Search results

This paper aims to discuss the role of a grassroots initiative in engaging local people in an innovative place-making fringe festival. Festivals such as the Carnival of Flowers are a major tourism event for regional cities like Toowoomba and contribute to place-making through marketing and engagement. Within the professional management of such events, there exists space for innovation and genuine community involvement, which can assist in authentically reflecting place identity. Avant Garden (2007-2008) models a successful grassroots fringe festival, initiated by community members in response to the challenge of long-term drought. Avant Garden engaged locals and tourists in a positive re-imagining of place via site-specific public artworks generated by the community.

A survey of 504 visitors to Toowoomba’s public gardens during the first weekend of the 2007 Carnival of Flowers examined how Avant Garden was received by the community.

The paper suggests that fringe festivals can provide place-making capacity in broadening festivals as an expression of local identity. Fringe festivals can allow authentic community engagement within a mainstream festival and can indicate longer-term innovations to place branding.

The paper includes implications for festival managers about effective ways to engage community in grassroots initiatives which reflect innovation, authenticity and greater diversity.

The paper provides a study of a visual arts fringe festival in the context of place management. The project described allows a “bottom up” approach to engaging the local community which provides authenticity and broadens the scope of an existing mainstream garden festival.

This paper seeks to redress the imbalance between technology and information by first examining three models of Knowledge Management with reference to the law firm context. Secondly, it examines the relationship that exists between the harnessing of corporate knowledge and the overall goals of a law firm, and in particular law firm profitability. Finally, given the existence of this relationship, it provides some signposts for the development of a Law Firm Knowledge Management Strategy.

To learn how Inuvialuit people feel about the oil and gas activities on their land.

Interviews were administered to a stratified sample, on Inuvialuit land. Participants included: Inuvialuit elders; entrepreneurs; public servants; employees of the private sector; managers of oil companies; unemployed persons; housewives; the mayor of Inuvik; and the first aboriginal woman leader in Canada.

It was reported that oil and gas industry activities are having a positive impact on the regional economy, creating indirect as well as direct financial benefits for the Inuvialuit among others. However, some residents qualified their support saying that they are in favour of continued activity only if benefits filter to them as opposed to being enjoyed only by oil companies and migrant employees. Concern was also expressed for the environment and for the threat that development brings to wildlife upon which people rely on as a food source.

This study should have a longitudinal follow‐up.

While oil and gas exploration and the building of a pipeline may have economic advantages, this might have social, cultural and environment costs for the Inuvialuit.

The paper illustrates how oil and gas activities on Inuvialuit land will transform the lives of these people.

The purpose of this paper is to peer into the future of loyalty marketing and to offer marketers clear steps on how to shift focus and adapt to the coming consumer trends.

COLLOQUY delved into its years of loyalty marketing research and experience to pull out three top trends believed to take hold by 2030. COLLOQUY's views are supported by statistical background from Goldman Sachs, the US Department of Economic and Social Affairs and demographers.

Five over‐riding forces are creating a shift in future loyalty trends: an aging population; a burgeoning middle class; increasing extremes of wealth; more boom‐and‐bust cycles; and technology advances towards the seamless, instant and personal. Because of these forces, three new trends have emerged: the next new normal; the new “I‐network”; and the new marketing reality.

This case study offers marketers not only a look into the future of loyalty marketing, but also tips on how to embrace the new trends, including: what you can do now to meet the next new normal – start to test householding options. If households are dealing with multiple generations of parents, grandparents and kids, and the new localism in which the community is vitally important to customers comes to the fore, marketers must figure out how customers can pull their resources across their families, their friends, their networks and their communities to enjoy things relevant to all or most of them. Examples might include redeeming for event resources to host their local high school reunion, or for activities and resources to help a local community center, or simply letting the extended family get away for a ski trip. This needs to be tested now so that it can be determined how people engage, what is relevant, and how to start to prepare.

The paper provides insight on future trends and exclusive tips on how to adapt marketing strategy to thrive in 2030.

The purpose of this paper is to develop a conceptual framework, based in entrepreneurship theory, which explains how marketing emerges in startups founded by members of the Millennial generation.

Following a literature review, from which propositions are derived, an earlier process model of organizational speciation is adapted to marketing by Millennial entrepreneurs.

A four‐stage cycle model of entrepreneurial marketing by Millennials is developed, consisting of enabling through resource scarcity, bonding through social media, new product introduction through incremental stealth, and replicating through variation, selection, and retention.

Model development would be enhanced through empirical data.

Marketers in entrepreneurial firms founded by Millennials can follow a few simple rules to enhance market penetration. Resource scarcity is something to be sought, not avoided. A thoughtful social media strategy can accelerate new product introduction: stealthiness and its close relation small size should be embraced; avoid getting too big too quickly; use furtiveness to drive social media‐based bonding.

Previous theoretical models at the marketing/entrepreneurship interface have not focused on the unique characteristics of Millennial‐led new ventures. This study develops the most comprehensive model of entrepreneurial marketing by Millennials to date.