Events Management: Principles and Practice

363 Pages·2022·24.738 MB·English

by  Razaq Raj,Tahir Rashid

FOURTH EDITION
EVENTS
MANAGEMENT
Principles & Practice
RAZAQ RAJ & TAHIR RASHID
Events Management:
Principles and Practice
Fourth Edition
Razaq Raj and Tahir Rashid

( )
G Goodfellow Publishers Ltd
( ) Published by Goodfellow Publishers Limited,
G
26 Home Close, Wolvercote, Oxford OX2 8PS
http://www.goodfellowpublishers.com
British Library Cataloguing in Publication Data: a catalogue record for this
title is available from the British Library.
Library of Congress Catalog Card Number: on file.
ISBN: 978-1-915097-20-0
DOI: 10.23912/9781915097194-5043
Copyright © Razaq Raj and Tahir Rashid 2022
All rights reserved. The text of this publication, or any part thereof, may not
be reproduced or transmitted in any form or by any means, electronic or
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All trademarks used herein are the property of their repective owners, The
use of trademarks or brand names in this text does not imply any affiliation
with or endorsement of this book by such owners.
Design and typesetting by P.K. McBride, www.macbride.org.uk
Cover design by Cylinder
Contents
Part One: Concept and Management
1 Introduction to Events Management 1
2 Events Destinations Management 23
3 Event Entrepreneurship 39
4 Human Resource Management 51
Part Two: Finance and Law
5 Financial Management in the Events Industry 66
6 Costing, Pricing and Capital in the Events Industry 86
7 Project Management and Financing 109
8 Risk Management and Safety 129
Part Three: Marketing and Media
9 Event Sponsorship 142
10 Marketing, Communications and Public Relations 155
11 Brand Co-creation and Social Media 178
12 New Multimedia Technology for Events Organisers 190
Part Four: Preparation and Operation
13 Events Assessing, Planning and Monitoring 205
14 Event Logistics 220
15 Event Production, Design and Lighting 233
16 Crowd Control and Crowd Dynamics 248
17 Expos, Conferences and Conventions 260
iv Events Management
Part Five: Events and Beyond
18 Sustainable Festivals and Events 271
19 Long-Term Legacy and Impacts 288
20 Sports Events 305
21 Evaluation and Impact of Events 318
22 The Future of the Events Industry 332
Index 351
v
Case Studies
1.1: Events Industry Analysis 6
1.2: 2018 Golf Ryder Cup, in Saint-Quentin-en-Yvelines, Paris, France 11
2.1: The Bradford Festival 31
2.2: Notting Hill Carnival 33
3.1: Women-owned businesses are proliferating in the United States 43
4.1: Event manager job role description 54
5.1: Financial benefits of the Russia FIFA World Cup 2018 81
5.2: Organisation Committee for the Olympic Games (OCOG) 83
6.1: Leeds West Indian Virtual Carnival 2020 92
6.2: Cost of hiring a stage 95
7.1: Event management media sector case study 122
7.2: Ticketing for Tokyo Olympics 2020 125
8.1: Solidays Music Festival, Paris, France 131
8.2: The Ninth Wave, Shanghai, China 138
9.1: The Benefits of Event Sponsorship 145
9.2: Will 2020 be a watershed moment for Olympians, athletes and their sponsorship? 150
10.1: Marketing an offline event using digital marketing 171
10.2: Samsung’s Hope for Children 174
11.1: Kensington Market Jazz Festival Rebrand 182
12.1: Evolving event technology – a challenge in the event industry? 191
12.2: Edinburgh International Film Festival goes digital during Covid 19 200
13.1: In the City – the UK’s International Music Convention and Live Music Festival 213
13.2: Urban Music Awards 216
14.1: BASIK Charity 225
14.2: Olympic and Paralympic Winter Games 2018 226
15.1: Burj Al Arab, Dubai 237
15.2: Leeds Direct Arena Venue Design 244
16.1: Hajj crowd disasters 251
16.2: Hillsborough Football Stadium Disaster, Sheffield, 1989 255
17.1: The Harrogate Convention Centre 264
17.2: Top 10 exhibition venues in terms of size 267
18.1: Tokyo 2021 takes important steps in delivering a sustainability plan 278
18.2: Hempel Sailing World Championships Aarhus 2018 280
19.1: QEII Centre’s economic contribution 296
19.2: $350 million hole is biggest Brazil World Cup legacy for hosts 300
20.1: Measuring the economic impact of events on host cities 309
20.2: Legacy of Pyeongchang 2018 continues to grow 314
21.1: 2014 Sochi Winter Olympic Games, Russia 319
21.2: Festival de Cannes, International Film Festival, France 325
