Event Management And Performance

In this assignment we will discuss about event management and performance and below are the summaries point:- Event management has become a global industry and requires project management skills for success The success of event management firms depends on factors like managerial skills, credit facilities, and supply chain networks The study focuses on the top five event companies in Kathmandu, Nepal Objectives of the study are to examine the relationship between management skills, supply chain networks, and credit facilities with performance of event management in Kathmandu, Nepal Events management is a significant communication and marketing tool for both large and small enterprises in Nepal The COVID-19 pandemic has had a significant impact on the industry's productivity The study aims to discover the reasons for the poor handling of events management in Kathmandu, Nepal and offer recommendations for conscious value creation.

TASK 1
AC 1.1 AREA OF RESEARCH: EVENT MANAGEMENT AND PERFORMANCE
TOPIC: A CRITICAL ANALYSIS OF FACTORS AFFECTING THE OVERALL
PERFORMANCE OF EVENT MANAGEMENT COMPANIES IN KATHMANDU,
NEPAL
AC 1.2: AIM, SCOPE AND OBJECTIVE
Due to the obvious large financial investment, many event management businesses in Nepal
struggle to break even. The purpose of this research is to look at the elements that influence the
overall performance of event management firms in Kathmandu, Nepal, and to see if factors like
managerial skills, credit facilities, and supply chain networks have an impact. The study's focus
is restricted to Kathmandu, Nepal. The study will be carried out among event managers of top
five event companies in Kathmandu, Nepal namely Apollo Events and Advertisement Pvt. Ltd,
God Entertainment, Global Events Pvt. Ltd, JST Productions and Devsuits Pvt. Ltd being the
country home of the researcher and as well due to incessant decline in performance experience in
the sector.
A.C 1.3: RESEARCH PROPOSAL
INTRODUCTION
Since festivals and events have grown into a worldwide industry, event management can no
longer be done on ad hoc basis. Festivals and events have a huge impact all around the country.
The sector now encompasses anything from the Olympics to a ten-person breakfast meeting..
Many sectors, charitable organizations, and interest groups will conduct large events to promote
themselves, create commercial contacts, raise money, or commemorate something. Festivals,
events, and conferences all benefit from project management. While actually starting the event,
1

event management include researching the brand, determining the target audience, organizing
logistics, and coordinating technological issues (Kilkenny, 2011).
The ability to provide a return on investment is one of the primary incentives for the event
industry; nevertheless, the success or failure of event management is dependent on supply chain
networks. There are several reasons for planning events, as well as numerous techniques for
doing it. Host communities are frequently the source of variety. Differences in the form and
function of events will be explained by differences in the political, economic, and technical
conditions of different nations. Global challenges including increased migration, aging
populations, terrorist fears, and climate change have resulted in a lot of convergence in event
management approaches all throughout the world.
Many urban areas host festivals honoring the traditions of migrant communities, as well as music
performances and other forms of entertainment. High levels of security and sustainable event
management principles are becoming more connected with planning international-standard
events, regardless of the location in which they are hosted. Organizing logistics, understanding
the complexity of a brand, establishing the company's target audience, and expressing the event's
concept are all part of event management in Nepal.
Award ceremonies, fashion displays, weddings, and release parties, as well as collaborative
activities like press conferences, are examples of corporate hospitality events. For both large and
small enterprises in Nepal, the event management industry is recognized as one of the most
significant communication and marketing tools. Every business is adopting event management,
with philanthropic groups using it to promote themselves, raise funds, celebrate, and build
commercial ties. Every client wants a well-organized and successful event for marketing
2

programs such as grand openings and product launches. However, many event management
businesses in Nepal continue to struggle to meet their targets and aims as a result of the corona
virus pandemic (COVID-19), which has had a significant impact on the industry's productivity.
As a result, the current study aims to look at the elements that influence event management firms
in Kathmandu, Nepal.
OBJECTIVE
The main objective of the study is to examine the factors affecting event management companies
in Kathmandu, Nepal. Other specific objectives are to:
1. examine the relationship between management skills and performance of event
management in Kathmandu, Nepal.
2. investigate the relationship between supply chain networks and performance of event
management in Kathmandu, Nepal.
3. determine the relationship between credit facility and performance of the event
management in Kathmandu, Nepal.
STATEMENT OF PROBLEM
Events management in Kathmandu, Nepal, has been handled badly on several occasions
throughout the years. This empirical study aims to discover why, as well as offer
recommendations on the role and effectiveness of event management businesses in assuring
conscious value creation. Since it is impossible to completely avoid deviations from plans with
suppliers during event management, the negative impact of deviations must be minimized.
3

While research into different events-related phenomena has increased significantly since the late
1980s, there is still a knowledge gap in understanding of the social impact of events and festivals
on host communities and beyond. In recent years, there has been a lot more scholarly focus on
whether event-driven urban strategies are meeting the needs of direct and indirect 'beneficiaries’.
(Whitson and Horne, 2006). The average planner isn't necessarily fluent in technical jargon. It's
not as if event planners need to know how to run a sound board or set up equipment. They are,
however, the link between individuals who speak on stage or prepare presentations for
presentation and the audio visual professionals who make it all possible, and they are, sadly, the
weak link in the chain.
Planners need to know what they're doing. In the previous ten years, the meetings and event
business has advanced significantly in terms of professionalism. In this field, it is past time for
knowledge. It is this research gap that the current study intends to fill by studying the factors
affecting event management companies in Kathmandu, Nepal.
RESEARCH QUESTIONS
In line with identified statement, the following research questions are formulated to guide the
study:
1. What is the relationship between management skills and performance of event
management in Kathmandu, Nepal?
2. What is the relationship between supply chain networks and performance of event
management in Kathmandu, Nepal?
3. What is the relationship between credit facility and performance of the event
management in Kathmandu, Nepal?
4

