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Title: Festival & Event Typology: Understanding Events Management through its Nature, Role and Purpose
Description: A 11,115 Word, Masters Research Report on festival and event typology. Also suitable for BA or BSc level. This report identifies and briefly discusses the critical classification systems, which comprise the decision making, which enable events and festivals to be possible. The classification systems are typically known as typologies in the industry and structure the event/ festival planning and execution life-cycle. This report is centered on a generic event/ festival life-cycle. Discussion is split up into three parts, the nature, role and purpose of these typologies. The report features illustrations and figures of the critical typologies and examples of how they are used. A good grounding for the end user to expand upon and develop their own understanding.
Description: A 11,115 Word, Masters Research Report on festival and event typology. Also suitable for BA or BSc level. This report identifies and briefly discusses the critical classification systems, which comprise the decision making, which enable events and festivals to be possible. The classification systems are typically known as typologies in the industry and structure the event/ festival planning and execution life-cycle. This report is centered on a generic event/ festival life-cycle. Discussion is split up into three parts, the nature, role and purpose of these typologies. The report features illustrations and figures of the critical typologies and examples of how they are used. A good grounding for the end user to expand upon and develop their own understanding.
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Festival and Event Typology: its nature,
role and purpose
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(R): Prefix denotes a reference from a webpage, journal, article or book publication source
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Market Life Cycle
Events Management stages of Complexity
Budgeting and Income Table Example
Event Design Symbolic Interaction Tables
Experiential Design Table
Event Site Maps
Regeneration Policy Table
Audience Development Table
Risk Assessment Table
Sustainable Event Planning Model
Sustainable Events Management Wheel
K
...
Griffin Indicators and Tools for Sustainable Event Management
Event Impact Map
Event Perceptual Map
Functional Events Staff Tree
Mega Event Tourism Flows
Festival Schedule Programme
Simulacra
Joseph Campbell’s MonoMyth Cycle
Agile Development
ASSIPAC Sustainability Assessment Checklist
Event Facades (Art Work)
Event Posters
Contemporary Festival Artefacts
Liminality
4
Word Count 11,115
Aims:
To introduce the reader to some of the key typologies found in events and festivals
and their nature;
Offer thoughts on their role and how they apply to events and festivals to make them
happen; and
Offer examples of their purpose and how they formulate cultural policy and provide
context
...
Quotations are included
where relevant
...
The classification systems are typically known as typologies in the
industry and structure the event/ festival planning and execution lifecycle
...
Discussion is
split up into three parts, the nature, role and purpose of these typologies
...
5
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The Nature of Festival and Event Typologies
Festival and event typologies are simple, sometimes complex classification systems and
mapping methodologies which enable event managers and applicable staff to navigate
through the event/ festival lifecycle theoretically and practically
...
Typologies allow organisers to quantify and qualify by measuring relationships through cause
and effect, the actions and reactions of people, places and objects; in order to create
compelling phenomena (R6)
...
Typologies applicable to events and festivals invite their organisers to research, which in
order to stay in competition is an evolving practice like an artist’s continuum
...
Research also invites participation and many types of questions must be answered
...
This typology is known as
research management
...
You will see these key research aspects at the top of figure
one
...
This dimension provides
specific examples of tools which can quantify and qualify decisions and performance through
research at each stage of the lifecycle
...
Timeline applies
to the typology called time management and the types of questions addressed in the lifecycle
as part of research management must provide answers to take appropriate action
...
This is because events in their very nature vary depending on a number of
factors: relationships, resources, competences, circumstances and constraints
...
Dimension Management Typology: In the event lifecycle, there are a number of different
event dimensions
...
The event dimensions are:
Corporate External Analysis
Design
Corporate Internal Analysis
Logistics
Position Team Member
Health, Safety and Risk
Financial Plan
Legacy Building and Human
Resource Relations
Assessment
Marketing
Sustainable/ Historical and Green
Initiative
7
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Dimension management can only be productive in addressing event factors through
effective research and time management
...
Phase
management can only be formulated through effective awareness and positioning of
event dimensions and vice versa by asking the right questions
...
2) Prerequisite Event Management Typology
8
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Event
Phase Management:
Lifecycle and Stage Sequencing
Dimension Management:
Addressing Appropriate Actions: Corporate External
Analysis, Corporate Internal Analysis, Position Team
Member, Financial Plan, Legacy Building and Human
Relations, Design, Logistics, Health, Safety and Risk
Assessment, Marketing, Sustainable/ Historical and
Green Initiatives, Contracts
Time Management:
Addressing Event Factors: Relationships, Resources, Competences,
Circumstances and Constraints
Research Management:
Addressing the: Who, What, When, Where, How, Why
Questions and Answers: Specific, Measure, Assign, Realistic
9
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The Role of Festival and Event Typologies
The role of festival and event typologies is to solidify theoretical ideas, making them
practical and usable
...
The desire is coherence and effective
communication of paradigms (complex ideas)
...
