Management of Event Operations Books in the series Management of Event Operations Julia Tum, Philippa Norton and J. Nevan Wright Innovative Marketing Communications: Strategies for the Events Industry Guy Masterman and Emma Wood Events Management 2e Glenn A J Bowdin, Johnny Allen, William O’Toole, Rob Harris and Ian McDonnell Events Design and Experience Graham Berridge Event Feasibility William O’Toole Marketing and Selling Destinations and Venues: A Convention and Events Perspective Tony Rogers and Rob Davidson Management of Event Operations Julia Tum, MBA MHCIMA Philippa Norton, BA (Hons) J. Nevan Wright, PhD AMSTERDAM • BOSTON • HEIDELBERG • LONDON • NEW YORK • OXFORD • PARIS SAN DIEGO • SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Elsevier Butterworth-Heinemann Linacre House, Jordan Hill, Oxford OX2 8DP 30 Corporate Drive, Burlington, MA 01803 First published 2006 Copyright © 2006, Elsevier Ltd. All rights reserved The right of the authors to be identified as the authors of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988 No part of this publication may be reproduced in any material form (including photocopying or storing in any medium by electronic means and whether or not transiently or incidentally to some other use of this publication) without the written permission of the copyright holder except in accordance with the provisions of the Copyright, Designs and Patents Act 1988 or under the terms of a licence issued by the Copyright Licensing Agency Ltd, 90 Tottenham Court Road, London, England W1T 4LP.
Applications for the copyright holder’s written permission to reproduce any part of this publication should be addressed to the publisher Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone: (+44) (0) 1865 843830, fax: (+44) (0) 1865 853333, e-mail: permissions@elsevier. You may also complete your request on-line via the Elsevier homepage (http://www.com), by selecting ‘Customer Support’ and then ‘Obtaining Permissions’ Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation.
You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential or other damages British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloguing in Publication Data A catalogue record for this book is available from the Library of Congress ISBN 0 7506 6362 6 For information on all Elsevier Butterworth-Heinemann publications visit our website at www.com Typeset by Charon Tec Pvt. Ltd, Chennai, India www.com Printed and bound in Great Britain Julia dedicates this book to Les Trois J Nevan dedicates this book to Joy and their 25 years Philippa dedicates this book to Simon, Samuel and Jake This page intentionally left blank Contents List of figures ix List of tables xi List of case studies xiii Series editors xv The authors xvii Series preface xix Preface xxi Section One: Analysis 1 1 Development of the proposed event operations management model 3 2 Event management: characteristics and definitions 9 3 Analysis of the external environment 29 4 Defining service provision 47 5 Customers, stakeholders and gap analysis 53 6 Analysis of the internal environment 72 Section Two: Detailed planning 91 7 Planning, product portfolios, and product and service development 93 8 Product development 105 9 Supply chain management 116 10 Location management and choice 130 11 Risk management for event managers 149 Section Three: Implementation and delivery 163 12 People power – the most valuable resource? 165 13 Forecasting and capacity management 187 14 Scheduling and time management 213 Section Four: Performance evaluation 239 15 Performance evaluation 241 16 Awareness of quality 259 References 272 Index 275 This page intentionally left blank Figures 1.1 Event operations management model 6 1.2 Event operations management model, shown as an iterative process 7 2.1 Shone and Parry typology of events (Shone and Parry, 2004) 10 2.2 Getz’s (1997) typology of events 11 2.3 The triangle of management and decision-making 14 2.4 Influences on organizational decisions 16 2.5 EVR congruence showing an overlap of the three elements 17 2.6 EVR congruence showing an overlap of only the elements of values and resources 17 2.7 EVR congruence showing an overlap of only the elements of values and the environment 17 2.8 EVR congruence showing an overlap of only the elements of the environment and resources 18 2.9 The transformation of resources into an event 19 2.10 The transformation process 19 2.11 Inverted triangle of investigation, moving from the general to the specific 21 3.2 External and internal forces on the customer 35 3.3 A company requires customer satisfaction and sustainable profits 35 3.4 Interrelationships between the external environment and its impact on the mission of the company 36 3.5 The treadmill of change and competitor action 41 5.1 The varying amounts of customer interaction 55 5.2 Identification of the relative importance of critical success factors demanded of a venue by conference delegates 57 5.3 Comparison of critical success factors and alternative providers 61 5.4 Influence and interest of Glastonbury Festival stakeholders 66 6.1 External and internal forces on the customer 73 6.3 Simplified events organization structure (Shone and Parry, 2004) 88 7.1 Life cycle of events 97 7.2 The Boston Consulting Group matrix 103 8.1 Ansoff’s Growth Matrix 106 8.2 Influences on the design of an event 108 8.3 Ideas are not the same as concepts 110 8.4 Flow process chart symbols 112 8.5 Flow process chart showing the movement of children at Thomas the Tank Engine Education Week 113 9.1 The supply chain, showing resources moving forward and feedback flowing backwards 117 9.2 The supply chain, showing resources moving forward 117 9.3 Chain of decisions and decision points 123 11.1 Impact and likelihood of risk occurring at a conference 157 x Figures 12.1 Low procedural efficiency, low conviviality 183 12.2 Low procedural efficiency, high conviviality 184 12.3 High procedural efficiency, low conviviality 184 12.4 High procedural efficiency, high conviviality 184 13.1 The