ognizant Communication Corporation

Dedication

Acknowledgments

About the Author

Preface

Chapter 1: Introduction to Event Management and Event Tourism

• Key Competencies
• Introduction
• Profiles of Event Professionals
• The World of Events
• Event Management and the Event Manager
• Event Tourism
• Professionalism
• Summary: Event Management and Event Tourism Principles

• Key Competencies
• Introduction
• Continued Growth
• Strategic Event Development
• Special-Purpose Event Venues
• Sponsorship
• Accountability and Risk Management
• Controversy and Concern for Costs and Benefits
• Legal Considerations
• Professionalism
• Private Sector Initiatives
• Economic Forces
• Discretionary Time
• More Varied Leisure Interests
• Population and Demographic Forces
• Urban Conditions
• The Media
• Political Forces
• Technological Forces
• Values
• Cultural Diversity, or Multicultural Forces
• Travel and Tourism Forces
• Summary

• Key Competencies
• Introduction
• Organizers
• Sponsors and Other Partners
• Customers and Guests
• The Community: A Social-Cultural Perspective
• The Environmental Perspective
• The Economic Perspective
• Economic Benefits of Event Tourism
• Factors That Influence Benefits
• Sustainable Development Through Quality Tourism
• Summary: Management Principles Related to Perspectives on Events

• Key Competencies
• Introduction
• The Nature of Planning
• Planning for One-Time Events (Project Planning)
• Planning the Setting, Location, and Site
• The Operations Plan
• The Business Plan
• Developing the Strategic Plan
• Summary: Event Planning Principles

• Key Competencies
• Introduction
• Event Tourism Vision, Goals, and Objectives
• Generic Event Tourism Strategies
• Resource and Supply Appraisal
• Formulating Event Tourism Strategies and Policy
• Case Study: Queensland Events Corporation
• Case Study: The City of Auckland, New Zealand
• Case Study: Development Strategy for Festivals and Events in Nova Scotia, Canada
• Case Study: Events Rotorua, New Zealand
• Summary: Event Tourism Planning Principles

• Key Competencies
• Introduction
• Setting up an Event Organization
• Organizational Structures for Events
• The Committee System
• Managing Nonprofit Organizations
• Committee and Meeting Management
• Organizational Culture
• Case Study: Chicago Mayor's Office of Special Events and "Taste of Chicago"
• Case Study: Planning and Organizing the New Zealand Wine and Food Festival
• Summary: Organizational Principles

• Key Competencies
• Introduction
• Program Planning
• The Elements of Style
• Developing a Program Portfolio
• The Program Life Cycle
• Scheduling
• Service Quality Management
• Summary: Principles of Event Programming and Service Management

• Key Competencies
• Introduction
• The Human Resources Planning Process
• Needs Assessment
• Policies and Procedures
• Job Descriptions
• Recruitment and Selection
• Training and Professional Development
• Supervision and Evaluation
• Termination, Outplacement, and Reenlistment
• Maintenance Functions
• Motivation
• Motivating and Managing the Volunteer
• Summary: Human Resource Management Principles

• Key Competencies
• Introduction
• Fund-Raising
• Grants
• Merchandizing and Licensing
• Food and Beverage Sales
• The Price of Admission
• Sponsorship
• Summary: Principles of Revenue Generation for Events

• Key Competencies
• Introduction
• The Budget and Cost-Revenue Management
• Cash Flow Management
• Accounting
• The Key Financial Statements
• Measures of Financial Performance
• Financial Controls
• Risk Management
• Summary: Principles of Financial and Risk Management

• Key Competencies
• Introduction
• The Marketing Mix
• The Marketing Audit
• Marketing Planning and Measuring Market Potential
• Segmentation and Selecting Target Markets
• A Benefits Mode for Target Marketing
• Marketing Strategies
• A Practical Marketing and Segmentation Strategy
• Summary: Marketing Principles

• Key Competencies
• Introduction
• Why Do People Attend Events?
• Consumer Research on Events
• Visitor Surveys
• The Sampling Method
• Attendance Counts and Estimates
• Market Area Surveys
• Case Study: Calgary Exhibition and Stampede
• Summary: Principles of Marketing Research for Events

• Key Competencies
• Introduction
• The Communications Mix
• Sales
• Developing and Communication a Positive Image
• Packaging
• Case Study: Natchez Pilgrimage Tours
• Case Study: Tulip Time, Holland, MI
• Summary: Principles of Event Communications

• Key Competencies
• Introduction
• Evaluation Concepts
• Observation Techniques and Applications
• Economic Impact Measurement and Evaluation
• Multipliers
• Economic Impact Evaluation Process
• Evaluation of Costs and Benefits
• Summary: Principles for Evaluation and Economic Impact Evaluation

Index

2.1. Trends and forces influencing the events sector and major implications
3.1. Cherry Creek Arts Festival, environmental blueprint
3.2. Relative advantages of peak versus off-season events
4.1. Operations checklist
4.2. Components of a comprehensive business plan for event organizations
5.1. Sample goals and objectives for event tourism
5.2. A destination event portfolio with sample outcome goals and development requirements
5.3. Event tourism inventory
5.4. SWOT of Ontario's events sector
5.5. Three QEC-assisted events
5.6. Nova Scotia events strategy, goals, and objectives
5.7. Four strategic directions for Nova Scotia's events sector
6.1. Profile of a nonprofit event organization: The Portland Rose Festival Association
6.2. Organizational culture, evolution, and strategic planning in event organizations
7.1. Elements of event programming
7.2. Elements of style, sample program elements, and interpretive opportunities for heritage events
8.1. Types of measurement for performance appraisals
8.2. Volunteer management at the Bethlehem, PA, Musikfest
9.1. Exercise on cost of sales, contributions, and markups
9.2. Potential sponsorship benefits to the event
10.1. Hypothetical event operating budget combining line items and programs
10.2. The process and elements of risk management for events
12.1. Needs, motives, and benefits offered by events
12.2. Sample visitor survey questions
12.3. Profile of the Calgary Exhibition and Stampede: 1995
12.4. Psychographic segments identified for the Calgary Exhibition and Stampede
13.1. Advantages and disadvantages of advertising media for events
13.2. Some useful Internet (World Wide Web) addresses
13.3. Public relations and communications tools for events
13.4. More advice on event packaging and group tour servicing
14.1. Basic data needs and methods

