International Events Management

An Introduction

Learning ObjectivesAt the end of this session you should be able to:• Describe what it means to take an international approach

to events management.• Identify key changes in the global environment, which

are impacting events and event organizations.• Use strategic planning tools to identify and analyze the

environment in which international events take place.• Understand how event organizations can formulate

strategic responses to global changes.• Appreciate how culture and customs can dictate how

event organizations operate.

International Events

“...large-scale events which attract international audiences and media

attention and meet a variety of economic objectives for the

destinations in which they are hosted.”

Key Characteristics• Explicit focus on attracting international

audiences• Have significant impact on their host

communities (e.g. Social, political, physical and environmental and tourism/economic impacts)

• Attract international or global media attention

• Have specific economic imperatives

An International Approach to Events Management

•Tourism

•International sponsorship

•International programming

International activities

•Differences in laws, technology & politics (PEST)

•Differences in cultural values (Hofstede,1991), customs (Morrison and Conaway, 2006) communication styles (Hall and Hall, 1990)

Intercultural/ country issues

•Sustainability

•Electronic ticketing, blending of virtual and live media, start of the art facilities

•Health and safety standards

International standards/

practices/issues

Is SUP 11-City Tour An International Event?

“In Friesland Holland 220 Km through 11 Cities in Five Days. Unique experience based on an ice skate tradition since 1909.”

(SUP11-City Tour, n/d)

International Event Environment

Globalization

Global Forces Affecting Events

Local Forces Affecting Events

Stakeholders, Resource

Availability & Competition

Cultural Differences

SUP11-City Tour

Communication Styles

Context Space

TimeInformation

Flow

Hall and Hall, 1990

Cultural DifferencesPower Distance Acceptance/rejection of hierarchical or unequal

distributions of power in organizations and society.

Uncertainty Avoidance

Acceptance or avoidance risks in everyday life.

Individualism Weather or not individuals see themselves as integrated or separated from social groups and free or restricted by social pressure.

Masculinity/ Femininity

Weather or not masculine and feminine roles are separated and how un/favourably society looks upon aggressive and materialistic behaviour.

Time Horizon

Willingness or unwillness to put off immediate gratification in favour of long-term goals

Adapted from: Hofstede, 1991

Other Cultural Values Religion Early socialization and

family structures Small-group

behaviour Public behaviour Leisure pursuits and

interests Holidays and

ceremonies

Humour Food and eating

behaviour Work ethic Education system Traditions History Social class

structure

Local Forces

Political Economic Social

Technological Environmental Legal

Local Forces

PoliticalStability of governmentPolitical regime change

EconomicPrice levelsWage levels

Social Local culture and

practices

Technological Level of internet

penetration

Quality of internet access

EnvironmentalLocal weather patterns &

potential for extreme weather conditions

LegalVISA and work permit

requirementsHealth & Safety Laws

Power

Gate keepers

Negotiators

Coalition-builders

Trust-builders

Identitybuilders

Networks

CommunityReps.

Public Sector

Managers

Tourism Suppliers

Co-operation

Partner-ships

Alliances

Colla-borations

Event Stakeholders

Adapted from: Getz, 2007

Event Resources

Competitive Advantage

Financial

PhysicalHuman

Adapted from: Getz, 2007

Considerations & Responses

RESOURCE CONSIDERATIONS

• What alternative resources are available?

• Is there a competitive or symbiotic relationship between resource users?

• Is long-term supply guaranteed?

• Are the same resources required every year?

EVENT ORGANIZATION RESPONSES

• Secure resources from many sources

• Store resources for hard times• Reduce the need for resources

(e.g. through cost reductions)• Influence resource providers

(e.g. through government lobbying)

• Work collaboratively with events requiring similar resources (e.g. sharing venues, staff and other event inputs)

Adapted from: Getz, 2007

Competition

• CHALLENGES • OPPORTUNITES

Globalization

A term which refers to a number of processes which have enabled companies, products, people,

money and information to move more freely and quickly around the

world.

(Morrison, 2006)

Global Forces

Political

Economic

Social

Technological

Global Forces

•Recent terrorism activity (such as the 9/11, 7/7) have intensified concerns about terror attacks at events, which in turn have led to increased security costs.

Political

•The global financial crisis has made companies more cautious about their spending on events. Many have cut-back.

Economic

•Global aging populations mean that event managers need to design events with older attendees in mind.

Social

•Virtual meeting technologies are an increasing source of competition for live events.

Technological

International Tourism &International Events

• Increases in tourism numbers have facilitated an increase in the demand of events of all types, especially:– Cultural events &– Business meetings

and conferences

Developments in Internet Technologies & Live Music

• Live music has become the saviour of musicians and music companies since illegal downloads have severely depressed the sales of recorded music.

Check out Music Concerts and Festivals – UK

Increase in International Organisations & MICE

• Today the worldwide MICE market is worth about £400 million thanks in large part to the proliferation of international organisations.

References• Ferdinand, N. and Wesner, S. (forthcoming) The International Event

Environment in N. Ferdinand and P. Kitchin (Eds.) • Hall, E. & Hall, M. (1990) Understanding Cultural Differences. Yarmouth:

Intercultural Press.• Hofstede, G. (1991). Cultures and Organizations: Software of the Mind.

New York: Mc-Graw-Hill. • Keynote (2010). Music Industry. Keynote [online] Retrieved from

https://www.keynote.co.uk/market-intelligence/view/product/2324/music-industry?highlight=music&utm_source=kn.reports.search

• Mintel (2010a). Music Concerts and Festivals – UK. Mintel [online] Retrieved from http://0academic.mintel.com.emu.londonmet.ac.uk/sinatra/oxygen_academic/search_results/show&/display/id=479850

References cont’d• Morrison, J. (2006). The International Business Environment: Global

and Local Market Places in a Changing World (Second Edition). New York: Palgrave Macmillan

• Thomas Cook Retail Limited (n/d). Key dates. Thomas Cook Retail Limited [online] Retrieved from http://www.thomascook.com/about-us/thomas-cook-history/key-dates/

• Towner, J. (1996). An Historical Geography of Recreation and Tourism in the Western World 1540-1940. Chichester: John Wiley.

• Trennert, R. A. (1993). Selling Indian education at world's fairs and expositions, 1893-1904. American Indian Quarterly, 11(3), 203-220.

• UNWTO (2010). UNWTO World Tourism Barometer. 8 (3), 1-64.

Activity

• In two groups of three:– Highlight the aspects of the event that make it

international– What have the event organizers done right or wrong

in terms or their international approach?– Suggest ways in which you could improve the event

organiser’s international approach– Display your answers in poster form