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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

Article
Publication date: 8 June 2020

Robert Garrett, Shaunn Mattingly, Jeff Hornsby and Alireza Aghaey

The purpose of this study is to evaluate the effect of opportunity relatedness and uncertainty on the decision of a corporate entrepreneur to pursue a venturing opportunity.

Abstract

Purpose

The purpose of this study is to evaluate the effect of opportunity relatedness and uncertainty on the decision of a corporate entrepreneur to pursue a venturing opportunity.

Design/methodology/approach

The study uses a conjoint experimental design to reveal the structure of respondents' decision policies. Data were gathered from 47 useable replies from corporate entrepreneurs and were analyzed with hierarchical linear modeling (HLM).

Findings

Results show that product relatedness, market relatedness, perceived certainty about expected outcomes and slack resources all have a positive effect on the willingness of a corporate entrepreneur to pursue a new venture idea. Moreover, slack was found to diminish the positive effect of product relatedness on the likelihood to pursue a venturing opportunity.

Practical implications

By providing a better understanding of decision-making schemas of corporate entrepreneurs, the findings of this study help improve the practice of entrepreneurship at the organizational level. In order to make more accurate opportunity assessments, corporate entrepreneurs need to be aware of their cognitive strategies and need to factor in the salient criteria affecting such assessments.

Originality/value

This paper adds to the limited understanding of corporate-level decision-making with regard to pursuing venturing opportunities. More specifically, the paper adds new insights regarding how relatedness and uncertainty affect new venture opportunity assessments in the presence (or lack thereof) of slack resources.

Details

Management Decision, vol. 59 no. 5
Type: Research Article
ISSN: 0025-1747

Keywords

Case study
Publication date: 13 February 2024

Pratik Satpute and Gautam Surendra Bapat

The learning outcomes of this study are to recall the fundamental concept of revenue management in the hotel industry (remembering); explain the various performance measures used…

Abstract

Learning outcomes

The learning outcomes of this study are to recall the fundamental concept of revenue management in the hotel industry (remembering); explain the various performance measures used to evaluate room revenue in hotels (understanding); use revenue management strategies to improve room revenue in hotel operations (applying); and examine and evaluate the optimal solution for revenue enhancement, considering factors such as capacity management, duration control and differential pricing (analyzing).

Case overview/synopsis

This case study delves into the challenges faced by Hotel King’s Cross, a business hotel located in Pune, Maharashtra, in the year 2022. A week before Christmas Eve, Soham Dande, the hotel’s revenue manager, sought a meeting with Rohan Chopra, the director of sales and marketing, to discuss “revenue optimization for the hotel.”

During their meeting, Dande mentioned that the hotel had fallen behind its budgeted room sales targets for 2022 across various metrics, such as room booking nights, occupancy percentage, average room rate and revenue per available room. Furthermore, the hotel was trailing behind its competitors. The situation was compounded by the management’s decision to raise the targets for 2023 by 5%–7%, factoring in upcoming events, competitive performance and pandemic-related losses over the past two years. Chopra faced the dilemma of formulating an action plan to achieve the ambitious 2023 targets and establish Hotel King’s Cross as a market leader.

Complexity academic level

Students undertaking executive development programs and graduate-level courses in non-profit hospitality and tourism management, as well as revenue management courses in the executive MBA, management development and graduate MBA programs, may all benefit from this case study.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS12: Tourism and hospitality.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Article
Publication date: 11 November 2019

António Almeida, Sergio Jesus Teixeira and Mara Franco

The purpose of this paper is to get insights on a real-life portfolio of events from a demand-centred prospective, based on the identification of factors influencing the degree of…

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Abstract

Purpose

The purpose of this paper is to get insights on a real-life portfolio of events from a demand-centred prospective, based on the identification of factors influencing the degree of attendee’s satisfaction, with the ultimate aim of identifying commonalities and prospective cross-leverage strategies among events.

Design/methodology/approach

Data from attendees to three major events taking place in Funchal, the capital city of Madeira, were analysed based on multivariate statistics and categorical regression owing to the overwhelming presence of categorical data in the database. The econometric analysis pursued in this paper is based on a sample of 1,830 tourists.

Findings

The research demonstrates that the impact of the socio-economic variables and travel arrangements on attendees’ satisfaction is rather irrelevant, irrespective of the event under analysis, with cross-cutting factors defining the overall quality of any event (mainly technical aspects such as aesthetical elements, organization and opening hours) determinant in predicting the overall degree of satisfaction. Another key finding relates to the existence of a number of commonalities among events, in terms of tourists’ profiles, market orientation, themes and resources laying ground to define ready-to-apply cross-leverage strategies.

