I only have dot do one case. For this assignment, you will be required to work on three sport event management cases. The cases discuss scenarios in sport event management and you will be asked to propose solutions to the problems. To be specific, you will be asked to read, analyse, and answer the case questions. The case question(s) to be addressed in the report can be found at the end of the case articles or will be provided along with the case report. Your answers are expected to be comprehensive, detailed, and highly articulated.
You are expected to prepare 3-4 pages written report on each case. The work should have: (i) Introduction – what the case is about, (ii) Body – your answers (comprehensive, detailed, and highly articulated) to the case questions, (iii) Conclusion – summarizing your points and providing recommendation.
Your paper should be typed, single-spaced, 12pt Times New Roman, cover page, use APA style. Margins must be set at one inch from top, bottom, left and right. Details of the evaluation criteria is provided on Blackboard. You have to submit the soft copy of your paper on Blackboard on the due dates.
This is the reading that the case is on. There are discussion questions at the bottom which the essay is on.
This case study focuses on planning and leveraging sport events for community-based sport tourism and economic development. It is presented from the point of view of a sport event/marketing coordinator (Ian) within the Convention and Visitors Bureau (CVB) of the fictional rural community of Panorama. He has been assigned to write a report about the potential of organizing (and leveraging) a new motorcycle event tapping into the unparalleled success and experience of two car open road races that the town hosts. Ian is a recent sport management graduate who has just been hired by CVB and hence knows little about the community and its events. He begins preparing his report by collecting information and taking notes in order to understand the community dynamics affecting events and learn from the races with the purpose of identifying what would be the best means to attain benefits from the proposed new event. Drawing upon the theoretical underpinnings of sport event leverage and multi-purpose event portfolios, the case provides the opportunity for students to apply these tenets on a realistic context, taking them through a
research path of gradual exploration and discovery of issues Keywords: event leveraging, event planning, event portfolio,
Ian turned on his laptop to start working on his first report for his new job. He was very pleased with the opportunity that had presented itself. It involved planning, and potentially organizing and imple- menting an event for motorcycles. Events and motorcycles were definitely two of his favorite things. He just graduated with a Master’s Degree in Sport Management and was hired by the Convention and Visitors Bureau (CVB) as a Sport Event Coordinator. His first task was to write a report regarding a new sport event that could potentially be hosted by the rural community of Panorama. He knew that the CVB successfully hosted the Rocket Open Road Race (RORR) for the last nine years. Last year RORR marked a hotel occupancy rate of 96% during the event with estimated total revenues of $77,876 based on visitor spending in local hospitality businesses. He was also aware that the unparalleled success of this open road car race coupled with the event organizers’ realization that there was still a substantial market demand, encouraged the community to replicate this event. As a result, for the last four years they have put on a second car race, the Galaxy Open Road Race (GORR). The first one is usually held in April and the second one in October. Recently, there had been thoughts of further replication of the RORR. In particular, Ian recalls the last meeting of the CVB where some members came up with the idea for the new event, more specifically, an Open Road Motorcycle Rally. The director of the CVB and some other members were somewhat surprised with this idea but they listened quietly to other members sharing their ideas, as one member stated:
“We are talking about possibly having the equivalent to the Rocket Open Road Race but it would be for motorcycles. This type of event that allows motorcycles to race in an open road is getting quite popular in the U.S. Therefore, if we actually put on this event we will strongly put ourselves on the map as a place having motor races. I would imagine we would probably host it in Spring. We
Vassilios Ziakas is with Plymouth Marjon University, Plymouth, England. Sylvia Trendafilova is with the University of Tennessee, Knoxville, TN. Address author correspondence to Vassilios Ziakas at vziakas@marjon.ac.uk.
and means entailed in event portfolio planning and leveraging. event promotion, rural community, sport tourism
already have the resources and experience, so we can apply the know-how to the new event.”
“Yes, maybe it’s a good idea but we already host two open road races, a community festival, and a history education event— plus the other events that we co-sponsor” said another member objecting to this idea.
“And where will we find the money and volunteers?” asked a third member.
“Let’s not forget that attendance is already dropping down in our community festival and the same is happening with the history education event,” pointed out another member. “I’m afraid that a new event, no matter how good it is, will be too much for the community and I am afraid we won’t have enough volunteers.”
