MARK5820 Events Management and Marketing
The Complete Study & Assessment Guide · T2 2026MARK5820 Overview
- UNSW Business School, School of Marketing
- Term 2, 2026
- a postgraduate course
- 6 Units of Credit
- an events management and marketing course
MARK5820 develops event purpose, environmental scanning, concept and experience design, stakeholders, operations, promotion, sustainability, evaluation and legacy. It is taught within UNSW Business School, School of Marketing. It is a postgraduate course. It carries 6 Units of Credit.
- Purpose governs design The event concept, audience, programme and evaluation should all serve a defined change or value proposition.
- The experience is operational Arrival, queues, access, service, safety and exit are part of the marketed promise.
- Sustainability needs evidence Claims require boundaries, procurement choices and post-event measures, not a green theme.
What you get in the full MARK5820 Study & Assessment Guide
- 9 chapters, 25 pages — every assessed topic, week by week
- 12 original practice questions, each with a model answer
- 9 worked examples, solved the way MARK5820 marks
- 17 computed figures, redrawn from the course’s own numbers
- Before-you-submit checklist for the Final event-evaluation report (30%) — what markers reward, what costs marks
Free on this page: assessment table, chapter map, one worked example, key terms, FAQ. The rest is in the full study & assessment guide.
How MARK5820 is assessed
| Component | Weight | Format |
|---|---|---|
| Team agreement and progress summary | 5% | Group project control |
| Event proposal | 25% | Group proposal |
| Lecture participation | 10% | Individual participation |
| Three case discussions | 15% | Individual case contribution |
| Project pitch | 10% | Project communication |
| Two peer evaluations | 5% | Peer contribution evidence |
| Final event-evaluation report | 30% | Individual report |
The current Course Outline assessment guide publishes team agreement/progress, proposal, participation, case discussion, pitch, peer-evaluation and final event-evaluation components totalling 100%.
What other students are asking about MARK5820
- Where can I find lecture notes or study guides for MARK5820 at UNSW?
- The MARK5820 study guide in AskSia Library covers Events Management and Marketing in 9 chapters, with the assessment table, a chapter-by-chapter topic map, key terms and a worked example, free to read on this page.
- Is there a final exam in MARK5820?
- No final exam is listed in the offering this AskSia Library guide is built from; MARK5820 is assessed by Team agreement and progress summary 5%, Event proposal 25%, Lecture participation 10%, Three case discussions 15%, Project pitch 10%, Two peer evaluations 5%, Final event-evaluation report 30%.
- What does MARK5820 cover on environmental scanning and the event concept?
- In AskSia Library's MARK5820 guide, the Environmental Scanning and the Event Concept chapter explains environmental scan · event concept · scenario · turn external evidence into design implications and scenarios.
- What does MARK5820 cover on stakeholders, governance and team accountability?
- In AskSia Library's MARK5820 guide, the Stakeholders, Governance and Team Accountability chapter explains stakeholder · event governance · team agreement · map interests and convert authority, responsibility and conflict into governance.
- What does MARK5820 cover on experience design, programming and servicescape?
- In AskSia Library's MARK5820 guide, the Experience Design, Programming and Servicescape chapter explains event experience · servicescape · touchpoint · coordinate programme, place and service touchpoints around audience needs.
Current MARK5820 dates
| Date | Item | Control |
|---|---|---|
| Term 2, 2026 | Confirmed UNSW offering | Official timetable lists MARK5820 in T2. |
| Week 11 | Final event-evaluation submission block | Current Course Outline pages control the exact submission time. |
Dates are as published in the current course materials. Confirm exact deadlines and submission settings in the live LMS.
What MARK5820 covers
Build the course in three arcs: Event Purpose, Types and Strategic Fit establishes the frame, Event Marketing, Positioning and Channel Integration deepens it, and Evaluation, Outcomes and Event Legacy tests the complete method.
Event Purpose, Types and Strategic Fit
event purpose · event portfolio · strategic fit · distinguish event type from the purpose and outcome it must serveDefine event purpose
The course material gives this chapter a concrete anchor: The official overview begins with event purpose and impacts in tourism and sustainable business contexts.