LITERATURE REVIEW
This section will entail the following discussions:
 Event management and performance
 Management skills and performance of event management
 Supply chain networks and performance of event management
 Sccess to credit facility and performance of the event management
Theoretical Framework
This study will be anchored on the resource-based theory which provides an important
framework for explaining and predicting the basis of a company’s’ ability to compete and
perform.
RESEARCH METHOD
Both qualitative and quantitative methodologies will be used in the study. The purpose of this
study is to determine the characteristics that impact the performance of events management firms
in Kathmandu, Nepal, using a descriptive survey research technique. Descriptive research
approach is used to accurately and factually reflect the facts and characteristics of a certain group
or topic (Richey and Klein, 2007). The study's target demographic was Nepalese event planners.
The demographic for the study will be centered on event planners in Kathmandu who specialize
in event planning and management. Twenty respondents from five (5) event management
businesses in Kathmandu, Nepal made up the study's population. The selection criteria were that
four respondents represented each of the five organizations, and those chosen as respondents
were tasked with assuring the company' overall effectiveness. A census study will be carried out
on five major event management companies in Kathmandu, Nepal. The researcher chose this
5

population because the population will make it easier to extract the research sample which
adequately represents event planners in Nepal.
Each business will employ a sample size of four marketing experts. According to Mugenda
(2011), a sample size must be big enough to provide reliable estimates of population parameters
and obtain estimations. A tiny sample will yield reliable estimates of the measure if the
population is considerably homogeneous. In addition, the sample size is frequently constrained
by available resources. The data for this study was gathered from both primary and secondary
sources. The questionnaire will be used to obtain primary data from respondents for the research.
In accordance with Covid 19 regulations and, most significantly, due to distance, the
questionnaire will be administered through google form, delivered by Whatsapp, and mailed.
The data will be presented and analyzed using frequency counts, tables, and percentages, and the
study's conclusions will be discussed as a result.
1.4: SUCCESS CRITERIA
The success criteria for a project are the variables that determine whether it succeeds or fails.
The project's success is essential in the business and educational sectors. How success is assessed
is influenced by stakeholder perceptions. They must make their own choices. All initiatives must
meet their purpose, vision, and performance goals. Management and development should have
distinct objectives. The project's completion will be determined by whether or not the study's
stated objectives are met. One of the major way of achieving the objectives of the study is to
ensure that SMART objective are formulated. SMART which is an acronym for specific,
measurable, achievable, realistic and time bound assist many business organizations/researchers
in ensuring that objectives formulated are achieved. For the purpose of this study, the formulated
6

objectives are SMART in order to ensure they are achievable with the stipulated period of time
of conducting the research.
1.5: PROJECT PLAN
Milestones Date Period
Area for research 2022/02/01 3 hours
Explanation of:
-the aim
-scope
-objectives
2022/02/01 – 2022/02/05
2 hour
2 hour
3 hours
Research proposal
- Introduction (background to the study)
- Objectives
- Problem Statement
2022/02/06 – 2022/02/12
2022/02/12 – 2022/02/14
2022/02/15 – 2022/02/17
2 hours
50 minutes
20 minutes
4 hours
Success Criteria 2022/02/20 2 hours
Justification of the research area chosen 2022/02/21 3 hours
Research Questions 2022/02/25 30 minutes
Literature Review
Event management and performance
Management skills and performance of
event management.
Supply chain networks and performance
of event management.
Credit facility and performance of the
event management.
2022/02/25 – 2022/02/26
2022/02/27 – 2022/03/01
2022/03/02 – 2022/03/03
2022/03/04
2 hours
3 hours
2 hours
1 hour
7

Research methodology
- quantitative study
- secondary data
- research instrument
2022/03/04
2022/03/05
2022/03/05
40 minutes
50 minutes
1 hour
References
AC.1M1: Justification
Event management is becoming more popular across the world, and especially in Kathmandu,
Nepal. There is a multitude of published material and publications available to event planners
that enlighten and teach on a wide range of program planning and sustainability concerns. As a
result, it's essential to think about the aspects that influence the success of event management
companies in Kathmandu, Nepal. To make an event a success, companies must pay close
attention to countless elements during the various stages of event planning, organization,
execution, and evaluation. One of the most challenging challenges in event management is
integrating the event into a specified strategic market notion. The problems of problem-solving
in unforeseen scenarios, risk management, and cultural aspects are other significant factors to
consider, according to the study.
If the study's suggestions are approved or implemented, enterprises will be able to contribute
more to event supply chain management. Better performance and outcomes will inevitably
emerge from greater management and monitoring of any unplanned occurrences within the wider
supply chain ecosystem. The findings of this study contribute to Nepal's limited knowledge of
the elements that influence event management organizations' performance. This research lays the
groundwork for future academics who want to investigate event planning and organizing.
8

TASK 2
AC.2.1: COMPLETE A REVIEW OF DIFFERENT LITERATURE SOURCES
IDENTIFYING THOSE WHICH ARE MOST APPROPRIATE FOR YOUR CHOSEN
AREA OF RESEARCH.
Event Management and Performance
Event management is a lucrative sector of business, and it is currently one of the country's fastest
expanding businesses. Initially, the bulk of organizations involved in event management were
enormous corporations that arranged and conducted significant events such as the Olympics,
celebrity concerts, the Super Bowl, and many more. The majority of them were foreign
corporations with local subsidiaries, so they brought their regular marketing strategies to try to
grab the local market. Companies began to make inroads into the events management market on
a local level by arranging small and medium-sized events.
The word event conjures up images of visuals on a large concert stage, complete with
entertainment such as dancing and music, as well as acrobats and other performers. This is
unquestionably a fun event that was planned and outsourced by either an experience marketing
company or a sponsor. When releasing new mass market items, an engaging exercise in the field
such as selling detergents in local regions through street caravans, public displays, and other
9

