Conception to Maturity. Baltimore, Maryland: Johns Hopkins University Press. Money, J., & Tucker, P. (1975). Sexual signatures: On being a man or a woman. Further Information Case Study Approach Case Study Method Enhancing the Quality of Case Studies in Health Services Research “We do things together” A case study of “couplehood” in dementia Using mixed methods for evaluating an integrative approach to cancer care: a case study Related Articles Research Methodology Qualitative Data Coding What Is a Focus Group? Cross-Cultural Research Methodology In Psychology What Is Internal Validity In Research? Research Methodology , Statistics What Is Face Validity In Research? Importance & How To Measure Criterion Validity: Definition & Examples Work & Careers Life & Arts Singapore secures last conviction in $2bn money laundering case Try unlimited access only $1 for 4 weeks. Then $75 per month. Complete digital access to quality FT journalism on any device. Cancel anytime during your trial. 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International Edition Official websites use .gov A .gov website belongs to an official government organization in the United States. Secure .gov websites use HTTPS A lock ( ) or https:// means you've safely connected to the .gov website. Share sensitive information only on official, secure websites. Long COVID or Post-COVID Conditions Some people who have been infected with the virus that causes COVID-19 can experience long-term effects from their infection, known as Long COVID or Post-COVID Conditions (PCC). Long COVID is broadly defined as signs, symptoms, and conditions that continue or develop after acute COVID-19 infection. This definition  of Long COVID was developed by the Department of Health and Human Services (HHS) in collaboration with CDC and other partners. People call Long COVID by many names, including Post-COVID Conditions, long-haul COVID, post-acute COVID-19, long-term effects of COVID, and chronic COVID. The term post-acute sequelae of SARS CoV-2 infection (PASC) is also used to refer to a subset of Long COVID. What You Need to Know Long COVID is a real illness and can result in chronic conditions that require comprehensive care. There are resources available . Long COVID can include a wide range of ongoing health problems; these conditions can last weeks, months, or years. Long COVID occurs more often in people who had severe COVID-19 illness, but anyone who has been infected with the virus that causes COVID-19 can experience it. People who are not vaccinated against COVID-19 and become infected may have a higher risk of developing Long COVID compared to people who have been vaccinated. People can be reinfected with SARS-CoV-2, the virus that causes COVID-19, multiple times. Each time a person is infected or reinfected with SARS-CoV-2, they have a risk of developing Long COVID. While most people with Long COVID have evidence of infection or COVID-19 illness, in some cases, a person with Long COVID may not have tested positive for the virus or known they were infected. CDC and partners are working to understand more about who experiences Long COVID and why, including whether groups disproportionately impacted by COVID-19 are at higher risk. In July 2021, Long COVID was added as a recognized condition that could result in a disability under the Americans with Disabilities Act (ADA). Learn more: Guidance on “Long COVID” as a Disability Under the ADA . About Long COVID Long COVID is a wide range of new, returning, or ongoing health problems that people experience after being infected with the virus that causes COVID-19. Most people with COVID-19 get better within a few days to a few weeks after infection, so at least 4 weeks after infection is the start of when Long COVID could first be identified. Anyone who was infected can experience Long COVID. Most people with Long COVID experienced symptoms days after first learning they had COVID-19, but some people who later experienced Long COVID did not know when they got infected. There is no test that determines if your symptoms or condition is due to COVID-19. Long COVID is not one illness. Your healthcare provider considers a diagnosis of Long COVID based on your health history, including if you had a diagnosis of COVID-19 either by a positive test or by symptoms or exposure, as well as based on a health examination. Science behind Long COVID RECOVER: Researching COVID to Enhance Recovery People with Long COVID may experience many symptoms. People with Long COVID can have a wide range of symptoms that can last weeks, months, or even years after infection. Sometimes the symptoms can even go away and come back again. For some people, Long COVID can last weeks, months, or years after COVID-19 illness and can sometimes result in disability. Long COVID may not affect everyone the same way. People with Long COVID may experience health problems from different types and combinations of symptoms that may emerge, persist, resolve, and reemerge over different lengths of time. Though most patients’ symptoms slowly improve with time, speaking with your healthcare provider about the symptoms you are experiencing after having COVID-19 could help determine if you might have Long COVID. People who experience Long COVID most commonly report: General symptoms ( Not a Comprehensive List) Tiredness or fatigue that interferes with daily life Symptoms that get worse after physical or mental effort (also known as “ post-exertional malaise ”) Respiratory and heart symptoms