SUSTAINABLE  MARKETING  MANAGEMENT  OF  EVENTS  AND  FESTIVAL  

INTENSIVE  PROGRAMME          

Teaching  unit    

Dr  Eleni  Theodoraki    

Edinburgh  Napier  University    

   Rome,  8  –  18  july  2013  

Unit 1 Defining types of festivals and events and the study of festival and event management

Origins •  Antiquity •  Human nature •  Feel good factor •  Political undertones •  Economic imperatives •  Innovation opportunities

Types •  Sectors •  Industries •  Sizes

Is it a science? •  Part of social sciences •  Link to organisation theory •  Link to management theory •  A field or a discipline? •  Increasing professionalisation

What does festival and event management involve? •  Creating an idea and business proposition •  Managing resources •  Planning •  Staging •  Entertainment •  Evaluation and control

Edinburgh’s case •  Started in 1947 •  Twelve official festivals now •  Multifaceted impacts (full report available)

Unit 2 Event Effectiveness and Sustainability

•  a goals model (in which the effectiveness of organisations was to be evaluated against the achievement of formal goals)… achieving organisational objectives, and strategic goals

•  a systems model (in which the effectiveness of the organisation is evaluated by reference to its ability to attract inputs of human and financial resources, process throughputs, and achieve outputs)

•  a competing values model all the above but who will you ask? Stakeholders perceptions and how they differ

On effectiveness

Types of goals •  Official •  Short term •  Long term •  Departmental

•  Festival/event owners •  Performers •  Fans/audience •  Community •  Media •  Sponsors

… and stakeholders

On sustainability… "development that meets the needs of the present without compromising the ability of future generations to meet their own needs” Brundtland (1987)

Landmarks

Climate change Disasters Costs International agreements Public opinion Pressure groups (e.g. WWF, Greenpeace)

Sustainability standard(s) and IS20121

Your event could achieve the same outcome with minimal negative impacts on the environment, communities and local economy – maximizing the positive impacts and leaving a legacy to be proud of. ISO 20121 was inspired by London 2012. Based on BS 8901, it was published in time for the Olympic event, which was a resounding success for sustainability management. Source: http://www.bsigroup.co.uk/en-GB/iso-20121-sustainable-events-management/

Unit 3 Impacts A Social, cultural, political impacts of festivals and events

•  Many single aspect impact studies •  Multidimensionality of concept of impact •  Owner as ultimate franchiser / chain operator •  Current focus of event impact on ‘environment’ of

franchisee

On impacts

Impact studies as pieces of puzzle…

What does a viewpoint allow you to see? Thematic dimension Temporal dimension Spatial dimension

Some examples of social impacts Positive •  Shared experience - community pride •  Increased community participation •  Expanding awareness and perspectives •  Sense of purpose and learning opportunities Negative •  Community alienation •  Negative community image •  Substance abuse •  Loss of amenities •  Gentrification

Some examples of cultural impacts Positive •  Festivals/events and space for diasporas •  Cultural identities formed •  Notions of belonging and values systems renegotiated Negative •  Cultural imperialism •  Commodification of culture and cultural groups •  Demise of culture via beautification programmes

Some examples of political impacts Positive •  Political gain via association with event (success) •  Opportunity for community to showcase cause/plight •  Promote international dialogue and end in hostilities (e.g. ping pong

diplomacy, Israel-Palestine sport competitions)

Negative •  Planning not for event requirements but own political interests •  Civil right restrictions •  Political vendettas via boycotts

Unit 4 Impacts B Economic, technological, physical, environmental impacts of festivals and events

Evaluating economic impacts Ex-ante and ex-post Circular flow of Income National Income and Domestic Product Personal Income National and personal expenditure Value of employment ‘Injections’ of expenditure will create income, jobs ‘Leakages’ of expenditure will reduce incomes, jobs

Economic Impact is thus…

Spending plus ‘spillovers’ from multipliers Multipliers measure the additional economic activity resulting from additional expenditures Total effect = Direct + Indirect +Induced (expenditures)

Types of expenditure Direct expenditure visitor personal expenditure (food, beverage, retail and hotel sectors) and business-related expenditure (by event organisers and exhibitors) Indirect expenditure, amount that suppliers to the exhibition industry spend on purchasing goods and services from third-parties Induced expenditure, or the effect of the wages of exhibition-related employees on the local community

On technological impacts… •  Advances, visibility and experimentation for partner companies with

tailored made products of grand scale. •  Combating online fraud of systems like paypal. •  Introduction of security and surveillance systems. •  New eco-friendly building designs and materials. •  Use of project planning software for event planners. •  Anti-doping technologies and pharmaceutical procedures. •  Countries with less advanced technologies competing in an uneven

field.

