senior management of the division Or corporation. In the project-based corporation this
method will be standard for all departments. Events, just like other projects, will
have to meet the selection criteria of the company.
      Event partner  Each participating organization sends its event manager or a core
team to become part of the' overall event team. The various hospitality events sur-
rounding the Olympics were an example of this organizational process.
      Event assessor  When the corporate event management is completely outsourced,
the organization has to assess the 'viability of the event and monitor its progress. In all
these situations, the organization has to understand event feasibility and proposals.
      The event manager may be in one of two positions when considering bidding. The
manager may submit a bid or'proposal, or may create a request for proposals (RFP)
and assess the results.
Part B  Feasibility Study
  A formal feasibi“ty study is generally done for larger events．The major purpose
of a feasibi“ty study is to provide a choice of varioUS models for the event and to pres—
ent the cost and benefits of each．The outcome is a decision-making document on
which the pros and cons of the event can be assessed．In the case of an internal propos—
al，  the feasiblity study shOHld address all the known selection criteria．Items below
show the headings that may be used in a study．
    Introduction：  Description of the goals of the study and the obj ectiVes of the
event as well as how they fit with the strategic 0bjeotiyes of the sponsor or c“ent；
  Choice of time and place；
  Factors in the choice of site／venue，  including financial and po“tical ones；
  口Draft of suggested places；
  口Factors in the choice of date；
  口Logistics；
  口Sourcing；
  口Transportation；
  口Estimating proj ect cost；
  口Revenue；
  口Funding sources--department budgets，partnering sponsors，  foundations；
  口Payment schedule or funding transfer；
  Invtation or ticket distrution；
  Registration, ticket scaling;
 Event contents
 Event options or models;
 Comparison of event models
 Administration, including contracting and organizational structures
 Assessment of similar events
 Recommended options
 The next steps
 Attachments
 Model matrix
 Overall flowchart;
 Draft schedules
 Draft budgets
      The most important section of the event feasibility study is the comparison of the
event models. This section will necessarily contain some approximation, but it can
give a quick overview of the points made in the study. The comparison must use the
same aspects of the event and they must be a like comparison, that is, "apples with
apples."
      An option or event model matrix, with the type of event across the top and the
elements of the event down the side, allows a quick comparison. These elements may
be primary costs, target audience, promotion opportunities,  possible partners or
sponsors, and significant risks.
     Visualizing the event is an important part of a feasibility study, and any graphs,
photos, videos, or charts can help. The two major constraints of event management
need careful attention. Time is shown by the schedule and choice of date, and the ven-
ue is illustrated by a location map, site plan, or floor plan.
Flow of Corporate Event Documents
     Time and tasks can also be visualized by means of a flowchart. This will help es-
tablish the sequence of tasks and their primary dependencies.

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