“Yes, but it is up to us to make the event successful and recruit enough volunteers,” said the member who brought up the idea for the new event. He continued, pointing his finger at Ian, “And this time we have an expert in events that can guide us and find the best way to plan, organize, and implement it.”
Everyone looked at Ian, some smiling, others showing light signs of mistrust or concern in their faces. Ian felt uncomfortable. It was his first week on the job and not being local, he did not know much about this community and its people. Although the possibility of putting on a new event seemed like a great opportunity for him to demonstrate his competency and talent, the apparent controversy on whether a new event was a good idea or not made him a bit uneasy. Ian addressed the group in his most professional voice “Yes, I’d be happy to work on this project. And I believe that . . .” when suddenly the CVB’s Director interrupted him.
“We’ll need to talk more about it,” said the Director. “Before any decisions are made we must have actual data and a plan for moving forward. I suggest that we discuss it in our next meeting when Ian can report to us about that. Let’s move on to the next topic now.”
At the end of the meeting, the Director asked Ian to talk to him in private about the possible new event.
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12 Ziakas and Trendafilova
“Ian, I know these are your first days here and you might be a little overwhelmed with what is going on. The truth is that our community counts a lot on events because it is our only way to attract tourism. We are a small unknown community and we are not a destination; we are just a stop between destinations, so hosting events can attract travelers for a few days or for a weekend. This is tourism for us. However, there is a very delicate balance in the number of events we should host. I think we are approaching the point of having too many events and as far as a new motorcycle race, hmm . . . I don’t know if that could be too much to the point of exhausting our community resources. I cannot coordinate one more event. This is way too much for me. If a new event happens, you or someone else will be in charge and maybe this is your chance to establish your credibility in the community.”
“Yes, I agree,” said Ian. “It seems like a good opportunity but I will need more information before I can let you know what my recommendation would be.”
“Of course” replied the CVB Director, “you can collect all the required information and let us know what you think. I just want to highlight that the RORR is our big success. It is our formula. We obviously want to replicate the event to some extent but not in its entirety because we may do it to a point where the RORR loses its attraction. The other thing is the discord in the community between the Hispanics and Anglos; if the division continues, if we don’t work together, our events will fail and show a bad image of our town. Thus, the CVB is trying to bridge differences by keeping people involved equally in projects and events. The big thing is the community itself. The volunteers are the basis for anything we do. If the community continues to be divided, sooner or later we’re going to have a problem. So that’s the big challenge: how to keep the whole community involved and united.”
Ian’s first thought as he left the conversation with the Director was that the idea of replicating the RORR to create a new event for motorcycles seemed to have a great potential—especially consid- ering that there is a steadily increasing market demand in the United States for motorcycle open road races and that Panorama already has secured resources and know-how experience. However, he could see the problem that racial tensions might result in limited cooperation among event stakeholder groups. Ian tried to see the big picture. He thought of the concerns of the community having too many events. It was yet clear to him that this was not a problem. As long as events are not working against each other, that is rarely an issue. What matters is the events calendar and that each event does not conflict with others. It also matters whether or not additional target markets are attracted by the events and their cumulative appeal. Ian also thought that the number of events would not really present a problem in finding volunteers for the new event. Actually, the existing events enable the development and utilization of a strong pool of volunteers. For the new motor- cycle event, there are two kinds of volunteers: specialist and general. Specialist volunteers must be trained or imported; general volunteers can be developed locally. The new event will reach into its own pool of motorcycle fans for both kinds of volunteers at a large percentage. Therefore, the challenge is to develop and manage a pool of volunteers for the new event by capitalizing on the pool of motorcycle fans and maybe even capturing a few of them for the more general events volunteer pool.
Preparing for the Report
Two days had passed since the meeting at the CVB and Ian could still hear the Director’s last words: “Ian, I think that we need to
come up with the right strategies and tactics to continue the success of the open road races without blindly replicating the RORR. We must add something new, and at the same time stimulate commu- nity support, which seems to be waning. If we cannot do that then we should not take on another event. I look forward to hearing your ideas and reading your report. I expect it to include at least the following: basic cost and expected sources of revenue; basic event programming and theming; promotion and a list of potential sponsors; major safety management guidelines; and strategies for attracting volunteers, creating excitement for the whole com- munity, involving local businesses and promoting our tourist attractions. Be creative. We are counting on you.”
