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This paper aims to explore the best practices in marketing strategies for the Malaysian business event industry.

A qualitative methodology was adopted to collect primary data from semi-structured interviews. The informants included ten experts from the Malaysian business event industry. The data collected were then grouped using the ATLAS.ti (v.8) software for thematic analysis. A trustworthiness assessment was applied to increase the credibility and ensure the rigour of the qualitative findings.

The qualitative results revealed the following final themes: event marketing, the marketing plan, the 7 Ps of the marketing mix, strength, weaknesses, opportunities and threats (SWOT) analysis and traditional and digital marketing. Interestingly, three inductive themes were also emerged as follows: relationship marketing, unique selling points (USPs) and key opinion leaders.

This study looked at Malaysian business events and focused only on findings from the industry expert's perspective. In the future, further investigation may concentrate on other business event industry players such as destination marketing companies, airline operators, travel intermediaries, clients, suppliers, universities and the government.

The findings offer a holistic approach to increase Malaysia's competitiveness among other primary business event host destinations in the Asian-Pacific, improve its worldwide and Asian-Pacific rankings and better position the country as a preferred business event destination during the coronavirus disease 2019 (COVID-19) pandemic.

This is the first such study to date, which has never been explored in qualitative academic research. This study has substantial implications for various business event industry stakeholders in Malaysia.

The purpose of this paper is to present a conceptual analysis of the theoretical and managerial bases and objectives of predictive business. Predictive business refers to operational decision‐making and the development of business processes on the basis of business event analysis. It supports the early recognition of business opportunities and threats, better customer intimacy and agile reaction to changes in business environment. An underlying rationale for predictive business is the attainment of competitive advantage through better management of information and knowledge.

The approach to this article is conceptual and theoretical. The literature‐based discussion and analysis combines the perspectives of business performance management, business intelligence, and knowledge management to provide a new model of thinking and operation.

For a company predictive business is simultaneously a practical challenge and an epistemic one. It is a practical challenge because predictive business presupposes a change in the company's modes of operation. It is also an epistemic challenge, since it concerns the company's ability to find appropriate balance between knowledge exploitation and knowledge exploration.

Further research should be carried out on the functionality of practical applications as well as the attitudinal and technical preparedness of companies to adopt a new mode of operation. As a subject of investigation, the world of business events offer interesting methodological possibilities, since the basis of the work is the gathering and analysis of large quantities of information on operational activities.

There has been little research concerning business events in knowledge management context. This article presents a theoretically founded basis for predictive business, combining the concept of analysing business events with previous research in the field of knowledge management.

The purpose of this paper is to integrate business process management (BPM) and accounting on a conceptual level in order to account for the economic implications of process-state changes in process design-time and process run-time.

The paper adopts a design science research paradigm. The research, grounded in an “events” approach to accounting theory, builds on the REA accounting model that has been adapted for the design of a process accounting model (PAM).

The paper presents a PAM that can be used to structure event records in process-aware information systems (PAIS) to enable process-oriented accounting. The PAM is specified as a light weight data structure that is intended for the integration of PAIS and accounting information systems.

As this paper is technical in nature, more research is needed to evaluate more thoroughly its approach in naturalistic settings.

The PAM can support traditional accounting approaches, and because of the adopted events approach, it readily supports use cases related to real-time analytics in BPM and accounting.

The PAM presents a novel approach to integrating BPM and accounting. The novelty of this approach lies in its use of event records to document flows of economic resources.

Hosting business events is no longer the preserve of hotels and purpose-built conference and exhibition centres. Today, visitor attractions, theatres, museums, universities and sporting complexes also compete for their share of the lucrative business events sector. However, few of these venues were originally designed and built to accommodate events but are now multipurpose in function and marketed to the events industry to secure a secondary source of income. This paper aims to evaluate the supply and design of venues for business events from both a historical and contemporary viewpoint.

