Whisky and Food Festival Edinburgh

a culinary journey around the world

Assessment: Industry Project Report Module TSM11102: Tourism, Hospitality and Events Industry Project Module Leader: Jane Ali-Knight Matriculation Numbers: 40094773, 40101973, 40071698, 40078158 Word count: 3,420

List of contents

1. Introduction and rationale 2. Background evaluation of chosen business sector 2.1 Industry characteristics and trends 2.1.1 Volume and markets 2.1.2 Changing markets and new image 2.2 Competitor analysis 3. Planning and design details of the festival 3.1 Venue selection 3.2 Budget 3.3 Risk assessment 3.4 Staffing requirements 3.5 Marketing 3.5.1 Market research 3.5.2 Marketing strategy 4. Consideration of stakeholder interests 5. Assessment of key success indicators 6. Conclusion 7. References 8. Appendix A -Background Evaluation Appendix B Budget Appendix C Staffing requirements Appendix D Risk Assessment Appendix E - Marketing Appendix F Stakeholders Appendix G Success Indicators Appendix H Event Programme Appendix I - Questionnaires and survey analysis Appendix J - Facebook page of the festival Appendix K - Room capacities and pictures of venue Appendix L - Floor plan

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1. Introductionand rationale
The Whisky & Food Festival is a unique event. It offers new and exciting taste experiences like Whisky and Chocolate, Whisky & Cheese or Whisky & Sushi. At the same time it is a platform for whisky enthusiasts who want to taste new, rare and exciting whiskies from all over the world. It is also informative and accessible for the public. The main objectives of the organizers are to create a new, exciting and attractive event for a wider public to gain new target groups in addition to the traditional ones and at least to cover the costs effectively. The two-day Whisky & Food festival includes a Whisky Dinner on the opening night. It also features a party with a band and whisky cocktails on the Saturday night. The program includes new exciting whisky & food pairings, cooking demonstrations, talks and an international whisky & chocolate fair. Authors like Chandra Kurt (Whisky & Food, published in 2007) will present and sign their books and give talks and cooking demonstrations.

There are already several Whisky related festivals and events in Central Scotland like tastings in Whisky shops and societies. During the last few years smaller festivals like the Whisky Fringe or the Glasgow Whisky Festival were often sold out. So there is clearly a high demand for this kind of event. This fact also justifies the choice of a comparatively big venue like the Assembly Rooms in Edinburgh. The newly refurbished Assembly Rooms are an ideal combination of tradition & modernity, which will also appeal to our target group. The Whisky & Food Festival will take place from November 28 November 30, 2013. It will mainly draw upon a local audience from Central Scotland and also from the overall target markets for the Edinburgh tourism industry since the festival coincides with the opening of the Edinburgh Winter Festivals. The event is aimed at adults with a relatively high disposable income who are seeking new and unique whisky and culinary experiences. The organisers are aiming especially at younger people and women, which have been largely overlooked as potential visitors by the organizers of other whisky events so far.

The event is designed to provide added value to visitors to Edinburgh, and may further attract more tourists, reducing seasonality at the destination level.

2. Background evaluation of chosen business sector

2.1 Industry characteristics and trends 2.1.1 Volume & Markets Scotlands whisky industry generates 4,23 billion each year and is considered a growing industry. Every second approximately 40 bottles of Scottish Single Malt Whisky are shipped abroad. Scotch whisky has enjoyed a robust and steady growth since the 1980s with growing contributions from emerging markets. Scotch sales were not immune to the economic downturn in 2009/2010, but long-term momentum has been maintained. Major spirit companies like DIAGEO and Pernod Ricard are investing in new highly productive state-of art distilleries like Craggamore and Roseisle (DIAGEO, 2010).A dozen smaller, independent distilleries are having their capacity increased as well. Some small highly specialized businesses necessary for the production of whisky like cooperages and coppersmiths are also profiting from the Whisky boom (BBC4, 2011). More information on the whisky industry can be found in the Appendix A.

2.1.2 Changing target markets and new image New target markets are arising in addition to the traditional, more mature market. These are young, affluent, aspirational middle class markets especially in BRIC countries like China or Brasil (DIAGEO, 2010). The Scotch Whisky Industry 2002 Report already stated the need for appealing to a younger market (Scotch Whisky Industry Report, p26). Traditionally, Scotch Whiskys main appeal has been to the mature drinker, with younger drinkers gravitating to Scotch Whisky as they grew older. This no longer applies and Scotch Whisky now has to fight to win over the younger age group. E.g. Dewars campaign in 1994 was already aimed at a younger age group from 25-35. An article in Design Week in March 2005 states that DIAGEO has created a whisky brand called J&B-6 to target younger drinkers (20-30 years old), a kind of classic for a new generation to supports its strategy to grow the Scotch category within its portfolio of drinkbrands (Design Week 3/10/2005, Vol. 20 Issue 10, p5). A lot of
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marketing and advertising has been done to target a young affluent target group resulting in an image change from tradition and myth to modernity, power and glamour (Esbcohost, 2009). A study published by DIAGEO in May 2010 also establishes Scotch Whisky as an aspirational category of spirits. The same study shows that new whisky drinkers are predominantly recruited in emerging markets with a strikingly high percentage of young consumers (18-35 years). But Scotch Whisky also keeps recruiting in developed markets like Germany (DIAGEO, 2010).

2.2Competitor analysis There are already two big Whisky festivals in Edinburgh and Glasgow, which are very popular and have been sold out for the past years. However they only sell a limited number of tickets due to restrictions by the size of the venue (e.g. Mansfield Traquair in Edinburgh) and their organizational structure. The organisers of the Whisky Fringe state on their website that they want to keep the festival intimate. Most of the organizers are amateurs e.g. members in a Whisky club or owners of a whisky shop. The Whisky Fringe used to be two days and is three days now due to the high demand. So obviously the demand for a bigger Whisky festival in Central Scotland exists. The Whisky & Food Festival is a unique event in Edinburgh, which offers a culinary journey around the world in addition to a whisky fair with international whiskies. So the Whisky & Food Festival will attract and appeal to several different target groups at the same time. The ambience of the festival will attract younger people as well as a high number of female visitors who might be reluctant to visit other, more traditional festivals which are dominated by men. Due to the nature of the event many spouses and girlfriends of male Whisky enthusiasts could be attracted as well. Edinburgh is a foodie city with many excellent restaurants and a high number of affluent middle class public who are interested in making new culinary experiences. Similar to the Whisky Fringe in August it can be expected that due to the date of the festival at the opening weekend of the winter festival and the central location a number of tourists will be drawn to the festival. Some Christmas Shoppers might also use the occasion to buy Christmas presents at the festival.
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For an analysis of the external environment of the festival including a SWOT and PEST analysis please see Appendix A.

