会展实务英语 目录
Unit 1 HOW to Conduct a Productive Effective and Interesting Meeting
UNit 2 Get Ready for an Exhibition
Unit 3 How to Organize a Convention
Unit 4 How to Win a Bidding
Unit 5 How to Plan an Event
…………
Unit 10 Event Office Documentation
References
会展实务英语 节选
nbsp; 言
由于目前高等院校会展系列教材中还没有实务型的英语教材，我们主编的该系列
教材中除了先期出版的《会展英语》外，还增加了本册《会展实务英语》，以及后续
将要出版与之相配套的《会展礼仪与文化》，主要目的是弥补高校课堂内重概念理论
而轻实践操作的不足。
本册《会展实务英语》由10个单元构成，每个单元的课文由多个部分组成整体，
文后都选编了翻译和操作实践练习。各单元内容主要是有关会议会展的组织及参与的
操作过程，包括会议的组织准备，会议安排接待，会上该做什么和不该做什么，如何
做会议记录，闭会及会后相关事宜等。由于会议只是会展中的一小部分，本书重点放
在展览上。除了第1单元外，其余9个单元都是有关展览的操作过程，包括参展和办
展的前期准备，国际会展注意事项；如何在会展投标中获胜；如何进行会展策划与预
算；如何编写会展手册；如何把握会展生命周期各环节；如何设计制作和悬挂会展标
识语及如何撤展；如何进行展后评估；如何进行会展文档管理等。
为了方便学习者阅读，我们每个单元都挑出了核心术语及其对应的汉语意义并置
于文后。
本书适用于大中专院校会展经济相关专业学生，成人教育学员以及会展方向从业
人员。
本书试图履行“实务”的宗旨，但由于资料和编者的水平有限，还有诸多不尽如
人意的地方，希望读者批评指正。
编 者
2007年12月
Unit4 How to Win a Bidding
This unit tells how to:
Conduct a feasibility study
Evaluate the feasibility of a corporate event
Use the corporate event feasibility tools
Prepare a proposal/quotation
Part A Preparation
The three areas--feasibility, bidding, and proposals--are examined simultane-
ously, as they are often intertwined and they represent time and resource commit-
ments to an event. The corporate event manager needs to know how to efficiently put
together the three documents related to these three areas. In the past, the corporate
event manager rarely had to submit a proposal. However, the global movement to-
ward management by projects means that the event team has to compete for funds
with the other projects in the company. This requires the event office to conduct a sol-
id, fact based feasibility report for the proposed event.
The project initiation which phases in corporate event project management an-
swers two questions: Is the event feasible? Is this the correct approach to achieve the
desired results? The output of this phase becomes your specific plan for the corporate
event.
It is rarely possible to have a full dress rehearsal of an event to determine if the
event is feasible and if the elements work together to achieve the desired
goals. Therefore, it is important to conduct a feasibility study and report the results
to the event stakeholders. An event feasibility study is a detailed exploration of the al-
ternatives for an event to ensure that the event meets the client's objectives. An out-
come of a feasibility study is the event proposal. An event proposal is a detailed recom-
mendation for an event.
Role of the Event Manager
With the change in focus of organizations to outsourcing and yet at the same time
creating a corporate event office, the event manager may have three roles.
Event initiator The corporate event manager suggests events for approval by
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.
