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Article
Publication date: 16 October 2007

Danny O'Brien and Laurence Chalip

Some sport event stakeholders now look beyond “impact” to achieving longer‐term, sustainable outcomes. This move away from an ex post, outcomes orientation towards an ex ante

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Abstract

Purpose

Some sport event stakeholders now look beyond “impact” to achieving longer‐term, sustainable outcomes. This move away from an ex post, outcomes orientation towards an ex ante, strategic approach refers to the phenomenon of event leveraging. This paper aims to introduce readers to the concept, and poses practical exercises to challenge current thinking on sport event impacts.

Design/methodology/approach

This paper provides an introduction to the literature on the strategic leveraging of sport events and presents three theoretical models depicting various aspects of event leverage. The paper includes training exercises on the subject of sport event leverage along with possible answers.

Findings

Building on prior work, this paper proposes a new model for social leverage. The model and the related discussion highlight potential synergies between economic and social leverage.

Research limitations/implications

As the proposed model for social leverage is essentially exploratory, it remains empirically untested. This represents an obvious challenge for further research.

Practical implications

This paper recognizes that, particularly in the last decade, a paradigm shift has taken place in parts of the international events community, and provides a challenge and potential direction for event practitioners to continue the path towards achieving the triple bottom line of economic, social and environmental benefits for host communities.

Originality/value

The social leverage model breaks new ground in the (sport) events field, as does the push towards sustainability and a more triple bottom line approach to event outcomes.

Details

International Journal of Culture, Tourism and Hospitality Research, vol. 1 no. 4
Type: Research Article
ISSN: 1750-6182

Keywords

Article
Publication date: 30 July 2019

Elsa Pereira, Margarida Mascarenhas, Adão Flores, Laurence Chalip and Gustavo Pires

The purpose of this paper is to identify the strategic leveraging goals associated with a portfolio of small-scale events and to analyze their implementation process…

Abstract

Purpose

The purpose of this paper is to identify the strategic leveraging goals associated with a portfolio of small-scale events and to analyze their implementation process (actors/tactics: who did what?) in order to propose new leverage typologies through new empirical research evidence.

Design/methodology/approach

Three techniques of data collection conducted the fieldwork: qualitative interviewing, direct observation and documental research. Based on the principles of grounded theory and using qualitative data analysis software (Nvivo) data were inductively analyzed.

Findings

Results showed the coexistence of a plurality of strategic leveraging goals, namely: “strengthen political advantage”; “integrate and retain partners/sponsors”; and “develop sports dynamics”. There was a set of tactics and actions identified and successfully implemented due to the coordination of the network of organizations part of the events, which included local and external actors.

Research limitations/implications

Researchers realized that it was impossible to take a neutral research stand. In fact, in qualitative research, the investigator is the first instrument of data collection. In this sense, it was important for researchers to constantly reflect on their role, as Pelias (2011) says “reflexive writing strategies include indicating how the researcher emerged as a contaminant, how the researcher´s insider status was revelatory or blinding, and how the researcher is implicated in the problem being addressed” (p. 662). It is also considered that, when organizing events, the network of interactions is extremely complex, making it difficult to capture all the actors’ perspectives.

Practical implications

In relation to the practical implications, it is important that sports event managers have in-depth knowledge and skills on event leveraging; it is also important that managers understand the sports culture in order to recognize the multidimensionality of strategic leveraging in sporting events. The strategic dynamic should be developed and coevolved with community/local and external actors. The coordination between the actors is a key point to achieve successful leveraging.

Social implications

A theoretical implication related to the event leverage is the creation of a new strategic objective – “developing the sport dynamics”. The sport participation tactic among other tactics were found, namely “enhancing of the sports shows” and “tuning of skills in sports management”.

Originality/value

The dynamics and plurality of strategic goals associated with the leverage of an event portfolio, namely the actions that were developed and also the actors’ interaction in small-scale events. Another factor is the identification of the prominent role of the external event organization committee in the dynamics of event leveraging, as well as the deep analysis of the leveraging process supported by the observation of all the events.

