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Haas Retreat 2006. Building An Annual Calendar And Event Planning. Why Build an Annual Calendar. Great view of holes in your plans – both by theme and time period Allows enough time to address holes Creates a outline for each board meeting

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Haas Retreat 2006

Building An Annual Calendar

And Event Planning


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Why Build an Annual Calendar

  • Great view of holes in your plans – both by theme and time period

  • Allows enough time to address holes

  • Creates a outline for each board meeting

  • People work towards deadlines and planning ahead helps establishes deadlines

  • Allow sufficient time for milestones or sponsor and partners contacts

  • Event co-promotion: web, acveta, email and at events

  • Identify areas where alumni office assistance is needed so they have enough time to assist

  • Allow time Avoid event fatigue – helps avoid a calendar of all the same types of activities or too many close together


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Balance Activities Types

  • Cash Generating Events

  • Professional Speakers

  • Wine & Food Events

  • Money Losers

  • Bar Nights

  • Dean’s / Professor visits

  • CAL and Other Joint Events

  • Outdoor/ Family events

  • Sports/ School Spirit


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Balance The Year

  • Free or low-cost activities and higher ticket events

  • Look at holidays to avoid

  • Avoid conflict with Major sports events - Or make them an event itself

  • Talk to potential event partners months ahead


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Our Annual CalendarScary when Empty



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Our Annual Calendar Annual Events


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Our Annual Calendar Partner Events


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Our Annual Calendar fill the holes


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Choosing Speakers and Topics

  • Review History of Successful Events

  • Look at other HAAS chapters

  • Speak to other Alumni Organizations

  • What Topics are Hot in the News?

  • Talk to Alumni Office About Available Professors or Alumni (road trip for prior successes)

  • Before Proceeding Make sure you have enough interest on your Board


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Event Budgets

  • Determine Profit goals

    • Make Money or Break Even or Spend Excess Reserves

  • Look at Variable Costs Separately from Fixed Costs

    • Per person food and drink, parking, name tags, acveta fees, etc

    • Venue, speaker gifts, A/V, comps, etc

  • Budget for Sponsor donations

  • Estimate Attendance and set price


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Partnering With Other Organizations

  • Partner with CAL Alumni, Boalt Alumni, or UC Alumni

  • Partnering with other Business Schools

  • Partnering with Professional organization and associations


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Sample Event Plan – New Student/ Recent Grad Receptions

  • Event History

  • Budget

  • Geography

  • Secure Sponsorships (N/A for this event)

  • Calendar Constraints

  • Promotional Timeline

  • Responsibilities


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– New Student/ Recent Grad Reception Event History

  • Annual attendance from 43-90 people

  • Budget of up to $300-400 for FBTT (food beverage tax and tip)

  • We pay for food and 1st drink / pitchers

  • Prior Years

    • 2001 June 27th El Torito Grill Beverly Hills

    • 2002 June 19th El Torito Grill Beverly Hills

    • 2003 June 18th Q’s Brentwood

    • 2004 June 23rd Madame Wu’s Fairfax

    • 2005 June 29th H. Hamlet Brentwood

    • 2006 ??


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Shift in Demographics

  • Alumni are mostly 310,213, & 323

  • New admits are mostly 626 with many 909, 714 & 949


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New Student/ Recent Grad Receptions Calendar Constraints

  • Commencement UG’s May 14/ MBA’s May 21

  • LA Alumni Board meeting June 14th

  • Alumni Annual Retreat June 23-25

  • Cal So UG transfer Orientation June 29th

  • UG summer school Session begins July 6th

  • Alumni Office Request for as late as date a possible to allow for promotions





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New Student/ Recent Grad Receptions -Ideal Timeline

  • Feb Finalize date and location

  • March Invitations with HAAS Acceptance Letters

  • Apr

    • Deadline for article in Haas Week newspaper

    • Website with all locations and dates across the country

    • Begin 1 line mention of event in emails for other events

  • May

    • Begin email campaign of single event emails

    • Assign phone call invites

  • June

    • Complete Phone calls 3-7 days before event

    • Final Email Reminders

    • Registration Confirmation Reminders


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Event Responsibilities - Ideal

  • Event Champion – overseas all aspects

  • VP Event Logistics – contracts with venue

  • VP Communications – Promotions

  • President – general remarks to the group (and trivia game)

  • Secretary – Name Tags/ Acteva registration

  • Membership/ Outreach – handles distribution of phone tree


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Venue Selection Basics

  • Geography – the right part of your promotional region

  • Easy Freeway access

  • Parking Constraints

  • Room Sizes/ Configurations (70%/150%)

  • Ambient Noise

  • Where are Other Groups Holding Events?

  • Everyone in our chapter suggests venues, but unless there is a personal relationship negotiations are handled by 1 person.


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Venue Selection: Sell the idea of working with HAAS

  • Quality group of potential clients with high disposable incomes

  • Emails, web page, etc will be in front of thousands of people

  • Venue listed as an event sponsor and include their logo and a few lines of text describing the place

  • We are coming on a slow night and represent incremental profit, even if our margin will be lower than their normal or average


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Every venue has a different negotiations strategy, but generally:

  • Hungry venues negotiate more than city hot-spots. Choose places that appreciate your business

  • Downtown lunch spots at Dinner, New Hotels, Weeknight at Restaurants

  • Private Clubs, Banks, Book stores, Wine stores, Party spaces, Gyms & dance studios


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Every venue has a different negotiations strategy, but generally:

  • Room rental fees can be waived

  • Audio visual equipment must be specified BEFORE contract negotiations are complete or the venue will gouge you. Many add tax and tip to these fees as well. Some charge a plug fee or set up fee for outside A/V equipment. This can be waived if negotiated prior to contract signing


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Every venue has a different negotiations strategy, but generally:

  • Food prices are negotiable & menus can be altered to fit the budget. Pasta & antipasto buffets cost less than seafood. If you do not see a menu that fits your budget – tell the venue what you would like to spend & eat

  • Prices should either be clearly indicated as inclusive – meaning tax & tip are included, or ++ (plus plus) meaning you have to add tax and tip to the quoted price


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Every venue has a different negotiations strategy, but generally:

  • Tips should not be negotiated – even when the amounts are too high. If you get the venue to reduce the tip they cut the amount from the portion the staff keeps, and service levels plummet


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Every venue has a different negotiations strategy, but generally:

  • Dessert prices – offer to bring in dessert and pay a plate fee. It is often less money than buying a house made dessert. Plate fees are negotiable and can be waived


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Every venue has a different negotiations strategy, but generally:

  • Drink: We know that our events average between 1.1 - 1.3 drinks per person, because after each event we review the bar totals

  • We want to know this even if we are not paying the bar tab ourselves – because we can tell a venue to expect this amount of revenue. Hotels generally require a bar guarantee for each bartender or each bar set up. This is part of their profit for the event, and should be taken into account for negotiations and or costs


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Every venue has a different negotiations strategy, but generally:

  • Outside wine and corkage fees – negotiable especially when you are spending enough on the meal. For our annual wine maker dinner the corkage is waved because we purchase 60-85 multi course dinners on a weeknight when they are quiet.


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Every venue has a different negotiations strategy, but generally:

  • Deposits: We never put down a non-refundable deposit before people are signed up for an event.

    • Excuses – can you resend the contract – I have misplaced it

    • Our board meeting is next week – we’ll get approval then



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