3. Planning and design details

3.1 Venue Selection Selecting the best venuefor an event is one of the key issues of event organisation as it has an impact on all other aspects of event design and operations (Getz, 2005). The Assembly Rooms in Edinburgh were selected for the following reasons: - Atmosphere: The Assembly Rooms combine traditional and elegant architecturewith modern art and lighting installment provide a fitting ambience for the Whisky and Food festival - Flexible technology: After a recent renovationthe venue offers high-quality audio visual and lighting systems, which can easily be adapted to the different ambiences - Accessibility: The venue is centrally located in the heart of Edinburgh in George Street, ensuring easy access for locals as well as tourists - Layout: The flexibilityof the room layout provides an ideal setting for an exhibition-style event as well as a dinner and a party set-up - Experience: The Assembly Rooms have been the host to a wide variety of events, such as exhibitions, elegant dinners and dances, and are therefore experienced in fulfilling the wishes of clients (Assembly Rooms, 2012)

3.2 Budget Budget is considered as a powerful management tool in the hands of event organizers. It constitutes a forecast or plan which helps to regulate the operation of an event over a period of time (Shone and Parry, 2006).It is a quantified statement of plans (Bowdin, 2010) which enables stakeholders to overview the events financial situation. Furthermore, the budget compares the projected costs and income with actual costs and income and gives the organizer both control over the event and the opportunity to correct the deflections in a well-timed and appropriate manner(Mathews 2008,Allen 2009).Finally,
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budgeting is used to establish the necessary and possible sources of income,is a method of controlling expenses and costs as well as it is providing information for stakeholders in terms of expected return on investment(Tum et al., 2007).Apart from a detailed budget, cash flow forecasts are also useful tools of primary importance. A cash-flow forecast enables managers to be aware of when money will be coming in and when money will be coming out of the budget (Congrex, 2012). A detailed budget for the Whisky and Food is included in Appendix B. Funding There is a variety of available sources funding events including sponsorship, grants, fundraising (Getz 2005).In this report the main source of funding for the Whisky and food festival is sponsorship. Sponsorship Due to the increased costs for festival and events,the traditional ways of funding them have been replaced by sponsorship in order to raise additional funds(Getz 2005).The most suitable sponsors for the Whisky and Food festival are Scottish companies such as Highland Spring, Stockans oatcakes, local restaurants and food shops such as Lupe Pinto (exotic delicatessen). Additionally, as one of the objectives of the Whisky festival is to enhance the image of Edinburgh as a destination and promote a whisky as a Scottish icon, VisitScotland and Edinburgh City council could be appropriate sponsors. Income Sources The greatest part of the Whisky and Food Festival income is generated from ticket sales. Additional sources of revenue will be sponsorship and charging fees from exhibitors. This fee will be 30 per exhibition stall per day. Ticket Sales Specifically for the Whisky and Food festival, tickets will be sold at the price of 25 and will include entry, two vouchers for whisky sips to be redeemed at the different whisky stalls, oatcakes to clear the palate and different presentations. Another type of ticket for the price of 40 will include all the above with one tasting from different whiskies, chocolate or food.Separate tickets for opening dinner and for the party with band and whisky cocktails will be sold at the price of 60 and 15, respectively.The ticket for the dinner will include a three course meal with whisky-infused dishes.

For 3.3 Staffing requirements please refer toAppendix C 3.4 Risk Assessment Risk assessment is an important part of event planning and management. Risk assessment is defined as the procedure of estimating the potential effects or harm of a hazard to determine its risk rating. By establishing the level of risk, event managers can prioritize risks to ensure systematic elimination or minimization (Elliston, 2012). Furthermore, being able to address risks allows managers to provide a safe environment (Allen et al., 2011). The main purposes of risk assessment conduction are: the duty of care to provide a safe and healthy workplace for event staff, volunteers and participants, to protect the image and reputation of the event, to comply with insurance and other legal requirements and finally to make the unpredictable predictable (Shone and Parry,2004; Berlongi 1994). A detailed analysis of potential risks can be found in Appendix D

3.5 Marketing In order to create an effective marketing strategy it is necessary to clearly identify a target audience. This helps to tailor any marketing campaign to their specific needs by analysing the target audiences characteristics and preferences. By doing so, our marketing campaign is more likely to be successful in attracting the desired audience (Masterman & Wood, 2006). 3.5.1 Market research Market research can be undertaken be means of primary and secondary research. Primary research is an important tool for event organisers, which helps them gain relevant information about needs and expectations of a potential target audience. Therefore a survey was conducted via facebook and the results and the implications for the festival can be found in the Appendix A. A research of the whisky market and its target groups has shown that the main whisky drinker is male with a high disposable income. However, recently women have discovered whisky for them and are now a rapidly growing target group. A survey by AC Nielsen suggests that at least a quarter of scotch drinkers in the UK are now female, compared to just one in 10 a few years ago, which resulted in whisky distilleries widening their
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focus(Guardian, 2009). They started to produce somoother whiskies, that appeal more to women and created ads specifically designed to target a female audience. Female celebrity whisky drinkers such as Kate Moss further help to draw in women.In Glasgow a womens whisky club was founded in 2009 and quadrupled its member numbers in the past five years (Guardian, 2012). As a result of our market research we have identified specific target audiences. Our festival will mainly draw upon a local audience but it could also attract the overall target markets for the Edinburgh tourism industry. The event is aimed at working adults (25-60) with a relatively high disposable income who are seeking authentic and stimulating culinary experiences. The market segmentation is as follows: Young Urban professionals (25-35) with relatively high disposable income Urban Professionals (35-60) with relatively high disposable income Whisky buffs and foodies regardless of age, gender& income looking for new & unique taste experiences. Women who might especially enjoy the culinary aspects of the festival and who are a relatively new target group since Whisky is still often considered as a predominantly masculine drink; also girlfriends and spouses accompanying male whisky buffs Tourists visiting Edinburgh for St. Andrews Day and the Winter Festivals

3.5.2 Marketing strategy As mentioned abovewe especially seek to target and attract a female audience, as the numbers of female whisky drinkers has strongly increased in the last few years. This will be achieved by offering one Whisky Masterclass exclusively for women, wi th a female whisky expert and smoother whiskies which have been found to be more appealing to women. For our marketing strategy we have found that it is important to focus on our Unique Selling Proposition (USP) as we have identified a few competitors, offering a similar event product in our competitor analysis. Our USP is the fact that we do not present a regular whisky tasting festival but offer additional benefits by combining whisky tastings with culinary experiences. As this is a first-time event, it will be necessary to invest more money

into marketing than for a repeating event, in order to make people initially aware of this festival. Possible promotion tools to target the difference target audiences are discussed in Appendix D.