Details

International Journal of Event and Festival Management, vol. 11 no. 1
Type: Research Article
ISSN: 1758-2954

Keywords

Article
Publication date: 25 September 2017

Millicent Kennelly, Halley Corbett and Kristine Toohey

The purpose of this paper is to investigate why and how universities in the Glasgow region sought to leverage the 2014 Commonwealth Games to achieve their own benefits.

Abstract

Purpose

The purpose of this paper is to investigate why and how universities in the Glasgow region sought to leverage the 2014 Commonwealth Games to achieve their own benefits.

Design/methodology/approach

An in-depth qualitative case study, utilising documentary evidence and in-depth interviews, was employed to examine how Glasgow universities leveraged the Games, and the outcomes they sought.

Findings

Universities sought to leverage the 2014 Commonwealth Games to garner a range of benefits, including increased brand awareness, student and staff development opportunities, new or improved infrastructure, and strengthened stakeholder relationships. Leveraging strategies included developing relationships with other Games’ stakeholders to establish and participate in collaborations, committees, and research consortia, hosting ancillary events, and hosting teams on training camps. However, data revealed substantial barriers to effective leveraging, such as insufficient resourcing and lack of leadership, and consequently several interviewees conveyed a sense of missed opportunities.

Practical implications

The results can inform universities located in host regions about the opportunities and challenges to strategically leveraging an event. Also, if event organisations understand the leveraging ambitions of event stakeholders, such as universities, they can better facilitate and manage their relationships with such stakeholders to maximise event benefits in the host region.

Originality/value

This research considers the leveraging activities of a previously un-researched event stakeholder group (universities) that have the potential to deliver benefits that reach students, staff, and industry interest groups in event host communities. The knowledge contributed could aid universities in future event host regions to strategically leverage to maximise the benefits of major sport events.

Details

Marketing Intelligence & Planning, vol. 35 no. 6
Type: Research Article
ISSN: 0263-4503

Keywords

Article
Publication date: 5 March 2018

Laura Wood, Ryan Snelgrove, Julie Legg, Marijke Taks and Luke R. Potwarka

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…

Abstract

Purpose

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).

Design/methodology/approach

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

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.

Originality/value

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.

Details

International Journal of Event and Festival Management, vol. 9 no. 1
Type: Research Article
ISSN: 1758-2954

Keywords

Article
Publication date: 7 March 2022

Daichi Oshimi and Shiro Yamaguchi

This study extends the event leverage model and applies the community development theory to explore how event managers can leverage recurring, non-mega sporting events for…

Abstract

Purpose

This study extends the event leverage model and applies the community development theory to explore how event managers can leverage recurring, non-mega sporting events for sustainable socio-economic development.

Design/methodology/approach

The authors conduct a survey comprising 6 semi-structured interviews by targeting recurring participatory events in Japan with an average 37.7 years of history.

Findings

The model highlights the strategic objectives (community needs) for socio-economic community development by attracting tourists during both event and event-free periods. Social development comprises three factors: social capital, sport participation and health promotion. Economic development comprises two factors: event revenue and tourism revenue. To achieve strategic objectives, the uniqueness of the event, good relationships with the media and locals, a platform to enjoy the local culture and sport event infrastructure are identified as means (community assets). Furthermore, locals and media are added to the model as key stakeholders, an additional category of the event leverage model.

Practical implications

Event managers need to make efforts to identify local resources and should optimize the event to attract participants and tourists for socio-economic development. In particular, local experience, local products, local culture and good relationship with locals could be key resources to produce sustainable benefits for the local city. The proposed model adding locals and media as key stakeholders could be useful for other similar contexts/future events aimed at socio-economic benefits for community development.

Originality/value

The proposed model extends the theoretical explanations in the literature on leveraging strategies through events to the perspective of the community development theory. Specifically, this study sheds light on community needs and assets for community development in the context of recurring non-mega sporting events.

Article
Publication date: 5 December 2017

Katharine Hoskyn, Geoff Dickson and Popi Sotiriadou

Sport participation is the lifeblood of community sport clubs. The purpose of this paper is to investigate how sport clubs can leverage participation from local, medium-sized…

Abstract

Purpose

Sport participation is the lifeblood of community sport clubs. The purpose of this paper is to investigate how sport clubs can leverage participation from local, medium-sized, elite sport events.