Difficulty breathing or shortness of breath Fast-beating or pounding heart (also known as heart palpitations) Neurological symptoms Difficulty thinking or concentrating (sometimes referred to as “brain fog”) Sleep problems Dizziness when you stand up (lightheadedness) Pins-and-needles feelings Change in smell or taste Depression or anxiety Digestive symptoms Stomach pain Other symptoms Joint or muscle pain Changes in menstrual cycles Symptoms that are hard to explain and manage Some people with Long COVID have symptoms that are not explained by tests or easy to manage. People with Long COVID may develop or continue to have symptoms that are hard to explain and manage. Clinical evaluations and results of routine blood tests, chest X-rays, and electrocardiograms may be normal. The symptoms are similar to those reported by people with myalgic encephalomyelitis/chronic fatigue syndrome (ME/CFS) and other poorly understood chronic illnesses that may occur after other infections. People with these unexplained symptoms may be misunderstood by their healthcare providers, which can result in a delay in diagnosis and receiving the appropriate care or treatment. Review these tips to help prepare for a healthcare provider appointment for Long COVID. Health conditions Some people experience new health conditions after COVID-19 illness. Some people, especially those who had severe COVID-19, experience multiorgan effects or autoimmune conditions with symptoms lasting weeks, months, or even years after COVID-19 illness. Multi-organ effects can involve many body systems, including the heart, lung, kidney, skin, and brain. As a result of these effects, people who have had COVID-19 may be more likely to develop new health conditions such as diabetes, heart conditions, blood clots, or neurological conditions compared with people who have not had COVID-19. People experiencing any severe illness may develop health problems People experiencing any severe illness, hospitalization, or treatment may develop problems such as post-intensive care syndrome (PICS). PICS refers to the health effects that may begin when a person is in an intensive care unit (ICU), and which may persist after a person returns home. These effects can include muscle weakness, problems with thinking and judgment, and symptoms of post-traumatic stress disorder  (PTSD), a long-term reaction to a very stressful event. While PICS is not specific to infection with SARS-CoV-2, it may occur and contribute to the person’s experience of Long COVID. For people who experience PICS following a COVID-19 diagnosis, it is difficult to determine whether these health problems are caused by a severe illness, the virus itself, or a combination of both. People More Likely to Develop Long COVID Some people may be more at risk for developing Long COVID. Researchers are working to understand which people or groups of people are more likely to have Long COVID, and why. Studies have shown that some groups of people may be affected more by Long COVID. These are examples and not a comprehensive list of people or groups who might be more at risk than other groups for developing Long COVID: People who have experienced more severe COVID-19 illness, especially those who were hospitalized or needed intensive care. People who had underlying health conditions prior to COVID-19. People who did not get a COVID-19 vaccine. Health Inequities May Affect Populations at Risk for Long COVID Some people are at increased risk of getting sick from COVID-19 because of where they live or work, or because they can’t get health care. Health inequities may put some people from racial or ethnic minority groups and some people with disabilities at greater risk for developing Long COVID. Scientists are researching some of those factors that may place these communities at higher risk of getting infected or developing Long COVID. Preventing Long COVID The best way to prevent Long COVID is to protect yourself and others from becoming infected. For people who are eligible, CDC recommends staying up to date on COVID-19 vaccination , along with improving ventilation, getting tested for COVID-19 if needed, and seeking treatment for COVID-19 if eligible. Additional preventative measures include avoiding close contact with people who have a confirmed or suspected COVID-19 illness and washing hands  or using alcohol-based hand sanitizer. Research suggests that people who get a COVID-19 infection after vaccination are less likely to report Long COVID, compared to people who are unvaccinated. CDC, other federal agencies, and non-federal partners are working to identify further measures to lessen a person’s risk of developing Long COVID. Learn more about protecting yourself and others from COVID-19 . Living with Long COVID Living with Long COVID can be hard, especially when there are no immediate answers or solutions. People experiencing Long COVID can seek care from a healthcare provider to come up with a personal medical management plan that can help improve their symptoms and quality of life. Review these tips  to help prepare for a healthcare provider appointment for Long COVID. In addition, there are many support groups being organized that can help patients and their caregivers. Although Long COVID appears to be less common in children and adolescents than in adults, long-term effects after COVID-19 do occur in children and adolescents . Talk to your doctor if you think you or your child has Long COVID. Learn more: Tips for Talking to Your Healthcare Provider about Post-COVID Conditions Data for Long COVID Studies are in progress to better understand Long COVID and how many people experience them. CDC is using multiple approaches to estimate how many people experience Long COVID. Each approach can provide a piece of the puzzle to give us a better picture of who is experiencing Long COVID. For example, some studies look for the presence of Long COVID based on self-reported symptoms, while others collect symptoms and conditions recorded in medical records. Some studies focus only on people who have been hospitalized, while others include people who were not hospitalized. The estimates for how many people experience Long COVID can be quite different depending on who was included in the study, as well as how and when the study collected information.  