Ian decided to attack the task at hand. He was excited and nervous all at the same time. He knew that he had a lot of resources available. Off the top of his head he could think of a couple of specific models and concepts related to event leverage (Chalip, 2004; O’Brien & Chalip, 2008) and event portfolio management (Ziakas, 2014) that would be extremely helpful in guiding him through his first task. First things first, Ian knew that he had to learn the town’s socio-economic conditions that affect the organization of events. Then he had to become very familiar with everything around the existing races as well as the community’s stakeholders (players and agencies) and how they all relate. He decided that he would spend the next day or so collecting as much information as he possibly could.
To begin with, he searched in the Chamber of Commerce and the U.S. Census for demographic and economic data (Online Supplementary File 1) that delineated the community’s profile. Then he reviewed the CVB’s documents to put together all Panorama’s tourism attractions and recreational amenities (Online Supplementary File 2) as well as major events in accordance with the CVB’s current policy for using events in tourism development (Online Supplementary File 3). Ian’s next step was to look for pertinent printed materials and talk with several people that he knew who had participated in some capacity in the races or were knowledgeable about the subject and understood the community dynamics. After collecting the information he tried to organize his notes so that he could prepare the report due in three days to the Director of the CVB.
Learning from the Races
However, as Ian reviewed the information that he collected about the two existing races, he felt overwhelmed and unable to organize it in a coherent manner so that it would be useful for staging the motorcycle event. He looked at last year’s participants’ visitation data (Table 1) and then started reading out loud some excerpts to put in order the most important information.
“Well, obviously, this town takes advantage of its empty roads to host the RORR and GORR, which are of national caliber. The races promote the hospitality of Panorama, the area’s gastronomy, and the opportunity for drivers to compete to their limits on a challenging highway. Some out-of-state participants told me that they felt pleasantly surprised by Panorama’s hospitality and are growing accustomed to it during the days they spend here for the event. How is the town’s hospitality shown through the races? On the Main Street of Panorama there is a big poster saying: ‘Welcome Racers’. Local businesses and especially hotels and restaurants welcome racers with enthusiasm and many have posted on their doors and premises: ‘Welcome, Rocket Road Racers’. Most importantly, many local businesses put promotional posters of the races on their premises, and restaurants offer special menus
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Table 1 Racing Participants Visitation Data
Rural Motorcycle Event 13
Number of Event Participants
Number of Hotel Nights
Number of Days Spent in Panorama
Food Expenditure per Person/Day
Party Size
Hotel Expenses per Person per Night
$89 $78
$25,000
–
$2,000 $27,000
RORR 170
GORR 180
Note. Numbers are average except for numbers of participants. RORR = Rocket Open Road Race; GORR = Galaxy Open Road Race.
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named after the races. All this joint theming employed by local businesses is good for the car races, but I’m not sure if there are any of them that may have reservations regarding being associated with ‘bikers’. So how could I deal with negative perceptions?”
The next excerpt in Ian’s notes was about the development of the RORR. It was organized in April 2008 and since then it has grown rapidly. The race is co-organized by the cities of Panorama and Swanson, which are connected by a highway. The distance between Panorama and Swanson is 59 miles, thus the total mileage of the race is 118 miles. The race gives the chance to racing-car enthusiasts to legally drive as fast as they like on a U.S. highway for 118 miles and do so relatively safely. It started with an idea to shut the highway down for a day in order to be used as a racecourse. It was such a success that a second race was necessary to meet the demand. The second race is held every October on the highway from Panorama to Mikaton. The distance between the two towns is 40 miles and the total race mileage is 80 miles.
“And who does participate in the races?” Ian wondered. “It seems that most of them are professional drivers that come from far away. Also, plenty of participants take part from every corner of the state. As they told me most of the racers are just weekend hobbyists or thrill seekers who want to have the experience of road racing and spend a four-day weekend in it because the races are usually held on Saturday and most racers arrive on Wednesday or Thursday. Hmm . . . they also told me about some complaints after practice sessions, there are not many entertainment options for racers and for locals who come to meet racers and admire their exotic cars.”
