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18 Cards in this Set

  • Front
  • Back
Conservation polices and practices:
Landscapes, townscapes, waterscapes, wildlife, indigenious communities
Pollution:
Air,water, noise, visual
Resource use:
Water, land, food, power, materials
Wildlife and ecosystems:
Hunting, habitats
Operational practices:
Recycling, waste management, energy conservation, eco-friendly construction
Host community:
Distribution of benefits, involvement
Tourist:
Behavior, concerns
Industry:
Codes of practice, self-regulation, level of stakeholder collaboration, sustainable tourism-related activities
Public sector policy:
Funding, legislation, planning
Sustainable Event Tourism - Principles and Guidelines (5)
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
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
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
Multiplier Effect
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
Event Life Cycle
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
Introduction 1st Stage and Growth 2nd Stage
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
Maturity 3rd stage and Decline 4th Stage
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
Research and Development and Event's Carrying Capacity
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
Sigmoid Curve - Re-Invention
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