Estimates of the proportion of people who had COVID-19 that go on to experience Long COVID can vary. CDC posts data on Long COVID and provides analyses, the most recent of which can be found on the U.S. Census Bureau’s Household Pulse Survey . CDC and other federal agencies, as well as academic institutions and research organizations, are working to learn more about the short- and long-term health effects associated with COVID-19 , who gets them and why. Scientists are also learning more about how new variants could potentially affect Long COVID. We are still learning to what extent certain groups are at higher risk, and if different groups of people tend to experience different types of Long COVID. CDC has several studies that will help us better understand Long COVID and how healthcare providers can treat or support patients with these long-term effects. CDC will continue to share information with healthcare providers to help them evaluate and manage these conditions. CDC is working to: Better identify the most frequent symptoms and diagnoses experienced by patients with Long COVID. Better understand how many people are affected by Long COVID, and how often people who are infected with COVID-19 develop Long COVID Better understand risk factors and protective factors, including which groups might be more at risk, and if different groups experience different symptoms. Help understand how Long COVID limit or restrict people’s daily activity. Help identify groups that have been more affected by Long COVID, lack access to care and treatment for Long COVID, or experience stigma. Better understand the role vaccination plays in preventing Long COVID. Collaborate with professional medical groups to develop and offer clinical guidance and other educational materials for healthcare providers, patients, and the public. Related Pages Caring for People with Post-COVID Conditions Preparing for Appointments for Post-COVID Conditions Researching COVID to Enhance Recovery Guidance on “Long COVID” as a Disability Under the ADA For Healthcare Professionals Post-COVID Conditions: Healthcare Providers Search for and find historical COVID-19 pages and files. Please note the content on these pages and files is no longer being updated and may be out of date. Visit archive.cdc.gov for a historical snapshot of the COVID-19 website, capturing the end of the Federal Public Health Emergency on June 28, 2023. 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Launch your career in cyber operations with the Cisco Certified CyberOps Associate certification. Launch your career in cybersecurity operations With a CyberOps Associate certification, you’ll prove your expertise in essential cybersecurity skills, concepts, and technologies, including understanding IT infrastructure, operations, and vulnerabilities. Security concepts Demonstrate your knowledge of security terms like malware, threat hunting, and zero trust. Differentiate security concepts such as vulnerability and exploit. Security monitoring Understand the technologies used to monitor cybersecurity. Be able to identify attacks on network, web application, social engineering, and endpoints. Host-based analysis Identify the endpoints and systems protected by cybersecurity. Attribute the sources of cyber attacks and analyze key evidence, like logs and reports. Network intrusion analysis Demonstrate your knowledge of troubleshooting techniques and analysis, including assessing event and alert impact, monitoring traffic, and interpreting regular expressions. CyberOps Associate Certification How it works, no formal prerequisites. You should understand the exam topics before taking the exam—and develop a strategy for how you’re going to master them. Common learner profiles New or aspiring IT professionals who want to specialize in cybersecurity Experienced IT professionals who want to prove their skills with Cisco and Cisco-adjacent cybersecurity technologies Getting started To earn this certification, you’ll need to pass a core exam. A variety of resources are available to help you study - from guided learning to self-study and a community forum. Unlock your career potential A CyberOps Associate certification is proof that you’ve mastered the essentials to build your IT career in cybersecurity. You’ll also be more competitive in a field where the overwhelming majority of professionals are certified. Potential roles Network security engineer. Identify security vulnerabilities, and develop security systems and procedures to defend against all types of cybercrime. Security operations center (SOC) analyst Assess security vulnerabilities, respond to alerts, and prevent unauthorized access to company information. IT