On physical impacts… Urban landscape Architectural interventions Loss of some protected areas Beautification process Development of infrastructure e.g. new viewer stand at Edinburgh Castle for ‘Military Tattoo’ Redevelopment of urban space

On environmental impacts…

•  Carbon emissions and offsetting •  Effects on flora-fauna in sites and venues •  Redevelopment of brownfield sites old bumping sites •  Resource intensiveness during preparations •  Challenge of considering environmental impacts in the bigger supply

chain of event •  Footprint assessment frameworks (water, carbon etc.)

Unit 5 Festival and event organisation structures

Parts of the organisation Operating core •  The basic work of producing the organization’s products and services

gets done. Strategic apex •  The home of top management Middle line •  Managers who stand in a direct line relationship between the strategic

apex and the operating core. Techostructure •  The staff analysts who design the systems by which work processes

and outputs are standardized in the organization. Support staff •  The specialists who provide support to the organization outside of its

operating workflow

Coordinating mechanisms

2 or more people communicate informally to coordinate work One person gives direct orders to others One person designs general procedures of others to ensure that these are all coordinated One person specifies the general outputs of the work of another A person is trained in a certain way so that he or she coordinates automatically with others A person is trained in a certain way so that he or she has similar mental models as others

Types of decentralisation Vertical and horizontal centralization •  All power rests at the strategic apex. Limited horizontal decentralization •  The strategic apex shares some power with the technostructure that

standardize everybody else’s work Limited vertical decentralization •  Managers of market-based units are delegated the power to control

most of the decisions concerning their line units. Vertical and horizontal decentralization •  Most of the power rests in the operating core, at the bottom of the

structure. Selective vertical and horizontal decentralization •  The power over different decisions is dispersed widely in the

organization.

Types of structures Simple structure Machine bureaucracy Professional Bureaucracy Divisionalised structure Adhocracy Missionary organisations

Dominance of… Monopolies and their control Oligopolies and groups of power holder Chains as omnipresent organizational forms of our time Franchising as vital facet of chain operations

Unit 6 Operating environments of Festival and event organisations

Situational elements Age and Size

Technical System

Environment: stable or dynamic, simple or complex, integrated or diversified market, friendly or hostile?

Power

Institutional context

New institutionalists provide a conceptual framework that allows the investigation of the interactions among organisations and forces at play that lead to isomorphic change. The term 'organisational field' is used to describe organisations that in aggregate constitute a recognised area of institutional life: key suppliers, resource and project consumers, regulatory agencies and other organisations that produce similar services or products. From diversity… with time … there is push towards homogenisation.

Consequences

Incorporation of elements which are legitimated externally, rather than in terms of efficiency

Employment of external or ceremonial assessment criteria to define the value of structured elements and

Dependence on externally fixed institutions reduces turbulence and maintains stability.

Coercion It is argued that coercive isomorphism results from both formal and informal pressures exerted on organisations by other organisations upon which they are dependent and by cultural expectations in the society within which organisations function. Such pressures may be felt as force, as persuasion, or as invitations to join in collusion.

Mimesis In this case the knowledge transfer brings a 'successful' model to the festival/event and the transferred staff may compliment the explicit material of the documents with their tacit knowledge gained from experiencing previous festivals.

Norms Resting of formal education and of legitimation in a cognitive base produced by specialists

Growth and elaboration of professional networks that span organisations

On Isomorphism… Similarity can make it easier for organisations to transact with other organisations, and to fit into administrative categories that define eligibility.

None of this, however, ensures that conformist organisations do what they do more efficiently than do their more deviant peers that could have potentially evolved!

Unit 7 Festival and event project management

Event phases

Initiation. Where does the event come from? Feasibility? Stakeholder Analysis Bidding and or lobbying (as applicable) Planning. Research and thinking Implementation of plan. Action time, co-ordination, monitoring From functional based management to venue based management Event time ‘all systems go’ and relaxation. Shutdown. Action time, evaluating.