Design/methodology/approach

This study used an action research approach where researchers, along with representative stakeholders from two elite tennis tournaments and 23 local tennis organizations, collaborated to develop and implement a series of interventions as part of a wider leveraging plan. The interventions were developed and evaluated in one cycle of action research that incorporated predominantly qualitative research methods.

Findings

The interventions stimulated the interest of event spectators by offering a free tennis lesson at a participating club. However, the conversion from interest to club participation was limited.

Practical implications

Key recommendations for clubs to leverage participation from a medium-sized event include: a leveraging plan should consider the resources and capacity of local community sport clubs; clubs should act collectively and collaboratively; and clubs should have a strong physical presence at the event(s).

Originality/value

Regional sports organizations can utilize existing collaborative networks to enable community clubs to design and implement event-leveraging initiatives. This study also highlights the limited capacity of community sport clubs to leverage participation outcomes from medium-sized annual events. The use of collaborative networks may ameliorate the organizational capacity deficiencies of clubs.

Details

Marketing Intelligence & Planning, vol. 36 no. 2
Type: Research Article
ISSN: 0263-4503

Keywords

Article
Publication date: 12 October 2017

P. Monica Chien, Sarah J. Kelly and Chelsea Gill

The purpose of this paper is to identify strategic objectives that can be utilized by non-host communities to leverage the opportunities provided by mega sport events. The unique…

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Abstract

Purpose

The purpose of this paper is to identify strategic objectives that can be utilized by non-host communities to leverage the opportunities provided by mega sport events. The unique context and timing of this study facilitates discussion surrounding a particular non-host community and how it can plan relevant objectives to best identify appropriate leveraging mechanisms.

Design/methodology/approach

The study adopted a qualitative approach, drawing upon a case study of Kobe City, Japan, a non-host city of the Tokyo 2020 Olympic Games. Data were collected using diverse sources such as site visits, field notes, newspaper articles, destination marketing materials, archival data from sport and tourism facilities, and workshop with key stakeholders.

Findings

The within-case analysis identified four key objectives a non-host city could utilize to leverage mega sport events, namely, enhancing destination brand equity, integrating leveraging strategies with the existing event portfolio, fostering social capital, and strengthening corporate networks.

Originality/value

Research on event leveraging has typically focused on host cities, while there has been limited research attention on non-host cities. This paper highlights the importance of formulating shared objectives so as to provide a strong focus for relevant stakeholders, guide the deployment of resources, and create effective leveraging strategies. Few studies have focused on the planning of leveraging initiatives.

Details

Marketing Intelligence & Planning, vol. 36 no. 2
Type: Research Article
ISSN: 0263-4503

Keywords

Article
Publication date: 8 September 2017

Sheranne Fairley and Donna M. Kelly

The purpose of this paper is to explore how non-host cities strategically plan to leverage pre-Games training for the 2018 Gold Coast Commonwealth Games to maximize benefits to…

Abstract

Purpose

The purpose of this paper is to explore how non-host cities strategically plan to leverage pre-Games training for the 2018 Gold Coast Commonwealth Games to maximize benefits to the city.

Design/methodology/approach

Eight semi-structured interviews were conducted with key tourism and government stakeholders involved in developing leveraging strategies for pre-Games training in a non-host city. Interviews were conducted a little over 18 months before the 2018 Gold Coast Commonwealth Games.

Findings

A model of the strategic planning of leveraging pre-Games training is presented. Pre-Games training was positioned as a leverageable resource. The non-host city was well positioned to host pre-Games training given its existing sport focus and facilities and its proximity to the host city and its similar climate. Opportunities, objectives, means, and considerations were constantly developed. The city strategically targeted teams to maximize the use of the training facilities and make the most of the value of well-known athletes, while being cautious of overcrowding. The teams had to be secured before strategies were devised to achieve other opportunities and objectives. Short-term benefits included generating tourism through visiting teams and entourages and integrating visiting teams into the local community through education and sport programming. Long-term benefits included building the destination’s capacity and reputation as a place for elite training camps and tourism.

