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18 Cards in this Set
- Front
- Back
Conservation polices and practices:
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Landscapes, townscapes, waterscapes, wildlife, indigenious communities
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Pollution:
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Air,water, noise, visual
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Resource use:
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Water, land, food, power, materials
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Wildlife and ecosystems:
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Hunting, habitats
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Operational practices:
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Recycling, waste management, energy conservation, eco-friendly construction
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Host community:
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Distribution of benefits, involvement
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Tourist:
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Behavior, concerns
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Industry:
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Codes of practice, self-regulation, level of stakeholder collaboration, sustainable tourism-related activities
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Public sector policy:
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Funding, legislation, planning
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Sustainable Event Tourism - Principles and Guidelines (5)
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The paradox is that while events and festivals have helped in regeneration, they have brought with them change
Many Asian events are based on environmental conditions, any decline can have negative consequences on these events Should be practical to implement and monitor Agreement, consensus and trade-offs maybe needed in the negotiation process Realistically, events will inevitably impact the environment. The event manager should strive to consciously negate as much as possible |
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Managing and Maximising Benefits
Both the event and community can benefit from event revenues: |
Event fees
Sponsorships and partnerships Grants Venue rental Accommodation providers Human resources Travel visas Airport taxes Transportation providers Restaurants and bars Entertainment Utilities Museums, monuments and sites Post-event revenues |
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Monitoring Economic Impacts and Revenues
Should the events objective be the generation of extra revenue, this can be done by: |
Extending visitor catchment area
Increasing ticket price and delegate fees Greater spending on event souvenirs and merchandise Encouraging longer visitor stay |
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Multiplier Effect
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This looks at the economy by industry sector and conducting an input-output analysis based on the event occurring
The multiplier used depends on its degree of influence on the local economy Earned income at an event by a local resident can have a ripple effect throughout the economy Leakage could occur with local good substituted for more expensive foreign brands |
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Event Life Cycle
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An recurring event has have a life span, internal and external forces can accelerate growth or force the event into decline
Event concepts, such as product launches, opening/closing ceremonies or events that rotate between cities, also need to stay relevant and appealing |
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Introduction 1st Stage and Growth 2nd Stage
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Opening ceremonies normally signal the beginning of the event
Marketing programmes need to occur some time before the opening to ensure targeted number of participants turn up A recurring event will have had time to create a database, repeat visitors and appeal. A new event may need to grow these Based on success of the introduction, the event can continue to attract more participation Reliant on issues such as relevant programme, marketing and promotion strategy, retention (for recurring events) and infrastructure investment Popular events can be copied so there is a need to keep a competitive edge |
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Maturity 3rd stage and Decline 4th Stage
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Venues can reach capacities, yet the event must continue to keep participant numbers
Various strategies must be in place to continually add value and additional features to the event Encourage greater international team participation, become more professional, more strategic marketing, infrastructure investment, location packaging & link to popular trends Events can go into decline for many reasons. The warning signs are: 1) Internal factors: Lack of strategic management, environmental destruction, event becoming obsolete and unattractive 2) External factors: Political changes, more appealing competitor events, lack of community support, demographic shifts, capacity thresholds being exceeded |
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Research and Development and Event's Carrying Capacity
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Conduct feasibility study to see how realistically the event could be stage successfully
The negative revenue reflects the costs involved in this research Need to examine changing participant tastes and trends, spectator appeal, resources needed and competitive analysis Events have physical, social carrying capacity thresholds Visitor management system is needed Exceeding numbers can put a strain on the event, its resources and environment Lack of monitoring thresholds effect participant experience, community support Participant arrival, departure sequence must be carefully considered in event logistics |
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Sigmoid Curve - Re-Invention
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Change is inevitable both in life and in business
Sustainable momentum in both comes from knowing when to make the jump to the next curve before the one you are on begins to plateau As frightening as it sounds, you need to give up a good thing while's still working in order to position yourself for future success Learning how to ride the curve is the key to your personal and business success Traditional management - Which used to be very successful, focused on directing and controlling its people. It is wasteful, especially of the human spirit and it is ceasing to solve today's problem Future management - How well our organisations are able to unleash the spirit and willing commitment their people |