- Event purpose
- Event portfolio
- Strategic fit
- Applying event purpose
- Limits of event portfolio and strategic fit
Environmental Scanning and the Event Concept
environmental scan · event concept · scenario · turn external evidence into design implications and scenariosDefine environmental scan
The course material gives this chapter a concrete anchor: Week 2 planning material and the scanning template connect context to concept development.
- Environmental scan
- Event concept
- Scenario
- Applying environmental scan
- Limits of event concept and scenario
Stakeholders, Governance and Team Accountability
stakeholder · event governance · team agreement · map interests and convert authority, responsibility and conflict into governanceDefine stakeholder
The course material gives this chapter a concrete anchor: The 5% team-control task makes governance and project progress an assessed event-management skill.
- Stakeholder
- Event governance
- Team agreement
- Applying stakeholder
- Limits of event governance and team agreement
Experience Design, Programming and Servicescape
event experience · servicescape · touchpoint · coordinate programme, place and service touchpoints around audience needsDefine event experience
The course material gives this chapter a concrete anchor: Week 3 material develops event design after planning foundations.
- Event experience
- Servicescape
- Touchpoint
- Applying event experience
- Limits of servicescape and touchpoint
Event Marketing, Positioning and Channel Integration
event positioning · audience journey · integrated communication · connect target insight and position to content, channels and conversion evidenceDefine event positioning
The course material gives this chapter a concrete anchor: The event-marketing workshop focuses on point-of-presence strategies and integrated communication.
- Event positioning
- Audience journey
- Integrated communication
- Applying event positioning
- Limits of audience journey and integrated communication
Operations, Capacity, Safety and Contingency
run sheet · capacity · contingency plan · translate the event concept into timed, owned and safe deliveryDefine run sheet
The course material gives this chapter a concrete anchor: The schedule and Week 5 material move from concept into event delivery and marketing operation.
- Run sheet
- Capacity
- Contingency plan
- Applying run sheet
- Limits of capacity and contingency plan
Sustainable Events and Community Legitimacy
sustainable event · materiality · social licence · prioritise environmental and community effects through procurement, access and evidenceDefine sustainable event
The course material gives this chapter a concrete anchor: Sustainable-event guidelines provide a dedicated environmental and social planning surface.
- Sustainable event
- Materiality
- Social licence
- Applying sustainable event
- Limits of materiality and social licence
Event Proposal, Pitch and Feasibility
event proposal · feasibility · project pitch · integrate evidence into a feasible proposal and pitch that anticipates challengeDefine event proposal
The course material gives this chapter a concrete anchor: The 25% proposal and 10% pitch have separate roles in the current Course Outline.
- Event proposal
- Feasibility
- Project pitch
- Applying event proposal
- Limits of feasibility and project pitch
Evaluation, Outcomes and Event Legacy
event evaluation · attribution · legacy · build an evaluation that joins participant evidence, operations, stakeholder effects and counterfactual reasoningDefine event evaluation
The course material gives this chapter a concrete anchor: Week 10 lecture and Week 11 submission material make evaluation and legacy the final individual task.
- Event evaluation
- Attribution
- Legacy
- Applying event evaluation
- Limits of attribution and legacy
It is positioned as an events management and marketing course.
Assessment distributes team planning, live participation and peer accountability before an individual 30% evaluation report.
Assessment in MARK5820 is distributed as follows: seven current Course Outline components: 5% team control, 25% proposal, 10% participation, 15% case discussions, 10% pitch, 5% peer evaluation and 30% final report
The operational assessment conditions matter here.
The course culminates in the 30% individual event-evaluation report.
What makes MARK5820 demanding is concrete: integrating participant experience, operations, stakeholder legitimacy, risk and marketing into one deliverable event rather than a collection of promotional ideas
The ordinary course pass standard applies across the seven published components; current Course Outline and Moodle instructions control operation.
For enrolment planning, Consult the current official enrolment and eligibility controls for this offering.
Build the course in three arcs: Event Purpose, Types and Strategic Fit establishes the frame, Event Marketing, Positioning and Channel Integration deepens it, and Evaluation, Outcomes and Event Legacy tests the complete method.