1.1. A typology of planned events
1.2. The event management system and management functions
3.1. Perspectives on the roles and impacts of events
3.2. Organizations producing events and their main goals
3.3. Economic roles of events
4.1. Project planning process for a one-time event
4.2. Event operations planning process and major elements
4.3. Strategic planning process for events and event tourism
5.1. Calgary's vision for events and attractions
5.2. Resource and supply appraisal for event tourism
5.3. Portfolio of destination events
5.4. Event tourism policy process
6.1. Multiorganizational event structures
6.2. Common sport even structures
6.3. Typical nonprofit association structure
6.4. Organizational chart for a nonprofit event incorporating a function-based committee system (no paid staff)
6.5. Function-based committee system for associations with paid staff
6.6. Program-based matrix structure
6.7. A two-dimensional, cyclical model of organizational change for events
7.1. Nova Scotia festival themes and attractions/features
7.2. Portfolio evaluation for nonprofit event organizations
7.3. Event program planning model and life cycle concept
7.4. The life cycle of one-time events
7.5. Life cycle strategy for periodic events
7.6. Gantt chart for event scheduling
7.7. Interactions in event service management
7.8. Dimensions of program and service quality for events
7.9. Event service and program quality gaps
8.1. Human resources planning process for events
9.1. Break-even events
9.2. Event sponsorship framework
11.1. The marketing mix for events
11.2. Marketing planning process for events
11.3. Segmentation variables for events
11.4. A benefits model for marketing events
11.5. A practical marketing and segmentation strategy for events
12.1. Consumer decision-making process for events
12.2. Stampede attendance growth related to Calgary's population
13.1. Event tourism packaging
13.2. Framework for targeted event packaging
14.1. The income multiplier concept applied to events

3.1. Cherry Creek Arts Festival, Denver, CO: Volunteers sort waste as part of the award-winning environmental program sponsored by Conoco
3.2. Green Team volunteers at work
3.3. Festival-goers sorting waste for recycling
5.1. World Masters Games of 1994 in Brisbane, Australia: Bidding on international events is a winning strategy for the Queensland Events Corporation
5.2. World Masters Games of 1994 in Brisbane, Australia: Ceremony, symbolism and spectators
5.3. Competitor, World Masters Games of 1994 in Brisbane, Australia
5.4. Whitbread Village, Auckland, New Zealand--with the America's Cup Defense in the Year 2000, additional harbor expansion will occur
5.5. Antigonish Highland Games, Nova Scotia. Authentic cultural event and tourist attraction with high local economic impact
5.6. Antigonish Highland Games, Nova Scotia
6.1. Taste of Chicago: One of the world's largest food festivals
6.2. Taste of Chicago: Entertainment for large crowds in Grant Park
6.3. Chicago Gospel Festival is also supported by MOSE
6.4. New Zealand Wine and Food Festival, Wellington: Guests receive a Maori welcome on the waterfront
6.5. New Zealand Wine and Food Festival: Food tent in the Civic Square, requiring a close working relationship with the city
6.6. New Zealand Wine and Food Festival: Creatively blending food, wine, and entertainment in a customer-driven, for-profit event
8.1. Musikfest volunteers in Bethlehem, PA
8.2. Musikfest is renowned for its volunteer management and training
12.1. Calgary Exhibition and Stampede, Calgary, Alberta: The annual chuckwagon races (Rangeland Derby) provide a traditional attraction while generating substantial sponsorship revenue
12.2. Calgary Exhibition and Stampede, Calgary, Alberta: Native participation in the annual Stampede adds color and western authenticity
12.3. Calgary Exhibition and Stampede, Calgary, Alberta: Rodeo events are especially popular with tourists at the annual Stampede
13.1. Holland Tulip Time parade, Holland, MI: Klompebn dancers reinforce the theme for this successful, tour-oriented event

2.1. American generations
3.1. Impacts of events in Edinburgh, Scotland (1990)
3.2. Impacts of events in Canada's National Capital Region (1985)
7.1. Common themes and activities at community festivals
11.1. Forecast of Olympic-specific visitors to Sydney for the 2000 Summer Olympic Games
12.1. Current trip activities in Canada and interest for future trips among selected Japanese segments
12.2. Festival motivations
14.1. Benefit-cost ratios for the 1985 Grand Prix in Adelaide, South Australia
 
 
 

Donald Philip Getz, Ph.D., is Professor of Tourism and Hospitality Management at the University of Calgary. He specializes in event management and event tourism, tourism planning, rural and resort tourism, destination management, and impact evaluation. He previously authored the book Festivals, Special Events, and Tourism (1991) and was co-editor and a contributor to The Business of Rural Tourism, published in 1997. He co-founded and is co-editor of Festival Management & Event Tourism, An International Journal--the only research-based periodical in this field. Interest in events has led Don into diverse volunteer positions with festivals, work on a world's fair bid, and a number of consultancies. He regularly delivers workshops and speeches on the subject, and welcomes invitations.