promotional efforts on the ground. According to Holzbauer (2003), event management is viewed
as a strategic marketing strategy by many organizations that invest significant resources in
building and maintaining their brand image. With all of these advances and new marketing
methods, competition is becoming increasingly tough.
Event management has evolved into a critical marketing approach for gaining a competitive
edge. In today's business world, event management is worth millions of dollars in locations
where it takes place, both locally and internationally, attracting and commanding a large
audience. Television events have found a home in our living rooms, aimed at family members
who are influencers and buyers. Companies are always seeking for ways to get engaged in
different below-the-line activities to complement television, billboards, and other kinds of
advertising, not to mention public relations in general, which are the most often employed types
of promotional mix elements. In other words, event management is also known as experiential
marketing. Through public displays and contests, trade exhibits and other kinds of marketing,
scheduled seminars and conferences, and other methods, the events management strategy is
intended to recall and enlighten customers.
Product launches make use of the event management strategy, which in modern business is
considered as taking the project management approach from conception through completion and
execution. An event's objective is to make people happy through entertainment, to remind them
of firm brands, and to transmit specific messages while encouraging interactions with the target
audience. Before conducting a specific event, one must think carefully and consider choices
while keeping in mind the clients being targeted and other demographics related with them.
According to Silvers (2003), corporations are increasingly considering events for both internal
and external organizational roles.
10

Companies from other various important industries have realised that holding events relevant to
the right audience is an extra mile ahead of competition hence positioning the organisation as
competitive and dominant. Mobile caravans are used during live entertainment street shows,
sales promotions, conferences and seminars. These now go hand in hand with the regular print
and media advertisements that the companies are involved with. More competitive businesses are
seeing the value of events marketing as a tool for implementing brand-building strategies. Even
if the expenditures are higher than other below-the-line ways, this strategy ensures feedback and
contributes significantly to marketing intelligence, which is valuable and necessary to properly
compete in the large market place, as Charistis points out (2009).
Management Skills and Performance of Event Management
The value of strategic supply management skills was addressed in two key study lines. The first
stream takes a descriptive approach to the supply management function's present state. This
study emphasized the importance of strategic capabilities in growing the supply management
function in the future (Carter and Narasimhan, 1996; Ellram and Carr, 1994). However, most
studies that looked at strategic supply management abilities from this perspective were case
studies or conceptual pieces that didn't look at the impact of strategic supply management skills
on corporate performance empirically. The other line of inquiry focused on firm-specific
strategic supply management abilities as non-transferable and distinct assets (Carr and Pearson,
2002; Lepak and Snell, 1999).
The theoretical underpinning of the second research stream was similar to that of this study:
strategic supply management talents are significant and distinct, therefore they may be viewed as
fundamental assets that can create a competitive advantage (Zsidisin and Ritchie, 2009). The role
11

of supply management in a company's value growth, supplier responsiveness, and financial
performance was investigated in this area of investigation. Financial success of businesses is
often assessed in terms of return on investment, earnings as a percentage of sales, market share,
and net income before taxes during a certain time period (Carr and Pearson, 2002). On the other
hand, the direct impact of supply management skills on the supply management function's
capacity to contribute to the firm's and supply chain members' goals has been generally
overlooked.
According to both research streams, supply management skills have an impact on a company's
revenue realization, competitive cost position, and profitability. Previous research, on the other
hand, has largely overlooked the relationship between strategic talents and customer success. As
previously stated, supply management skills, like other organizational assets, may be classified
as core or peripheral assets. As a consequence, among the numerous that have been explored in
previous literature, it's vital to discover the basic supply management skills that actually shape
firm revenue realization and competitive cost position. In a variety of ways, strategic supply
management abilities may aid supply management performance. For starters, it is beneficial in
terms of cost control.
Effective material and other production input cost management saves money for the firm and its
supply chain partners, which goes straight to the bottom line profits. Second, it provides critical
supply pattern data to the supply management function, allowing the organization to make better
decisions and achieve its goals. Third, it aids the supply management function in building tight
relationships with suppliers, if appropriate, in order to improve material quality and delivery
efficiency (Tan, 2001). In general, strategic supply management skills enable the supply
12

management department to develop plans that are aligned with the firm's strategic goals,
resulting in improved supply management performance.
Supply Chain Networks And Performance Of Event Management
Because deviations from plans are unavoidable, mitigating the negative effect of Events as they
occur is critical. SCEM (Supply Chain Event Management) monitors the status of activities in
real time across the Supply Chain network, allowing deviations from the plan to be detected
(Jüttner, 2005). SCEM provides relevant notice reports and initiates remedial procedures if a
deviation is found. The goal is to recognize and minimize the impact of these Events as soon as
possible, before they constitute a danger, such as lowering customer satisfaction or diminishing
service availability. SCEM must first identify pertinent milestones and their associated time
frames in order to accurately comprehend the significance of an Event. By assessing plans,
operational data, and historical trends, Advanced SCEM may also calculate milestone
parameters, related expenses, and predicted data.
Any condition that must be monitored in order to discover deviations and potential failures is
referred to as an Event in the context of SCEM (Nagy, 2010). As a result, an Event can be
classified into one of the categories below:
Inconsistent Event: An event that happens within the predicted timeframes yet produces data that
contradicts the plan. For instance, confirmation of logistic arrangements specifying a different
number/type of shipments than what is needed to fully execute an order.
External Event: An external incident is an unanticipated event that occurs outside of the players'
control. Strikes in a specific port, as well as extreme weather, are two examples (Ritchie and
Brindley, 2007).
13