Research limitations/implications

The analysis concentrated on three major events taking place in the capital city of a peripheral region. The content of the questionnaire co-developed with the destination management organization with order to get access to a large sample of respondents.

Practical implications

Lessons to be learnt in terms of managing a disparate collection of events developed over time in an ad hoc manner. A few examples of cross-leverage strategies are put forward.

Originality/value

The analysis and empirical content portrayed in this study contribute to the literature on event portfolio via description of real-life case examples of how to develop competencies based on post-event analysis in a proactive manner.

Details

International Journal of Event and Festival Management, vol. 10 no. 3
Type: Research Article
ISSN: 1758-2954

Keywords

Article
Publication date: 11 January 2018

Donna M. Kelly and Sheranne Fairley

Event portfolios promote synergies among events and stakeholders within a destination in order to maximise resources. The purpose of this paper is to examine the role of…

Abstract

Purpose

Event portfolios promote synergies among events and stakeholders within a destination in order to maximise resources. The purpose of this paper is to examine the role of relationships in the creation and maintenance of an event portfolio using the four stages of Parvatiyar and Sheth’s (2000) process model of relationship marketing: formation, management and governance, performance evaluation, and evolution.

Design/methodology/approach

Nine semi-structured interviews were conducted with tourism and government stakeholders involved in the creation and maintenance of an event portfolio within a single destination.

Findings

The destination outlined clear strategic goals through an event strategy. An Events Board was established to bring together key stakeholders from tourism, events, and government to oversee the development of an event portfolio. The Events Board gave advice to relevant tourism and government stakeholders on which events they should provide funding. Developing relationships was not a stated objective, but the Events Board realised the importance of relationships to create and maintain the destination’s event portfolio. Long-term funding contracts were used as a mechanism to establish relationships and were an impetus for interaction. Relationships were also maintained through dedicated staff who managed the relationships between the destination stakeholders and the events.

Practical implications

Understanding factors that contribute to the successful creation and maintenance of event portfolios can inform destination stakeholders who are responsible for generating tourism through events.

Originality/value

Limited research has examined the creation and maintenance of event portfolios. This study provides insight into the central importance of relationships in creating and maintaining an event portfolio.

Details

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

Keywords

Article
Publication date: 26 October 2020

Vassilios Ziakas and Donald Getz

This paper aims to examine how various academic disciplines shape the field of event portfolio management. Given the complex nature of portfolios comprising different genres that…

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Abstract

Purpose

This paper aims to examine how various academic disciplines shape the field of event portfolio management. Given the complex nature of portfolios comprising different genres that are studied separately from their respective disciplinary realms, the academic event portfolio landscape remains fragmented. This is against the nature of portfolios, which requires inter-disciplinarity and novel integration of genres, stakeholders and perspectives.

Design/methodology/approach

Based on a scoping literature review, this conceptual paper sets up a common ground for the academic study and industrial development of event portfolio management.

Findings

A comprehensive view of event portfolio literature across disciplines reveals its hypostasis as a compound transdisciplinary field. The authors suggest a set of foundational premises whereby they identify 22 principal thematic areas that comprise this emerging field.

Practical implications

The establishment of event portfolio management as a distinct field will help in the osmosis and diffusion of new ideas, models and best practices to run and leverage portfolios. The portfolio perspective highlights the need for cohesive learning to design comprehensive systems of events, implement joint strategies, solidify social networks, coordinate multiple stakeholders and develop methods of holistic evaluation.

Originality/value

By examining comprehensively event portfolio management as a transdisciplinary field, the authors have been able to identify principal research directions and priorities. This comprehensive analysis provides a synergistic ground, which at this embryonic stage of development, can be used to set out joint trajectories and reciprocal foci across the whole span of scholarship studying planned series of events.

Details

International Journal of Contemporary Hospitality Management, vol. 32 no. 11
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 5 October 2012

Vassilios Ziakas and Nikolaos Boukas

Although research on the impacts of the Olympic Games on Athens addressed the impact of the Games on economy, generic tourism, and urban restructuring, there has not been given to…

5104

Abstract

Purpose

Although research on the impacts of the Olympic Games on Athens addressed the impact of the Games on economy, generic tourism, and urban restructuring, there has not been given to date attention on the prospects for sport tourism development in Athens as a result of hosting the Olympics, especially if it is considered that the construction of Olympic facilities was legitimized by the government's intention to use them for sport. To address this omission, the purpose of this study is to draw attention to examining the challenges and potential of post‐Olympic Athens to exploit its Olympic legacy for the development of sport tourism.

