Diapositiva 1

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University Federico II of Naples
INNOVATION IN EVENT MANAGEMENT STRATEGIES Event
as a leverage of cities promotion Valentina
Della Corte, Giuseppina Zamparelli, Ramona
Brancaccio 17th of June, 2009
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Main research questions

• THE AIMS
• to verify if the planned elements of event
  management and marketing, for a city as a
  destination, are expression of a real event
  strategy, able to promote a tourist destination,
  in territorial marketing terms
• to verify if a strategic event can make the
  destination able to gain a sustainable
  competitive advantage in the long term
• to analyze quality, identity and branding of the
  event and of the city which hosts it
• to start from strategic resources, at both
  destination and event level, in order to
  evaluate economic and environmental sustainability

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Event main issues
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The 7 marketing policies for an event
Source Della Corte, 2009
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The role of innovation in event management
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Scientific Approch Resource-based Theory
Resource-Based Theory aims at verifying possible
sources of competitive advantage for firms.
Firms resources in order to gain a competitive
advantage must be
Source elaboration from Barney, 2006.
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Tourist context analysis process of event
Context Analysis
Source elaboration from Rispoli, 2001.
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Influence matrix for tourist context analysis
CONTEXT ANALYSIS
RESOURCES
RELATIONSHIPS
PROJECTS
STRATEGIES
EFFECTS ANALYSIS
ORGANIZATION
MULTIPLIERS
Source elaboration from Rispoli, 2001.
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Objectives of a destination through events
Source elaboration from Ferrari S., 2002.
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Typologies of event stakeholders
TOURIST CITY SYSTEM
Central and Local Institutions
POWER
Public services
TO/adv
Sponsors/Partners
Suppliers
Media
Protagonists
Participants
Emergency services
Hosting community
Workers
Volunteers
URGENCY
LEGITIMACY
Source elaboration from Mitchell, Agle, Wood
(1997) Sciarelli S. (2004).
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Event Possible Effects
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Event as Image and Loyalty maker
Source our elaboration by Adamo, 2005
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Destination image and event image
DESTINATION IMAGE
NEGATIVE
POSITIVE
POSITIVE
EVENT IMAGE
NEGATIVE
Source elaboration from Casarin, 1996
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Network of interaction between brand image and
brand identity of the event
Source elaboration from Navickas, 2007
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Event Marketing Scorecard
IMPUTS Actions
SERVICES MEASURES Process Performance
CLIENTS MEASURES Behaviors
ECONOMICAL FINANCIAL MEASURES Costs Revenues
STAKEHOLDERS
RELATIONS MEASURES Organisation
EVENT MARKETING SCORECARD
ORGANIZER
Costs Revenues ECONOMICAL FINANCIAL MEASURES
Process Performance SERVICES MEASURES
Actions IMPUTS
Behaviors CLIENTS MEASURES
Source Cherubini S., Iasevoli G., 2005
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The empirical case the Edinburgh Festival
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Edinburgh the role of the events
- Edinburgh is the Festival City 15 Year
Festivals which involve both local people and
tourists In particular Summer Festivals
revenue of 135 millions of pounds whose 127
million of euro in the capital economical impact
in other Scottish locations Winter Festivals
against seasonality integration of the
offer Edinburgh Festival Strategy and Event
Strategy are involved in the research of funding
to invest in the festivals.
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Evolutionary Stages of Edinburgh Festival
Source elaboration from Della Corte, 2004
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Edinburgh Festival Stakeholders
Strategy Implementation Group
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Edinburgh Festival Stakeholders
Strategy Implementation Group It monitors the
objective achievement which has the main
responsibility for the implementation of
Festivals Strategy Actions Plan
City of Edinburgh Council (CEC) It is the main
authority that enjoys of a financing support by
the Scottish arts Council and Scottish Enterprise
Edinburgh, there is also a collaboration with
Visitscotland and Eventscotland which promote the
summer festivals
Cultural Partnerships They are promoted by CEC
as management tool of co-operation between
suppliers and users of cultural activities
Joint Festival Working Group (JFWG) It promotes
the continuous idea and concept exchange for
joint project development
Tourism Audience Business it is composed by all
festival representatives, it is a research body
Edinburgh Tourism Action Group (ETAG) It was
created in 2000 to develop the main activities of
Edinburgh Action Plan
Strategic Project Advisory Group e PR and
Marketing Group They are the organizational
structures promoting Winter festivals
Scottish Executive It promotes Scottish culture
even out of Scotland
Unique Events Ltd It creates some festivals in
collaboration with CEC
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Edinburgh Festival in RBT perspective
Source elaboration from Della Corte, 2004
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Edinburgh Demand Analysis
Purpose of trip
Source VisitScottland, 2008
Duration of trip
Time of trip
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Edinburgh Demand influenced by Edinburgh
Festival
First Time visitors and repeat visitors at
Edinburgh
Source VisitScottland, 2008
Tourist visitors and local visitors
Source Eifa, 2008
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Edinburgh Festival as Image Creator
PLACE MARKETING (Edinburgh)
TOURIST ATTRACTION
IMAGE MAKER (Edinburgh)
CATALYST (Edinburgh)
ANIMATOR
Source Getz, 2005
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Results and Conclusions

• Why the innovation is important for event
  management?
• to create value for event and hosting
  destination
• to satisfy the event stakeholders
• to build a positive and coherent image for
  destination starting from event
• to develop a tourist strategy through event
• Our conclusions
• As Edinburgh Festival has demonstrated
• If the main planned elements of event management
  and marketing are strongly implemented with an
  event strategy, cities could reach a superior
  performance in terms of touristic development and
  gain sustainable competitive advantage.