Expected Event: An expected event takes place within a certain amount of time, money, and/or
other factors. While this is not a deviation, it is used to establish a baseline and predict thresholds
for subsequent procedures. The provider, for example, delivered a cargo on the expected delivery
date and with the proper item counts.
A missing event is one that should have occurred as planned but did not. SCEM considers an
Event to be missing if it does not occur within the projected period. It might indicate that a task
isn't being done or is taking longer than expected. For example, a cargo dispatch is never
received from the provider, and the delivery date has passed (Nagy, 2010).
A "delayed event" is an occurrence that occurs later than expected. A delayed Event is frequently
a re-categorization of a previously reported missing Event. Although it is a few days after the
shipment date, a cargo dispatch has finally been received from the provider.
Access to Credit Facility and Performance of the Event Management
Despite the sector's financial difficulties, demand for financing from event management
businesses in Nepal has been disappointing. The main cause discovered in preliminary inquiries
by lenders is a lack of appropriate funds, however the facts are unclear on the borrowers' side. It
should be emphasized that the financial issues that event management firms face can arise from a
variety of factors. According to Schmader and Jackson, credit rationing occurs when some loan
applicants who appear to be identical get credit but others don't, or if there are identified groups
in the society who can't get credit (1990). For example, the local financial market may provide an
insufficient choice of financial goods and services, as well as a lack of suitable financing
channels. In this situation, financing providers such as Micro-Finance Institutions (MFIs) may
reasonably opt to offer a wide range of financial services, leaving a large number of potential
14

borrowers without credit. According to Schmader and Jackson, credit rationing occurs when
some loan applicants who appear to be identical get credit but others don't, or if there are
identified groups in the society who can't get credit (1990).
Theoretical Framework
The resource-based theory, which provides an essential framework for describing and forecasting
the basis of a company's capacity to compete and perform, will be the foundation of this research
(Vorhies and Morgan, 2005). Regardless of whether they are competitors in the same industry,
all businesses own or own a range of resources (Peteraf and Barney, 2003). These disparities in
resources suggest that some companies have more capabilities and competent individuals than
others, or that their problem-solving skills and methods are superior. Due to these distinct
resources, they are able to stand out and guarantee that particular operations are completed in a
more efficient and effective manner than others. As a result of the resource immobility
assumption, which is based on the impossibility of trading these unique resources across firms in
the same industry, these differences in company resources may persist over time, allowing the
uniqueness of such resources to be effective and persistent over time (Barney and Hesterly,
2012). According to the resourced based theory, a firm that owns exceptional and unique
resources that few other firms have, and is able to control these unique resources that other firms
find unfavorable financially or too difficult to replicate or copy, is most likely to generate
strategic competitive advantage in the long run (Barney and Hesterly 2012). Available resources
and capabilities are key to the Resource Based Theory, and this highlights certain characteristics
that help separate the two from dynamic capabilities, which have recently acquired traction
within modern companies thanks to the Resource Based Theory. Resources possessed in an
15

organization are assets utilized by firms in order to come up with or generate and act on the
strategies to be implemented.
Relevance and Strengths of the Theory
Physical nature refers to tangible assets, financial nature refers to intangible assets, human nature
refers to labor, and organizational nature refers to culture or way of doing things, according to
Barney and Hesterly (2012). Furthermore, capabilities are regarded as a value addition to the
firm's resources, representing non-transferable resources embedded within an organization whose
purpose is to act as supportive constructs of the company's unique resources in order to achieve
maximum results in terms of production in relation to the firm's other resources (Makadok,
2001). These skills are in the form of information that is valuable in increasing operational
efficiency, allowing event management businesses to use existing resources effectively for the
long-term welfare of the company while also lowering production costs and saving time and
money.
AC2.2: USE DIFFERENT RESEARCH METHODS TO GATHER SUFFICIENT
INFORMATION FROM PRIMARY AND SECONDARY SOURCES. THE
INFORMATION MUST BE SUFFICIENT IN ORDER TO ENSURE YOU CAN CARRY
OUT THE RESEARCH LEADING TO VALID CONCLUSIONS.
Research Design
The study used a descriptive research approach, which is best suited to presenting the situation as
it is, with no control over the factors. A descriptive study design, according to Burns and Grove
(2003), is intended to present an overall picture of an event as it occurs over a specific time
period, whether it hours, days, months, or years. It may be used to defend present behavior, make
decisions, and build hypotheses. As a result, this study used a descriptive research strategy to
16

achieve its aims. According to Cooper and Shindler (2003), descriptive survey methodology is
ideal when the goal of the study is to determine what, when, and how much of a phenomenon
exists.
Population of Study and Sample Size
Twenty respondents from five (5) event management businesses in Kathmandu, Nepal made up
the study's population. The selection criteria were that four respondents represented each of the
five organizations, and those chosen as respondents were tasked with assuring the company'
overall effectiveness. In Kathmandu, Nepal, a census study was conducted on five major event
management companies. According to Mugenda (2011), a sample size must be big enough to
provide reliable estimates of population parameters and obtain estimations. A small sample will
yield reliable estimates of the measure if the population is considerably homogeneous. In
addition, the sample size is frequently constrained by available resources. The researcher picked
this group because it will be simpler to collect a study sample that is representative of Nepalese
event planners.
Sampling Method
The procedure for picking a sample from a specific population is known as sampling technique.
As a result, the study used a basic random sampling method. When assessing the whole
population based on availability is unreasonable, it is frequently used. The sample method was
chosen because it allows the researcher to make use of the initial contact opportunity, since many
of the managers may be preoccupied with completing the questionnaire in order to get the
essential conclusions.
Source of Data
17

