Runway Fashion Event Planning

Runway Fashion Event Planning

According to Allen (2013), an event refers to an occurrence held at a designated or predetermined time and place. In most cases, events such as runway fashion demand human agent participation. Strategists categorize events as chains of developments affecting future and past occurrences. On the other hand, project managers utilize the term ‘event’ to announce the attainment of a milestone. In fact, events define a particular period when the organizers met their goals and objectives, hence a completion of a task at hand.

Contrastingly, event management is a concrete description of a function requiring public assembly for celebration, marketing, or reunion of people. It is a process that entails design, planning, and coordination of distinct events. Essentially, event planners examine this for an amalgamation of budgets, performance, people, and ideas. Notably, there is a special events concept deeply rooted in culture or leisure arising from non-routine activity, thus its absolute distinction from the normal day-to-day events. Motivations, enlightenment, and challenges motivate special event holders since they intend to enrich personal experiences and to entertain particular groups of people. Strategic planning and management of a runway fashion show call for catering of multiple nuances for a perfect atmosphere.

Goals and Objectives

The strategist ought to identify the aims and objectives of a runway fashion event from the start. In this way, he will establish a foundation for effective decision making and successful event management. A failure to set realistic goals renders the future plans impossible (Slack, 2015). Therefore, it is recommendable for the planners to have a clear vision in mind prior to making decisions on how to accomplish it. Clearly, planning is a fundamental part of a runway fashion project management strategy. Besides, the setting of objectives necessitates the identification of the man fashion event traits for a clue on understanding the project management business. Most importantly, the strategist and organizers must acknowledge the role of a project objective outline.

The runway fashion show has three goals. First, the models should display the latest trendy clothes and designer footwear to the interested parties in the fashion industry. Secondly, the event must conceive a perfect stylish environment for smooth flow of operations during the show. Lastly, by the end of this event, an upwards of 150 distinguished guests should successfully be catered to.

On the other hand, the objectives of this runway fashion shows include contacting all reputable regional designers, clients, and other interested parties to guarantee a healthy attendance. Second, the strategist should conduct an extensive market research regarding the latest fashion trends. In this way, he will create a stylish environment for the benefit of all the attendees. Lastly, the chosen location should accommodate more than 150 individuals and must have ample parking space. The project should cost $5000.

Feasibility

A feasibility study must point out the necessity of this runway fashion show for the planners and event organizers to be motivated. In most cases, feasibility studies highlight operations, marketing, and financial needs of a successfully executed fashion event (Jones et al., 2012). Specifically, the financial feasibility analysis determines if the runway fashion show will generate a surplus income after expense deduction. If the cost of holding it exceeds the expected revenue, a planner may recommend a budget scale down or project shutdown. While risk speculation is important, the strategy should propose mitigation measures and alternative plans for the show. Most importantly, it should outline an exhaustive evaluation of the project viability in the long-run for a comfortable attainment of objectives and goals.

The event cannot be successful unless the strategist and his team iron out of contentious issues with the client and designer. In turn, the project manager and designers must sign off the design to pave way for production. Advisably, the event planner ought to work closely with the venue owners to coordinate timely load in and load out schedules and to observe other applicable venue restrictions. On the other hand, the room design should be precise, realistic and themed on the event specifications. It ensures comfort and style, given that the media personnel will cover and showcase this event.

Operations and Show Flow

Before the arrival of guests and press, the event coordinator should work hand-in-hand with the marketing and public relations team on crowd accommodation and assignment of seats to distinguished personalities. It calls for the creation of a flow chart that indicates specific tasks to be conducted at particular time and individuals to execute them (Bramwel, 2014). In addition, the planner should supervise the tasks and general logistics throughout the day. For instance, he should attend model fittings with head dresser and seamstress to see the clothing, and witness accessory assembly. Ideally, the strategist and designer determine if the clothing fit the model and if adjustments are necessary.

In the West, fashion shows last for 20-30 minutes, where the designer lines up 65 looks or more depending on the scale of the event, the number of attendees, and models. In numerous occasions, each model changes the dressing up to three times, hence an uneasy feat considering the limited timeline. Therefore, the activities should be swiftly executable. I recommend that the strategists should organize multiple rehearsals for better preparation (Friedman and Scholnick, 2014). Preferably, the best case scenario is to incorporate two changes per model in one fashion show but unfortunately, most clients push for more displays for optimum profitability.

Measuring Event Success

The runway fashion event’s success is measurable in different ways. First, it lies in attendee satisfaction, especially if the goals included creating a positive experience (Jones et al., 2012). At the end of the show, the strategist should speak with guests to receive their feedback. Secondly, the monetary income indicates if all the invited guests attended and paid the due amount. If a dismal amount of money is raised, it is probable that the event was unsuccessful. Besides, the registered number of guests at the customer care desk shed hints realistic goals for future events (especially if this is an annual show). Today, the social media and press play an important role in measuring the runway fashion show success. For example, the young population is a targeted market for fashion and trendy outfits. Therefore, their social media posts regarding the event signal its reception and impact on the society.

In summary, it is clear that most runway fashion shows are tricky to organize. Getz (2012) argues that hiring an amateur event organizer can result in cost spiraling out of control but if the planner is experienced, it will be easier to contain the expenses within the budget limits. Besides, the show will be successful the strategist chooses the right audience, models, and venue. Since attendees look for quality service and best design products, it is critically important for clients to invest adequate funds in sourcing for the best planning skills to guarantee success.

Bibliography

Allen, J., 2013. Event Planning: The Ultimate Guide to Successful Meetings, Corporate Events, Fundraising Galas, Conferences, Conventions, Incentives and Other Special Events. London: John Wiley & Sons.

Getz, D., 2012. Event Management & Event Tourism. New York: Cognizant Communication Corporation, pp. 212-215.

Jones, B., Scott, D. and Khaled, H.A., 2006. Implications of Climate Change for Outdoor Event Planning: A Case Study of Three Special Events in Canada's National Capital Region. Event Management, 10(1), pp.63-76.

Bramwell, B., 2014. Strategic Planning Before and After a Mega-Event. Tourism Management, 18(3), pp.167-176.

Friedman, S.L. and Scholnick, E.K., 2014. The Developmental Psychology of Planning: Why, How, and When Do We Plan? New York: Psychology Press.

Slack, N., 2015. Operations Strategy. London: John Wiley & Sons, Ltd.