Worked example · free
Stress-test a community event proposal
- 1Restate purpose, audiences and success criteria.
- 1Map arrival, dwell and exit capacities.
- 1Assign volunteer roles, escalation and contingencies.
- 1Turn zero-waste language into procurement and measurement.
- 1Define evaluation evidence and cancellation triggers.
Key terms
- Event purpose
- Defined change, experience or value an event is intended to create for named stakeholders. This chapter uses the concept when students distinguish event type from the purpose and outcome it must serve.
- Event portfolio
- Set of events coordinated to serve broader organisational or destination objectives. It helps explain the reasoning required to distinguish event type from the purpose and outcome it must serve.
- Strategic fit
- Alignment between event concept, organisational capability, audience need and wider goals. Its limit matters because a fashionable format cannot repair an unclear reason for staging the event.
- Environmental scan
- Structured review of political, economic, social, technological, environmental and legal conditions. This chapter uses the concept when students turn external evidence into design implications and scenarios.
- Event concept
- Coherent organising idea linking purpose, audience, programme, place and experience. It helps explain the reasoning required to turn external evidence into design implications and scenarios.
- Scenario
- Plausible configuration of uncertain conditions used to test a plan. Its limit matters because a PESTEL list has no planning value until each item changes a decision.
- Stakeholder
- Person or group affecting, affected by or holding a legitimate interest in an event. This chapter uses the concept when students map interests and convert authority, responsibility and conflict into governance.
- Event governance
- Decision rights, accountability and escalation through which the event is directed. It helps explain the reasoning required to map interests and convert authority, responsibility and conflict into governance.
- Team agreement
- Recorded expectations for roles, communication, contribution and conflict response. Its limit matters because visibility or sponsorship money does not define every stakeholder's legitimacy.
- Event experience
- Participant's unfolding cognitive, emotional, sensory and social encounter with the event. This chapter uses the concept when students coordinate programme, place and service touchpoints around audience needs.
- Servicescape
- Physical and sensory environment in which service and participation occur. It helps explain the reasoning required to coordinate programme, place and service touchpoints around audience needs.
- Touchpoint
- Specific interaction between participant and event before, during or after attendance. Its limit matters because a strong headline act cannot compensate for inaccessible arrival, unsafe waits or confusing information.
- Event positioning
- Distinct place an event aims to occupy for a target audience relative to alternatives. This chapter uses the concept when students connect target insight and position to content, channels and conversion evidence.
- Audience journey
- Stages through which a person becomes aware, considers, commits, attends and responds after an event. It helps explain the reasoning required to connect target insight and position to content, channels and conversion evidence.
MARK5820 FAQ
Where is the hardest reasoning in Events Management and Marketing?
Integrating participant experience, operations, stakeholder legitimacy, risk and marketing into one deliverable event rather than a collection of promotional ideas. MARK5820 develops event purpose, environmental scanning, concept and experience design, stakeholders, operations, promotion, sustainability, evaluation and legacy.
How does assessment work in Events Management and Marketing?
Seven current Course Outline components: 5% team control, 25% proposal, 10% participation, 15% case discussions, 10% pitch, 5% peer evaluation and 30% final report. The course culminates in the 30% individual event-evaluation report.
What form does the final assessed task take in Events Management and Marketing?
The course culminates in the 30% individual event-evaluation report. Seven current Course Outline components: 5% team control, 25% proposal, 10% participation, 15% case discussions, 10% pitch, 5% peer evaluation and 30% final report.
Which pass conditions apply in Events Management and Marketing?
The ordinary course pass standard applies across the seven published components; current Course Outline and Moodle instructions control operation. Seven current Course Outline components: 5% team control, 25% proposal, 10% participation, 15% case discussions, 10% pitch, 5% peer evaluation and 30% final report.
Which teaching period does this Events Management and Marketing resource cover?
It is aligned to Term 2, 2026; confirm your enrolled class and timetable in the current institutional system. Confirmed UNSW offering: Term 2, 2026; Final event-evaluation submission block: Week 11.
What should a student check before enrolling in Events Management and Marketing?