The study's data was mostly derived from primary and secondary sources. The primary source
was obtained using a self-developed questionnaire with the goal of gathering first-hand
knowledge on a topic directly connected to the study work's goal. The questions are specifically
designed to provide information that helps the research achieve its goal. Secondary sources
include textbooks, journals, and other publications.
Instrument of Data Collection
The data gathering instrument used in this study was structured questionnaire. This study used
closed-ended questions which is one where responses are restricted to small set of responses that
generate precise answers to accomplish the empirical study. The reason for the choice of this
instrument was the advantage of high response rate and minimum intervention bias from the
researcher. Each component of the questionnaire featured well-structured items (questions) to
assure quality, and all of the questions were developed in accordance with the study objectives
and research questions.
Method of Data Collection
Due to the advent of technology that minimizes distance barrier, the questionnaire will be
conducted via Google form, distributed by Whatsapp and mail. This will ensure that data is
collected quickly so that necessary conclusions and recommendations can be made.
Method of Data Analysis
Data was analyzed using descriptive statistics and both quantitative and qualitative methods were
used in the process of data analysis. The responses were analyzed to reflect frequency counts,
tables and percentages for presenting and analyzing the data gathered, and from that, discuss the
findings of the study. It was summarized and grouped in a frequency distribution table, from
which tabular presentations were created to depict respondent replies visually. For the likert scale
18

questions, the Statistical Software for Social Science (SPSS) Student Version 26.0, which is a
unified and complete package, will be used to analyze the acquired data comprehensively and
efficiently.
AC2M1: JUSTIFICATION FOR CHOSEN RESEARCH METHODS
In this study, the descriptive survey design was adopted. The descriptive survey research method
is used to accurately and factually describe the facts and characteristics of a certain population or
geographic area (Richey and Klein, 2007). Descriptive research entails acquiring data to evaluate
the validity of hypotheses regarding the subject's present condition. According to Kotzab,
Seuring, Muller, and Reiner, a descriptive design is used to identify the 'who, what, when, where,
and how' of a study topic (2005). According to Christou (2012), survey research is the most
popular technique that has been consistently confirmed by prior studies in supply chain network
research. This is why the current inquiry took the form of a descriptive survey.
According to Mugenda (2011), a sample size must be big enough to provide reliable estimates of
population parameters and obtain estimations. A small sample will yield reliable estimates of the
measure if the population is considerably homogeneous. In addition, the sample size is
frequently constrained by available resources. A basic random sample strategy was used in this
investigation. When assessing the whole population based on availability is unreasonable, it is
frequently used. The sample method was chosen because it allows the researcher to make use of
the initial contact opportunity, since many of the managers may be preoccupied with completing
the questionnaire in order to get the essential conclusions.
The research looks into how events management may be used to create superior brands in the
marketplace, build brand equity, and manage brand communities in the workplace. Overall, this
19

research study is intended to have a good impact by bringing significant value to the wide
academic area of knowledge and challenging boardroom management to integrate the new notion
of event management as a long-term strategy. Further discussions on the management
implications of the findings of this study, as well as other particular recommendations to various
marketing practitioners and other related professions, will be extremely beneficial in light of this.
If applied effectively, event management will ensure absolute development of strong brands and
build brand communities in various other business sectors worthy of exploring. Events
management is emerging as it is embraced as a fairly new way of doing things within both for
profit and non-profit organisations.
TASK 3
AC 3.1: METHODOLOGY
PURPOSE
This section gives an outline for briefly discussing the most appropriate methods to be used to
collect, analyze and interpret data. It further provides information regarding the research design,
population of study, sample size and design, data collection and analysis. Research methodology
brings out certain facts about the study that will enable the researcher to fill the gaps pointed out
in the problem statement.
Research Design
The facts and features of a certain population or region of interest are properly and factually
described using descriptive survey research design (Richey and Klein, 2007). Descriptive
research entails obtaining data in order to assess the validity of hypotheses regarding a person's
present circumstance. According to Kotzab, Seuring, Muller, and Reiner (2005), a descriptive
design is used to identify the 'who, what, when, where, and how' of a study topic. According to
20

Christou (2012), survey research is the most popular technique that has been consistently
confirmed by prior studies in supply chain network research. This is why the current
investigation was conducted using a descriptive survey approach.
Population of Study and Sample Size
A population is defined as the entire set of elements from which we want to draw conclusions
(Stillwell and Clarke, 2011). A population element, according to Engelhardt, Kohler, and
Prskawetz (2009), is the topic of the measurement, such as a person, an organization, a customer
database, or the amount of quantitative data being measured. The participants in this study were
event organisers in Kathmandu, Nepal. The population of study consisted of 20 respondents of
five (5) event management companies in Kathmandu, Nepal. The criteria of selection was that 4
respondents represented each of the 5 companies, and those considered as respondents are
saddled with the responsibility of ensuring the overall effectiveness of the business. A census
study was carried out on five major event management companies in Kathmandu, Nepal.
According to Mugenda (2011) a sample size has to reasonably large enough in order to get the
estimations and arrive at accurate estimates of population parameters. In the case where the
population is significantly homogenous a small sample will produce accurate estimates of the
measure. Further the sample size is often limited by available resources. The researcher chose
this population because the population will make it easier to extract the research sample which
adequately represents event planners in Nepal.
Sampling Technique
Sampling technique is the method used in selecting sample from a given population. Hence, the
study adopted simple random sampling technique. It is often employed when it more unrealistic
to assess the entire population based of availability. The sampling technique was used because it
21