Successful fulfilment of typological roles produces compelling experiences
...
Event Dimensions:
Corporate External Analysis:
Role: I understand the role of corporate external analysis in events and festivals
management as an intrinsic aspect of its research management foundation
...
The idea has a
spectrum of dimensions or sectors of the ideas (products) lifecycle, which are later
developed internally to achieve the corporate goal of successfully creating an event
...
Purpose: According to Kotler and Keller in Marketing Management 12thed, “a major
purpose of environmental scanning is to discern new opportunities
...
”
According to OnStrategy (R3), a web business strategy service, “The external analysis
examines opportunities and threats that exist in the environment
...
The way to differentiate between a strength or
weakness is to ask: Would this issue exist if the company did not exist? If the answer is
yes, it should be considered external to the firm…”
10
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“Opportunities are situations that exist but must be acted on if the business is to benefit
from them
...
See Typology Figures: SWOT Analysis (F2), Gartner Magic Quadrants (F3), Gartner
Hype Cycle (F4),
Corporate Internal Analysis:
Role: I understand the role of corporate internal analysis in events and festivals
management as an intrinsic aspect of its time management hierarchy
...
The competences of the company are spread throughout its departments to
manage the dimensions of the event planning lifecycle: strategically sequencing resources
throughout its phases
...
Purpose: According to Kotler and Keller in Marketing Management 12thed, “it is one
thing to find attractive opportunities and another to take advantage of them
...
The big question is whether
the business should limit itself to those opportunities where it possesses the required
strengths or whether it should consider opportunities that mean it might have to acquire
or develop certain strengths”
...
This stage of the
process is called goal formation
...
See Typology Figures: SWOT Analysis (F2), Product Life cycle (F5), Mckinseys 7s
Cultures (F6), Return on Objectives
...
Its primary role is to manage the
budgeting, purchasing of materials, sponsorship, payment of contracts, pricing of event/
festival commodities (tickets & merchandise) and evaluating economic impact from
events the company produces in collaboration with the company’s various departments
...
Its function is key for options such as the return on
investments for its stakeholders and sponsors, social return on investments for future
business with local authorities and funding duty of care to the environment through
legacy regeneration projects
...
Its role in providing capacity
affects the time management hierarchy by augmenting decision making with liberal and
attractive contracts: where money buys time
...
12
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Purpose: According to Osmond Vitez from Demand Media in the article titled “What Are
Financial Management Objectives?’ Accessed on 13/11/14, “Financial management is
the responsibility of planning, directing, organizing and controlling a company’s capital
resources
...
Most of the
objectives serve in a support capacity to provide business owners with relevant
information on the company’s business operations
...
”
Continued:
“One objective of financial management is to provide business owners and other
individuals with information for making business decisions
...
Risk management ensures companies do not face undue pressure or risk from various
financial situations
...
Financial management has a responsibility to improve
operational controls and workflow” (R4)
...
Legacy Building and Human Relations:
Role: I understand the role of legacy building and human relations in events and festivals
management as an intrinsic aspect of the research management hierarchy
...
Legacy is addressed by answering critical questions through the event
planning lifecycle (typically who, what, when, where, how and why)
...
Externally, it
involves acute attention to outward facing dimensions to create and manage operations
and relationships such as Design, Logistics, Health, Safety and Risk Assessment,
Marketing, Sustainable/ Historical and Green Initiatives
...
Purpose: The main purposes of this typology is to provide: clear goals, a results-driven
structure, provide the pretext and context for competent team members, unify festival
commitments, an internal collaborative climate, standards of excellence, external support,
recognition and effective leadership
...
Its purpose is providing balance
throughout the phases and dimensions of the event/ festival lifecycle
...
Design (Physical and Experiential):
Role: I understand the role of design in events and festivals management as an intrinsic
aspect of the combined hierarchies of research and dimensional management hierarchy
...
Consumer experience is addressed by answering critical questions
through the event planning lifecycle (typically who, what, when, where, how and why)
...
Interaction and co-creation technology are embedded into materials with strategic
placement, personalities and synchronisation; synthesising 5-sense stimuli
...
Purpose: The main purpose of this typology is to manage the experiential expectations of
event consumers, providing an ephemeral and inimitable product, which is immersive,
educational and transformative
...
Its purpose considers and develops the social return on investments for future business
and efforts to increase its network roster of potential artistic and creative vendors/ traders
for future projects
...
It is at the core of the complete product offering
...
Logistics:
Role: I understand the role of Logistics in events and festivals management as an intrinsic
aspect of the time management hierarchy
...
Logistics in more detail considers appropriate
sites for the safe set-up, construction and operation of entertainment, essential utilities,
security, customer service delivery, clean-up, load-out and access control facilities
...
Purpose: The purpose of logistics is to address the event factors: Relationships,
Resources, Competences, Circumstances and Constraints
...
Logistics also provides insight into new opportunities for other event dimension
operations such as the best and cheapest ways to move itinerary around, saving the
company time and money
...