4. Consideration of stakeholder interests

The identification of festival stakeholders is an essential element of the development and feasibility of an event. It is a very powerful tool for event planners in order to assess stakeholders needs and expectations and develop strategies to respond appropriately (OToole, 2011). According to Getz (2007), the event stakeholders are those people and groups with a stake in the event and its outcomes, including all groups involved with the event production, sponsors, community representatives and everyone impacted by the event or has an influence in the event.As far as the Whisky and Food Festival is concerned the key stakeholders include visitors, the Assembly Rooms, media, sponsor, exhibitors and competitors. Once all stakeholders have been identified, it becomes fundamental to describe their needs and expectations related to the festival and ultimately to highlight how the festival addresses those expectations.

An analysis of the different stakeholders and their needs can be found in Appendix E.

5. Assessment of key success indicators

Turnover The turnover is the yardstick on which the companies based the measurement of the events achievement (Allen et al, 2011). Tickets will generate the majority of income which is expected to be approximately 75,000. The forecasts consider thatmiddle age adultswith a relatively high disposable income, whisky enthusiasts and people in the whisky industry will contribute to the majority of income for the festival. However it is also expected that the cost of the cheapest ticket will be affordable for youth who, attracted by the unusual experience combining whisky food and music, will generate an additional
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stream of income. Other sources of income will generate from sponsorship, merchandising, advertising, in-kind arrangements, grants from the local government and fee charged to the exhibitors and stalls. These sources of income will allow the festival to cover the costs of high quality Whisky and food. Number of visitors Given that the Festival objective is to offer a new tasting experience to a wide target market, the visitors expectations range from 20 to 60 years old visitors who will be driven by cultural exploration or reaffirmation of cultural values, novelty, escape and socialisation (Getz, 2005). The Festival aim is to reach the highest percentage of visitors during the overall length of the event, however, the expectation must also be realistic so that it will be possible to cover the costs even with an acceptable number of visitors. On the wake of these considerations the visitors of the Whisky Festival are expected to reach 90out of 100 percent. In specific the forecast of visitors approximately includes 750 visitors per day and thus a total of 2000 visitors attendance while 500 visitors will be expected for the opening party. Visitor satisfaction The success of an event does not only take financial aspects into consideration, the opinion of visitors can be even more important. Therefore it is crucial to measure and monitor consumer satisfaction as previous studies have shown that this method provides important information about the customers intention to purchase the product and the service (Barsky et al, 1992). According to Croning the degree of customers satisfaction is strictly dependent on factors such as repurchase intention, customer retention and revisiting which are in many cases affected by it (Cronin et al., 2000). As a consequence a survey which will be handed out before and after the festival, guaranteeing a valuable feedback for the company. If the results of this survey are positive, with an overall high satisfaction of customer, the festival can be seen as successful, otherwise it will be considered an incentive to improve those aspects that impeded the customer satisfaction and in turn affect the purchase of the product. Fund-raising In order to cover the costs of venue hire, food and beverage provision, and entertainment, the festival has at its disposal a considerable amount of personal savings. However the managers will also need to rely upon different types of fundraising, which will mainly include a charity raffle to encourage groups and individuals to make gifts and endowments
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and grants provided by the local government, in accordance with the festivals purpose of creating community cohesion and spirit, and fostering the urban renewal and promoting local culture (Getz, 2005). Furthermore in order to achieve its objectives and sales goals the festival corporation will rely upon sponsorships, which will in turn create both an additional benefit to the event generating publicity and support for the local community (Allen et al, 2011). Appendix F analyses more key success indicators in detail.

6. Conclusion
As this report has shown, the idea of a Whisky and Food Festival In Edinburgh is a sound and feasible business idea. The demand for whisky festivals in general is high, which is illustrated by a competitor analysis as well as primary market research conducted by the event organisers. To make sure that the event attracts a large audience it strives to set it self apart from other events by offering additional value to the visitor: the culinary experience. This is identified as the USP of this event and will marketed as such. Furthermore different and new target groups will be addressed additionally to the traditional whisky festival attendee. A female target group as been identified due to its promising growth potential and will be offered special event features such as a whisky masterclass specifically for women. Apart from this, the event organisers will make sure that the event itself runs smoothly by cooperating with experienced subcontractors and by implementing an effective control system. The report also addressed potential financial concerns investors might have by providing detailed budgeting and explains how the event organisers will minimize any kind of risk involved.

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8. References
Assembly Rooms Edinburgh (2012) About[Online] Available athttp://www.assemblyroomsedinburgh.co.uk/assembly-rooms/about-the-assembly-rooms.html, Accessed on 10/04/2012 Allen, J. (2009) Event Planning The ultimate guide to successful meetings, corporate events, fund-raising galas, conferences, conventions, incentives and other special events, 2nd Edition, Ontario: John Wiley and Sons Allen, J. (2011)Festival & special event management, Milton, Qld: Wiley BBC4 documentary Scotched Earth, broadcasted on 13.01.2013 Berlongi, A. (1994) Special Event Risk Management Manual, Bookmasters Inc, Ohio Bowdin, G. A. J. (2010)Events Management, Oxford, Butterworth-Heinemann Barsky, J.D. and Labagh, R. (1992) A strategy for customer satisfaction, Cornell Hotel & Restaurant Administration Quarterly, Vol. 33 No. 5, pp. 32-40. Congrex (2011)Cash flow management for your event Available at: http://www.congrex.com/publications/Cash_flow_management.sf.html, Accessed on 10/4/2013 Cronin, J.J. Jr, Brady, M.K. and Hult, G.T.M. (2000), Assessing the effects of quality, value and customer satisfaction on consumer behavioral intentions in service environments, Journal of Retailing, Vol. 76, pp. 193-201 Design Week 3/10/2005 (Journal), Vol. 20 Issue 10 DIAGEO (2010) Consumer Study [Online] Available at www.diageo.com/Lists/Resources/.../588/Scotch%20-%20FINAL.pdf), Accessed: 30 March 2013 EBSCOhost Publishing (2013) [Online] Available at http://web.ebscohost.com/, keywords whisky target market, Accessed 16 March 2013 EventScotland (2012), Event Management: a Practical Guide [Online] Available at: http://www.eventscotland.org/funding-and-resources/event-planning-resources/eventmanagement-a-practical-guide/ Accessed 6 April 2013 Getz, D, (2005)Event Management & Event Tourism, 2nd edition, New York, Cognizant Getz, D.; Andersson, T.; Larson, M. (2007) Festival Stakeholder Roles: Concepts and Case Studies. Event Management, Vol 10, No 2. pp. 103 - 122(20) Grey, A.S., The Scotch Whisky Industry Report (2002), ING Financial Markets Edinburgh Guardian (2009) Celebrities help turn women on whisky[Online] Available at: http://www.guardian.co.uk/business/2009/apr/05/whisky-scotch-women-celebrities Guardian (2012) Glasgow women say whisky is no drink for old men [Online] Available at:http://www.guardian.co.uk/uk/scotland-blog/2012/dec/03/glasgow-whisky-women Hoyle, L. H. (2002) Event marketing how to successfully promote events, festivals, conventions, and expositions, New York: J. Wiley 11