gives the researcher the opportunity to utilize first contact opportunity as many of the managers
might be busy in attending to the questionnaire in order to make necessary conclusion.
Source of Data
The data for the study originated mainly from the primary source and secondary source. The
primary source was gathered from personally self-developed questionnaire with aim of obtaining
first-hand information on the issue directly related to the objective of the research work. The
questions contained are directly tailored to receive information that achieves the objective of the
study. While secondary source are gotten from textbook, journals etc.
Instrument of Data Collection
The data gathering instrument used in this study was structured questionnaire. This study used
closed-ended questions which is one where responses are restricted to small set of responses that
generate precise answers to accomplish the empirical study. The reason for the choice of this
instrument was the advantage of high response rate and minimum intervention bias from the
researcher. For the questionnaire, each of the sections of the questionnaire had items (questions)
that were well structured to ensure quality and all the questions were constructed in line with the
study objectives and research questions.
Method of Data Collection
Due to the advance of technology that reduces distance barrier, the questionnaire will be
administered via Google form, sent through Whatsapp and mail. This will ensure quick data
collection for the purpose of making necessary conclusions and recommendations.
Method of Data Analysis
22

Data was analyzed using descriptive statistics and both quantitative and qualitative methods were
used in the process of data analysis. The responses were analyzed to reflect frequency counts,
tables and percentages for presenting and analyzing the data gathered, and from that, discuss the
findings of the study. It was summarized and grouped in a frequency distribution table, from
which tabular presentations were created to depict respondent replies visually. For the likert scale
questions, the Statistical Software for Social Science (SPSS) Student Version 26.0, which is a
unified and complete package, will be used to analyze the acquired data comprehensively and
efficiently.
DATA PRESENTATION AND ANALYSES
The researcher administered 20 copies of questionnaires on respondents; 18 copies were
retrieved altogether, thus 90% return rate. The responses of 18 respondents were therefore
presented and analyzed using frequency counts, tables and percentages, while findings were
discussed along with research questions.
Relationship Between Management Skills And Performance Of Event Management In
Kathmandu, Nepal
Table 1: How has proper management of the supply chain network added value in the area
of cost management?
Alternative Frequency Percentage %
Very high 2 11. 0
High 5 28.0
Low
Very Low
2
9
11.0
50.0
Total 18 100.0
Source: Field Survey, 2022
23

The above table reveals that 11% of the respondent believe that proper management of the
supply chain network added value in the area of cost management as very high, 28% as high,
11% as low while 50% measures proper management of the supply chain network added value in
the area of cost management as very low.
Table 2: How has proper management of the supply chain network added value in the area
of corporate revenue realization?
Alternative Frequency Percentage %
Very high 10 56.0
High 4 22.0
Low
Very Low
2
2
11.0
11.0
Total 18 100.0
Source: Field Survey, 2022
The above table reveals that 56% of the respondent believe that proper management of the
supply chain network added value in the area of corporate revenue realization as very high, 22%
as high, 11% as low while 11% measures proper management of the supply chain network added
value in the area of corporate revenue realization as very low.
Table 3: General management and interpersonal skills
Alternative Frequency Percentage %
Very high 9 50.0
High 5 28.0
Low
Very Low
2
2
11.0
11.0
Total 18 100.0
Source: Field Survey, 2022
The above table reveals that 50% of the respondent believe that general management and
interpersonal skills as very high, 28% as high, 11% as low while 11% measures General
management and interpersonal skills as very low.
24

Relationship Between Supply Chain Networks And Performance Of Event Management In
Kathmandu, Nepal
Table 4: The supply chain management system (SCEM) in place can recognize the impact
of events within the larger context
Alternative Frequency Percentage %
Strongly agree 4 21.0
Agree 10 56.0
Disagree 5 23.0
Total 18 100.0
Source: Field Survey, 2022
The table above indicates that 21% of the respondents strongly agreed that supply chain
management system (SCEM) in place can recognize the impact of events within the larger
context, while 56% agreed and 23% disagreed.
Table 5: The SCEM in place monitors and analyses systems across differentsupply chain
segments
Alternative Frequency Percentage %
Strongly agree 3 17.0
Agree 13 66.0
Disagree 3 17.0
Total 18 100.0
Source: Field Survey, 2022
The table above indicates that 17.4% of the respondents strongly agreed that SCEM in place
monitors and analyses systems across differentsupply chain segments, while 76.4% agreed and
6.3% disagreed.
Table 6: The SCEM used can automatically increase or lower Event severity
Alternative Frequency Percentage %
Strongly agree 5 17.0
Agree 11 61.0
Disagree 3 22.0
Total 18 100.0
25

Source: Field Survey, 2022
The table above indicates that 17% of the respondents strongly agreed that SCEM used can
automatically increase or lower Event severity, while 61% agreed and 22% disagreed.
Relationship Between Credit Facility And Performance Of The Event Management In
Kathmandu, Nepal
Table 7: The industry of the firm affects access to finance
Alternative Frequency Percentage %
Strongly agree 13 72.0
Agree 2 11.0
Disagree 4 17.0
Total 18 100.0
Source: Field Survey, 2022
The table above indicates that 27% of the respondents strongly agreed that The industry of the
firm affects access to finance, while 11% agreed and 17% disagreed.
Table 8: The firm’s collaterals affects access to finance
Alternative Frequency Percentage %
Strongly agree 13 66.0
Agree 3 17.0
Disagree 3 17.0
Total 18 100.0
Source: Field Survey, 2022
The table above indicates that 66% of the respondents strongly agreed that the firm’s collaterals
affects access to finance, while 17% agreed and 17% disagreed.
Table 9: The legal status of the firm affects access to capital
Alternative Frequency Percentage %
Strongly agree 5 17.0
Agree 11 61.0
Disagree 3 22.0
Total 18 100.0
Source: Field Survey, 2022
26