See Typology Figures: Functional Events Staff Tree (F55), Event Site Maps (F46),
Market Life Cycle (F41), International Product Lifecycle (F40), Geographical
demographics and clustering (F26), BCG’s Strategic Environments Matrix (F25),
Commodity Chain (F23), Michael Porters Value Chain (F20), Gantt Charts (F13),
Prerequisite Event Management Typology (F1
...
Health, Safety and Risk Assessment:
Role: I understand the role of health, safety and risk assessment in events and festivals
management as an intrinsic aspect of the research management hierarchy
...
Policies are put
into the work place such as the safety passport during construction, use and handling of
utilities/ chemicals of essential services (COSHH) and during public operations (licensing
safety group)
...
16
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Areas not typically thought of as implementing HSR are design financial risk, protection
against bad press and schedule risk
...
Purpose: The purpose of health, safety and risk assessment is to evaluate, plan and
decisively deploy a framework which avoids/ removes any threats that could arise at
every phase of the event lifecycle and protect the company behind it
...
See Typology Figures: PESTEL (F9), EMBOK Domain (F14), Event Site Maps (46),
Risk Assessment Table (F49), ASSIPAC Sustainability Assessment Checklist (F61),
Sustainable Event Planning Model (F50), Sustainable Events Management Wheel (F51),
K
...
Griffin Indicators and Tools for Sustainable Event Management (F52)
...
The role of marketing is to
manage the consumer’s expectations of the perceived product or event before it is
available or accessible to the public
...
Event
organisers don’t just market to event consumers, they also provide material targeted
towards potential sponsors
...
Tools used include official websites, ticketing portals, viral TV narratives,
radio jingles and creative partnerships with other companies to generating revenue with
an air of exclusivity
...
Identifying and meeting human and social
needs
...
”
See Typological Figures: Marketing Mix (F16), Baseline Contextual User Research
(F18), PESTEL (F9), SWOT (F2), Mckinsey Matrix (F6), Michael Porters Value Chain
(F20), Michael Porters Three Generic Strategies (F21), Michael Porters 5-Force
Competition (F22), Commodity Chain (F23), Position Diagrams (F24), BCG’s Strategic
Environments Matrix (F25), Geographical demographics and clustering (F26), Boston
Matrix (F27), Perlmutter’s EPRG framework (F28), Michael Porter’s Diamond Strategic
Choice Method (F29), Gartner Magic Quadrants (F3), Gartner Hype Cycle (F4),
Mckinseys 7s Cultures (F6), Marketing Mix (F16), Promotional Mix (F17), Digital
Marketing Ladder of Magnificence (F37), Five Levels of Product (F38)
...
The
role of SHGI in events is to work with the health, safety and risk assessment and legacy
dimensions to consider ways in which operations and consumer habits/ behaviour can
reduce its impact on the environment, existing buildings (sometimes infrastructure) and
communities by adopting practical methods which will manage temporary or long-term
change
...
Purpose: According to the Commission on Sustainable Development and the World
Tourism Organization in Event Management and Sustainability, Edited by Razaq Raj and
James Muzgrave, CABI International, 2009:
“Sustainable events management should:
18
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-
Provide realistic and long-term economic event development and production,
ensuring that socio-economic benefits are distributed fairly to all stakeholders;
-
Provide continuous employment opportunities, entrepreneurial opportunities and
distribution of event income within host communities, thereby contributing to the
reduction of socio-economic disparity;
-
Consider the use of environmental resources that assist in event development and
production, complying with essential management processes and conservation
techniques to help safeguard natural heritage and the biodiversity of the
surrounding community;
-
Develop and produce events in conjunction with the host communities, protecting
their socio-cultural authenticity, built landmarks, traditions and cultural values
by promoting intercultural understanding and tolerance
...
A
...