Practical implications

Understanding how to develop strategies to leverage pre-Games training can inform those responsible for developing and implementing pre-Games training strategies and lead to maximizing the benefits to a city or region.

Originality/value

Limited research has examined the strategic planning process used to develop tactics to leverage mega-events. This study provides insight into the strategic planning process of non-host cities to increase short- and long-term benefits by leveraging pre-Games training.

Details

Marketing Intelligence & Planning, vol. 35 no. 6
Type: Research Article
ISSN: 0263-4503

Keywords

Article
Publication date: 7 March 2016

Brendon Knott, Alan Fyall and Ian Jones

This paper aims to indicate a shift in focus from legacy to the leveraging of event impacts, and previous papers have indicated a growing awareness of the brand-related legacies…

2727

Abstract

Purpose

This paper aims to indicate a shift in focus from legacy to the leveraging of event impacts, and previous papers have indicated a growing awareness of the brand-related legacies associated with sport mega-events for a host nation. However, none have explored this in relation to the strategic activities of nation brand stakeholders.

Design/methodology/approach

The case of South Africa and the 2010 FIFA World Cup was selected, as this host nation clearly stated its aim of using the sport mega-event to develop its brand. A qualitative study explored the insights of selected, definitive nation brand stakeholders and experts, elicited using in-depth, semi-structured interviews (n = 27) that took place two to three years post the event.

Findings

A thematic analysis clustered the leveraging imperatives into seven key strategic focus areas, namely, the media, local citizens, stakeholder partnerships, the tourism experience, design, sustainable development and urban transformation and event hosting.

Research limitations/implications

This paper is not an audit of leveraging activities nor does it assess the costs of leveraging. The focus on a specific case has allowed for an in-depth analysis, although, for greater transferability of these findings, it is recommended that further comparative studies be conducted, especially in emerging nation contexts.

Practical implications

The paper identifies key strategic focus areas as well as examples of practical activities for leveraging mega-events to gain and sustain nation brand benefits. In particular, stakeholders are urged to plan and budget for leveraging before, during and especially post an event.

Social implications

In light of the critique of mega-events linked to their social impacts and costs, this paper recommends leveraging focus areas, and especially the mobilisation of citizen support, that can assist the realisation of positive social outcomes.

Originality/value

The paper adds to the emerging discourse of nation branding, highlighting opportunities derived through sport mega-events and assisting brand stakeholders to leverage such opportunities more effectively.

Details

International Journal of Culture, Tourism and Hospitality Research, vol. 10 no. 1
Type: Research Article
ISSN: 1750-6182

Keywords

Article
Publication date: 12 May 2021

Jesyca Salgado-Barandela, Angel Barajas and Patricio Sanchez-Fernandez

The organization of several small-scale events throughout the year is called event portfolio and may contribute to the development of the city strategy in the touristic, social…

Abstract

Purpose

The organization of several small-scale events throughout the year is called event portfolio and may contribute to the development of the city strategy in the touristic, social and economic fields. The organization of a set of sporting events represents an important innovation in the development of city marketing. This paper analyzing the scarce literature on event portfolio provides the main elements to benefit from this innovative strategy to achieve sustainable sports tourism for host cities. Among the innovative strategies, the inclusion of leverage and cross-leverage approaches in the management of event portfolios is studied in depth.

Design/methodology/approach

The study is divided into two phases. First, the Web of Science (WOS) and SCOPUS databases are searched using keywords. Once the selection of scientific studies that analyze the phenomenon of event portfolios has been obtained, an exhaustive review is carried out, allowing us to obtain novel findings on the field of study.

Findings

The work provides a classification of the portfolios of sports events analyzed in science considering the configuration (formal vs informal) and whether there is an integrated strategy. Second, the delimitation of the deficiencies and the most important aspects to be developed in sports-events portfolio management.

Originality/value

This study contributes with a summary of the main elements to consider when managing sports events portfolios. Moreover, the importance of integrated strategies is underlined, as well as the relevance of leveraging the strategies. The contributions are of interest in being a novel field with room for scientific development and with an eminently practical nature.

Details

International Journal of Sports Marketing and Sponsorship, vol. 23 no. 5
Type: Research Article
ISSN: 1464-6668

Keywords

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