21.3: Garorock Festival, Marmande, France 328
22.1: The future of events and exhibitions industry 342
22.2: Expo Dubai 2020 348
vi Events Management
About the authors
Dr Razaq Raj is Principal Lecturer at Leeds Business School, Leeds Beckett
University and an internationally renowned academic with extensive experience
in teaching, research, leadership and management in the UK, Malta, Portugal,
Spain, Italy, Germany, China, Japan and South Korea. He is a Visiting Professor at
the Kedge Business School, France and Visiting Honorary Professor University of
Vitez, Bosnia. He is a Quality Assurance Agency (QAA) Reviewer assigned with
monitoring and advising on standards and quality in UK higher education.
He is founding editor-in-chief of the journal Religious Tourism and Pilgrimage
and Series Editor, CABI Religious Tourism & Pilgrimage book eeries. He has
published in a number of peer reviewed journals and conference proceedings.
He has published books on religious tourism and pilgrimage management. He is
often sought out by news media for his views on international terrorism and has
been a guest on the BBC, Sky News and other media channels.
Dr Tahir Rashid is Associate Dean International, Salford Business School at the
University of Salford and an internationally renowned academic with over 20
years’ higher education experience of teaching and research in the UK, Austria,
Germany, Greece and the Middle East. He is Secretary General of CIRCLE (Centre
for International Research in Consumer Location and their Environment). He has
published in esteemed peer reviewed international journals, contributed book
chapters and presented at academic conferences.
As an experienced entrepreneur and management consultant – with a
background in management, marketing and corporate strategy – Tahir has led
government and European funded projects to assist SMEs and multinational
organisations to enhance their management and IT capabilities. He is often sought
out by news media for his views on consumer issues and has been a guest on BBC
News 24.
Online resources
Events Management, 4th edition is supported by online resources to help instructors
in their teaching. These are available for access at Goodfellow Publishers on the
book’s page at:
https://www.goodfellowpublishers.com/rajrashid
You will find:
An Instructor’s Manual to help you encourage discussion in class.
PowerPoint slides prepared by the authors, which will allow you to seamlessly
incorporate the chapters into your weekly lessons.
1
Introduction to Events
Management
In this chapter you will cover:
„ The historical development of events
„ Technical definitions of events management
„ Size of events within the sector
„ An events industry
„ Value of areas of the events industry
„ Different types of events
„ Local authorities’ events strategies
„ Corporate events strategies
„ Community festivals
„ Charity events
This chapter provides an historical overview of the events and festivals industry,
and how it has developed over time. The core theme for this chapter is to establish
a dialogue between event managers and event specialists who need to have a con-
sistent working relationship. Each strand of the chapter will be linked to industry
best practice where appropriate. In addition, this chapter discusses the different
types of events that exist within the events management industry. Specifically, the
chapter will analyse and discuss a range of events and their implications for the
events industry, including the creation of opportunities for community orientated
events and festivals.
2 Events Management
The historical development of events
Events, in the form of organised acts and performances, have their origins in
ancient history. Events and festivals are well documented in the historical period
before the fall of the Western Roman Empire (ad 476). They have an important
function within society, providing participants with the opportunity to assert their
identities and to share rituals and celebrations with other people. Traditionally,
special religious holy days have been celebrated, for example, Christmas and
Easter. Sovereign rulers and other leaders have often organised events as a way
of controlling the public, as was especially the case in the seventeenth and eight-
eenth centuries.