19
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Appendices
Appendix 1: (F2) SWOT Analysis
20
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Appendix 2: (F3) Magic Quadrant
21
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Appendix 3: (F4) Hype Cycle
22
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Appendix 4: (F5) Product Lifecycle
23
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Appendix 5: (F6) McKinsey’s 7s Cultures
24
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Appendix 6: (F7) Triple Bottom Line
25
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Appendix 7: (F8) Dorans SMART Event Management system
26
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Appendix 8: (F9) PESTEL (Politics, Economics, Social, Technological, Environmental,
Legal)
Appendix 9: (F10) Diachronic Comparison charts (cultural, historical phenomenon over
time)
27
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Appendix 10: (F11) Adizes
Lifecycle
28
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Appendix 11: (F12) Process Orchestration Engine
29
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Appendix 12: (F13) Gantt Chart
30
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Appendix 13: (F14) EMBOK Domain
31
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Appendix 14: (F15) Epistemological Cluster Maps (Used for Audience Research)
Appendix 15:
(F16)
Marketing Mix
32
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Appendix 16: (F17) Promotional Mix
Appendix 17: (F18) Baseline Contextual Research (Research Management)
33
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Appendix: 18 (F19) Maslow’s Hierarchy of Needs
Appendix: 19 (F20) Michael Porters Value Chain
34
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Appendix: 20 (F21) Michael Porters Three Generic Strategies
Appendix: 21 (F22) Michael Porters Five Force Competition
35
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Appendix: 22 (F23) Commodity Chain
36
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High Price
Appendix: 23 (F24) Position Diagrams
High
Quality
Low
Quality
Low Price
Word Count 11,115
37
High Price
Low Product
Range
High Product
Range
Low Price
Word Count 11,115
38
Appendix: 24 (F25) BCG’s Strategic Environments Matrix
Appendix: 25 (F26) Geographical Demographics and Clustering
39
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Appendix: 26 (F27) Boston Matrix
40
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Appendix: 27 (F28) Perlmutter’s EPRG framework
41
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Appendix: 28 (F29) Michael Porter’s Diamond Strategic Choice Method
42
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Appendix: 29 (F30) Longitudinal research methods with Trans-theoretical Model (TTM)
Appendix 30 (F31) Hertzberg’s Two Factor Theory
43
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Appendix 31 (F32) Motivation Process: Expectancy theory (Vroom)
Appendix 32 (F33) Equity theory (Adams)
44
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Appendix 33 (F34) Goal Theory (Locke)
Appendix 34 (F35) Tuckman’s Group Development Model
45
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Appendix 35 (F36) Johnson and Scholes Framework of Suitability
Appendix 36 (F37) Digital Marketing Ladder of Magnificence
46
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Appendix 37 (F38) Five Levels of Product
Appendix 38 (F39) Hart Participation Ladder
47
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Appendix 39 (F40) International Product Lifecycle
Appendix 40 (F41) Industry/ Market Lifecycle
48
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Appendix 41 (F42) Events Management stages of Complexity
Events management stages of complexity
Stage
Characteristics
Events management
Instrumental
Practical experience
operational/
logistical
Events policy
Micro-level concerns
abundant literature
Macro-level
contextualization
policy angle evident
social, cultural and
economic effects of
events considered
Paucity of
specialized literature
Events Studies
Considers wider
socio-historical
context for events
Macro-level
concerns
Informed by a range
of academic
disciplines
Emerging literature
49
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Appendix 42 (F43) Budgeting and Income Table Example
budget sub-analyzed by month
INCOME
Aug
sept
spectator tickets
0
other tickets
sales
0
sponsorship
0
catering
0
merchandising
0
total income
0
0
0
0
0
0
march
0
april
1450
may
0
june
0
july
0
total
1450
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1700
0
0
1700
0
0
0
0
0
250
0
220
130
2050
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
250
1700
220
130
3750
0
0
0
0
0
0
0
0
0
0
0
0
0
0
700
0
0
0
0
2500
0
0
0
0
700
2500
0
0
0
136
0
0
0
0
0
0
0
0
136
administration
total expenditure
0
0
0
0
100
110
100
236
42
42
0
0
0
0
100
800
0
0
0
0
0
0
342
3678
PROFIT/ LOSS
0
0
-100
-236
-42
0
1700
-800
2050
0
2500
2500
0
0
72
Cumulative
0
0
-100
-336
-378
-378
1322
522
2,572
72
72
72
Event Inputs:
resources
financial
human
infrastructure
Event Outputs:
financial
tickets
sponsorships
media rights
plans
infrastructure
outputs
policies
intellectual
outputs
Expenditure
volunteer kit
hiring Itinerary
marketing
activities
oct
0
nov
dec
jan
feb
50
Word Count 11,115
Appendix 43 (F44) Event Design Symbolic
Interaction Tables
Objects past and present
for leisure
social reality is a
social production
Interaction between
individuals
produces own
definitions of
situations
for events
leisure activity in
most cases, is
produced for us
Social reality for events
only exists when we
produce the event
leisure is
intrinsically free and
open to spontaneity
and interpretation
events can be construed
by individuals for their
own purpose
Humans interact
Ditto
Interaction is
symbolic through
manipulation of
things
leisure activities
carry symbolic
meanings that we
interpret in different
ways
ditto
events require symbolic
characteristics to enable
use to derive our
meaning from them these must be created
though
Meanings are
derived through
interaction and can
be reinterpreted
leisure is interactive
and the activities we
undertake often
develop via our
interactions
events can be redefined
via interactions of people
for example, Glastonbury
from sub cultural hippie
to popular culture
symbolic
social
community/
waste or garden
land
guy - used for street
trawl and perched atop
the bonfire
local groups of
children co-joined
to collect and build
bonfire- hand-built by
children
children’s parents
supporting through
gathering/
provisions
homemade food/
potatoes roasted
in fire
fireworks - adhoc, let off
as and when
free - spontaneous
attendance but also
very specific
immediate area
penny for guy
activity
ownership - it belonged
to an identifiable group/
local area parental or
minimum supervision
municipal or
private ground
no guy
no children joined
or collected wood
official wood/
collection/
donation
bonfire - roped off
no parental
involvement
pyrotechnic display - adhoc letting off of fire
