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A holistic approach to event portfolios: towards achieving strategic leveraging objectives DR J HEMMONSBEY PROF TM TICHAAWA COLLEGE OF BUSINESS AND ECONOMICS, SCHOOL OF TOURISM AND HOSPITALITY, UNIVERSITY OF JOHANNESBURG NDT research seminar_
DR J HEMMONSBEY PROF TM TICHAAWA
COLLEGE OF BUSINESS AND ECONOMICS, SCHOOL OF TOURISM AND HOSPITALITY, UNIVERSITY OF JOHANNESBURG NDT research seminar_ Pretoria 20 March 2020
Burgeoning amount of literature on the utilisation of event portfolios. Mostly large focus on studying single, mega-event types (O’Brien 2006; Grix 2012;
Gibson, Kaplanidou & Kang 2012; Brittian & Beacom 2016).
Leveraging mega-events:
Huge economic impacts (Rolfe, 2019)
Leveraging small-scale events:
Secure long-term sustainable impacts (Gibson et al., 2012)
Portfolio of events integrate mega-, small-scale and community events. Advanced theory of event portfolios emerged due to symbiosis of event
benefits (Ziakas 2013, 2014)
Edinburgh in Scotland: Festivals Gold coast in Australia: variety of events Innsbruck in Austria: Special events
While event portfolios are gaining significant attention from theoretical and
practical standpoint, ill-defined and specialised event portfolios may lead to:
Fragmented theorisation of event portfolios Conceptualisation of holistic portfolios Practical implications for host destinations
This may influence the planning and managing of event portfolios by city
authorities which carries adverse consequences for achieving leveraging
This study thus investigates an integrated events portfolio of the Western Cape in South Africa i.o.t explore consideration to all-inclusive events to achieve leveraging objectives.
“Leveraging is the collection of strategies and tactics employed to enable the
generation of desired legacies” (Chalip, 2014:6).
Lui (2016) suggests leveraging to be articulated and applied in the context of a
portfolio of events, including once-off and recurring ones.
Event leveraging objectives are guided by wide-ranging benefits:
i.e., economic & business, social & community, sport participation, tourism, nation
building (Kellet, et al., 2018; Misener 2015; Weed, et al., 2015; Knott et al., 2017).
The application of leveraging theories still remains skewed to the mega-event,
regardless of the suggestion of Lui (2016)- to include a range of different events.
This leaves much room for disputing the extant conceptual models of event
leveraging that focus on single event types.
Ziakas (2013; 2014) explicitly investigates and advances the theory and praxis
planning and manging.
Event portfolios integrate contextual, operational and socio-cultural
dimensions; as well as reach a diverse set of markets (Getz, 2013; Ziakas, 2014).
Portfolios that encompass critical considerations will maximise cumulative and
long-term value for host destinations (Anderson et al., 2017).
Due to the ability of event portfolios to attain sustainable leveraging
broader sustainable development agenda (Ziakas, 2014).
To achieve leveraging objectives, event mangers, together with local authorities,
should carefully coordinate events in conjunction with existing policy goals (Smith 2014).
Suggested pre- event design, implementation and evaluation strategies aim to
address the commonly neglected vision of a formal integrated events strategy that encompass clear goals, methods and metrics (Getz & Page, 2016; Valdimir, 2017).
Challenges of noncompliance between political actors & agencies exist due to
varied strategic visions/ objectives (Hanrahan & Maguire, 2015; Hemmonsbey & Tichaawa 2018).
Event portfolios should therefore contain a mixture of events that meet various
leveraging objectives to deliver positive outcomes and assure all joint policy
Research approach
Sample size & selection Interview protocol Data coding & analysis
Qualitative
In-depth, Semi- structured interviews & Primary documentary sources
24 key industry stakeholders
Purposive sampling Directors & senior management
Semi-structured
Open-ended questions All-inclusive events? Event planning and management? Objectives of portfolio?
Display, reduce & inductively coded Development of themes guided the discussion
Events (sporting or otherwise) viewed by respondents beyond the immediate attraction of tourism markets towards long-term potential.
Mega-events are viewed as a starting point for event leveraging but the importance
the calendar of events”(R6). “As a result of events such as the [Cape] Epic, [sport] tourists are understood to extend their stays with their families beyond the event” (R6).
“It is important for us to support community events, like the Nelson Mandela Race, to celebrate the life and release of Nelson Mandela by us contributing financially, we then make it possible that those races take place” (R12).