“That brings me to event programming” Ian pondered. “I have the schedules of the races (Online Supplementary File 4), so the question is, do the races create a sociable and celebratory atmo- sphere?” In his notes Ian read that several locals emphasized the following features of the races’ program: the pre-race show wherein locals can have pictures taken with their favorite cars and many even have the honor of sitting in the cars. Right after the car show, the racers parade their cars on the town’s main streets. Then another meeting takes place for volunteer gate keepers where all are instructed on safety issues and needs. On Saturday after the race, there is a post-race car show where local people may visit again with the racers who can share their personal experience of the race. Also, there are picture opportunities with racers who sign autographs and have an opportunity to interact with the community . In the evening there is the banquet, which brings the visitors and community together for the awards. “Should all these be replicated in the motorcycle event?” Ian wondered and turned his attention to another section of his notes.
“Let’s see what we have now about event promotion. The key is to use specialized media for advertising, such as motorcycle ma- gazines and social media targeting motorcycle aficionado groups. Which specific media? How many? How long? What advertising content (stories, people, and visuals)? How many posts?” Based on the races, Ian made a provisional media plan (Table 2) and pondered the costs and benefits associated with different media choices and
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$51 $47
Preliminary Media Mix
4 3
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Table 2 Media
Monthly Reach
85%
95% 70%
Monthly Frequency
4
6 2
Cost
Print:
Specialized Magazines (Number = 7)
Internet: Social Media
Public Relations Activities Total
media mixes. This, in turn, led Ian to consider the matter of paid versus coopted (via public relations) media.
Ian then continued by asking himself, “also, the event should be promoted nationally through its own website, an entry on the town’s web-based calendar of events, and what else? What should be included as text and visuals on the event’s website? I have contacts with a few sport journalists and will invite them to visit and write about the event, thereby securing media reporting. Further- more, how can the event be incorporated into the town’s market- ing? Images of the event should be put on all regional marketing collateral. Hmm, I wonder why the Rocket National Park is so consistently referred to in the event’s brochures?” Then Ian recalled a conversation he had with the CVB’s Director regarding the destination image of Panorama:
“A couple of years ago there were some taglines about our area that I didn’t like because they misrepresented our community. This is the tagline I proposed: ‘The beginning of your Rocket adven- ture,” because that is accurate and represents our community better. I have heard that Rocket National Park is one of the top destinations in the U.S. Even though we are not well known, when you show Rocket on the map, people will understand where we are. That’s the key: the geography—Panorama is on the way to Rocket.”
“So it is all about the Rocket” Ian contemplated. “Maybe the same name could be given to the motorcycle event or at least its promotional materials should incorporate mentions of Rocket?” he wondered and then turned his attention to three local newspaper articles (Online Supplementary File 5) to check out how the races were promoted to the community. “Clearly the local media are responsive to promote community events,” Ian concluded. Volun- teers are attracted by promoting that the only way to watch the races first hand is to volunteer and sign up as a course worker. Local people and out-of-town race aficionados take this opportunity to volunteer in order to see the race. “Ruben, Juan, and Carlos told me that they choose particular gates every year and volunteer together as a group. They said that they have a good time drinking beer and sharing their fascination for fast cars.”
“In addition, as several locals told me, they enjoy that in the RORR event there are booths and a party in the community’s park which is free for everyone to attend and have fun.” Sophia and Brian,
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14 Ziakas and Trendafilova
the volunteers who coordinated the party at the park last year, shared with Ian: “A locally owned company gave racing fans, friends, and relatives a chance to watch the race on a big screen in the park. With internet employees doubling as gate keepers, cameras were set up and a screen with a live feed was available for viewing in the park. Local food was sold and Mountain Distributors provided the refreshments. Returning racers and members of the community were able to continue to view the race live and enjoy the after-race footage both in the park and at the awards banquet.” However, as Ian noted both Sophia and Brian did not seem to be receptive to the idea of coordinating a similar party for the GORR or another event.