works illegal; especially
if fire held in public park
fee for admission non-spontaneous
and have to be
brought in advance
no guy activity
SI attributes
physical
burger/ hot dog
food stalls no
roasting
Symbolic interaction for leisure and events
no ownership other than
public authority
community wood
collection/
donation
security or official
supervision
alternative cultural form
51
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Appendix 44 (F45) Experiential X-Factor Design Table
52
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Appendix 45 (F46) Event Site Maps; Venice Tourist Map Below
53
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55
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Burning Man Emergent Camping Typology
57
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58
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59
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Glastonbury Festival Map Illustration
60
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61
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62
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Appendix 46 (F47) Regeneration Policy Table
period
Policy type
1950s
reconstruction
major strategy and
orientation
key actors and
stakeholders
1960s
revitalization
1970s
renewal
1980s
redevelopment
1990s
regeneration
2000s
Imagineering
post war
construction and
extension of older
areas and cities,
with some
suburban growth
continuation of
1950s themes
focus on in-situ
renewal and
neighborhood
schemes; mainly
peripheral new
developments
many major high
profile schemes;
events begin to be
incorporated into
regeneration
strategies
move towards
more integrated
and holistic policy
approaches
flagship projects
and mega-events
play key roles in
regeneration policy
national and local
government
greater balance
between public and
private sectors
growing role for
private sector
emphasis on
private sector and
special agencies
and quangos
partnership the
dominant approach
partnership
approach
continues
majority public
sector with growing
private sector
resource
constraints on
public sector;
greater private
sector investment
private sector
dominant, often
with public sector
funding
greater balance
between public,
private and third
sector activity
emphasis on the
leveraging of public
sector funds to
produce large
impacts
funding
majority public
sector
Social content
improvement of
housing and
general living
standards
physical emphasis
replacement of
inner areas and
some peripheral
development
environmental
approach
landscaping and
some greening
community-based
action; increase in
empowerment
community selfhelp, with selective
state support
emphasis on the
role of the
community
neighborhood
empowerment and
management
become key policy
concerns
continuation of
1950s themes
more extensive
renewal of older
urban areas
major schemes of
replacement and
new developments;
growth of flagship
schemes
more modest than
1980s; growth of
heritage
approaches
urban centre and
fringe renewal
selective
improvements
environmental
improvement with
some innovations
growth of
environmental
concern
broader idea of
environmental
sustainability
introduced
climate change
drives
sustainability
agenda forward
social and welfare
improvement
63
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Appendix 47(F48) Audience Development Table
Audience development relationships and activities
Organizational goals
Relationship to organization
Outcomes
cultural
internal
Enhancing understanding of a cultural form building
support for cultural innovation
external
Developing dialogue with an audience
internal
increasing revenue
external
developing loyalty
internal
Providing an educational experience
external
Providing therapeutic benefits
financial
social
Audience Development Techniques
participation strategy
benefits to organization
Diversifying
Attracting new event attendees
Developing new source of revenue
Generating support for cultural innovation
example techniques
Producing new cultural forms: for example, staging
performances of new musical forms or programming a
season of films targeted at specific potential attendees
Changing the environment, mood and/ or tone of a venue
or event
...
McCarthy and Jinnet (2001), in a study of arts organizations in the US, found three ways in which participation can be increased:
Diversifying participation: involves attracting event attendees who would not normally attend a cultural event
...
Broadening participation: involves attracting more people to an event, from a pool of likely cultural event attendees
...
Marketing messages that emphasize
price and convenience are also appropriate for this strategy
...
This can be accomplished through educational
and special event programming, encouraging your existing audience to invest more in the organization and to become increasingly loyal
towards it
...
Changing the environment, mood and/ or tone of a venue
or event
Developing new customer service strategies
Broadening
Marketing development:
Developing sustainable revenue streams
Pricing structure and incentives communications
Consolidating support for cultural innovation
Collaborative events with other providers
Increasing audience loyalty
Event interpretation: for example, pre-and post-event talks,
access to rehearsals and/ or venue tours
Increasing audience spending
Educational activity: for example, workshops, summer
schools and/ or master classes
Extending support for cultural innovation
Deepening
Increasing audience size
Increasing opportunities for feedback from and dialogue
with event attendees
64
Word Count 11,115
Audience Development Strategy: BAC (Battersea Arts Centre Ladder of Development
Exit
Touring, transfer or further development
2/3-week runs
open to critical review in national press
BAC marketing support
Public audience
2/3-night runs
Usually with BAC festival programming
Invited audiences and limited public attendance
Short runs of scratch events
career development
support
Low prices
High levels of audience feedback
Scratch nights
Low-tech cabaret-theatre-attendees choose what to pay
Artists mix with audience
Summary of event and festival impacts
Category
Positive
Negative
Economic
Direct income, multiplier effect employment
Loss-making events increased prices for locals, opportunity
costs
Tourism
Enhanced destination image, extension of tourism
season
Risk of reputation damage
Physical
New facilities and infrastructure, regeneration of
rundown areas
Environmental damage, Overcrowding, Congestion
Socio-cultural
Social opportunities for locals, improved social
networks
Accommodation of culture, Antisocial behaviour,
Dissatisfaction with event image
Psychological
Enhanced sense of community, excitement, pride
Conflict
Regional community
development
Enhanced skills for volunteers and participants,
support for other regional products and services
Conflict with other regional activities
65
Word Count 11,115
Appendix 48 (F49) Risk Assessment Table
66
Word Count 11,115
Appendix 49 (F50) Sustainable Event Planning Model
Table 14
...