While the portfolio of events of the WC supports community events, it
aligns with advanced theories and event leveraging by Chalip (2004), O’Brien
(2006), Ziakas (2013, 2014) and Kelly and Fairly (2018).
Jewel events (Signature events) Annual events, associated with the area’s identity, that provide the area with competitive advantage Incubator (Brewing events) Relatively small events that show potential for developing into jewels Bidding events (Major events or mega-events) Once-off large, compelling, major market events, whose privilege of hosting is acquired through participation in a bidding process Leverage Events that occur outside the destination, but which provide a platform for the promotion of tourism, trade and investment within the destination Local community events Local community events
EVENTS PORTFOLIO
Respondents in government believed that their responsibility to leverage events of
all types should intensify.
The adoption of the IES has led to development,
changes and updates of a number of policy changes
National Tourism Sector strategy, 2017
DEDAT: five year strategic plan 2015-2020
Domestic Tourism Growth Strategy 2012-2020
While this is good policy practices, key informant of
provincial government believed that,
“We benefit immensely from events, so we have a huge responsibility to leverage for further benefits” R(12). “It will take a while to realise the synergies between sport event
they push different agendas and have very different objectives” (R11)
All-inclusive events (sport or otherwise) are critical for developing balanced
portfolios.
Careful consideration should be given to objective setting for all parties involved
in event planning, managing and hosting.
Each portfolio is unique to the needs and fit of the host destination albeit the
theoretical and practical underpinnings of planning and managing portfolios are the same.
Examining of holistic portfolios is significant as it’s focus remains on single events. Sound event portfolios implicate stakeholder policy development.
While this study has investigated a portfolio of events of one municipality and
region in South Africa,
it is worth exploring how sustainability frameworks have influenced other major
South African cities to develop designs towards portfolio development strategies.
It would also be useful to measure the progress and success of integrated event
strategies in terms of their deliverables and strategic goals, since its inception.
Andersson, T. D., Getz, T. D., Gration, D. and Raciti, M. M. 2017. Event portfolios: Asset value, risk and returns. International Journal of Event and Festival Management, 8(3):226-243. Brittain, I. and Beacom, A. 2016. Leveraging the London 2012 Paralympic Games: what legacy for disabled people? Journal of sport and social issues, 40(6): 499-521. Getz, D. and Page, S. 2016. Event studies: Theory, research and policy for planned events. Routledge. Gibson, H.J. Kaplanidou, K. and Kang, S.J. 2012. Small-scale event sport tourism: A case study in sustainable tourism. Sport management review, 15(2): 160-170. Grix, J. 2012. Image’ leveraging and sports mega-events: Germany and the 2006 FIFA World Cup. Journal of Sport & Tourism, 17(4): 289-312. Hemmonsbey, J. and Tichaawa, T.M. 2018. The effects of major sport event leveraging for tourism and destination branding: The case of South Africa as an emerging destination. GeoJournal of Tourism and Geosites, 21 (1): 213-225. Kelly, D.M. and Fairley, S. 2018. What about the event? How do tourism leveraging strategies affect small-scale events? Tourism Management, 64: 335-345. Misener, L. 2015. Leveraging parasport events for community participation: Development of a theoretical framework. European Sport Management Quarterly, 15(1), 1e22.http://dx.doi.org/10.1080/16184742.2014.997773. O’Brien, D. 2006. Event business leveraging the Sydney 2000 Olympic games. Annals of tourism research, 33(1): 240-261. Rolfe, J. 2019. Simple economic frameworks to evaluate public investments in sporting events in regional Australia. Economic Analysis and Policy, 63: 35-43. Smith, A. 2014. Leveraging sport mega-events: new model or convenient justification? Journal of Policy Research in Tourism, Leisure and Events, 6(1): 15-30. doi:10.1080/19407963.2013.823976. Valdimir, A. 2017. Portfolio of major events in Auckland: Characteristics, perspectives and issues. Journal of Policy Research in Tourism, Leisure and Events, 9(3): 280-297. Ziakas, V. 2013. Event portfolio planning and management: A holistic approach. Routledge. Ziakas, V. 2014. Planning and leveraging event portfolios: Towards a holistic theory. Journal of Hospitality Marketing & Management, 23(3): 327-356.
NDT for funding the research project. hemmonsbeyj@cput.ac.za Tel: 021 680 1549 https://www.linkedin.com/in/janice-hemmonsbey-306212125/ https://scholar.google.com/citations?view_op=list_works&hl=en&user=Qs4a5s0AAAAJ https://www.researchgate.net/profile/Janice_Hemmonsbey https://orcid.org/0000-0002-1302-324X