attraction and management

Assessment Information COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86 098 181 947 is a registered higher education provider CRICOS Provider Code 02426B. Assessment Information Subject Code: HAT301 Subject Name: Attraction and Event Management Assessment Title: Length: Event Brief 800 words (+/- 10% allowable range) Weighting: 20% Total Marks: Submission: 100 Online via Turnitin Due Date: Week 5 (Monday 14th of August 2017, 15:55PM AEST) . Assessment Description . The purpose of this individual assignment is to develop student skills in understanding the role of events and attractions within the Tourism and Hospitality Industry. This will enable you to learn the building blocks of the events management. Individually, you are required to analyse an event of your choice and create a brief 800 words event overview of its core elements. In your event brief you must consider the following aspects: 1. Identify the type, dimension and associated attractions of the chosen event. 2. Provide a brief analysis of the categorisation indicators such as a. Form or content (eg. Sports event, cultural event, business event, etc) b. Location and Size c. Budget considerations d. Number of participants 3. Identify Event Stakeholders and discuss their involved in the chosen event. You must incorporate theories and concepts related to events management discussed in the topics from weeks 1 to 4. In preparing your event brief, you will need to reference at least 12 sources of information. These may include corporate websites, government publications, industry reports, census data, journal articles, and newspaper articles. Your event brief document MUST follow a professional structure: Title Page Event Brief Reference List (you must apply Harvard Referencing Style) . . Assessment Information COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86 098 181 947 is a registered higher education provider CRICOS Provider Code 02426B. Assignment Submission Students must submit their menu review and redesign via Turnitin on Monday 14th of August 2017, 15:55PM AEST This file must be submitted as a ‘PDF’ document to avoid any technical issues that may occur from incorrect file format upload. Uploaded files with a virus will not be considered as a legitimate submission. Turnitin will notify you if there is any issue with the submitted file. In this case, you must contact your lecturer via email and provide a brief description of the issue and a screen shot of the Turnitin error message. You are also encouraged to submit your work well in advance of the deadline to avoid any possible delay with the Turnitin similarity report or any other technical difficulties that may occur Late assignment submission penalties Penalties will be imposed on late assignment submissions in accordance with Kaplan Business School “late assignment submission penalties” policy. Number of days Penalty 1* – 9 days 5% per day for each calendar day late deducted from the total marks available 10 – 14 days 50% deducted from the total marks available. After 14 days Assignments that are submitted more than 14 calendar days after the due date will not be accepted and the student will receive a mark of zero for the assignment(s). Note Notwithstanding the above penalty rules, assignments will also be given a mark of zero if they are submitted after assignments have been returned to students *Assignments submitted at any stage within the first 24 hours after deadline will be considered to be one day late and therefore subject to the associated penalty For more information please read the full policy via http://ift.tt/2u9zw23 . COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86 098 181 947 is a registered higher education provider CRICOS Provider Code 02426B. HAT301 Assessment Marking Rubric – Event Brief 20% Criteria HD (High Distinction) 85%-100% DN (Distinction) 75%-84% CR (Credit) 65%-74% P (Pass) 50%-64% NN (Fail) 0%-49% Event Review and Analysis /40 You have analysed and interpreted accurate and specific event information You have analysed and interpreted accurate event information You have analysed most of the event specific information required by this assessment You have analysed some event specific information, although your interpretation is not always relevant to the assessment criteria Your analysis lacks depth, and your interpretation is not relevant to the assessment criteria Research /30 It is clearly obvious that your research is extensive and focused, complemented by a quality selection and range of scholarly sources It is obvious that your research is focused, complemented by a quality selection and range of scholarly sources. Your research is focused, drawn from an appropriate range of scholarly sources You have selected some appropriate scholarly sources. Better use of quality sources would help focus your research Your research lacks focus because of an unsuitable choice of sources. Event Brief Format /30 Score Out of 100 Correct grammar and spelling throughout the review with no obvious errors Your event brief is professionally presented and exceeds expectations in what is evidently suitable for a highgrade commercial environment In-text referencing and the resultant reference list are correct, with no errors Errors in grammar and spelling are rare Your event brief is professionally presented and has been submitted in the appropriate format In-text referencing and the resultant reference list are correct, with only the occasional minor error Mostly correct grammar and spelling are very good but with occasional errors The format chosen for your event brief is appropriate but some improvements would enhance its presentation Mostly correct in-text referencing and reference list with minor errors throughout and the occasional major error Even though grammar and spelling are an issue, they do not detract very much from the readability of your review The format chosen for your event brief is appropriate, but major improvements would enhance its presentation An earnest attempt at in-text referencing is obvious but there are major errors Spelling and/or grammar is consistently incorrect, impacting on the flow and readability of your review The format chosen for your event brief lacks thought and consideration for the intended audience In-text referencing and/or reference list is mostly incorrect or non-existent Feedback and Grades will be released via Turnitin