security operations specialist Implement security measures and collaborate with IT team members to assess risks and prevent security breaches. Alumni testimonials Certifications moved elvin up the career ladder. "Passing that CCNA exam triggered a chain of events I could never have predicted. First, I was a student, then a teacher, then a Cisco instructor, and I eventually became a Cisco VIP." Elvin Arias Soto, CloudOps engineer CCNA, CCDP, CCDA, CCNP, CCIE Certifications help Jenny thrive in the security field "The guidance I gained from earning the certification helped— in near real time—to determine what was happening on the job, when I became an SOC operator." Jenny Guay, Security analyst CyberOps Associate, CyberOps Professional Certifications give Kevin instant credibility at work "People always want to know who they're talking to. They want to know if you’re qualified. Certifications give you instant credibility." Kevin Brown, CyberOps analyst CCNA, CyberOps Associate Maintain your certification Your certification is valid for three years. You can renew with Continuing Education credits or retake exams before they expire. CyberOps Associate essentials webinar series Register to watch the CyberOps Associate essentials episodes, and learn how a certification can kickstart your career in cybersecurity. CyberOps Associate Prep on demand Get help on your CyberOps Associate Certification self-study plan directly from Cisco, for free. CyberOps Associate summary Get a quick primer on the CyberOps Associate certification and exams. Enhance your learning journey Stay up to date. Get the latest news about Cisco certifications, plus tools and insights to help you get where you want to go. CyberOps certifications community Not sure where to begin? Head to the Cisco CyberOps certifications community to get advice and connect with experts. 385 IMAGES Events Management Planning Questions Bank Model Answers Festival and Special Event Management Case Study event management case study questions Possible Questions IN Events Management Services NC III Event Management Event Management VIDEO LEADERSHIP & MANAGEMENT LEADERSHIP & MANAGEMENT//CASE STUDY//EID MUBARAK INNOVATION MANAGEMENT CASE STUDY Coastal Fusion GROUP 5: Quality Service Management, Chapter 1 CEIS Event Management case study COMMENTS Event Case Studies: Success Stories Unveiled Case Study 3: Hybrid Event In The Information Technology Sector. In this customer story, an IT company adeptly bridged the gap between physical and digital spaces, setting up a hybrid event that attracted a broad audience. The event showcased the platform's security features, underscoring the importance of safety in memorable experiences. CASE STUDY: SUCCESSFUL EVENT PLANNING Planning Your Event-. Once you've defined the basic parameters, then you're ready to proceed with planning. • Make a checklist - Create a checklist to provide a step-by-step guide to ... The Ultimate Event Project Management Guide: Everything You Need to Case Study: Pernod Ricard. Pernod Ricard, the world's second-largest wine and spirit Group, offers an excellent example of how effective event project management can be. The Group's event team faced the challenge of swiftly developing a robust B2B event management platform to drive brand visibility and revenue. Event Management Case Study Organized by Event Management Lab by ADandPRLAB led by partner instructor Athena Fradelou and ass. Prof. Betty Tsakarestou. We are a group of seven students studying at Panteion University, Greece Successful Event Planning Case Studies: How These Entrepreneurs Nailed The answer lies in learning from real-world experiences and understanding the nuances of successful event planning case studies. These select case studies showcase how entrepreneurs nailed the art of event planning, and explore the lessons that can shape your own path towards success. Download the Ultimate Business Plan Template. Preparation Resources FBLA Preparation Resources Sample Case Studies Sample Objective Tests 5 Event Case Studies Here are 5 event case studies we can all learn from. Whether it is down to time, client confidentiality or protecting our ideas and ways of working eventprofs seem to struggle with shouting about our achievements and letting others benefit from our successes (or failures). When a project is over we brainstorm and analyze internally within our ... A Case Study Examining the Structure of The Event Process at California study examines the details of the event management process that is being used on campus. 1.1 Rationale . There are more events per year on Cal Poly's campus than there are students, staff, and faculty combined. This case study was intended to develop a greater understanding of how events on Cal Poly's campus come to fruition. Based on Event Planning Case Studies Our meeting and special event experience includes conferences, groundbreakings and more. Check out our event planning case studies for inspiration. Special D Events provides meeting and special event planning services to businesses, associations, foundations, and non-profits across the nation. Event management case studies USA Every event is different, and we work with great organizations of all shapes and sizes to deliver cutting edge event technology solutions, boosting event success and increasing ROI. With our event management case studies, why not see for yourself? And if you think we could help you in the same way, we'd love to start a conversation. Contemporary Cases in Event Management