Matthews, D. (2008) Special Event Production: The Process, Oxford: Butterworth-Heinemann Master of Malt Blog (2013), Breaking news: Women drink whisky [Online] Available at http://www.masterofmalt.com/blog/post/Breaking-News-Women-drink-whisky.aspx, Accessed: 16.03.2013 Masterman, G and Wood, E (2006) Innovative Marketing Communications: strategies for the event industry, Oxford: Butterworth-Heinemann Malt Madness (2013)The Scotch Malt Whisky Industry [Online] Available at http://www.maltmadness.com/malt-whisky/whisky-industry.html; Accessed: 16 March 2013 OToole, W. (2011) Events Feasibility and Development From Strategy to Operations, Oxford: Butterworth-Heinemann Richards, G. and Palmer, R. (2010) Eventful Cities, Oxford: Butterworth-Heinemann Robinson, P., Wale, D., & Dickson, G. (2010) Events management, Wallingford, Oxfordshire, CABI Shone, A. and Parry B. (2006) Successful event management: a practical handbook, 2nd ed, Thomson editions, London Smith, L. (2012). Event management: putting theory into practice: a South African approach, Johannesburg, Masterskill Tum, J.; Norton, P. and Nevan Wright, J. (2007) Management of Event Operations, Oxford: Butterworth-Heinemann Van der Wagen, L. (2007) Human Resource Management for Events, Oxford: ButterworthHeinemann

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Appendix A - Background evaluation

1. Whisky markets The USA is the most important market for Scotch Whisky with 654 mio. followed by France with 535 mio., South Africa, South Korea, Taiwan and Brazil. The Whisky import in 2011 has risen by 48%. Since 2002 the Whisky export doubled with an export volume of 4,2 billion pounds and 20 billion worldwide. Over the last 10 years the value of exports has nearly doubled. This is mainly due to the high demand from BRIC- Countries e.g. China, Brazil, Russia, South Africa or Arab states. (source BBC documentary Scotched Earth, broadcasted on 13.01.2013).

Scotch Whisky Markets

USA France Others

DIAGEO, the biggest spirit company worldwide, owns more than 35% of the Scotch Whisky market, and if it can secure control of India's United Distillers will push up to 40%. Pernod Ricard (owned by Japanese an Indian investors) in France, has around 20%. LVMH (Louis Vuitton Moet Hennesy Group), with Glenmorangie, Remy Cointreau (e.g. Bruichladdich), and Japan's Suntory (e.g. Morrison Bowmore), contribute to another 20%. There are also newcomers on a small scale based in Scotland, along with two Scots headquarters for bigger players, William Grant and the Edrington Group, combined representing around 20% of the industry.
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Market Shares

DIAGEO Pernod Ricard LVMH Suntory Others

Big foreign owned distillers like DIAGEO are taking the benefits of Scotch whisky's success in very large profits while highly productive distilleries only create new jobs on a modest scale. At the same time these same big major companies brought professionalism, marketing expertise, global distribution networks, and turned around the industry's dire situation in the 1980s. Scotch Whisky is a unique product which can only be produced in Scotland. The Scottish government is planning to introduce a bottle tax because they want Scotland to benefit more from the current Whisky boom. (source: BBC documentary Scotched Earth BBC, broadcasted on 13.01.2013).

2. Competitors:

Whiskyfestivals in Central Scotland: Edinburgh Whisky Fringe (09.-11.08.2013) Annual, 26 exhibitor stands and over 200 whiskies was 2 days and now three days to meet demand, Spirit of Whisky Fringe Award (visitors vote for their favourite whisky), more like a whisky fair, traditional ambience Tickets: 25 GBP, max. 500 visitors; sold out in 2011 and 2012 (sold out in less then 20 minutes) Organizers: Royal Mile Whiskies (Whisky Shop) Venue: Mansfield Traquair Target group: Whisky enthusiasts; older persons, tourists (at the same time as Edinburgh Festivals)
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www.royalmilewhiskies.com

Glasgow Whisky Festival (16.11.2013) Annual, 40 exhibitors/stands; the festival showcases the art and craft of whisky making in Scotland and around the world. With some of the biggest and smallest names in the whisky industry present, Scotlands best drams, plus whiskies from all over the world. Further stands will offer whisky-related art, books, food and other items. venue: The Arches (Caf, bar, restaurant) tickets: 25 sold out in 2012; no info about number of visitors target group: younger people/students, whisky buffs www.glasgowwhiskyfestival.com Other local competitors offering whisky events: The Scotch Malt Whisky Society: Located in Queen Street & Leith; offers whisky tastings for members only; two restaurants (none of the dishes on the menu are made with whisky), website: http://www.smws.co.uk/ Scotch Whisky Experience Whisky Shop, Biggest collection of whisky bottles (3.500 bottles), restaurant (traditional Scottish food) and whisky bar, tastings, offers Scotch Whisky Experience Tours (History and Production of whisky) Amber Restaurant offers 3-course Taste of Scotland dinner (A Scottish blend of Whisky and cuisine) for 52,00, including Whisky glass and a dram of Whisky, website: http://www.scotchwhiskyexperience.co.uk/ Whiski Rooms shop, bar, bistro& restaurant, offers different tastings (e.g. Whisky & Chocolate, Whisky & Cheese for 25); restaurant offers Ardbeg set menue (3-course dinner made with Ardbeg whisky; no price given), website: http://www.whiskirooms.co.uk/

3. SWOT and PESTEL analysis The external environment of a festival must consider the analysis of influences known as SWOT and PESTEL factors, the former helps to assess the event's feasibility by means of
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the identification of strength and weakness manageable by the organization, the latter represented by the external opportunities and threats that may affect the organization (Tum et al, 2007). The importance of adopting SWOT and PESTEL analysis is remarkable as it is needed to develop the strategy in order to achieve excellence which exploits opportunities and strengths, neutralizes threats and avoids weaknesses(Tum et al., 2007).