As business events have specific venue requirements, ranging from extensive, accessible space for exhibitions to numerous rooms for plenary and syndicate conference sessions, choosing an appropriate venue from those available has become a considerable task. A review of key moments in history demonstrates how different types of venues have emerged and developed.

This study reveals how venues that have a similar background typically share features such as architectural design and layout. The paper discusses the characteristics of unusual, academic and sporting venues as well as hotels and purpose-built space to include factors such as availability, cost and location.

This paper provides an insight into the benefits and drawbacks of using different types of venues for business events and the advantages and challenges that these present to organisers. Case studies are embedded within this paper, illustrating the range of venues that are used to successfully host business events today. As there is limited literature that explores venue development for events, or commonalities of venue characteristics by type, the synthesis of these two important elements of event management makes this study an original and valuable contribution to the developing literature.

The emergence of radio frequency identification (RFID) technology promises enormous opportunities to shift business process automation up to the wire level. The purpose of this paper is to explore the methodology of incorporating business logics into RFID edge systems, and thereby facilitate the business process automation in the RFID‐applied environment.

Following the object‐oriented modelling perspective, concepts of classes, instances are deployed to characterise the runtime context of RFID business scenarios; event patterns are used to aggregate RFID tag read events into business meaningful events; and business rules are established to automate business transactions according to the elicited events.

The paper has emphasised the synergy between business process automation and automatic data acquisition, and has identified the inter‐relations between RFID tag read events, application‐level events, business rules, and business operations. The reported research has demonstrated a feasible scheme of incorporating business process control and automation into RFID‐enabled applications.

The paper analyses the characteristics of RFID data and event handling in relation to business rule modelling and process automation. The features of event‐relied awareness, context containment and overlapping, etc. are all captured and described by the proposed object‐oriented business model. The given data‐driven RFID middleware architecture can serve as one reference architecture for system design and development. Hence, the paper plays an important role in connecting automatic data acquisition and existing business processes, and thereby bridges the physical world and the digital world.

This paper sets out to contribute to the growing literature analysing the broader impacts of event hosting. The purpose of this paper is twofold: the first is to add to the growing literature concerned with the spatial impact of immediate (economic) impacts on host locations; the second, in line with the dynamic element introduced by Chalip (2004), is to identify the implications for business leveraging of mega events in the more medium term.

The methodological approach involved analysis of documentary evidence and observational analysis on site before and during the event. The findings are primarily derived from a survey of 150 businesses located across Galway city and its suburbs alongside a thematic analysis of six interviews with the organisers of the event and survey responses.

The authors find that the aspirations to spread the benefits of hosting ultimately proved unsuccessful. Key to this is the power held by global event organisers relative to local organisers. The authors also identify a degree of mismanagement and a lack of adequate support for the organisation of leveraging activities. The authors note a unique geography of impact that does not follow a linear path of decrease from the event site.

The work highlights the tensions that can exist between the aspirations of hosting cities and their local organisers against those of international brands responsible for the organisation of global events. The results on the geography of impact also highlight a unique spatial trend, one that sees economic impact increase on the outer limits of the city.

Hosting events can attract visitors to an area and provide an opportunity for local businesses in the host community to benefit economically. Restaurants, in particular, have an opportunity to benefit as food is a necessary expenditure. However, previous research suggests that the intentional attraction of event visitors by local businesses has been minimal. The purpose of this paper is to explore perspectives of event leveraging held by restaurant owners/managers and a destination marketing organization (DMO).

Data were collected through semi-structured interviews with owners/managers of 16 local restaurants and from three DMO executives in one medium-sized city in Ontario, Canada. Data were analyzed using initial and axial coding.

Findings indicate that restaurants did not engage in event leveraging. Three common reasons emerged to explain their lack of engagement in leveraging, including: a lack of a belief in benefits from leveraging, inconvenient proximity to event venue, and not being prepared for event leveraging opportunities. The DMO had a desire to assist local business in leveraging, but their ability to do so was negatively impacted by a lack of awareness of events being hosted, disengagement by local businesses, and limited resources.

