Event Legacy -Contemporary Issues in Event Management
Introduction
The event industry has undergone a tremendous transformation where it has shifted from its traditional nature to being embraced by both professionals and entrepreneurs. The increase in mega international events, such as the FIFA world cup and the Olympics, has attracted different stakeholders, including event managers and other parties, to make such occasions a success. The growth of the industry has also been accompanied by an increase in the size and range of the audience. As a result, event managers are often faced with serious challenges, such as the need to leave a legacy and positively impact the host community. The legacy and impact left by an event are different because the former is associated with lifelong effects while the latter is mostly linked to short-term repercussions. This report examines the contemporary issues facing the industry with an emphasis on event legacy.
Theory
Getz & Page (2012) argues that the increase in competition in the industry has made event managers to devise different strategies to ensure that their activities attract the highest number of spectators. The occasions are used as a way of boosting the number of tourists visiting a place by combining leisure-based visitors and other types of audiences. Events Management as a study has provided an excellent base for the research on the various factors involved in the study and how it has evolved over time. Events have shifted from the tradition purpose of serving individuals and communities to a strategic platform for professionals and entrepreneurs (Allen et al., 2012).
Definition and Classification of Legacy and Relationship with Impact
Although the terms legacy and impact are sometimes confused and used interchangeably, they carry diverse meanings, especially in the context of event management. The former term is used when describing positive long-term effects on the host community. Unlike the latter, it is long-term in nature and usually felt after the event is long gone. For instance, after a particular event, the host community may be left with lasting implications, such as an improved economic, social, emotional, health, or educational status. For instance, Mega occasions in the world leave behind different legacies in the host countries, which are identified with them for many years to come. For instance, during the 2012 London Olympics, the country was left with a physical legacy thanks to the top-notch infrastructure that was erected, including world-class stadiums for track and field events. There was also an economic boom in London as different organizations chipped in to support the project, and participants and audiences had to pay a certain amount of money to access the facilities. What is more, the mega event caused a social/emotional legacy from the memories, pride, and satisfaction associated with holding such a significant international event (Getz & Page, 2012).
According to Getz (2005), the impact caused by an event is an often direct effect that is felt by the community with regard to its economic position, culture, and environmental impact; however, it can be helpful or harmful, direct or indirect, and short-term or long-term. For instance, by holding a given event, the host community may be left with significant debts and a derelict environment characterized as a result of pollution. For instance, during the London Olympics, there was an instance where the cost of products plummeted in the country because of the numerous visitors that came; the event also recorded an increase in pollution due to the number of cars that traversed the country. Another difference between impact and legacy is that, unlike the latter, the former can easily be quantified. For example, the amount of revenue generated by an event and the number of tourists it has attracted can both be measured accurately. However, putting a figure on the lasting effects it may have on the emotional and social wellbeing of the host community is almost impossible.
Three Pillars of Event Impacts
There are three primary pillars of event impacts, including economic, social, and environmental impacts. The first one is based on how the available resources are used in the actualization of the event. This means to affect the economy positively, such event managers should ensure that the wherewithal is put to the most efficient and responsible use. There are different factors that can be used to ensure the economic sustainability of an event, such as maximizing return on investment, profit sharing, and shareholder value. Conversely, the social pillar mostly includes the change and effects caused by the event to the host community. It can be realized by implementing the various measures aimed at safeguarding the wellbeing of the host community, such as taking into account the requisite labor standards, health and safety aspects, cultural elements, religious sensitiveness, and other cultural issues. On the other hand, the cultural aspect of the social pillar is directly connected to the interests of the stakeholders; thus, it should be given a lot of consideration for an event to leave a potent legacy. The last one is the environmental pillar, which is based on the effects caused by the event on the environment, including land degradation, pollution, and energy use (Hall, 1989). The environmental impacts caused by an event can be managed by ensuring the scheduled resources are used in an efficient fashion. The organizers involved should work toward ensuring environmental sustainability by using different methods, such as controlling and setting the standards for the products to be used in the event. The management of the event should also ensure that it maintains ecological consciousness by reducing carbon-emitting products, such as by using modes of transport with less pollution capability.
Legacy and Stakeholders
Stakeholders play a vital role in event planning; therefore, establishing a good relationship with them ensures long-term outcomes and allows the event to succeed with little effort. In this regard, two types of stakeholders are involved, including internal and external. The former ones comprise event directors, managers, medical practitioners, and security, while the latter consist of sponsors, spectators, the local community, and regulating authorities. Stakeholder management should be given top priority when planning a local or an international event. The persons in charge should ensure that they incorporate the interests of all the parties into their plans through constant consultation and building a good relationship with them (Anderson & Getz, 2008).
Unlike in an organization, the stakeholders of an event should be involved early enough to make them part of the entire progress. In this regard, they should be allowed to take part in the initial stages of planning, such as budgeting and goal setting. The effective involvement of stakeholders can help to forecast the legacy that will be made by the event. This is why it is important for events managers to involve them at an early stage to ensure that the interests of all the parties are served. According to Allen et al. (2012), events management focuses on connecting the various factors involved in setting up an event in order to eliminate the various issues that could crop up.