triangle of management and decision-making 189 13.2 Some factors that influence capacity 202 13.4 Capacity and resource provision chasing the fluctuating demand 205 13.5 Demand being smoothed by encouraging a more consistent flow to and within the event 206 13.8 Seasonality comparison (periods 5 6): half-term holidays 208 13.1 Stages of scheduling 219 14.2 One part of a network diagram 226 14.3 Stage 2: setting precedents and times 227 14.4 Stage 3: add earliest start and finish times 227 14.5 Stage 4: add latest finish time for each activity 228 14.6 Stage 5: work out float time 229 14.7 Gantt chart: 1 week to go 231 15.1 The control cycle element of the fourth section of the event operations management model 243 15.2 Silver’s research-evaluation continuum model 254 15.3 Ishikawa diagram examining the causes of no lighting in portable toilets 256 15.4 Fishbone diagram examining consequences of unexpected high attendance 256 16.1 Just in time management 269 Tables 5.1 Customer requirements with subdimensions 57 5.2 Desired service compared to perceived service 66 5.3 Customer service rating 69 6.1 Identifying resources required to deliver the CSFs 79 10.1 Evaluating weighted criteria using a fictitious event management company, which organizes university award ceremonies throughout the UK 136 10.2 Evaluation of weighted criteria identified by the bride and groom for a wedding planning company 137 11.1 Extract from an event risk analysis sheet for a conference 158 13.1 Forecast from past period’s actual 195 13.2 Forecasting by past moving average 196 13.3 Forecasting by moving average 196 13.4 Four-period moving average 197 13.6 Forecast for year ahead 198 13.9 Exponential smoothed average 200 13.1 Network planning: the critical path method 225 15.1 Balanced scorecard for New Year’s Eve celebrations in a capital city 250 This page intentionally left blank Case studies 2.4 RHS Chelsea Flower Show 24 3.2 Edinburgh Hogmanay Festivities 39 3.3 Economic factors that can influence event costs 40 3.2 The golf club 51 4.1 Edinburgh International Conference Centre 58 5.2 Dolce International Corporate Headquarters 59 5.4 The Glastonbury Festival 65 5.5 Jagger beats sore point to wow fans 67 6.1 Christmas Concert in a cathedral 80 6.2 The Bakewell Show 81 6.3 Royal Agricultural Winter Fair 82 6.4 Perth Royal Show 83 7.1 The Royal Horticultural Society 96 7.2 The Mitsubishi Motors Badminton Horse Trials 98 7.3 The Notting Hill Carnival 100 8.2 Thomas the Tank Engine Education Week 112 9.1 Star Events Group 121 9.1 32nd America’s Cup 132 10.2 Setting up an overseas event 135 10.3 British Grand Prix 139 11.3 National Outdoor Events Association 160 12.1 Prestbury House Hotel 169 12.2 Torquay Leisure Hotels (1) 170 12.3 Torquay Leisure Hotels (2) 172 12.4 The Alexandra Blossom Festival 173 12.1 Fleadh CheoiI na hEireann 190 13.3 The Ice Cube 207 14.1 World Rally Championships Production Cars 215 xiv Case studies 14.2 Robbie Williams Concert 216 14.3 A Business Awards Ceremony 221 14.1 British Association for Counselling and Psychotherapy 245 15.2 Sydney Festival Australia 247 15.3 Edinburgh Festival Scotland 252 16.1 Re-enactment of the Battle of Tewkesbury 262 16.2 The Baftas 263 Series editors Glenn A J Bowdin is Principal Lecturer in Events Planning at the UK Centre for Events Management, Leeds Metropolitan University where he has responsibility for managing events-related research. He is co-author of Events Management.
His research interests include the area of service quality management, specifically focusing on the area of quality costing, and issues relating to the planning, management and evaluation of events. He is a member of the Editorial Boards for Event Management (an international journal) and Journal of Convention & Event Tourism, Chair of AEME (Association for Events Management Education), Charter Member of the International EMBOK (Event Management Body of Knowledge) Executive and a member of Meeting Professionals International (MPI). Don Getz is a Professor in the Tourism and Hospitality Management Program, Haskayne School of Business, the University of Calgary. His ongoing research involves event-related issues (e.
management, event tourism, events and culture) and special- interest tourism (e. Recent books include Event Management and Event Tourism and Explore Wine Tourism: Management, Development, Destinations. He co-founded and is a member of the Editorial Board for Event Management (an international journal). Professor Conrad Lashley is Professor in Leisure Retailing and Director of the Centre for Leisure Retailing at Nottingham Business School, Nottingham Trent University.
He is also series editor for the Elsevier Butterworth-Heinemann series on Hospitality Leisure and Tourism. His research interests have largely been concerned with service quality management, and specifically employee empowerment in service delivery. He also has research interest and publications relating to hospitality management educa- tion. Recent books include Organisation Behaviour for Leisure Services, 12 Steps to Study Success, Hospitality Retail Management, and Empowerment: HR Strategies for Service Excellence.
He has co-edited Franchising Hospitality Services and In Search of Hospitality: theoretical perspectives and debates. He is the past Chair of the Council for Hospitality Management Education. He is a Chair of the British Institute of Innkeeping’s panel judges for the NITA Training awards, and is advisor to England’s East Midlands Tourism network. This page intentionally left blank The authors Julia Tum is a Senior Lecturer in the UK Centre for Events Management at Leeds Metropolitan University.
Her main areas of professional interest are in the field of operations management and strategic management. These are topics taught to under- graduates and MSc students and also from part of her outside work when contracted to external organizations. She led the development team for the Honours Degree in Event Management in 1996 and was Course Leader from 1996 until 2000.