Work breakdown structures

Events can be viewed as a series of tasks (or related ‘packages’ of work). A useful method of organising these tasks is called the Work Breakdown Structure (WBS). A WBS involves breaking an event down into major tasks. These tasks are then further broken down, a process that continues until a level of detail has been reached that is deemed appropriate for the needs of an event’s organisers.

Benefits… Increases the probability that all activities associated with the delivery of an event will be identified Facilitates the allocation of task related responsibilities Allows for easier identification of logical work packages for work allocation and control of work execution. Facilitates decision making as regards which tasks should be done ‘in-house’ and which should be contracted out. Facilitates the understanding of all component tasks in terms of their time, costs, resource requirements and relationship to one another.

Event resource requirements Resource requirements (e.g. people, money, equipment, venues/facilities, materials, information and technology) flow from the WBS. Decisions need to made as to what resources the event will supply and what will be obtained by outsourcing. It can be useful to create a worksheet on which one can list the resource needs of each task/sub-task

Sequencing diagrammes and Gantt charts Step by step What are the requirements to moving to the next step? Gantt Chart for time/task overview Communication Planning – avoiding clashes Visual Event Overview Evaluation

Software/hardware support Microsoft project Tailor made software Master planning (the project of the projects) where are the critical junctures? Reporting in major-mega event planning Knowledge capture and sharing culture Project information with future value

Unit 8 Strategy in festival and event organisations

Strategic management

Analysis (environment, capability, expectations) Choice (business and corporate level) Implementation (enabling, organising) Cyclical process

Mission

To be the most exciting, innovative and accessible Festival of the performing arts in the world, and thus promote the cultural, educational and economic well-being of the people of Edinburgh and Scotland. By: •  Presenting arts of the highest possible international standard to the

widest possible audience •  Reflecting international culture to audiences from Scotland, the rest of

the UK and the world ….

Choices…

•  Which markets or segments to target? •  Which competitive advantage should be maintained or developed? •  How should offerings be positioned in the marketplace? •  Which strategy should be adopted?

Market penetration This strategy seeks to increase market share with the current portfolio of offerings. Because services are not altered, market penetration has the least risk of all methods of expansion.

Market development Market development is the strategy of marketing your existing portfolio in a new market. The service remains the same, but it is marketed to a new audience, such as a new geographic territory.

Service development This strategy seeks to offer new services to existing customers. Existing services can be improved, or new services can be developed to match other expectations of existing customers.

Diversification This strategy occurs where one markets completely new services to new customers

Unit 9 Marketing for Festivals and Events

Marketing terms Marketing objectives - Market growth and market share SWOT analysis Marketing Strategies Brand - Perceived emotional corporate image as a whole Identity - Visual aspects that form part of the overall brand Logo - Identifies a business in its simplest form via the use of a mark or icon

Marketing Mix

Marketing events is the process of employing the marketing mix (product promotion etc. to attain organisational goals though creating value for clients and customers. The organisation must adopt a marketing orientation that stresses the building of mutually beneficial relationships and the importance of competitive advantages. (Getz, 1997)

Marketing Plans Links to strategy Used for financial leveraging Links to Sponsors Role of PR

Social Media Generate an audience? Provide event information? Maintain audience attention? Increase your knowledge? Align & connect with your competitors? Establish your authority as an expert? Run an event more productively?

Unit 10 Festivals and events’ human resource management and the law

Changing landscape •  Globalization

•  Technological Advances

•  Exporting Jobs

•  The Nature of Work

•  Workforce Demographics

•  Mobility

•  Part time

Managing people Assessing human resources Exploring future needs Programme of meeting needs

Tasks •  Recruiting •  Managing •  Disciplining •  Rewarding •  Protecting

Contracts With venue owners With staff With customers With suppliers Written and verbal contracts Exemption clause (will use venue expect if it rains) Indemnity clause (if it is cold and we have to cancel venue owner will get X amount compensation)

The letter of the law Organisational Structures Permissions Equal Opportunities Legislation Child Protection Copyright Insurance Risk assessment Health and Safety Taxation

Risk assessment Name risk Likelihood of it happening Steps taken against it happening Record keeping Responsibility allocation