Enviro
...
cash flow
stakeholder
investment
*
Issue
Economic
viability
Characteristics
*
*
*
planning and
coordination
community
involvement
supply chain
management
consultation
process
local suppliers
versus outside
the region
supply chain
management
sustainability
policy
*
Implementation
of event
waste
management
Economic
viability
*
*
*
*
Breakdown,
evaluation and
legacy
*
Labor force
Legacy
management
Evaluation
recycling
Event
profitability
event
employees
community
usage of
facilities
method of
evaluation
Qual
...
*
*
*
Spatial
...
A
...
1
...
- not
usually available in enough detail
This is considered important by most measures of
sustainability, but local level data are difficult to isolate
- often linked to pollution from transport
...
Good to have especially as
long-term indicator
local folklore and historic sites
state of local folklore, local monuments
and places of interest
fragmented but generally available in the
form of sites and monuments record
heritage is important for local identity and a vital
attractive element for many locally embedded events
importance and state of local
culture
local language/ dialect
generally well documented
good - indicative of strength of local traditional and
culture
local festivals
usually tracked by local and regional
tourism organizations
festivals are easy to track and demonstrate local
participation in organizations
congestion
not well recorded, but can be identified
easily if seen to be important
Good indications of pressure, measures of seasonality
and congestion - need data to be seasonal and
represent different days and seasons
...
Congestion on busy event
weekends versus quiet winter days
number of vehicles on various types of
roads
some counts but generally unavailable
parking
number and distribution of parking space
and cost of parking
presence of parking is less important than use and
pressure
accident data
privacy issue - difficult to relate to event
Police and road safety authorities in some areas
record and disseminate this type of data
...
Not just an event issue
but also important for local population indicates
commitment to local community
...
Disturbance by event could mean
residents curtail their activities and feel problems
residents perceptions/ attitudes are more
important than reality as seen by
organizers - need to be assessed
Changes can trace positive aspects of events,
indicative of more than just changes in an event
...
seasonality as a key element - easy to
enumerate with cooperation from
accommodation and other service
providers
Indicative of seasonality, need commitment for
gathering this
...
- consistency
important for assessing change over time
...
Needs to be gathered consistently
Visitor/ participant perception - good indicator of
likelihood to be repeat customer
...
)
Visitor survey required - can be derived
(though not very accurately) from
national data
Spend is a good indicator of seasonal fluctuation would assist policy
...
g
...
difficult to measure but evident in some
sustainable events destinations
If serious about sustainability needs enforcing,
otherwise wishful policies become irrelevant
...
residents attitudes to traffic and
congestion management
resident attitude to quality of event
and how it affects them
residents attitudes to event
employment
local perception of their relationship
with visitors
issues raised regarding visitor
behaviour (may vary according to event
type)
visitor profile
visitor perception of local
management
clear and capable management of
event
appropriate balance - peak and offpeak numbers
visitor numbers in various
accommodations
Perceived management of issues
(crowd control, noise etc
...
74
Word Count 11,115
Appendix 59 (F60) Agile Development
75
Word Count 11,115
Appendix 60: (F61) Event Facades (Art Work)
Top: Insomniac Events
Cathedral facade
Bottom: SFX/ ID&T
Jungle and functional
volcano facade
76
Word Count 11,115
Appendix 61: (F62) Event Posters
77
Word Count 11,115
Appendix 62: (F63) Contemporary Festival Artefacts (Art Works); Left: Tomorrowland coveted Golden Ticket, Right:
Tommorrowland unique watch and ticket package, Below: Insomniac Events ticket package
...
Q
...
Northern Ireland)
United States of America
France
Germany
Netherlands
Other (Please specify________________________)
1
2
3
4
5
6
7
8
If Q1 = Republic of Ireland or Northern Ireland THEN ASK
Q
...
3
On which day(s) have you attended, or will you attend ___________ (festival/ event
name)? Code all that apply
Day 1
1
Day 2
2
Day 3
3
Day 4
4
Day 5
5
Day 6
6
Day 7
7
Q
...
of Nights
Please fill in all boxes – “000” if no nights spent in town
80
Word Count 11,115
Q
...