The next part of Ian’s collected information was about event operations. Both races are a carefully organized cooperative endeavor between the cities involved, the Department of Transpor- tation, local law enforcement and emergency teams, and more than 100 volunteers who help ensure the racers’ safety. The CVB along with the City of Panorama are the coordinators of this event. Ian glanced at his notes and noted that the major operations of the event involve the closing of the race routes for traffic a few hours before the first car leaves the starting line. Soon thereafter, volunteer gate watchers equipped with two-way radios take their places along the course to radio in possible problems. Two airplanes monitor the race route from above, and fire trucks, a helicopter, and ambulances stand by ready in case of an emergency. “The good thing here” Ian thought, “is that Peter, who usually handles the safety for both races, told me that he would be able to help during both the planning and implementation phases of the motorcycle race.” He also shared that this service has been provided by the city as an in-kind contribution. Since this is such an expensive undertaking, and the events have been profitable, the organizers have been able to contribute with approximately $1,000 to $2,000 towards ‘gas and basic mainte- nance’ for the safety vehicles. It has worked out really well.
“So there are several supportive community organizations and individuals in this town,” Ian thought and moved his tired eyes to a catalog of the community organizations involved in events and their available volunteer pool (Online Supplementary File 6) that the Chamber’s Event Committee coordinator gave him. “This is fantas- tic!” Ian shouted. “Now I can have a basic understanding of the different agencies in town and their major functions. These are without any doubt potential partners, whether directly or indirectly . It is to my advantage to think of them as both resources and recipients/clients. I must think creatively about how they can add value to the motorcycle event and how the event can add value to their missions.” With these thoughts Ian was hoping to ensure community support from local businesses as well. Therefore, he compiled a list of potential community sponsors and a suppliers network for the motor- cycle event (Online Supplementary File 7). The use of a local supply network, particularly in terms of hospitality and accommodation, could not only engender economic benefits but also foster cooperation among local business stakeholders. With this in mind, Ian pondered whether a networking zone could be designated for sponsors/suppli- ers to set up displays of their products; or, perhaps it would be a good idea to match sponsors with cross-promotional opportunities such as product demonstrations and trials. If so, what specific sponsors that offer complementary products could be matched?
Building a Community Alliance: The Major Actors and Supply Capability
Ian had no doubt that for the event to be successful, the nature and capacity of local supply sources matter. Thus, he needed to make
sure there is sufficient capability for supply so that economic benefits are retained in Panorama. The danger here to avoid is that the event revenues would not constitute an income transfer to neighboring communities. But to devise an effective event strategy, Ian understood that the event should be integrated strategically into the product and service mix at Panorama in order for it to contribute to the strategic goals of the community. A logical path to that is to bring key local agencies and stakeholders together to stage and leverage the event. “Since there is already a network of local organizations involved in events, why not establish a community alliance to support events?” Ian thought and turned his eyes to the collated data about the major event-related agencies of Panorama to try to better understand the scope and characteristics of the major actors that shape the community’s product and service mix. These are as follows.
Chamber of Commerce
The Panorama Chamber of Commerce is a member-based organi- zation promoting tourism and economic development in Panorama. The Chamber’s mission is to help existing businesses grow, recruit new companies to the region, strive to establish an excellent workforce, and advocate for business-friendly government. Fur- thermore, the Chamber strives to provide businesses with cutting- edge products and services designed to help Panorama develop. Contrary to what many think, membership is made up of businesses of all sizes. About 80% of the membership base is small business (75 employees or fewer) and nearly 50% employs 10 or fewer employees. One of the main goals of the Chamber is to engage the business community by incorporating the following strategies: 1) Enhance awareness of business resources offered by the Cham- ber as well as by others in our region; 2) Provide relevant resources that add value to the business community; 3) Ask business community about their needs and adapt accordingly; and 4) Create a back-and-forth dialog between business and Chamber.
CVB
The City of Panorama through the Panorama Convention and Visitors Bureau promotes and manages tourism for Panorama. Funding comes from local imposed Hotel/Motel taxes. CVB staff is housed at the Visitor Center in addition to the Panorama Chamber of Commerce. The CVB is responsible for marketing Panorama as a tourist destination via all forms of media, including electronic, print advertising, billboards, and brochure publication. The CVB manages and operates city-owned properties. In order to better manage the City’s tourism assets, the CVB contracts the Panorama Chamber of Commerce and the Panorama Historical Society to operate the Visitor Center and its Historic Sites. Cooperative efforts between the CVB, the county, the Panorama Historical Society, the Panorama Chamber of Commerce, local hotel/motel manage- ment, and local businesses allow for a cohesive and pleasant experience for all of the community’s visitors. The CVB also funds Special Events and Conventions such as the International Cowboy Shooting Competition, athletic events, and educational conventions. Multiple sites are available in Panorama for meetings/ conventions and the CVB assists with all aspects to ensure a successful event.