ISBN 9781524936129. Details Print Product. Add to cart. Faculty Review Copy. Overview. Table of Contents. Author Bio. Contemporary Cases in Event Management is a collection of 14 case studies. Featuring a wide variety of cases involving Government Meetings, Trade Shows, Association Meetings, PRIDE Gatherings, and more, this case collection is ... Asana case study Key workflows. Event planning. G2 is a B2B software and services review platform that millions of buyers and vendors rely on around the world. Events are a key channel the marketing team uses to engage these two audiences. Led by Adam Goyette, Vice President of Demand Generation, the events team produces 150+ events every year, from paid review ... International Case Studies in Event Management This international case study book provides 27 expertly curated case studies on the topic of events management, each with detailed implementation instructions for the instructor in order to maximise student participation and learning. Embellished with questions, diagrams and data throughout, these case studies have been developed by industry ... Making event organizing simple with EventMate: A UX case study This case study is centred around the UX & Design of a simple and user-friendly app for organizing events. My role was UX/UI designer. It's a conceptual project. Note: The application is usable in the stages of "before," "during," and "after" the event day, but for this case study, my focus will be on the "before" phase. Event Management Quizzes, Questions & Answers They delve into real-life scenarios and case studies, offering a practical approach to understanding event planning. Whether you're a student preparing for an exam, a professional seeking to hone your skills, or just curious about the behind-the-scenes work in event management, these quizzes offer a fascinating and insightful learning experience. Top 40 Most Popular Case Studies of 2021 Fifty four percent of raw case users came from outside the U.S.. The Yale School of Management (SOM) case study directory pages received over 160K page views from 177 countries with approximately a third originating in India followed by the U.S. and the Philippines. Twenty-six of the cases in the list are raw cases. 100 Case Study Interview Questions [Updated for 2020] Case study questions about the buying team and internal advocates. Case study questions about customer success. Case study questions about product feedback. Case study questions about willingness to make referrals. Case study question to prompt quote-worthy feedback. Case study questions about the customers' future goals. PDF Cases for Event Management and Event Tourism The use of virtual events during the pandemic has led to a confidence in using technology by both delegates and event organisers. Established or inferred within the case study: For many destinations, branding is still a challenge and a poor or unknown destination brand is a barrier to attracting the attention of MICE event organisers. Case Library Welcome to the Case Library, Management Consulted's repository of over 600 cases, organized by firm, difficulty, and subject matter. Right now, you're looking at the Limited Case Library, a free version that lets users see one whole case and preview another. If you should have access to the whole course, but are seeing this page, please log ... Chapter 5 In this section, case studies are presented that examine the processes developed for special-event management at the Kansas Speedway in Kansas City, Kans., and the Palace of Auburn Hills near Detroit, Mich. Kansas: Kansas Speedway In 2001, the Kansas Speedway opened for its first major NASCAR race. 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(With Examples) Written by Coursera Staff • Updated on Apr 19, 2024. Data analysis is the practice of working with data to glean useful information, which can then be used to make informed decisions. "It is a capital mistake to theorize before one has data. Insensibly one begins to twist facts to suit theories, instead of theories to suit facts," Sherlock ... Singapore secures last conviction in $2bn money laundering case Singapore has convicted the final person in a record S$3bn ($2.23bn) money laundering case that cast uncomfortable scrutiny on the Asian business hub's embrace of foreign wealth and put pressure ... IBM Cybersecurity Analyst Professional Certificate This Professional Certificate will give you the technical skills to become job-ready for a Cybersecurity Analyst role. Instructional content and labs will introduce you to concepts including network security, endpoint protection, incident response, threat intelligence, penetration testing, and vulnerability assessment. Long COVID or Post-COVID Conditions Researchers are working to understand which people or groups of people are more likely to have Long COVID, and why. Studies have shown that some groups of people may be affected more by Long COVID. These are examples and not a comprehensive list of people or groups who might be more at risk than other groups for developing Long COVID: CyberOps Associate Prove your expertise in essential cybersecurity skills, concepts, and technologies, including security monitoring, analysis, and response. Launch your career in cyber operations with the Cisco Certified CyberOps Associate certification. Schedule exam Download the CyberOps Associate Guide. Overview Exams and training Community Resources. assignment essay homework paper phd report resume review speech thesis