Hotel
1
Guesthouse/B&B
2
Hostel
3
Caravan/camping
4
Rented holiday home
5
Staying with friends/relative
6
Other (SPECIFY _________________________________& CODE)
7
Q
...
CODE ALL THAT APPLY
Phone
1
Internet
2
3
Post
4
Other (please specify______________________________________)
5
No booking made – just turned up
6
Don’t know/someone else made the booking(s)
...
6a
Which of the following best describes your party during your stay in ________ (town
name)? Code only one value
Travelling alone
1
With husband/wife/partner
2
With family (children under 15 years)
3
With adult friends or other adult party
4
Other (SPECIFY _________________________& CODE)
5
81
Word Count 11,115
Q
...
of Persons
Q
...
WRITE IN AMOUNT AND NUMBER COVERED BY AMOUNT
Amount
Currency
No
...
7b
Ignoring expenditure on accommodation, how much did your party spend in
____________(town name)?
Please remember to include anything you might have spent using credit cards, or any amount
charged to or paid for by a third party outside of the Republic of Ireland, such as your firm
...
8
No
...
9
Which of the following sources of information did you use to find out about _________
(name of festival/event)? Code all that apply
Travel Agent
1
Tour Operator
2
Fáilte Ireland/Tourism Ireland/Irish Tourist Board
3
Promotional Literature on Ireland
4
Advertising
5
Please specify whether TV ( ) Radio ( ) or Press ( )
Travel Programmes on TV/Radio
6
Articles in Newspapers/magazines
7
Friends, relatives or business associates
8
Guide Books
9
The Internet
10
Other (specify_______________________________)
11
Don’t know
12
83
Word Count 11,115
Q
...
What was your age on your last birthday?
State exact and code
Q
...
Age
16-24
25-34
35-44
45-54
55-64
65+
1
2
3
4
5
6
Male
Female
1
2
DO NOT ASK
Q
...
Gender
Q13
...
MULTI CODING ALLOWED
...
These include:
Demographic Profile – Establishing the socio-economic background of those who attend a
festival/event would be useful in guiding marketing activity and perhaps future content
...
Satisfaction Ratings – Visitor ratings on festival/event content, facilities, pricing and organisation can
assist in pointing out where the festival/event is performing well and where it needs to improve
...
Visitor Suggestions – Visitors, of course can also assist by making direct suggestions as to how a
festival/event can be improved
...
85
Word Count 11,115
References
Bibliography
Kotler, P
...
K
...
Arts festivals for the sake of
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...
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http://youtu
...
Published on Feb 15 2013
...
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87
Word Count 11,115
Event Industry Associations and Trade Federations
UK
Event
http://eventia
...
uk/html/article/about-us
American Marketing Association
www
...
org
CONFEX
http://www
...
com/
Festival Awards
http://www
...
com/
Business Visits and Events Partnership (BVEP)
http://www
...
com/
Association for Event Organizers (AEO)
http://www
...
org
...
artsfestivals
...
uk/
Social Enterprise Coalition (SEC)
www
...
org
...
cbi
...
uk/
Association of British Professional Conference Organizers (ABPCO)
http://www
...
org/
Association of Irish Festival Events (AIFE)
http://www
...
com/
UK Center for Carnival Arts
http://www
...
org
...
efa-aef
...
festivalorganisers
...
essa
...
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http://artsandbusiness
...
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...
agents-uk
...
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...
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...
concertpromotersassociation
...
uk/
Quality Agents Association (QAA)
http://www
...
ac
...
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...
uk/distributor/legacy-trust-uk
Department of Culture, Media and Sport (DCMS)
https://www
...
uk/government/organisations/department-for-culture-media-sport
Council for Hospitality Management Education (CHME)
http://www
...
org
...
aeme
...
gov
...
ncvo
...
uk/
Association of Chief Executives of Voluntary Organizations (ACEVO)
https://www
...
org
...
dsc
...
uk/Home
Arts Council England
http://www
...
org
...
pcma
...
conventionindustry
...
aspx
Creative Industries Task Force (CITF)
http://www
...
org
...
-invitation-toparticipate
National Endowment for Science, Technology and the Arts (NESTA)
http://www
...
org
...
tesa
...
uk/go/
Local Authority Event Organizers Group (LAEOG)
http://www
...
org/
UK Crowd Management Association (UKCMA)
http://www
...
com/
89
Word Count 11,115
Production Services Association (PSA)
National Catering Association (NCAAS)
http://www
...
org
...
ncass
...
uk/
Independent Street Artists Network (ISAN)http://www
...
org
...
eha
...
uk/pages/index
...
asao
...
uk/
http://www
...
com/
British Pyrotechnists Association (BPA)
http://www
...
org
...
eventsindustryforum
...
uk/
Eventia Trade Body
http://www
...
org
...
federationoffestivals
...
uk/
TEDx Event Organizer Network
https://www
...
com/participate/organize-a-local-tedx-event/tedx-organizer-guide
International Association of Amusement Parks and Attractions (IAAPA)
http://www
...