Managing the Issues (Challenges and Solutions)
Even if it is imperative to guarantee that the event leaves a legacy, the main challenges involved are forecasting and measuring it. According to Preuss (2007), although it is not easy, a legacy can be estimated by examining the lasting effects on the host city. The change can be scrutinized using a bottom-up approach to assessing the magnitude of the changes to the host city or community caused by the event. For instance, a mega event, such as a football league, can cause noteworthy changes to a city, including new infrastructure, knowledge, and social conditions. The legacy left after an event has passed can also be evaluated by conducting a cost and benefit analysis of the changes experienced by the host city (Preuss, 2007). As regards sustainability, Van der Straaten et al. (1996) assert that it is a key concern for many event managers. In this regard, the aspect should focus on all the requisite aspects, including socioeconomic and environmental factors.
Management Strategies and Techniques
In dealing with the issue of accurately forecasting the legacy of an event, the management of the event can use different methods and techniques to overcome the challenges involved. For instance, it is important to uphold teamwork and ensure constant communication. The former is meant to ensure that all the parties involved in a project are included and adequately involved in the decision-making process. This can be achieved by establishing an effectual communication platform. One of the techniques that can be employed to evaluate the demand for the event is the use of factors, such as history and season. If the demand is low, it can be enhanced by engaging in effective marketing techniques to persuade more visitors to come for the event. Bladen et al. (2012) explain that events management has to be coupled with proper marketing to achieve the intended goal of attracting a significant number of spectators. The growth of the events industry has caused it to be interconnected with the tourism sector. Although not all events are tourist-oriented, legacies are mostly connected to the number of visitors and the lasting effects that major events have on the hosting community.
Comparison of Two Mega Events
According to Raj & Musgrave (2009), the sustainability of such events requires an accurate forecasting of the different effects that they will have on the host. In the London Olympics in 2012, the host country experienced positive economic growth, infrastructural development, and social changes. The city had to erect new venues to hold the different sports in addition to ensuring that the infrastructure was convenient for the visitors. To achieve this, the event managers had to combine efforts with different stakeholders, such as private organizations and government agencies. The increase in tourism in London resulting from the event was a meaningful boost to the socio-economic growth of the country. According to Getz (2005), event management should focus on the effective marketing of the event using various marketing techniques. An efficient promotion of an event helps to create a positive image thus helping the event to attract many visitors and achieve its intended success. Just like London, the 2014 World Cup event in Brazil was a critical boost to the economy of the nation. According to Gaffney (2014), although the Brazilian authorities spent over $13 billion preparing for the event, the country also gained a lot especially from the growth of domestic and international tourists. For instance, the world cup helped to boost the nation’s economy and GDP. Thus, a socioeconomic transformation was the main legacy that was left by the two mega sports events in London and Brazil.
Conclusion
The unprecedented increase in the number of mega international events has led to the emergence of various contemporary issues, such as legacy. Apart from making a positive impact, event managers are faced with the task of leaving a legacy after an event is over. Doing so requires the input of the different stakeholders involved. Legacy is termed as the lasting effect that an event causes to the host community. For instance, the London Olympic in 2012 helped to improve the economy, in addition to bringing positive social and physical effects to the community.
Bibliography
Allen, J., et al., 2012. Festival and special event management, Google eBook. Milton, QLD: John Wiley & Sons.
Anderson, T.D. & Getz, D., 2008, September. Stakeholder management strategies of festivals. Journal of Convention & Event Tourism, 9(3), pp.199-220.
Bladen, C., et al., 2012. Events management: An introduction. London: Routledge.
Gaffney, C., 2014. A World Cup for whom? The impact of the 2014 World Cup on Brazilian football stadiums and cultures. In: The country of football: politics, popular culture, and the beautiful game in Brazil. London, UK: Hurst. S. 189–208.
Getz, D. & Page, S.J., 2012. Event studies: Theory, research and policy for planned events. London: Routledge.
Getz, D., 2005. Event management & event tourism. New York, NY: Cognizant Communication Corporation.
Hall, C.M., 1989. Hallmark events and the planning process. In: G. Syme, B.J. Shaw, D. Fenton, and W. Mueller, eds. 1989. The planning and evaluation of hallmark events. Aldershot, UK: Avebury. pp.20-39.
Preuss, H., 2007. The conceptualization and measurement of mega sport event legacies. Journal of Sport & Tourism, 12(3-4), pp.207-228.
Raj, R. & Musgrave, J., 2009. Introduction to a conceptual framework for sustainable events. In: R. Raj and J. Musgrave (eds). Sustainable event management. Wallingford, UK: The Centre for Agriculture and Bioscience International (CABI). pp.1-12.
Van der Straaten, J., et al., 1996. A framework for understanding sustainable tourism management. Sustainable Tourism Management, pp.23-73.
