Event Planning and Tourism

• Events include public displays, civic rituals, and collective celebrations.
• Events create jobs, tourism, demand, and economic growth.
• Events historically stem from ancient Olympics, trade fairs, and religious rituals.
• Church-funded festivals emerged in the Middle Ages.
• The 18th century saw an early form of conferences emerge.
• Peak growth for events occurred in the 20th century due to discretionary income and consumerism.
• There is a shift to experimental needs.

Tourist Value of Events

• Local events cater to residents with a low tourism focus.
• Regional events provide some tourism potential.
• National/international events offer high tourist attraction and marketing value.
• It is noted that local organizers often prefer noncommercial, authentic experiences.

Classification of Events by Scope

• Mega-events are high-cost, global media events that require tourism infrastructure with prestige. Examples include the Olympics and World Cup.
• Hallmark events define the identity of a host city, are recurring, and have strong image value, like Oktoberfest and Rio Carnival.
• Major events have international reach, are large-scale, and yield strong economic outcomes, such as the F1 Grand Prix.
• Local events focus on community, business, education, and politics, such as community festivals.

Event Portfolio Approach (by Getz)

• Strategy includes demand, which considers how many tourists are attracted.
• Key considerations include image, media, and sustainability.

Hierarchy of Events

• Bottom tier: Local events with low value/demand.

• Middle tier: Regional events with moderate value/demand.

• Top tier: Hallmark and Mega events with high demand and value.

• Strategic planning aims to increase tourist value through diverse events.

• Seasonal events exist.

Event Tourism (by Getz)

• Includes the intersection of event and tourism management.
• Inputs transform into outcomes such as demand (destination branding, marketing alignment, tourist satisfaction), and supply (events attract off-season tourists, drive renewal, infrastructure, and local economy).
• Event tourism strategically combines festivals and tourism to boost destination branding, economy, and visitor satisfaction.

Goal vs. Objective

• Goals are broad, general targets to achieve.
• Objectives are measurable and specific.
• An example of a sustainable tourism development objective is to increase international tourists up to 30% by 2025.

Role of Events in Tourism Development

• Tools used to enhance destination legitimacy, reputation, image, promote tourism, trade, and national pride.
• Events fill hotel capacities, extend tourist stays, boost local businesses, strengthen local identity, and offset off-season demand.
• It shapes destination image and branding and must align with the desired image.

Introduction to MICE & Event Types

• M: Meetings.
• I: Incentives.
• C: Conventions.
• E: Exhibition, Events.

Types of Business Events

• Conferences are large-scale, sharing knowledge (e.g., academic conferences).
• Conventions mix formal/informal elements, often interest-based (e.g., fan conventions).
• Incentive events are reward-based travel or gatherings for employees/clients.
• Seminars & Workshops focus on skill-building or informational sessions, usually smaller in scale.

Aspects of Community Events

• Community events are locally driven, volunteer-based, and non-commercial.
• They aim to strengthen social bonds, preserve culture, and create a sense of belonging within the community.

Advantages of Virtual Events

• Lower cost, no carbon footprint, global accessibility, and flexible scheduling.

Key Differences (Mega vs Hallmark Events)

• Mega-events are one-time, global, and move locations (like the Olympics).
• Hallmark events are recurring, fixed-location, and place-defining (like Oktoberfest).

Internal, External, and Mixed Events

• Internal events: Team building for company staff only.
• External events: Investor Day for outsiders, shareholders, and investors.
• Mixed events: Product Launch events for both.

Reason Why Companies Set Meetings at Different Places

• To enhance branding, engage local stakeholders, build relationships, and align with tourism or business strategies.

Do all events aim for profits?

• Not always. Purpose depends on the host.
• Incentive trips or government-funded national holidays often aim to build community identity, not revenue.

What is a statement of purpose?

• Explains the core reason of event. Short declaration that explains why the event exists.
• Core reason for being. Sets the foundation for all event planning and reflects the value and goal of host org.

Vision, Mission Statement

• Vision describes the ideal long-term future the event aims to achieve.
• Mission outlines the specific actions, values, and who the event serves to reach that vision.

Break Events

• Short, scheduled period within an event without formal activities. Allows attendees to rest, network, refresh, or have transitions between sessions.