Strengths Wide public and new target groups Accessibility of Edinburgh city Event uniqueness offering a new tasting experience The big venue provide a solution for high demand of whisky festivals Good level of local support Local businesses are involved: further revenue The venue is located in a central position, it is historical and newly refurbished The event represents a meeting place for whisky enthusiasts The event offers publicity to smaller independent distilleries and retailers and enable them to make valuable contacts The event is an added value for Edinburgh tourism as it coincides with the Winter Festival, the Christmas market and Saint Andrews Day Weekend

Weaknesses Lots of competition as Edinburgh is a festival city and whisky festivals are very common Community awareness and local mentality It is difficult to market different target market Difficulties in creating an event attractive both to adults and youth The choice of a big venue may destroy the intimate atmosphere High tickets price

SWOT Opportunities POLITICAL ECONOMIC Support from the Edinburgh City Council The event increases the economic development of the Threats Grants may not be enough to cover the cost The global crisis may cause a reduced demand
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area SOCIAL The event fosters the urban renewal, promote the local culture and support the community cohesion The event increases tourism TECHNOLOGICAL Use of multi-media/Internet and The event must set apart in a new technologies to reach the context where social networks, youth target market web pages and e-mail are the most utilized means to reach a target audience The bad weather does not represent a problem thanks to the indoor venue Legal: licensing and permits Risk of overcrowding and noise disruption

ENVIRONMENTAL

LEGAL

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Appendix B - Budget
Sponsorship Obviously, sponsorship derives resources that otherwise would not be available.According to Getz (2005), the potential benefits of sponsorship for an event could be : Income for administration and operations Extending the marketing reach through the use of collateral promotions by the sponsor Increase of the events supporters Enhancement of the image of the event

However, the fit between events and sponsors is an important consideration (Getz 2005). Usually the best sponsors might not be the one providing the biggest financial resources but those that ensure harmony between goals, images and programs of each. As Richards and Palmer (2010) highlight, it is crucial to choose the most appropriate sponsors as choosing unethical sponsors could damage the image of the event. Ticket Sales The revenue for some events will depend on the effectiveness of ticket pricing. (O Toole 2011).When deciding on the ticket price it is advisable to consider significant issues such as: who is most likely to attend, the venue, the number of expected audience and how much they are willing to pay (Robinson, 2010). Moreover, will the ticket price cover entry fees only or will include other services? (Getz 2005). It is important to consider the following issues: the likely number of visitors and the resultant variable costs, fixed costs as well as the purpose of the event (make profit or not).Covering the cost of the event is indeed one of the considerations when deciding the price but the variable number of expected attendees makes this a difficult issue (Otoole 2011).Additionally, if the ticket price is too low the event will make a loss and if it is too high the event will make a loss due to lack of sales. As a result there are two options for event managers to avoid the possibility of financial losses: to use the covering cost method or to adopt a pricing strategy based on the competition ticket prices.

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Income Ticket sales Ticket sales with one tasting Dinner Party with whisky cocktails and band Fees Sponsorship Total Expenditure Administration Salaries Venue hire Equipment Hire Insurance Accommodation for speakers Catering Volunteers Marketing Permits Entertainment Total 2000 45000 15000 1125 500 1500 20000 210 2500 136 2000 89971 50000 30000 3000 7500

900 23000 114400

Profit

24429

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DETAILED BUDGET

Income

Capa city 2000 750 50 500

Ticket cost 25 40 60 15

50% Attendance 25000 15000 1500 3750

Tickets Tickets with one tasting Dinner Party with band and whisky cocktails Fees Sponsorhip1: VisitScotland Sponsorship 2:Highland mineral water Sponsorship 3:Edinburgh city council Sponsorship 4:Stockans oatcakes Sponsorship 5: Local restaurants,food shops Total income Expenditure Variable costs Catering Dinner Equipment hire Volunteers Speakers accommodation

60% Attendanc e 30000 18000 1800 4500

75% Attendance 37500 22500 2250 5625

85% 100% Attendance Attendance 42500 25500 2550 6375 50000 30000 3000 7500

15

60

450 5000 5000

540 5000 5000

675 5000 5000

765 5000 5000

900 5000 5000

3000

3000

3000

3000

3000

5000

5000

5000

5000

5000

5000

5000

5000

5000

5000

68700

77840

91550

100690

114400

2000 50 15 15 10

Costs p.p. 10 25 75 14 150

10000 625 562.5 105 750

12000 750 675 126 900

15000 937.5 843.75 157.5 1125

17000 1062.5 956.25 178.5 1275

20000 1250 1125 210 1500

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Total variable costs Fixed costs Venue hire Marketing/PR Administration Entertainment License Insurance Salaries Total Fixed Costs
Total Income Break even at around 70% attendance

12042.5

14451

18063.75

20472.25

24085

15000 2500 2000 2000 136 500 45000 67136 -10478.5

15000 2500 2000 2000 136 500 45000 67136 -3747

15000 2500 2000 2000 136 500 45000 67136 6350

15000 250 2000 2000 136 500 45000 67136 13081.75

15000 2500 2000 2000 136 500 45000 67136 23179

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Appendix C - Staffing Requirements

According to Shone & Parry (2010) the following factors are influencing the number of staff required: the size of the event, the number of visitors, the layout and the components of the event. Many of the functions can be contracted out (e.g. Front of House Management, security catering, technical and venue management) which considerably reduces the number of temporary festival staff. Since the festival only takes place for two days with a limited number of visitors, the staffing requirements for the festival are quite basic. No permanent part-time or full time staff, apart from the executive producers and their team is required. The different members of the event organisation are focusing on different aspects of organising the festival (Budget and Finance, PR, HR, Logistics, Risk Management, Venue selection). As directors of the festival they also decide about the festivals program; e.g. they decide which distilleries they invite and which other events like tastings and master classes will be offered at the event. Two members of the organizing team have a PR background and one member of the team has basic accountancy skills.

The directors/executive producers are working with an IT and Systems Administrator on a regular basis, e.g. a freelance contractor. The IT administrator designs a new, individual website for the festival and also maintains it. The IT and Systems Administrator will also organize, set up and supervise the ticket sale on the webpage. Tickets will only be available online and in advance.The directors/event producers also employ a bookkeeper/administrator. This could be e.g. a part-time office worker. The organizers are hiring a freelance contractor to deal with accountancy and bookkeeping.

The venue provides high-quality flexible audio, audio visual and lighting systems, digital signage and a new staging system.Door stewards and a security company needs to be contracted for the festival. The duties of the front of house team will also involve the collection of tickets. Since this is a Whisky and Food Festival the involvement of doormen and security is crucial to avoid alcohol related unpleasant incidents. Due to the nature of the event first aid might also be necessary.

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The Assembly Rooms will provide a Venue and Technical Manager as well as all technical equipment for the Whisky & Food festival. The Venue and Technical Manager are also responsible to make sure everything is set up on time and working during the event.

