Business Tourism Partnership Mission

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Dynamics Affecting the Success of the Events Sector Remaining ‘creative’ The events sector’s ability to consistently redefine and reinvent itself is fundamental to its success. Strong event propositions are key, and the sector must be able to react and anticipate change to consumer/business trends, Government legislation, technology trends and changes to related (therefore, all) markets. Education / skills The events sector is defined by its workforce, and the ability of that workforce to be multi-skilled and multi-disciplined. The events sector, particularly within the event organiser and event venue categories, consists of a relatively small amount of people performing a large array of tasks. In addition, the skills required within the event supplier/contractor category encompass a great range of technical abilities, which, in turn, require the appropriate education/skills. Throughout the sector, standards must be high to ensure successful event execution. Infrastructure Events always need venues that conform to all necessary requirements and regulations. Furthermore, these venues must be served by solid transport mechanisms, including road, rail and air travel. Infrastructure is a key dynamic; people/products must have an event venue to attend, as well as a means of getting there. Future Foresight The events sector has a bright and successful future ahead. As a marketing channel, events’ complementary association with online marketing means that it is increasing in value and prominence within the marketing strategy of leading businesses, across the major industries. The events sector conforms to the current socio/cultural trends of today’s independently minded consumer/individual, who values face-to-face interaction/engagement and ‘permission marketing’ as a means of developing trust, which is vital to the purchasing process. Companies within the events sector are increasingly aware of, and committed to environmental issues and sustainability. Companies are working towards reducing their ‘carbon footprint’ and creating 55
sustainable events. To this end, the Events Industry Alliance (EIA) is driving BS:8901, a new BSI Standard focused on sustainable event management. Action is being taken to improve performance in areas like waste management, recycling and the overall reduction of waste. Technology is enhancing the power of the events sector, not replacing it. Technological advances assist events in a variety of ways. For example, technology allows for superior and more efficient delegate/visitor data capture and research. Event websites are becoming increasingly interactive, and can now help to extend the life of an event; a three-day event can become a 12-month experience (via, for example, audio conferencing, video conferencing and web casting). Events are becoming multi-disciplined, with regard to the event types that co-exist under one brand name. For example, large trade and consumer exhibitions will frequently run relevant specialist conference/seminar/meeting programmes alongside the show. The events sector is becoming more focused on creating positive and unique visitor experiences, and there are continuing trends away from mass, and toward niche themes/markets. In addition, the ‘show cloning’ trend looks set to continue, with successful event brands being cloned, then distributed to regional and international markets. 56
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BUSINESS TOURISM briefi ng AN OVERV
Page 3 and 4:
1. INTRODUCTION Business tourism in
Page 5 and 6: income it generates is also retaine
Page 7 and 8: • 12% are multi-purpose venues (e
Page 9 and 10: Business Tourists from Overseas Inb
Page 11 and 12: Table 2.2 Overseas Business Visitor
Page 13 and 14: o London o Birmingham o Manchester
Page 15 and 16: Table 3.1 Wales’ Share of Busines
Page 17 and 18: 4. BUSINESS EVENTS This section exa
Page 19 and 20: Trends and Issues The health of the
Page 21 and 22: Economic Benefits Research* underta
Page 23 and 24: Future Trends and Issues • The de
Page 25 and 26: 60%). The International Congress an
Page 27 and 28: • Many convention bureaux run con
Page 29 and 30: potential delegates seek to travel
Page 31 and 32: large conventions. However, this ap
Page 33 and 34: - The UK exhibition industry genera
Page 35 and 36: contact, customer interaction and t
Page 37 and 38: Nevertheless, a thriving industry e
Page 39 and 40: f) CORPORATE EVENTS AND CORPORATE H
Page 41 and 42: In general, the corporate events an
Page 43 and 44: Marquees etc. A number of these ass
Page 45 and 46: The efforts to raise standards in t
Page 47 and 48: suppliers, purchase influencers, co
Page 49 and 50: communications targeted directly at
Page 51 and 52: Visit Wales Visit Wales offers a nu
Page 53 and 54: 6. BUSINESS EVENTS AND CREATIVE ENT
Page 55: Events Sector Link to Creative Econ
Page 59 and 60: e accessed via the Universities and
Page 61 and 62: Thames Valley University, Ealing, p
Page 63 and 64: Further details are available from:
Page 65 and 66: MPI European Office, 22 Route de Gr
Page 67 and 68: 8. CAREERS IN THE INDUSTRY Finding
Page 69 and 70: smallness does often ensure that th
Page 71 and 72: conference marketing would be an as
Page 73 and 74: 9. LIST OF REFERENCE LITERATURE The
Page 75 and 76: 10. THE BUSINESS TOURISM PARTNERSHI
Page 77 and 78: Events Industry Alliance (EIA) 113
Page 79 and 80: Venuemasters The Workstation,15 Pat
Page 81: Business Tourism Partnership: Trade
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