The table above indicates that 17% of the respondents strongly agreed that the legal status of the
firm affects access to capital, while 61% agreed and 22% disagreed.
Results and Discussions
The Relationship Between Management Skills And Performance Of Event Management
The study's goal was to find out how excellent supply chain network management may help with
cost control. Appropriate material cost management, accountability and transparency in
accounting records, and effective interaction with suppliers, which allows for timely material
delivery, were all cited by respondents. This is in line with Tan's findings, which claim that
business growth and management skills, as well as general management and interpersonal skills,
are the most in need of improvement. The organization's main talent, according to the report, is
its ability to develop and manage the company's overall supply strategy. This is in line with
studies by Pearson and Gritzmacher, who assert that a company's supply management
capabilities must be enhanced before it can have a strategic direction (Pearson and Gritzmacher,
1990).
The Relationship Between Supply Chain Networks And Performance Of Event Management
The study's purpose was to figure out which aspects of supply chain networks had an influence
on businesses. Among the categories highlighted by respondents were technical skill
development, firm development, expertise management, market trend monitoring, general
business management, and interpersonal skill development. This is in line with the literature
cited by Carr and Smeltzer (2000), who state that certain skills are especially important in
strategic supply management, such as the ability to monitor and interpret supplier market trends,
general management skills like decisiveness and interpersonal skills, and technical skills to assist
suppliers in improving their processes and products. The goal of the research was to determine
27

the positive effects of supply chain networks on firms. Profit maximization, enhanced business
growth, decreased operational expenses, increased efficiency, and better business management
were all noted by respondents as good benefits. This is in accordance with Pedro and Martnez's
(2001) findings, which assert that supply chain networks offer value in the area of cost
management, and that excellent control of manufacturing input costs saves the company money
that flows straight to the bottom line profits.
The Relationship Between Credit Facility And Performance Of The Event Management
The study's goal was to figure out what factors impact an organization's capacity to obtain
financial credit. The most crucial characteristics, according to the study, are the firm's location
and industry. The study also discovered that the firm's size and age are important determinants.
The research also tried to determine the elements that influence the organization's access to
capital in terms of human capital and other assets. The study discovered that the location of the
business, its industry, its size, and its age are the most important determinants. Finally, the study
sought to determine how well a firm fared in relation to its capacity to secure credit facility
funding. The study discovered that favorable stock returns, strong investment returns, and big
earnings are the most important results. This is in line with Chowdhury's research, which claims
that attractive lending terms including enough loan amounts, low interest rates, and flexible
repayment schedules assist SMEs have enough cash on hand to manage their working capital
operations. It also helps them enhance their performance since they may always reinvest their
profits to produce more income, so raising their return on capital employed.
AC 3.3: Conclusions and Recommendations
Conclusions
28

The findings show that there is a link between managerial skills, supply chain networks, credit
facility availability, and the success of event management firms in Nepal. These businesses want
to ensure that all aspects of performance are assessed on a regular basis in order to develop
strong brands that will help them stay in business for a long time and generate profits. The
research was a success in terms of reaching its objectives. The study's major goal was to look at
the elements that influence the success of event management businesses in Kathmandu, Nepal.
The study's three (3) specific objectives of determining the factors affecting event management
companies in Kathmandu, Nepal, and the impact of these strategies on performance measures
were all met.
Recommendations
i. Nepalese event management firms that have not adopted appropriate event
management techniques. As a result, it is suggested that these organizations
strengthen their management abilities in order to improve their overall performance.
ii. The study recommends that event management businesses in Nepal implement
ongoing training programs to improve their understanding of company growth and
expose them to current trends that change on a daily basis.
iii. The research also encourages event management firms to band together and build
networks that can be utilized as a marketing platform for their company.
29

iv. Finally, the report recommends that businesses develop business networks that would
allow them to get loans not just from commercial banks but also from microfinance
institutions. This will ensure that they have sufficient funding to build their company.
TASK 4
AC 4.1: A review of your own skills using personal reflection and feedback.
Professionalism
What can I do to make things better? Is there
a way to accomplish it effectively? To
improve total knowledge and skill
development, one must guarantee that fear,
which is a big element impacting my
professionalism abilities, is entirely erased.
Reading keeps me informed and expands my
horizons. It can aid in the development of
critical thinking skills. I decided to establish a
30

goal for myself.
Problem solving
What is the problem? What is the cause?
What effect has it had on the Research? What
is the way out? What should be done if it
occurs again in future? In order to provide
answers, I ensured that worked on my
problem solving through reading textbook,
personal meditations which enable me to
solve the problem at hand.
Communication Skills
How much of modern day technologies can I
use? For what purpose can they be used for?
How would I rate the ability to use them
effectively? I was about to improve my
communication skills and this is done through
effective listening to people’s opinion for the
purpose of building my communications
skills.
Technical skills What technical abilities do I possess? What
role do they play in the event management?
How can I ensure that people have faith in
their data? What are my options for managing
website content, social media accounts, and
promotional activities? As an event planner, I
was able to get familiar with new
technologies which are necessary for the
management of an event management
company. This has prepared me for a more
dominant position in the industry
31