Consult the current official enrolment and eligibility controls for this offering. This resource covers Term 2, 2026. MARK5820 develops event purpose, environmental scanning, concept and experience design, stakeholders, operations, promotion, sustainability, evaluation and legacy.
Questions students ask in each MARK5820 chapter
- Why is it important to distinguish event type from the purpose and outcome it must serve?
- Distinguish event type from the purpose and outcome it must serve. The official overview begins with event purpose and impacts in tourism and sustainable business contexts. Chapter 01 · Event Purpose, Types and Strategic Fit
- What must survive the move required to turn external evidence into design implications and scenarios?
- Turn external evidence into design implications and scenarios. Week 2 planning material and the scanning template connect context to concept development. Structured review of political, economic, social, technological, environmental and legal conditions. This chapter uses the concept when students turn external evidence into design implications and scenarios. Chapter 02 · Environmental Scanning and the Event Concept
- What belongs in the structure used to map interests and convert authority, responsibility and conflict into governance?
- Map interests and convert authority, responsibility and conflict into governance. The 5% team-control task makes governance and project progress an assessed event-management skill. Person or group affecting, affected by or holding a legitimate interest in an event. This chapter uses the concept when students map interests and convert authority, responsibility and conflict into governance. Chapter 03 · Stakeholders, Governance and Team Accountability
- What must be brought together to coordinate programme, place and service touchpoints around audience needs?
- Coordinate programme, place and service touchpoints around audience needs. Week 3 material develops event design after planning foundations. Participant's unfolding cognitive, emotional, sensory and social encounter with the event. This chapter uses the concept when students coordinate programme, place and service touchpoints around audience needs. Chapter 04 · Experience Design, Programming and Servicescape
- Which links need evidence when students connect target insight and position to content, channels and conversion evidence?
- Connect target insight and position to content, channels and conversion evidence. The event-marketing workshop focuses on point-of-presence strategies and integrated communication. Distinct place an event aims to occupy for a target audience relative to alternatives. This chapter uses the concept when students connect target insight and position to content, channels and conversion evidence. Chapter 05 · Event Marketing, Positioning and Channel Integration
- What must survive the move required to translate the event concept into timed, owned and safe delivery?
- Translate the event concept into timed, owned and safe delivery. The schedule and Week 5 material move from concept into event delivery and marketing operation. Time-ordered operational record of activities, owners, cues and dependencies. This chapter uses the concept when students translate the event concept into timed, owned and safe delivery. Chapter 06 · Operations, Capacity, Safety and Contingency
- Which criteria should govern an attempt to prioritise environmental and community effects through procurement, access and evidence?
- Prioritise environmental and community effects through procurement, access and evidence. Sustainable-event guidelines provide a dedicated environmental and social planning surface. Event designed and governed to reduce environmental harm while supporting durable social and economic value. This chapter uses the concept when students prioritise environmental and community effects through procurement, access and evidence. Chapter 07 · Sustainable Events and Community Legitimacy
- What must be brought together to integrate evidence into a feasible proposal and pitch that anticipates challenge?
- Integrate evidence into a feasible proposal and pitch that anticipates challenge. The 25% proposal and 10% pitch have separate roles in the current Course Outline. Integrated case for purpose, audience, design, delivery, resources, risk and evaluation. This chapter uses the concept when students integrate evidence into a feasible proposal and pitch that anticipates challenge. Chapter 08 · Event Proposal, Pitch and Feasibility
- Which constraints shape the work needed to build an evaluation that joins participant evidence, operations, stakeholder effects and counterfactual reasoning?
- Build an evaluation that joins participant evidence, operations, stakeholder effects and counterfactual reasoning. Week 10 lecture and Week 11 submission material make evaluation and legacy the final individual task. Chapter 09 · Evaluation, Outcomes and Event Legacy
How to prepare for the assessments
Retrieve the course map, practise the recurring method—define event purpose, stakeholders and environment, translate insight into experience, operations and marketing choices, allocate delivery risk, then evaluate outcomes and legacy against evidence rather than attendance alone—on changed scenarios, and verify every operational assessment detail in the live institutional system.
Your AI Marketing tutor for MARK5820
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