Management Of Event Operations 1st Edition Julia Tum; Philippa Norton - Solutions

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3. What type and style of supervision would you need if every member of the company knew what they were meant to be doing, did it right first time, and were confident enough to take action or to seek advice if they thought things were not going the way they should be?
2. What is the cost of supervision?
1. How many supervisors do you need?
2. What areas could be benchmarked?
1. What are the advantages for a city like Edinburgh in benchmarking its events with other European cities?
2. Identify the advantages and disadvantages of each method.
1. Identify which forecasting procedures you would use.
4. What is the cost of not being able to provide a service?
3. What is the cost of having unused capacity?
2. How much idle time is acceptable for service staff?
1. How long should a customer wait, what is ‘reasonable’, and how long on average do you think that customers will be prepared to wait for a drink?
2. What strategies could be put into place to manage demand?
1. How can the above information be used to smooth out variation in demand for the ice rink?
3. What do you think encourages your staff to come to work – is it job satisfaction, or is it ONLY for the money?
2. If you won or inherited a large amount of money, would you still go to work?
1. Why do you think volunteers worked for the Manchester Commonwealth Games, 2002?
2. What makes a good volunteer?
1. Consider the theories on motivation – how have these been used to help retention of volunteers in Case study 12.5?
2. What personal experience do you have of staff motivation within an event or an event organization?
1. What factors within the three case studies would you consider to be motivating for the staff?
2. Bearing in mind the cultural significance of these actions, who should be responsible for putting this strategy into operation?
1. As part of your risk management strategy, what would you do to manage the risk of moshing, skanking, crowd surfing and stage diving without affecting the enjoyment of the crowd?
2. What would your team need, and what would you tell the general public and when?
1. What information would you use to develop your risk assessment?
4. The organizer of the Tour de France?
3. A promoter for a jazz band touring Europe?
2. A teambuilding company that mainly has large businesses in the North of England?
1. An event management company that has students as its main market and specializes in student nights in a university town?
3. What are the benefits of holding a Grand Prix in Mexico or India?
2. If 2006 saw the introduction of Grand Prix in Mexico and India, what might the repercussions be for the other Grand Prix?
1. What factors have contributed to the locations of the 2005 Grand Prix?
2. Weight the criteria using the evaluation of weighted criteria table.
1. Identify the criteria that should be considered when choosing a venue for a pharmaceutical product launch and conference in Spain. There will be over 500 delegates, and partners are invited. The delegates represent different sectors of professional people. There will be entertainment provided on
3. Who are the stakeholders?
2. Chief Executive Paul Zilk says this agreement will allow adoption of a long-term strategy.What might this be?
1. What benefits are there for each party to the ten-year agreement?
3. If the company were to outsource part of its organization, what would you consider to be an area that is not core?
2. Would the company need to look for forward or backward integration?
1. What other services might Star Events Group consider adding to its portfolio?
7. As a new event, what changes could be made to improve the flow for the customers?
6. What other information would you require in order to schedule this event?
5. When does the transformation process start, and what is the point of delivery?
4. At what point is the first point of contact with the operations team?
3. How would you schedule the ten schools? For this exercise, the total number of schoolchildren is 220.
2. Look at the chart and identify where blockages may occur.
1. If this is the flow process, what impact will it have on customer flow?
2. How does the use of technology enhance the competitive edge of Royal Ascot?
1. What benefits, apart from the obvious increased transmission speeds, do Wi-Fi offer the media?
3. If the Carnival were in decline, what steps could the organizers take to change this?
2. What stage of the life cycle do you think the Carnival has reached?
1. How has the Notting Hill Carnival developed over the past forty years?
3. What external influences could have an impact on the life cycle of Badminton Horse Trials?
2. What would you consider the stage to be?
1. What challenges does Badminton face at this stage in its growth?
4. Now compare these lists with colleagues and determine the compromise solution. Be prepared to argue your reasoning.
3. If money were no object, list the minimum number you feel could be used.