Findings suggest that there is a need for DMOs and local businesses to create stronger and more supportive working relationships that address financial and human resources constraints preventing the adoption and success of event leveraging. As part of this approach there is a need for cities to make stronger financial investments in supportive agencies such as a DMO.

This paper aims to identify the key quality attributes a museum or art gallery should possess and enhance to become an attractive business event venue.

The research adopted a two-stage case-study methodology. Firstly, three museums were selected in Manchester, UK, to explore the venues’ approaches to hosting business events. These were the Lowry Art Centre, Salford Museum and Manchester Art Gallery. Secondly, a business event at another museum in the city, Science and Industry Museum, was accessed to explore the audiences’ perceptions and industry requirements regarding the organisation of events in museums. In total, 21 qualitative semi-structured and structured interviews were conducted with the event delegates, event planners and museums’ management.

Thematic analysis was applied to identify three key attributes: venue character, memorability and functionality and feasibility. Venue character refers to the overall appeal of a venue, including its history, status and interior design. Memorability refers to the authenticity and uniqueness of the attendee experience at a corporate event organised in a museum. Finally, functionality and feasibility deals with the availability of functional facilities, space flexibility and diverse venue regulations.

The findings of the research provide valuable insights to both museums and event companies. The research reveals the main benefits and drawbacks of using a museum or an art gallery as a venue for business events and suggests key aspects to consider while staging a business event in a cultural institution. Museums could apply the findings in marketing to emphasise their uniqueness, authenticity and flexibility.

This paper aims to present a solution that enables organizations to monitor and analyse the performance of their business processes by means of Big Data technology. Business process improvement can drastically influence in the profit of corporations and helps them to remain viable. However, the use of traditional Business Intelligence systems is not sufficient to meet today ' s business needs. They normally are business domain-specific and have not been sufficiently process-aware to support the needs of process improvement-type activities, especially on large and complex supply chains, where it entails integrating, monitoring and analysing a vast amount of dispersed event logs, with no structure, and produced on a variety of heterogeneous environments. This paper tackles this variability by devising different Big-Data-based approaches that aim to gain visibility into process performance.

Authors present a cloud-based solution that leverages (BD) technology to provide essential insights into business process improvement. The proposed solution is aimed at measuring and improving overall business performance, especially in very large and complex cross-organisational business processes, where this type of visibility is hard to achieve across heterogeneous systems.

Three different (BD) approaches have been undertaken based on Hadoop and HBase. We introduced first, a map-reduce approach that it is suitable for batch processing and presents a very high scalability. Secondly, we have described an alternative solution by integrating the proposed system with Impala. This approach has significant improvements in respect with map reduce as it is focused on performing real-time queries over HBase. Finally, the use of secondary indexes has been also proposed with the aim of enabling immediate access to event instances for correlation in detriment of high duplication storage and synchronization issues. This approach has produced remarkable results in two real functional environments presented in the paper.

The value of the contribution relies on the comparison and integration of software packages towards an integrated solution that is aimed to be adopted by industry. Apart from that, in this paper, authors illustrate the deployment of the architecture in two different settings.

The aim of this study is to understand the transformations that the event industry has undergone during the COVID-19 pandemic and what changes still may happen in the future, here according to business event managers.

Being explorative in nature, the study adopts a qualitative research design based on semi-structured in-depth interviews submitted to a purposive sample of 26 Italian business event agency managers.

The findings reveal that the pandemic boosted the digital transformation of the event industry, spurring organizers to recraft and execute their business models. Such changes may give rise to important ethical concerns that should be carefully considered by academics, professionals and policymakers.

The research is based on a purposive sample of Italian business event managers. Therefore, in addition to be country-specific, the research includes only a single typology of business event stakeholders.

The article points out possible counterintuitive considerations that may rise related to the ethical issues emerging from the adoption of novel business models in the event industry after the COVID-19 pandemic. The study suggests possible objects of reflection for scholars, event managers and policymakers to plan and organize a more equitable and sustainable business in the future.