In modern society, it may be argued that traditional religious and national
festivals are no longer viewed as the key focus for community celebrations.
Modern western society instead tends to create events which celebrate individual
milestones, anniversaries and achievements. Birthday parties, wedding celebra-
tions and house warming parties are all ways in which we get together.
These days, events are considered to make a key contribution to the cultural
and economic development of the countries that hold them. Events can have a
major impact on the development of cultural tourism in the host communities.
A festival can be defined as a gathering of a community or an event which is
centred on some theme and held annually or less frequently for a limited period
of time. Historical and cultural themes are now often used to develop annual
events to attract visitors and create cultural images in the host cities by holding
festivals in community settings. Increasingly, larger events and festivals are not
specifically designed to address the social and cultural needs of any one particu-
lar group but instead are often developed because of the economic benefits they
will hopefully bring, primarily through tourism. Such festivals attract increasing
numbers of local, regional and international visitors and thus may help to develop
links with the global community.
Festivals and celebrations in local communities have generally been accepted
and recognised as making an important contribution to society. These local festi-
vals create entertainment for residents and visitors, but also contribute to a sense
of community, building bridges between diverse community groups and giving
them an opportunity to come together and celebrate their history and the place
they live in.
Technical definitions of events management
In order to understand more fully the large array of events that take place today it
is important to begin by examining their objectives. Any dictionary definition of
an ‘event’ will include a broad statement, such as ‘something happens’.
The word ‘event’ also has specific meanings in medicine, philosophy and
physics. In such disciplines we are concerned with happenings or incidents
beyond the will of man or woman. When we couple this term with the concept
of ‘management’, the definition of which includes words such as ‘organisation’,
Introduction to Events Management 3
‘administration’ and ‘control’, we begin to see an ‘event’ as a purposeful human
1
creation. For events to be managed, they must therefore involve other people, and
have a predetermined purpose and a location.
Event management can therefore be defined like this:
Event management is the capability and control of the process of purpose, people and place.
It follows, then, that events themselves can be defined as ‘happenings with
objectives’.
The prime objective for an event can be strictly defined. An objective may be
quantitative and financial, for instance to sell tickets and produce a profit. There
may also be less tangible, qualitative objectives relating to the thoughts, feelings
and emotions, during and after the event, of those attending it. These would be
key objectives for a wedding or a private party.
In this section, however, we will explore the way in which ‘event objective
components’ can help us to analyse the full range of international events currently
being staged.
Event objective components are the building blocks of event objectives. They
are divided into the three categories derived from our earlier definition of event
management: purpose, people and place (see Figure 1.1).
So, in order to understand the range of events, we can attempt to classify them
by their objective components. But the process produces so many permutations
and overlaps that in the end we must conclude that events cannot be precisely
classified. One positive conclusion, though, is that all events involve a commu-
nity. This community can be local or international; it may be a certain business
community or a cultural community.
If we look at events on a scale ranging from the individual to the global, a pri-
vate and personal event, such as a wedding anniversary or birthday, involves the
community of family and friends at a particular calendar date in the individual’s
life for the purposes of celebration. Culture and community are both expressed
and enhanced through the social interaction of the event. At the global end of
the scale, an event such as the Olympic Games in Tokyo in 2021, or the FIFA
World Cup in Russia in 2018, will probably involve every possible component
somewhere in its tiered objectives and stakeholders. This is due to the complexity
of such major events, which actually consist of a whole series of events in one.
Looking at our diagram of event objective components (see Figure 1.1), we can
identify the culture, carnival and celebration of the opening and closing ceremo-
nies, the many competitors, the corporate elements and the positive changes these
events bring to citizens, communities, city and country.
Community, or communities, is thus the most important of the event objective
components. Communities include the international track athletics or football
communities; the expatriate and descendant communities, such as a city’s Irish
or Caribbean communities who come together to celebrate St Patrick’s Day or
Carnival; or any field of commerce, such as the UK utilities industry community.
Events are all about the vast and varied communities of people of the world.
Events are where people commune!