First class outside contractors like Valvona & Crolla or Heritage Portfolio will be dealing with the catering. To keep logistic issues as simple as possible only snacks will be offered at the event. High quality catering can add substantially to the atmosphere of the festival and is an important factor as far as visitor and exhibitor satisfaction are concerned (see e.g. Shone & Parry, 2010). The bar will also offer coffee which might soften the effects of alcohol. Sponsors will also provide oatcakes and water free of charge.

Recruitment for the Whisky & Food festival could be donevia the website of the festival (van der Wagen, 2007, p29). Another possibility would be ads in Whisky Shops or pubs (Shone and Parry, 2010, p229) or posts in social media like facebook or twitter. Volunteers must be 18 or older (legal drinking age).

Some basic sponsoring and PR could also be conducted by volunteers or interns (e.g. writing press releases or texts for the festival website). Other duties for volunteers could include front of house management (to support the contracted security staff), collection of tickets or helping out at master classes and tastings. Other menial tasks like setting up stalls, supporting the Technical and Venue Manager or dealing with waste and recycling could also be done by volunteers or temporary staff. There will be speakers from several distilleries (exhibitors at the festival) to do master classes and tastings. A chef and his team will be hired to do the food pairings in the Show Kitchen, which will be set up in one of the drawing or artist rooms. The author of Whisky & Food, Chandra Kurt, will also do a cooking demonstration and talk.

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Appendix D Risk Assessment

Risk assessment process The main part of risk assessment process is to identify the possible risk areas which arise from potential hazards. Hazards are considered in terms of their likelihood/probability of occurrence, and in terms of the consequence/impact of the risk (Bowdin et al 2011; Allen et al 2004).The analysis of risk areas and the use of risk matrix (APPX) enable managers to allocate risk ratings to all hazards so they can prioritize and address them in a systematic way. For those risks identified as high priority it is necessary to propose some treatment options by following immediate actions(cancel event and avoid the risk, devise back-ups and alternatives. In order to implement treatment options it is advisable to create an action plan that establishes, among others, timelines allocating areas of responsibility, procedures in case of incidents, and implements a risk management plan Risk management areas Alcohol and drugs management Event managers should consider the effects of alcohol consumption and the resulting risks to visitors and staff. Getz(2005) suggests the following measures to eliminate the risk of alcohol and drugs hazards: -training security in how to screen patrons, confiscate illegal substances of all kinds and deal with the intoxicated -proof of age -reduce the amount served per unit -educate the public and advise the patrons on site of all policies and regulations. -have security patrols check parking lots and other areas where illegal consumption might be occurring -marketing strategies to position the festival as a peaceful leisure opportunity and discourage unwanted segments. -Training servers Crowd management, security ,emergency planning The most significant element of crowd management process is to accurately predict the numbers of attendees(Bowdin et al,2010).Moreover, it is important how organizers communicate with visitors when they arrive(Allen et al ,2008).Effective
24

communication strategies must be used as well as staff training and awareness of what they should do in case of emergency. Staff and volunteers When training is inadequate especially among volunteers recruited at the last minute, problems are simply waiting to happen (Getz, 2005). It is imperative to implement an effective human resources strategy in order to minimize the risks. Management and operations According to Shone and Parry (2004) the event will be at risk if not properly managed. Venue, logistics, effective staff and volunteer management and event design should be taken into consideration by event managers Financial management Financial controls are essential to preventing losses (Getz, 2005). Shone and Parry (2004) highlight the potential risks related to finance and budgeting depend on the event overall aim (cover costs or make profit).To minimize this kind of risks it is imperative to design a realistic financial plan Marketing screen Event organizers should make environmental search (target markets, competing events)and investigate if ideas and concept for the event will be suited to the target market (Shone and Parry, 2004) Insurance and legalities Event managers should bear in mind a variety of legalities and insurance issues related with undertaking an event such as cancellation of insurance, damage to property or premises, legal liabilities, damage to equipment and public liabilities. It is necessary to check locally to identify legal requirements for particular aspects such as permits licenses and other regulatory issues (Shone and Parry,2010).

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Appendix E- Marketing

Public Relations The Whisky Festival aims at reaching its wide target market firstly by means of editorial media coverage (newspapers and magazines) because it is generally more efficacious than paid advertising and it assures a high and more targeted readership. Secondly by means of TV channels which, although expensive, will give the event a sense of credibility and it would be also possible to produce an advertisement as part of the deal with the channel, broadcasting it when the concerned targets are supposed to watch it.

Advertising Flyers will be used to make people and especially tourists who are in Edinburgh at the time aware of the festival. The flyers are a starting point to provide potential visitors with the most important information by answering the when where and what of the event. Additional and more detailed information will be available on the events website, which is an essential part of marketing an event as it serves as the face of the event in the digital world. Apart from that, the website will provide the opportunity to directly buy and print the tickets for the festival. Websites are also used as a tool in PR, as different media can access the website to download press releases, photographs etc.

Social Media We seek to reach a younger target group especially through the use of social media which is the main means by which youth interact, exchange thoughts and information and possibly create a positive word of mouth about the event. For this reason facebook, twitter, instagram and vine accounts will be linked to the festival's website, which offer the opportunity to present the festival in a casual and creative way. Furthermore it provides a place of information for potential visitors and the possibility to directly interact with them. A sample of facebook page for the festival can be found in Appendix B. To create a competitive edge the event will be promoted by means of Guerrilla marketing, which is based on the use of unique ideas to draw the audience attention to the festival. This will consist of the organization of a Flash mob in Princes Street a few days before the
26

event, consisting of about 50 people dressed in funny whisky bottle and chocolate costumes. As the flash mob is useful to target tourists who are already in Edinburgh, it will represent an alternative marketing option if the other channels will not reach the goals predetermined (Hoyle, 2002).

Sales Promotion Getz (2005) suggests that sales promotion can add value to the ticket purchase and motivate first or repeat event visits. It is therefore planned to cooperate with Groupon to make part of the tickets available for 60% per cent of their original price. On one hand this helps raise awareness of the event as it will be featured on the www.groupon.co.uk Edinburgh website and at the same time create an incentive to visit the event by offering a discount for people who find the regular ticket price too expensive. The number of discounted tickets will be limited to 300, so as to not undersell the festival. Another option would be to give discounts specifically for women. A good opportunity to spread the word about the festival especially when it comes to the female target group is to cooperate with the Glasgow womens whisky club in order to benefit from a multiplier effect.