Hispanic Chamber
The mission of the Hispanic Chamber is to be the leading resource and advocate for the Hispanic business community. The Chamber
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believes that we each have a fundamental, moral obligation to help each other. The Chamber, in addition to a business advocacy role and great networking events, assists businesses in reaching the Hispanic market and pursuing more trade opportunities. The primary goal of the Chamber is to continue the advancement and progression of a strong and stable economic culture for Hispanic businesses. The Chamber strives to reach these goals by developing business and management skills, bridging access to financial capital, and maintaining our cultural values and integrity. Each month, the Hispanic Chamber hosts luncheons focusing on key Hispanic data and particular industries. The Chamber promotes key demographic data and the importance of diversity in commu- nity leadership.
Economic Development Corporation
The mission of the Economic Development Corporation is simple: to retain and create new jobs, and to expand and diversify the local economy. All actions of the Corporation are strategically designed to meet that goal. The Corporation is governed by Boards ap- pointed by the Panorama City Council. To qualify, Board Members must either own and operate a local business or be an Executive in a local business.
Historic Panorama
The society is a private, non-profit organization founded in 1950s, with the goal to preserve, restore, and utilize the area’s historical past. Historic Panorama, listed on the National Register of Historic Sites, is owned by the City of Panorama and managed by the Panorama Historical Society.
Maria Rodriguez Museum
Housed in an original adobe structure with territorial architecture built at the turn of the 20th century, the museum was originally the city’s premier hotel. Nowadays, the museum’s exhibits represent and celebrate Panorama’s heritage. As such, a variety of historic celebrations, folk music concerts, and reenactment events are hosted in the museum throughout the year.
Recreation Department
The Panorama Recreation Department is involved in parks as well as other possible related aspects and functions of parks. The Recreation Department maintains its local business operations and in addition to operations related to parks it might execute other local business operations outside the state boundaries. The Recreation Department offers a wide variety of activities for each member of the family to enjoy. One of the main goals for the Department is to improve recreation opportunities for all residents in Panorama. The Panorama Recreation Department works hard to maintain and improve the City’s existing park lands, recreational facilities, and trail facilities. Through planning, development, maintenance, and facilities management projects, staff is continu- ally working to enhance and expand facilities to better serve the community and visitors. The Recreation Department works with several other city departments, government agencies, and non- profit groups to expand trails, park lands, and recreational oppor- tunities for the entire community.
Based on the above information (along with the data in Online Supplementary Files 2, 3, 6, and 7), Ian was now able to outline the major event-related agencies and local supply capability (Table 3).
Table 3 Major Event-Related Agencies and Local Supply Capability Resources and Public Relations
Organization
Chamber of Commerce
CVB
Hispanic Chamber
Economic Development Corporation
Historic Panorama
Maria Rodriguez Museum
Recreation Department
Main Events
Horse Show Christmas Parade
RORR
GORR
International Cowboy Shooting Competition
Cinco de Mayo Celebration
Alphaville County Live Stock Show
Wild Desert Dinner Wellbeing Auction
4th of July Celebration Living History Days at Historic Panorama
State History Day
Antiques Appraisal
Summer Folk Music Concerts Old Timers Day
Christmas Open
State Rodeo Trials Sports and Arts Festival Arts and Crafts Show
Activities
Assist with marketing & promotion of community events, advocate for transportation & infrastructure development
Visitor Center, promote & manage tourism in the area
Advocate for the Hispanic business community, pursue trade opportunities
Sponsoring local events Museum, the old fort
Museum
City parks, recreation facilities, trail facilities Organize youth & recreational tournaments
Supplier Coordination
Hotels, restaurants, agricultural producers, Recreation Department, Panorama Historical Society
Hotels, restaurants, media
Hispanic businesses
Local businesses
Local Fire Department, Local Police
Cottage Collection, KPT radio
Local agencies and groups
Rural Motorcycle Event 15
Note. RORR = Rocket Open Road Race; GORR = Galaxy Open Road Race; CVB = Convention and Visitors Bureau.