HAT301 Attraction and Event Management The Business of Sports and Cultural Events, Conferences and Corporate Events Lecture 2 Copyright Notice COPYRIGHT COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 WARNING This material has been reproduced and communicated to you by or on behalf of Kaplan Higher Education pursuant to Part VB of the Copyright Act 1968 (the Act). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Do not remove this notice Icon Meaning Activity Take notes These are important points and you should take notes. You will be required to know this information. Individual Activity Students complete an individual task. Group Activity Students discuss/ complete activities in groups and report back to the class. Research required You will need to research this and do some reading before the next class. Important Concept You MUST understand this concept to successfully complete the subject. Seek help if you don’t understand. Practice Questions Students will complete these questions as practice for the exam. Learning Objectives 1. Explore theoretical perspectives on events management 2. recognise the differences between the expectations of the Creative Industries vs. the new approaches of the Arts Management 3. Differentiate between the principal types of corporate events and the various ways in which these may be categorised 4. Recognise the key stakeholders in the corporate events market 5. Understand the impacts that economic, technological and demographic trends are having on the corporate events sector This Topic’s Big Ideas “Sports and cultural events feature various similarities with regard to their goals and organisational principles and thus to the basic managerial competences needed” “Corporate Events are the “bread and butter” of the events industries” Theoretical Perspective Events occur ‘throughout all sections of society and across all different types of organisations” Common approaches to the categorisation of events mainly refer to three dimensions: 1.their form or content sports events cultural events business events 2. their particular size 3. their scale of impacts ‘a top priority should be to attract contributions from other fields … or to get their contributions exposed to those in the event field’. Getz (2000: 13) An environmental perspective (natural and environmental sciences, physical geography, environmental design and psychology) A community perspective (anthropology, sociology, community planning) An economic perspective (economics, finance, tourism, economic development) Theories in Events Management A perspective of event programming (recreation and sport, arts and entertainment) A legal perspective (impact on the regulatory environment, risk management, incorporation or charitable status, protection of name, logo, designs, etc.) A management perspective (business, public administration, not-for-profit) A psychological perspective (psychology, social psychology) A political perspective (political science) Theories in Events Management (Cont.) Theories in Events Management (Cont.) Three fields offer particularly useful perspectives: The theory of services management, which looks at the specifics of the production and consumption of services The perception of event destinations being service and value added chains or virtual companies Resource-based theory, which sees the level of an organisation’s access to resources as the foundation of entrepreneurial success and the generation of long-term competitive advantages Events Management Tools Mumford et al. (2007) suggest that leadership skill requirements can be understood in terms of four general categories: • Cognitive skills • Interpersonal skills • Business skills • Strategic skills What’s it like to work at Management Events? Watch Me: https://www.youtube.com/w atch?v=ij_d8F47qhs Image adopted from: Workable 2017, viewed 13th of June 2017 http://ift.tt/2tTYbfJ Sports and Cultural Events Sports and cultural events are increasingly converging The planning of both events use similar strategies to attract attention of spectators Neither a sports event nor a cultural one would be attractive without a proper resonance of the spectators Sports and cultural events are used as symbolic representations of nations, cities and regions • In Australian culture, Sports serve the main foundation. Sports Events Cultural Events Arts Management and Cultural Events “Arts Management is anything but a mere amalgamation of the world of the arts and the world of business management; it is the confrontation of two opposing methodologies, one being a field of human creativity that produces something new that did not exist before, the other one diving into the existing world of business practices, in order to improve their efficiency. Some references to (cultural) philosophy, (economic and arts) history and other important subjects are indispensable or at least helpful in understanding the chances and risks of arts management practices.’ (Bendixen, 2009: 1) Sports Management and Sport Events Sport management has seen dramatic changes in recent years. Both as an occupation and as an academic discipline, the field has experienced exceptional growth. Commercialisation of sport institutions and changes in the demand for sport have led to the increasing necessity for an efficient management of resources, and to an increase in the demands on the management of sport organisations (Kaiser, 2004; Kaiser and Schütte, 2012). The economic prospects of sports are of special interest within the framework of sports economics research. • When deciding about whether or not to bid for and organise a sports and/or cultural event, it is essential – in advance – to thoroughly assess the potential direct and indirect effects. • Sports and culture events bring with them an additional range of effects such as positive external effects which take on the character of public goods, for instance, national pride, image or sports participation. Managing Sports and Cultural Events Similarities • Goals with regards to content (athletic/artistic success) are of a greater importance than a focus on corporate profits • Heterogeneous revenue structure consisting of: – Public funding – Visitors – Sponsorships – TV rights • Limited influence over a large part of their income Differences • The processes • Measurable Effects • The involvement of sponsors, media channels and stakeholders • Unpredictable character of the arts in cultural events • The dichotomy of wining or loosing in sports events The Business of Corporate Events Meetings run on behalf of, and for the benefit of, private sector companies are commonly referred to as business events or corporate events. They may also be categorised under the collective term: ‘MICE’ Meetings Incentives Conferences Exhibitions The Business of Corporate Events (Cont.) The main reasons for holding a corporate meeting off-site: • a lack of capacity • the need to give staff a break from their normal working environment • the wish to motivate staff by holding the meeting in an attractive location, • the need to keep proceedings confidential • the need to meet on ‘neutral’ ground The Principle Types of Corporate Events Annual general meetings Publicly owned companies invite their shareholders (or stockholders) to these events, at which the company’s annual results are presented Staff training represent a key channel of knowledge transfer for companies Product launches Introducing a new product or service to the market Sales meetings A sales meeting is a regular forum used by management to impart information, enthusiasm and team spirit to those selling their products and services ‘out in the field’. Incentive trips Reward for performance Categorising corporate events according to participants Internal events are organised solely for the company’s own employees. Such events include: • strategy meetings • team-building days • staff training sessions • incentive trips External events are attended largely by people who are not directly employed by the company funding the event. These include: • shareholders’ meetings • product presentations Mixed events include both employees and nonemployees of the company funding the event. These include product launches and corporate hospitality days. Categorising corporate events by an objective Legal/constitutional: internal or external meetings held for the purpose of, for instance, electing company directors or voting on business strategies. Commercial: events designed directly to boost sales of the company’s products or services – new product presentations to clients or potential clients – training sessions for members of the company’s sales force. Social: events held with the aim of strengthening bonds between staff members or between representatives of the company and its key clients – management retreats, team-building events and corporate hospitality days Stakeholders in the corporate events sector The corporate events sector encompasses a variety of players. Demand Supply Intermediaries Attendees Delegates Guest Venues: Hotels; Universities; Conference Centers Tourism Attractions: Museums and theme parks Others: Transport; DMC’s; Florist Corporate Event Organisers Criteria that can be used to classify the events venues sector Criteria that can be used to classify the events venues sector Trends in Corporate Events Procurement and ROI Most companies’ procurement departments have extended their range of responsibility to include: • the purchasing of corporate events services. It is widely held that the involvement of procurement departments in companies’ events buying decisions has boosted the trend for events planners’ roles to progress from being merely logistical to being strategic in nature. Image adopted from: Business Services Procurement 2017, viewed on 13th of June 2017 http://ift.tt/2u91on9 Trends in Corporate Events (Cont.) Technology From online registration to venue websites offering 360- degree tours, the World Wide Web has revolutionised the corporate events world. But the same technology has also brought to market a range of virtual conferencing and online collaboration services that in certain circumstances provide a viable alternative to face-to-face corporate events Virtual Meetings Advantages: • reduced carbon footprint • removal of the risks and inconveniences incurred through travel • reduction of the amount of work- time lost through participation in the event, • the immediate savings incurred through not having to pay for travel, accommodation and meeting spaces Face-to-face meetings Trends in Corporate Events (Cont.) Demographics The most significant change currently underway is the rise in importance and influence of that category of employees drawn from ‘Generation Y’ – people in their 20s and early 30s. Generation Y represents the most socially conscious and civic-minded generation yet, and their progressive environmental and social awareness are changing the way in which corporate events are planned and run Image adopted from: Consultancy UK 2015, viewed on 13th of June 2017 http://ift.tt/2tU2lEo 1/generation-y-less-satisfied-thanother-generations The 5 Hottest Trends in Corporate Events Watch Me: https://www.youtube.com/watch?v=kaJdGpe 0CMk Can you think of any other trends that may have an impact on the future of corporate events? Next Week The Event Life Cycle and Event Stakeholders

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