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Appendix F - Stakeholders
The classification of all stakeholders and a review of their agendas will assist festival managers in balancing their competing needs, tensions and expectations of all stakeholders. It can also provide an excellent opportunity for improving the tendency of local business to networking activities that represents a crucial, effective and efficient option in terms of mobilizing resources, information, experiences, knowledge and ideas. Based on Smith (2012), the identified festival stakeholders could be sorted by the following types: -Primary Stakeholders: have a formal or official relationship with the event and are important and influential. For instance, the event owners, employees, sponsors and attendees are primary stakeholders as they have a vested interest in the event. -Secondary Stakeholders: they would be interested in the event if it passes a threshold of importance such as the local police, licensing bodies, they could also be important to the event because they provide a service or finally they could be influential such as media ,who have an impact because of what is published(OToole, 2011). -Internal Stakeholders: those who are involved in the entire event management process from the conceptualization phase to the evaluation p hase. The festival management team is the major internal stakeholder (Smith, 2012). -External Stakeholders: are those who are not directly part of the event but still have a strong interest in it such as the local community and the suppliers. The organization of the festival presupposes the affiliation and interaction of a range of stakeholders involving public, private, sponsors, suppliers festival organization, artists, public authorities, tourism traders etc.The efforts of interacting stakeholders lead to the building of a festival and its image, which is expected to attract visitors The table below illustrates the key stakeholders of our festival, their expectations and also how the festival meets those expectations.

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IDENTIFIED STAKEHOLDERS Visitors/Audiences

STAKEHOLDERS EXPECTATIONS Unique tasting experience, good value for money and time ,try something innovative ,the synergy of whisky ,travel and special event

Venue owner: Assembly Rooms

Event organizers

Media/Press

Sponsors

Suppliers/outside contractors

Exhibitors

Staff/Volunteers

HOW FESTIVAL MEETS THOSE EXPECTATIONS High quality of services and standards, memorable experience of tasting whiskies and food,makes a positive, enjoyable and memorable contribution to visitors life. Build the image and expand Advertising the venue of their reputation, brand, through effective marketing gaining in market share campaigns. from competitors, Effective design of security appropriate and safe and safety plans management and venue design Successful event delivery, Designing, Planning attracting the highest strategies carefully, number of attendees, long anticipate risks, promote term viability of organization elements which ,receive support from differentiates this festival sponsors, effective from competitors. networking and communication with stakeholders, enhance community engagement and participation to the festival. Expect new, interesting, Maintain the press informed innovative news about the about anything new related festival in order to increase with festival. the readership of its publications Increase market profile, Good communication and enhance their brand marketing campaigns. recognition and exposure, Effective communication reputation, obtain return on network between them and investment, achieving event management team. maximum audience/consumer reach through the media exposure Economic gain, successful Meet all the payments to event with long-term the suppliers on time, relationships, reputational benefits. enhancements to market reputation High sales of their products Opportunity to exhibit their products, increase their reputation. Good place to build up/start Good ambience at their careers, long-term job work/team working /listen to
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Local authorities

security /friendly environment, development of social networks and personal skills No complains/no fights/no drugs /be a successful model for other businesses.

the staff needs /motivations/training /safety/rewards provided. Have an appropriate safety and security system, meets statutory requirements in food safety and emergency evacuation, supporting local authorities development policy, Contributes to the economic and tourism development of the place Corporate social responsibility strategy in place and functioning, raising profile and reputation of community, improve environmental conditions, great opportunity for community engagement and participation to cultural activities Long-term benefits such as: Increased demand for food and whisky Increased trade at participating restaurants, hotels, cafes, Improve skills in the hospitality whisky and food industries. The festival doesnt meet their expectations

Other hospitality sector Economic growth/increase organizations(restaurants, trade, sales, expenditure, shops etc.) increase Cultural value to the region, minimum disruption to daily life/no noise /enhance community identity, environmental friendly outcomes

Host community

Government

Positive contributions to the local economy e.g. employment, secondary business, education etc.

Competitors

the failure of the event copy anything innovative, interesting

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Appendix G- Key Success Indicators

Level of community involvement The Whisky Festival aims at involving the community as a whole in order to make residents feel that the festival is not just designed as a tourist product whose primary aim is to make profits, but it is also part of the community. The festival will thus involve the representatives of both residents and other stakeholders such as police, ambulance and fire brigades, in order to consider their points of view regarding the festival planningsuch as traffic restrictions and crowd congestion. Given that the purpose of Whisky Festival is an innovative one, which is based on offering the experience of whisky tastings and food pairing, the managers will have to consider the community opinion about the unusual combination. In this respect it will be useful to conduct surveys and organize preliminary consultation groups in order to gather feedbacks about the level of residents appreciation of the culinary side of the festival. Given that the Whisky Festival aims at achieving a high level of community involvement and locals satisfaction in order to improve the downsides and meet locals requirements, a questionnaire will be also handed out to a sample of local community members (Appendix 3). Once the community expectations and opinions will be clear, the adopted strategy will basically aim at offering participation facilitations to selected groups of visitors such as discount on ticket prices to women and Groupon discounts. Finally the local businesses will be widely engaged in the supply of festivals services in order to make profits of which the community will take advantage (Allen et al, 2011). Media coverage Another aspect that can be considered a success indicator is the media coverage. If the Whisky & Chocolate Festival receives a lot of coverage in media, be it newspapers, magazines or TV channels. Social media can also be used to examine the success of the event. If many people posted or tweeted about the event, the so-called social buzz, this points to a successful event.

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APPENDIX H Whisky & Food Festival: A culinary journey around the world Preliminary Programme

Friday, 29.11.2013 Opening Night: 7-11pm Whisky Dinner (Ballroom)

Saturday, 30.11.2013 12pm opening 1pm Masterclass: From Scotland to Japan Show Kitchen opens (e.g. Tapas and Sushi & Whisky) 1:15pm Tasting: Whisky tasting for women 1:45pm Book Signing: Chandra Kurt Whisky & Food 2pm Meet the Maker: Glenfiddich Distillery 2pm Food Pairing: Whisky & Chocolate 3pm Meet the Maker: Lagavullin Distillery 3:30pm Masterclass Speyside Whiskies 3:45pm Book Signing: Ian Buxton 101 World Whiskies to try before you die 4pm Meet the Maker: Bowmore Distillery 5:30pm Last Pour/ Show Kitchen closes 6pm Festival closes

9-12pm Party with Band & Whisky Cocktails (in Ballroom)

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Sunday, 30.11.2014 12pm opening 1pm Masterclass: Rare and unusual Islay Classics 1:15pm Tasting: Whisky tasting for women 1:45pm Book Signing: Chandra Kurt Food and Whisky 2 pm Meet the Maker: Craggamore Distillery 2:45pm Food Pairing: Whisky & Cheese 3pm Meet the Maker: Glenmorangie Distillery 3:30pm Masterclass: Islay Whiskies 3:45pm Book Signing: Ian Buxton 101 World Whiskies to try before you die 4pm Meet the Maker: Tomintoul Distillery 4:15pm Mini Masterclass: Whisky Cocktails 5:30pm Last Pour/ Show Kitchen closes 6pm Festival closes

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Appendix I Results and interpretation of the questionnaire regarding the event feasibility

Gender
9% female 91% male

Age
18-24 25-30 0% 4% 17% 44% 35% 31-40 41-50 50+

Do you currently reside in Edinburgh?