Design/methodology/approach

A qualitative approach was employed by conducting nine semi‐structured interviews with Athens’ tourism/administrative officials and analyzing them in line with pertinent literature.

Findings

Results show that the city's tourism officials respond with ad‐hoc policies in their effort to capitalize on Athens’ Olympic legacy. Consequently, Athens’ potential is constrained by the absence of a comprehensive tourism policy aimed at enriching and diversifying the city's post‐Olympic tourism product. In this context, the study shows that there is limited awareness by the city's tourism administration for sport tourism development and for establishing appropriate coordination mechanisms, which could foster mutually beneficial links between sport and tourism stakeholders. This leaves unexploited the potential for utilizing effectively Athens’ Olympic facilities and destination capitals in developing a competitive sport tourism product mix.

Research limitations/implications

A limitation of the study is that it examines Athens’ sport tourism prospects through the lens of tourism policy. Future studies are needed to examine also sport policy. On a broader level, it is suggested that future research should extend the focus on the study of post‐event leverage to find the best means for fostering post‐Games Olympic tourism from a sustainability perspective.

Practical implications

To redress post‐Olympic Athens’ inertia and associated structural problems that affect its tourism policy, the study presents a framework for the strategic planning and sustainable development of sport tourism in Athens.

Originality/value

The study by examining Athens’ neglected legacy for sport tourism, attempts to synthesize a common ground for sport and tourism development in Olympic cities. This inquiry suggests the need for a broader planning and leveraging framework to extend the study of Olympic tourism in the post‐Games period as it relates to the use of Olympic legacy and post‐Olympic assets, which can, in turn, reveal the conditions for synergistic development of sport and tourism. Also, such an examination may shed light on what and how can be corrected in order to mitigate the sources and consequences of problems, while providing lessons for future Olympic cities. Finally, by focusing on sport tourism as it is induced by the Olympics knowledge can be advanced on how to effectively leverage the Olympic legacy and develop sustainable post‐Olympic tourism products.

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: 17 March 2022

Anish Purkayastha, Vikas Kumar and Dan Lovallo

This study seeks to understand how business group-affiliated firms perform in emerging markets. Previous studies identify that in spite of changes in the competitive landscape…

Abstract

Purpose

This study seeks to understand how business group-affiliated firms perform in emerging markets. Previous studies identify that in spite of changes in the competitive landscape, seemingly counter-intuitively, business group affiliates outperform their standalone counterparts in emerging markets. This study adopts a knowledge-based view to resolve this apparent paradox.

Design/methodology/approach

This study uses a problematization methodology to qualitatively analyze the strategic decisions of Indian business group-affiliated firms. This study cross-validates their analysis with the empirical results available in published academic and practitioner articles.

Findings

Previous studies explain this outperformance paradox based on assumptions that include filling institutional voids, access to strategic resources and leveraging political connections. By questioning these assumptions, this study identifies an alternative explanation that is based on affiliates’ ability to adopt a strategic approach that balances knowledge capital acquired through international expansion and innovation.

Practical implications

The findings have important implications for managers of business group-affiliated firms in emerging markets, as well as for those in developed markets seeking to compete or collaborate in emerging markets.

Originality/value

This study provides a framework for managers of business group affiliates to identify suitable pathways to higher levels of competitive advantage.

Details

Journal of Knowledge Management, vol. 27 no. 2
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 4 February 2019

Xun Li, Clyde W. Holsapple and Thomas J. Goldsby

In today’s constantly evolving global business environment, multidivisional firms (MDFs) require an organizational structure for supply chain management (SCM) that facilitates the…

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Abstract

Purpose

In today’s constantly evolving global business environment, multidivisional firms (MDFs) require an organizational structure for supply chain management (SCM) that facilitates the development of supply chain agility. This research aims to investigate what structural elements of an MDF’s SCM team contribute to supply chain agility.

Design/methodology/approach

A two-sample field study was conducted. Four MDFs with top-performing supply chains (Sample 1) were first studied to identify agility-supporting structural elements. Then, quantitative data from 35 MDFs with contrasting levels of supply chain agility (Sample 2) were collected to test the theoretical propositions advanced from Sample 1 findings.

Findings

The results reveal four structural elements that exert a positive impact on an MDF’s supply chain agility: hierarchical position of the divisional top supply chain executive, scope of divisional supply chain operations, hierarchical position of the top supply chain executive at the headquarters and scope of SCM coordination by the headquarters.

Originality/value

First, this study provides a comparatively comprehensive understanding of the SCM organization structure in MDFs. Second, this study is one of the first to provide empirically supported theoretical insights about the linkage between an MDF’s organizational structure for SCM and supply chain agility.

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