Taking a Gamble

A major casino developer organized a televised launch for his billion-dollar resort and contracted with an independent Event Manager to research, design, plan, coordinate, and evaluate this important project. The independent Event Manager also took a huge gamble with his client as he planned and executed this corporate product launch. First, the client did not arrange for the proper permits for a pyrotechnic display, and this required that the Event Manager had to hold innumerable meetings with the fire department as well as the pyrotechnics operators. In addition, the last pyrotechnics display had caused injuries and left debris all over the event area. Therefore, the Event Manager needed to work closely with the fire department to provide the necessary assurances that this would not happen again.

Next, on the day of the major event, a man who identified himself as the chief steward of the drapery motion addressed the Event Manager. According to the steward, the Event Manager had not used union labor to hang a large red grand-opening bow, and now he would have to pay exorbitant penalties and fines. After further negotiation, the Event Manager agreed to hire members of the union to observe the bow, and they were paid even though they did not perform any work.

Finally, the independent Event Manager received a telephone call from a firm that had also bid to produce this corporate product launch. The other firm claimed that the Event Manager stole their original ideas and demanded compensation or threatened a lawsuit. According to the other firm, the Event Manager used an Aladdin's lamp as a prop, and this was in the proposal they submitted during the bidding process.

Most of the problems listed in this case study could easily have been avoided. The Event Manager should have required in his contract with the client that all usual and customary permits be provided by the client no later than three weeks before the event dates. In addition, the Event Manager should have investigated the union requirements thoroughly and transferred any oversights to the client. Finally, the Event Manager should have required the client to state in writing that all ideas that were provided for the event (including the Aladdin's lamp) by the client were the sole creation and property of the sponsoring organization (the client's organizations).

QUESTIONS

How does the Event Manager protect the image and corporate brand when producing a corporate

product launch?

What legal and ethical issues are typically present in corporate product launch events that may not

be as critical in other types of events, such as social life-cycle events?

How does the Event Manager know to whom to report in the corporation and to whom to turn when

he or she has a question or needs a decision made?

Adopted from:

Goldblatt, J. (2005). Special events: Event Leadership for a new world. 4th Edition. Wiley: Hoboken, New Jersey