AC 4.2: Recommendations on ways to improve your personal skills while undertaking
research.
When I compare my progress and accomplishments to my established targets, I can clearly
declare that restrictions have been broken and that I've been able to enter into more Jurisdictions
than I had anticipated. My services to the organization have provided me with a new chance. It
has elevated my status inside my present company and offered me with fresh opportunities
outside of it. With my abundance of ideas, I've been able to contribute innovatively via devotion,
agility, teamwork, and management service, all with the purpose of accomplishing organizational
goals and objectives.
No company wants to keep an employee who isn't meeting his/her quota for contributions to the
company. The capacity to apply my problem-solving and analytical talents to guarantee that
imminent problems are identified and appropriate solutions are offered has been a significant
step forward and consequence of my personal strategy. One of the major accomplishments and
consequences of my personal strategy is demonstrating resourcefulness in times of adversity by
utilizing my professionalism in event management. My goals are SMART enough to have
improved my developing vision, as well as my personal plan activities and objectives, and the
plan I chose for my private plan supports the organization's vision and strategy.
AC 4M1: Plan to improve my own research skills.
What will I do? (Tasks) When will I do it? How will I feel I have
completed the task?
Reviewing and getting more
knowledge from various
source on problem solving
Getting enough knowledge
and improved problem
solving skills that has huge
32

skills
These duties have to be
completed within a certain
amount of time.
impact on my personal
development
Asking questions about new
discoveries
A balance portfolio of
updated knowledge that
informs positively my
decision making
Asking for feedback on task
conducted
Keeping records of feedback
and changes in my behavior
positively
Maintaining cordial
relationship member of the
company
Improved relationship that
promote spirit of togetherness
in the business.
Working directly with a
superior member
Learning from experience
that enhance my problem
solving skills
Team player and problem
solver
Playing an integral role in
ensuring that the objective
and goals of the team is
attainable
Attending meeting and
seminars
Keeping records of key
information that facilitate
quick attainment of the
business goals and objectives.
33

REFERENCE
Barney J. and Hesterly, W. (2012). Strategic management and competitive advantage: Concepts
and cases (4th ed.). New Jersey: Pearson.
Carter, J. R., and Narasimhan, R. (1996). A Comparison Of North American And European
Future S Trends. International Journal of Purchasing and Materials Management, 32 (2), pp.
12-23.
Carr, A. S., and Pearson, J. N. (2002). The Impact of Purchasing and Supplier Involvement on
Strategic Purchasing and its Impact on Firm’s Performance. International Journal of Operations
and Production Management, 22(9/10), pp. 1032-1055.
Ellram, L. M., and Carr, A. S. (1994). Strategic Purchasing: A History and Review of the
Literature. International Journal of Purchasing and Materials Management, 30 (2), pp. 10- 18.
34

Jüttner, U. (2005). Supply Chain Risk Management - Understanding the business requirement
from a practitioner perspective. The International Journal of Logistics Management, 16, 1, pp.
120-141.
Kilkenny, S. (2011). The Complete Guide to Successful Event Planning. (2nd Ed.). Ocala
Florida: Atlantic Publishing Company.
Kotzab, H., Seuring, S., Muller, M., and Reiner, G. (2005). Research Methodologies in Supply
Chain Management. Germany: Springer.
Lepak, D. P., and Snell, S. A. (1999). The Human Resource Architecture: Toward a Theory of
Human Capital Allocation and Development. Academy of Management Review, 24(1), pp. 31-50.
Nagy, J. (2010). Types of Supply Chains and tools for management. Doctoral dissertation,
Corvinus University of Budapest
Pearson, J. N., and Gritzmacher, K. J. (1990). Integrating Purchasing into Strategic Management.
Long Range Planning, 23 (3), pp. 91-109.
Peteraf, M., and Barney, J. (2003). Unraveling the resource-based tangle. Managerial and
Decision Economics, 24(4), 309–323
Richey, R. C., and Klein, J. D. (2007). Design and Development Research: Methods, Strategies,
and Issues. New Jersey: Routledge.
Silvers, J. (2003). Professional Event Coordination. New York: Wiley and Sons.
Stillwell, J. C. H., and Clarke, M. (2011). Population Dynamics and Projection Methods. UK:
Springer
Tan, K. C. (2001). A framework of supply chain management literature. European Journal of
Purchasing and Supply Management, 7 pp. 39-48.
Vorhies, D., and Morgan, N. (2005). Benchmarking marketing capabilities for sustainable
competitive advantage. Journal of Marketing, 69(1), 80–94
Whitson and Horne, 2006
35

QUESTIONNAIRE
Dear respondent, this questionnaire was created to assist me in gathering information on the
topic “A CRITICAL ANALYSIS OF FACTORS AFFECTING THE OVERALL
PERFORMANCE OF EVENT MANAGEMENT COMPANIES IN KATHMANDU,
NEPAL”. Your honest and objective response to the questions will be highly appreciated, please
be assured that the response provided are purely for academic purpose and your information shall
be strictly confidential.
Thanks in anticipation.
36

Instruction: Pls. tick any option that applies to you
RQ1: What is the Relationship Between Management Skills And Performance Of Event
Management In Kathmandu, Nepal?
1. How has proper management of the supply chain network added value in the area of cost
management? Very high [ ] high [ ] Low [ ] Very low[ ]
2. How has proper management of the supply chain network added value in the area of
corporate revenue realization? Very high [ ] high [ ] Low [ ] Very low[ ]
3. General management and interpersonal skills Very high [ ] high [ ] Low [ ] Very low[ ]
RQ2: What is the Relationship Between Supply Chain Networks And Performance Of
Event Management In Kathmandu, Nepal?
Indicate how you agree or disagree with the statement below on the Relationship Between
Supply Chain Networks And Performance Of Event Management. SA- strongly agree, A-
agree, D- disagree
S/N ITEM SA A D
4 The supply chain management system (SCEM) in place can
recognize the impact of events within the larger context
5
5
The SCEM in place monitors and analyses systems across
differentsupply chain segments
6 The SCEM used can automatically increase or lower Event
severity
RQ3: What is the Relationship Between Credit Facility And Performance Of The Event
Management In Kathmandu, Nepal?
Indicate how you agree or disagree with the statement below on the Relationship Between Credit
Facility And Performance Of Event Management. SA- strongly agree, A- agree, D- disagree
S/N ITEM SA A D
37

7 The industry of the firm affects access to finance
5
8
The firm’s collaterals affects access to finance
9 The legal status of the firm affects access to capital
38