2. List the optimum number and type of resources you would use.
1. If we believe resource utilization to be subservient to customer satisfaction, then how should the organizers effectively use resources and offer customer satisfaction?
2. You could now plot the needs of your customers and also the needs of your prominent stakeholders on the chart. You will see that the lines do not match. What does this tell you?How will you manage the gaps and the tension between your stakeholders?
1. If you were to take into account the feelings of the major stakeholders, would the line you plotted for the Incentive Travel Company, ‘Travel to Success’, change with regard to how you could measure its attainment of the weighted critical success factors demanded by your customers?
6. What do the results tell you?
5. Similarly, create two further imaginary companies (‘Incentive Holidays R Us’ and‘Outperform’) and plot their scores onto the chart, again using different colours.
4. Estimate your own company’s performance (hypothetically) and plot this on the chart(using a different colour).
3. Trace an unbroken line onto the chart for each CSF.
2. Assign values to the importance of each factor from the point of view of your customers.
1. Identify the critical success factors (CSFs) as determined by your hypothetical in-depth customer research, and list them on the vertical axis.
2. Identify areas that could have caused concern if preventive action and planning had not been carried out.chart as in Figure 5.2.
1. Identify stakeholder concerns and suggest ways these could be alleviated for future events.
5. Consider a scenario where too many tickets have been sold for Glastonbury and more people attend the event than estimated. Would any of the stakeholders move from where you have put them in the earlier exercise? Comment on this movement.
4. Analyse what this exercise has told you.
3. Plot these dimensions onto Figure 5.4.
2. Against this list, rank their importance on two dimensions: first, their interest in the event on a scale of 1–5 (5 being high); and second, the influence they could have on the event on a scale of 1–5 (5 being high).
1. Prepare a list of the stakeholders for the Glastonbury Festival, and against each group or individual annotate their concerns about the festival. Identifying the stakeholders and determining their concerns should prove to be an interesting exercise. Remember to include the festival customer in
2. Go to the Edinburgh International Conference Centre website at www.eicc.co.uk and, using the criteria in Figure 5.2, plot the suitability of the EICC against the criteria.
1. What do you consider to be the CSFs for the delegates at the OSCE PA conference?
3. What problems could there be associated with the Guinness Book of Records attempt?
2. How would you deal with these?
1. As an event manager responsible for the stage constructions, what logistical considerations are there?
2. How do you keep abreast of what is happening?
1. What competitive, economic, political, legal, social and technological influences affect its organization?
2. Now rank each conference centre in order of preference for each of the criteria, and state why you have made these decisions.
1. Consider Case study 3.4, and compare the information contained in each example with the following criteria:● Presentation style of their message● Availability of the latest technology● The conveyance of intangible benefits to the customer.
3. What supplementary information do you need?
2. Check the current exchange rates and calculate which of the countries listed in Case study 3.3 has the most favourable rate for employment if you were choosing the location for a new event.
1. What implications do minimum wages have on the events industry?
4. Could this have a lasting influence on large public events?
3. How could these reasons affect other events in the future?
2. What cost implications are there?
1. What external factors influenced the organizers in their decision to cancel this event?
4. Could this have a lasting influence on large public events?
3. How could these reasons affect other events in the future?
2. What cost implications are there?
1. What external factors influenced the organizers in their decision to cancel this event?
3. Are there any discrepancies, and if so, what criteria would you use to measure these?
2. Use the Internet to research the above organizations and determine whether they are practically applying their mission statements in the production/organization of their current events.
1. How do the three examples given conform to the five characteristics that Ackoff (1986) says should be present within a mission statement?
3. What intangible resources are being affected here?
2. Why would it?
1. How could the terminology within signage affect the customer service of an organization?
2. What changes would you make?

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Management Of Event Operations 1st Edition Julia Tum; Philippa Norton - Solutions

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