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16 Ziakas and Trendafilova
This synopsis provides comprehensive information about stake- holders, agencies, or institutions that need to be involved in leverage. Likewise, this provides insightful data about relevant aspects of the local product and service mix to enable bundling opportunities. In parallel, Ian considered again Tables 1 and 2 as they show economic potential dimensions and media planning considerations to effectively leverage the event.
Profiling the Bikers
After having organized all pertinent information, Ian reviewed for one more time his notes and realized that there were not any available data about the participants of the races, such as demo- graphics, motivation, and satisfaction levels. “Well it might be plain boring to conduct and analyze surveys but it is also useful sometimes,” he thought as he recalled a survey taken on motor- cycle bikers by the Sport Management Department he graduated from. “That way I could know what the bikers are mostly interested in and seek to add the most appealing activities to the event that will entice bikers to spend money in town and stay longer.” Right away he called his former classmate who worked as a research assistant on the project to email him the results of the survey. Soon thereafter Ian received the results of the survey and started compiling a profile of the bikers (Online Supplementary File 8). Now, glancing at his notes left near his desktop, Ian felt confident that he had all the appropriate data in hand to demon- strate to the CVB the potential of the new event and the appropriate strategies and tactics that could be employed to maximize its benefits to the community.
Wrapping Up and Moving Forward
As Ian moves forward and prepares his report and strategy for hosting the new event while maximizing the benefits for the local community, he needs to remain fully aware of the big picture. In his preparation for the meeting with the CVB he needs to carefully consider the relevant stakeholders and their specific goals in relation to the event. For example, are there any additional data that need to be gathered? In other words, what are the economic, social, and environmental objectives each stakeholder aims to achieve? Do they have the required resources that would be
necessary to achieve success? This, in turn, may entail a few meetings between Ian and different local stakeholders. Such meet- ings should be ongoing to enable Ian and stakeholder groups to keep an open discussion on the resources needed for hosting the event, and to identify potential challenges that need to be ad- dressed. Last, but not least, Ian needs to clearly identify how other existing events in the local community and the current product and service mix are brought to bear on the goals of all stakeholders involved in the production of the new motorcycle event.
Discussion Questions
1. What are the major issues that event organizers have to deal with when planning a new event?
2. Which local agencies are critical for the successful implemen- tation and leverage of the car races and other events?
3. Suggest and explain the best ways that an event can derive tourism revenues to the host community. Compare your suggestions with what has already been done by event orga- nizers in past events.
4. How can the host community use event media to enhance its image?
5. To what segments of bikers should the new event be marketed to derive benefits for the local community?
6. How will the new event affect Panorama’s event portfolio? References
Chalip, L. (2004). Beyond impact: A general model for sport event leverage. In B.W. Ritchie & D. Adair (Eds.), Sport tourism: Inter- relationships, impacts and issues (pp. 226–252). Clevedon, UK: Channel View Publications.
O’Brien, D., & Chalip, L. (2008). Sport events and strategic leveraging: Pushing towards the triple bottom line. In A. Woodside & D. Martin (Eds.), Tourism management: Analysis, behaviour and strategy (pp. 318–338). Oxfordshire, UK: CABI.
Ziakas, V. (2014). Event portfolio planning and management: A holistic approach. Abingdon, UK: Routledge.
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However the complexity of your assignment, we have the right professionals to carry out your specific task. ACME homework is a company that does homework help writing services for students who need homework help. We only hire super-skilled academic experts to write your projects. Our years of experience allows us to provide students with homework writing, editing & proofreading services.Free Features
Free revision policy
$10Free bibliography & reference
$8Free title page
$8Free formatting
$8How our professional homework help writing services work
You first have to fill in an order form. In case you need any clarifications regarding the form, feel free to reach out for further guidance. To fill in the form, include basic informaion regarding your order that is topic, subject, number of pages required as well as any other relevant information that will be of help.
Complete the order formOnce we have all the information and instructions that we need, we select the most suitable writer for your assignment. While everything seems to be clear, the writer, who has complete knowledge of the subject, may need clarification from you. It is at that point that you would receive a call or email from us.
Writer’s assignmentAs soon as the writer has finished, it will be delivered both to the website and to your email address so that you will not miss it. If your deadline is close at hand, we will place a call to you to make sure that you receive the paper on time.
Completing the order and download