org/
International Assembly Managers Association (IAMA)
http://www
...
org/
International Congress and Convention Association (ICCA)
http://www
...
com/
European Festival Association (EFA)
http://www
...
eu/en/festivals/
90
Word Count 11,115
European Festivals Research Project (EFRP)
http://www
...
com/european-festival-research-project-efrp
...
ises
...
com/
Music Managers Forum (MMF)
http://www
...
net/
International Technical Services for Events and Entertainment Industry (PLASA)
https://www
...
org/
Association of German Trade Fairs (AGTF)
http://www
...
de/en/YourSuccessIsOnlyFair/TradeFairsInGermany/Seiten/Default
...
mpiweb
...
iedc
...
encatc
...
php
International Center for Crowd Management and Security Studies (ICCMSS)
http://www
...
co
...
simulationinformation
...
iitsec
...
aspx
Convention and Visitor Bureaus (CVBs)
91
Word Count 11,115
http://www
...
com/rfp/convention-visitors-bureau-directoryee12b9994b424e4f91f7d48ae60d170c
...
adme
...
artstrategies
...
gov/
National Council on the Arts
http://arts
...
asaecenter
...
acrwebsite
...
unep
...
un
...
html
World Tourism Organization (WTO)
International Olympic Committee (IOC)
http://www2
...
org/
http://www
...
org/ioc
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http://www
...
net/wced-ocf
...
iisd
...
wbcsd
...
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92
Word Count 11,115
UNWTO World Tourism Barometer
UNWTO Statistics and Tourism Satellite Account Programme
UNWTO Tourism and Market Trends Programme
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...
co
...
institute-of-event-management
...
eva-london
...
pallabs
...
ca/category/event-management-international-(cemp)
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Arts Council England
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...
org
...
org/
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...
ac
...
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...
ac
...
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...
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...
id-t
...
aeglive
...
uk/
93
Word Count 11,115
Ultra Music Holdings
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...
com/
Insomniac Events
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...
com/
Minor Event Management Companies
Kilimanjaro Live
http://www
...
com/
MAMA and Company
http://www
...
com/
Festival Republic
http://www
...
com/
Angel Music Group
Cirque Du Soleil
www
...
com
http://www
...
com/en/home/shows
...
ibizarocks
...
mastersofhardcore
...
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...
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http://www
...
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...
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...
uk/
Fabric Life Ltd
http://www
...
com/
Ministry of Sound
http://www
...
com/
C3 Presents
http://www
...
com/
Geo Events
http://www
...
com/
DF Concerts
http://www
...
com/
94
Word Count 11,115
Databases
Corporation Wiki
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...
com/
Keynote
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...
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...
mintel
...
...
uk/maps
http://scholar
...
co
...
www
...
com
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www
...
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A Greener Festival
http://www
...
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http://www
...
co
...
html
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Eye for Transport
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...
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...
ac
...
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...
asp?xsid=S001WJpYs7l1snyMT7yM
TMvMpaqN9EpNXmm5FfpRd30WFJnWbFBQUFBQUFBQUFBQUFBQUFBQUFBQ
UFBQUFBQUFBQUFBQUFB&productname=global
Consumer Research
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...
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95
Word Count 11,115
Trade Publications, Journals
The Cycles Institute
http://www
...
org
The Event Magazine
http://www
...
co
...
ijemr
...
org/AMJ/
Business Week
http://www
...
com/
Economic Geography
http://sasi
...
shef
...
uk/
European journal of innovation management
http://www
...
com/journal/ejim
European Journal of Marketing
http://www
...
com/loi/ejm
Harvard Business Review
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...
ama
...
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The Journal of Product Innovation Management
http://onlinelibrary
...
com/journal/10
...
marketingweek
Title: Festival & Event Typology: Understanding Events Management through its Nature, Role and Purpose
Description: A 11,115 Word, Masters Research Report on festival and event typology. Also suitable for BA or BSc level. This report identifies and briefly discusses the critical classification systems, which comprise the decision making, which enable events and festivals to be possible. The classification systems are typically known as typologies in the industry and structure the event/ festival planning and execution life-cycle. This report is centered on a generic event/ festival life-cycle. Discussion is split up into three parts, the nature, role and purpose of these typologies. The report features illustrations and figures of the critical typologies and examples of how they are used. A good grounding for the end user to expand upon and develop their own understanding.
Description: A 11,115 Word, Masters Research Report on festival and event typology. Also suitable for BA or BSc level. This report identifies and briefly discusses the critical classification systems, which comprise the decision making, which enable events and festivals to be possible. The classification systems are typically known as typologies in the industry and structure the event/ festival planning and execution life-cycle. This report is centered on a generic event/ festival life-cycle. Discussion is split up into three parts, the nature, role and purpose of these typologies. The report features illustrations and figures of the critical typologies and examples of how they are used. A good grounding for the end user to expand upon and develop their own understanding.