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Reference
Boorstin, D. �1961) The Image:A Guide to Pseudo-
Events in America, New York: Harper and Row.
event management
To fulfil their various roles within destination
planning and place promotion, events must be
managed as high-quality products with a strong
tourism orientation �see also promotion, place).
This is a major challenge, given that most festivals
and special events are managed by non-profit
organisations in which volunteers dominate.
One-time events employ project management
techniques to produce an event on a prescribed
date, often with years of planning and development.
They face special challenges, including
protests or political interference, fast-tracking
through regulatory channels, shifting priorities
and uncertain resource commitments, staff turnover
or burn-out, and the temptation to make
quality compromises when time and money run
low.
Event programmes are composed of a number
of generic `elements of style', and managers have
unlimited scope in combining them to achieve
uniqueness. Celebration is the essence of festivals.
Spectacle, including entertainment, consists of
those components which please the eye or are
larger than life displays. Commerce is a feature of
many events, including exhibits and merchandising.
Hospitality refers to both the reception and
service quality experienced by guests and the
opportunity for sponsors to host their clients, staff
and associates. Games is a broad element involving
competitions, gambling, humour and surprise.
Educational components are often important, and
cultural authenticity must be considered.
A marketing audit can be performed on
events to determine their attractiveness and readiness
to host tourists. Some of the key elements are
sufficient in appeal and quality to attract and satisfy
tourists, a theme and setting which conveys an
attractive image, a targeted communications campaign
with identified tourist segments, a programme
which provides generic benefits for all
visitors and targeted benefits for special tourism
interests, provision of special services need by
tourists �for example, accessibility, reception of
tour groups, additional information, languages,
reserved seating), packaging for tourists, relationships
with the tour and hospitality sectors,
cooperative marketing involving destination
marketing agencies and other events �see also
marketing, destination), sponsorship which
extends the reach of the event's appeal and
communications, and site and community capacity
to accommodate substantial numbers of
visitors. Recent research has given an added
attention to the theme of event management.
Further reading
Catherwood, D. and Van Kirk, R. �1992) The
Complete Guide to Special Event Management, New
York: Wiley.
Getz, D. �1997) Event Management and Event Tourism,
New York: Cognizant Communication Corp.
Goldblatt, J. �1990) Special Events:The Art and Science
of Celebration, New York: Van Nostrand Reinhold.
Graham, S., Goldblatt, J. and Delpy, L. �1995) The
Ultimate Guide to Sport Event Management and
Marketing, Chicago: Irwin.
Hall, C.M. �1992) Hallmark Tourist Events:Impacts,
Management and Planning, London: Belhaven.
event marketing
event marketing 211
DONALD GETZ, CANADA
The sponsorship or production of events as a
marketing tool, specifically to connect with target
audiences, build relationships, sell merchandise
and achieve positive publicity, includes some of
what is known as event marketing. In return for
money, goods or services, events provide sponsors
with specific benefits such as visibility, sales
promotions, onsite exhibitions and hospitality
venues.
Explosive growth in event sponsorship occurred
during and following the Los Angeles
Summer Olympic Games of 1984. The events
sector has since been revolutionised, giving rise to
larger budgets, more attention to marketing,
merchandising and media coverage, and the