Purchasing Power

• Effects ticket cost or services their target audience can afford, influencing pricing, programming, and marketing strategies.
• Low cost results in more participants, while the event purpose determines approach.

Costumer Needs and 3 Circle Model

• The problems or desires that consumers expect a product or service to satisfy.
• A 3 Circles Model in marketing visualizes competitive strategy by identifying:
  • What customers value
  • What your organization offers
  • What competitors offer

Why Stakeholders are important?

• They influence, support, or are affected by the event, including sponsors (who provide funding and expect visibility) and participants (who expect good experience and safety).
• The Host community (affected by traffic, noise, economy)

Why do we do feasibility studies?

• Conducted to determine whether an event is practical, achievable, and financially sustainable.
• Helps organizers assess resources, risks, and stakeholder support before committing.
• Reduces failure, ensures better planning.

What are legacy outcomes?

• Long-term impacts or benefits that remain after event is over.
• Tangible outcomes include improved infrastructure and increased tourism.
• Intangible outcomes include stronger community identity or reputation.

Risk Management

• Includes identifying, assessing, and minimizing potential threats that may negatively impact the event.
• Involves two approaches:
  • Proactive (Before): anticipating problems in advance and preparing solutions (e.g., weather plans, backup power).
  • Active (After): Responding to issues after they occur (e.g., first aid response during an accident).

Different management structures

• Functional ensures efficiency but may reduce communication across teams.
• Matrix combines functional roles with project-based coordination to increase flexibility and specialization but may cause confusion due to dual reporting.
• Network: a small core team coordinates with external partners and is cost-effective and agile but can face challenges with quality control and communication.

What are growth strategies?

• Refers to planned efforts to expand the scale, reach, or impact of an event.
• This can involve increasing the number of participants, extending the duration, adding new venues, or expanding into new markets.
• Growth goals include enhancing visibility, revenue, or long-term sustainability.
• More venue, bigger branding effect, sustainability

Community Events

• Locally driven, volunteer-based, and non-commercial.
• They aim to build social bonds, preserve culture, and foster a sense of belonging.

Virtual Events - Why they rock

• Lower costs, no carbon footprint, accessible from anywhere, flexible schedule
• Provides more reach, and less expense.

Mega vs Hallmark Events

• Mega: Global, one-time, rotating (e.g., Olympics)
• Hallmark: Recurring, location-tied, identity-defining (e.g., Oktoberfest)
• One travels the world, the other defines a place.

Internal / External / Mixed Events

• Internal: For employees only (e.g., team-building sessions)
• External: For outsiders, like investors or clients (e.g., investor day)
• Mixed: For both (e.g., product launches)

Why do companies host meetings in different places?

• To boost branding, connect with locals, build trust, and align with business/tourism goals.

Do all events aim for profit?

• No. Some focus on community, motivation, or cultural identity - not revenue.

Statement of Purpose

• A short line explaining why the event exists. It guides all planning.

Vision vs Mission

• Vision = long-term dream.
• Mission = what you do, how, and for whom.

Break Events

• Short pauses for rest, networking, or transitions between sessions.

Purchasing Power

• How much people can afford. Affects pricing, audience size, and marketing.

Customer Needs & 3 Circles

1. What customers want
2. What you offer
3. What competitors offer → Sweet spot = your advantage.

Stakeholders Matter

• Sponsors (money), Participants (experience), Communities (impact) - all are key.

Feasibility Study

• Check if an event is practical, realistic, and sustainable before launching.

Legacy Outcomes

• Lasting impacts after the event:
  • Better infrastructure
  • Stronger identity
  • Increased tourism

Risk Management

• It's all about preventing and reacting to problems.
• Goal: Minimize threats that could ruin the event
• Two approaches:
  • Proactive: Plan ahead (e.g., weather backup, emergency power)
  • Reactive: Respond when things happen (e.g., first aid during incidents) → Smart events = prepared events.

Event Management Structures

• How the event team is organized - Functional: Role-based, efficient but siloed - Matrix: Combo of roles + project teams, flexible but may confuse reporting - Network: Small core team + outside partners, agile but needs strong communication

→ Pick the right structure for your team size, budget, and goals.

Growth Strategies

• How to scale up your event - More participants - Longer duration - Bigger/multiple venues - New markets → More visibility, higher impact, long-term sustainability