My. Question:

Do you think that finding someone well versed would be financially feasible? Having someone that has experience can be more expensive unless they are willing to volunteer. I think for a financial perspective, finding interns or someone that is a new graduate looking to gain experience is more feasible? They can also have the most innovative options and are motivated to gain experience and good grades. What other options would help them reach their goals while staying within the parameters and not causing more financial stains?

Reference: please use the below part to give your answer

Introduction

One area with its share of problems is the events and celebrations sector, which cannot rely on guesswork to succeed. In contrast, due to the temporal nature of most events in this field, it is essential to put in the time, energy, and focus right from the start of the creative process. That preparedness has to grow as the operation progresses to keep up with the rapid rate at which reactions and developments are evolving. Reputation for those occasions will be impacted by any surprises, pleasant or negative, that exceed expectations. Particularly those that occur regularly and necessitate close cooperation between different departments, strong leadership, familiarity with cutting-edge management techniques, creative problem solving, the ability to work under pressure, good change management, and the ability to capitalize on opportunities presented by unexpected developments (Schler & Mller-Seitz, 2013). The issue facing the 1993-1994 Atlantic Waterfowl Celebrations is the focus of this week's case study (AWC).

Identify the real root problem of this case.

The Atlantic Waterfowl Festival had problems due to the lack of visitors and the insufficient funds they could generate (Fullerton, 1995). Another thing holding the organization back is that it hasn't been able to keep growing and succeeding for very long. In addition, poor employee retention and ad hoc assignment of jobs and responsibilities have been significant obstacles to the organization's ability to maintain business. Finally, one of the critical problems is that the organization was in a disastrous financial state due to a lack of resources and financing.

Diagnose the fundamental cause(s)

The most important factor contributing to the issue, which ultimately resulted in lower revenues, is the shift of executive members in AWC, which generated a fault in the leadership structure, and the alternative system was dedicated to the regulations. Lack of well-studied strategies for the 1994 celebrations in a manner worthy of them; lack of adequate support for marketing campaigns; poor communication; and failure of sales strategies represented in high ticket prices; all contributed to their low and ineffective performance. This points to the administration's ignorance, inability to manage their human resources effectively, and the apparent difficulties in determining who is responsible for what when planning and executing festivities. In addition, they did not know that a project's life cycle consists of four stagesinitiating, planning, implementing, and finally reviewing the project's progress. The lack of equipment wasn't the only obstacle; debts and financing that weren't sufficient to support the period's celebration were also factors (Fullerton, 1995).

Possible alternatives available to the partners

Poor executive management, brought on by a change in leadership, appears to blame for the case study of AWC's failure to meet expenses with proceeds from the festivities. This gap widens over time and prevents the organization from paying off its obligations. One possible alternative is to select someone already well-versed in this area of expertise. In addition, the marketing of events is essential to the success of the celebrations and events business. More people will attend if the circumstances are more extended, are more extensive, and feature more varied activities. Pick a time when everyone will be in the mood to celebrate and have a good time, and have sponsors and success partners chip in to cover the costs in exchange for advertising.

Evaluate their plan of action (decision/implementation)

The management of AWC can help by hiring a seasoned project manager to organize the party. The most important use is enhancing the company's learning and knowledge curve through lessons acquired from prior celebrations. Other benefits include better communication targeting through accurate stakeholder identification and better resource planning and gathering. In my perspective, AWC has every quality that makes for an SMP. But on the other hand, I think the celebration project needs several features available in large and complex projects to be successful, despite its charitable nature, including clear role and responsibility descriptions of all involved individuals, defined project plans and budgets, and more risk-control measures. In addition, volunteers with relevant experience should be included (Jessen, 2010).

State the importance and relevance of the case to the study of business

A company's future success can be mapped out with a well-defined mission, goals, and strategic action plan. The lack of clear duties, a lack of communication, and other fundamental problems plagued AWC. Everything about the building seemed flawed. Thus, the final result will be a defunct endeavor. Project managers and other business experts might learn how to anticipate and head off potential obstacles from this scenario. To assist overcome obstacles, listening is equally as important as speaking. During a period of transition, this could be crucial to future development (Schultz, n.d.).

References

Fullerton, G.L. (1995).Atlantic waterfowl celebration.Acadia Institute of Case Studies. Acadia University. School of Business Administration.

https://my.uopeople.edu/pluginfile.php/1585798/mod_book/chapter/345444/U3%20atlantic_waterfowl.pdf?time=1633550019904

Jessen, S.A. (2010).Project leadership -- Step by step: Part I. Bookboon.com

https://bookboon.com/en/project-leadership-step-by-step-part-i-ebook

Schler, Elke & Mller-Seitz, Gordon. (2013). From Event Management to Managing Events. Managementforschung. 23. 193-226.10.1007/978-3-658-02998-2_6.

https://www.researchgate.net/publication/259117550_From_Event_Management_to_Managing_Events/citation/download

Schultz, M. (2016, October 26).4 steps to overcoming sales objections.

https://www.rainsalestraining.com/blog/4-steps-to-overcoming-sales-objections