Yes No

30% 70%

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How much would you spend to attend a Whisky festival?

50-75 GBP 75-100 GBP 0% 5% 38% 57% 100+ Less than 50

The choice of a big venue such as the Assembly Rooms to settle a festival destroys its intimate atmosphere
4% 4% 17% 44% 31% Strongly agree Agree Neutral Disagree Strongly Disagree

I would attend a festival that offers the unusual combination of whisky and tastings such as tapas, sushi and cheese
4% 13% 26% 35% 22% Strongly agree Agree Neutral Disagree Strongly Disagree

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I would attend a festival during a less event period such as November

0% 4% Strongly Agree 14% 23% Agree Neutral 59% Disagree Strongly Disagree

The use of a rock band such as the Red Hot Chilli Pipers in a festival strengthens the local visitors' interest
9% 0% Strongly agree 26% 35% 30% Agree Neutral Disagree Strongly Disagree

Where do you usually find information about a coming event/festival?

Social Networks 17% 35% 35% 13% Flyers and posters Internet and websites Magazines and newspapers

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Visitors intention forecast

In order to forecast the visitors intention about the festival, It has been decided to hand out a questionnaire about some festivals key issues to a sample of 100 respondents residing in Edinburgh. The results show that the ticket price might not affect the success of the festival as the respondents are willing to pay up to 75 GBPM. Moreover, a high percentage of the respondents (44 per cent) believe that a big venue such as the Assembly Rooms would not contribute to create an intimate atmosphere. However there is the need of a biggest Whisky festival in central Scotland thus the choice of a big venue would meet the increasing demand. The results also show that the respondents would attend the festival even in a less event period such as November. The festival actually coincides with the opening of the Edinburgh winter Festival. As a consequence taking advantage of the existing tourist flow generated by existing events in Edinburgh will be a further success indicator. Furthermore, as youths is one of the main target groups that the festival aim to attract, the main promotional channels will be social networks and the festivals web page through which it will be possible to exchange thoughts, experiences and information about the Whisky festival. Hence the success of the festival will largely rely on reaching the specific target of youths by means of their preferred source of information. However, given that the other main market segment that must be attracted is composed of 40 to 60 years old adults, magazines and newspapers will be also used to promote the coming event. The use of a rock band such as the Red Hot Chilli Pipers at the Festival is also a successful factor as the majority of respondents reacted favourably to the hypothesis of its introduction. It represents an augmented product both as it strengthens the local visitors interest and is an attractive entertainment for the target segment of youths. Finally as the majority of potential visitors (35 per cent) are willing to try the singular taste experience, then the main festival target consisting of visitors seeking authentic and stimulating culinary experiences (whisky buffs and foodies), would be reached. As a consequence the festival will be considered successful because the key factor is identified in the core product itself, that set the whisky festival apart from the competitors: its Unique Selling Proposition is actually characterised by the selling of food and not only of whisky tasting.

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Questionnaire to evaluate customers satisfaction after the event

1. Age bracket a. 18-24 b. 25-30 c. 31-40 d. 50+ 2. Sex a. Male b. Female 3. Where is your usual place of residence? a. I live in Edinburgh b. I live in Scotland, but outside Edinburgh c. Interstate > Which state?__________ d. International > Which country?__________ 4. Is this the first time you have visited Edinburgh? (not locals) a. Yes b. No 5. Did you travel o Edinburgh specifically for the Whisky Festival? (not locals) a. Yes b. No 6. How many days did you attend the festival? ________ 7. How did you receive information about the Whisky Festival? (tick as many as apply.) a. Internet b. Magazine advertising or articles c. TV programs or advertising d. Newspaper advertising or articles e. Newsletter or other subscription material f. Word of mouth g. Other 8. What did you enjoy most about the Whisky Festival?

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9. What improvements or additional things would have made your visit to the Whisky Festival more enjoyable?

10. For which motivation did you attend the festival? a. To see the entertainment b. To socialize with friends or family c. To meet new people d. To experience new and different things e. To escape from the everyday routine Are there any other motivation you had for attending the Whisky Festival?

11. Would you attend the Whisky Festival in future years? a. Very Unlikely b. Unlikely c. Unsure d. Likely e. Very likely 12. Would you recommend the Whisky Festival to friends and family? a. Very unlikely b. Unlikely c. Unsure d. Likely e. Very likely 13. If you were visiting Edinburgh anyway, did you change the time of your trip to coincide with the Whisky Festival? a. Yes b. No

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Can you please tell us how much money you and your travel party spent in total on Accommodation Meals, food and drinks Event Tickets (include advance booking) Other entertainment costs Transport Personal services (e.g hairdressing, laundry, medical)

Answer if you are from outside of Edinburgh

Answer if you are not from within Scotland

_____ _____ _____

_____ _____ _____

_____ _____

_____ _____

_____

_____

Thank you very much for completing this questionnaire

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Host community social impacts survey

1. Were you aware that The Whisky Festival was held on the 29thand 30th Novemberand December the 1st? a. Yes b. No (if no, you can stop answering) 2. What do you think were the most positive impacts of the Whisky Festival? __________________________________________________________________ __________________________________________________________________ ______________________________________________________ 3. What do you think were the most negative impacts of the Whisky Festival? __________________________________________________________________ __________________________________________________________________ ______________________________________________________

4. The festival made life in my community more interesting a. Totally disagree b. Disagree c. Neutral d. Agree e. Totally Agree 5. The festival brought money for my community a. Totally disagree b. Disagree c. Neutral d. Agree e. Totally agree

Thank you very much for completing this questionnaire.

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The Impacts of Totally Whisky festival Increase of traffic Increase of noise Increase of litter Crowding of public spaces and facilities Disruption of residents normal routine Entertainment opportunity for the local community Opportunities for socialization Increase of pride of local residents and sense of community Improvement of the towns reputation Increase of goods and services price disagree

Disagree

Neutral

Agree

Totally agree

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Encouragement future tourism in the area

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Appendix J - Facebook page of the Whisky festival

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Appendix K

Assembly Rooms Edinburgh

Room Capacity
Music Hall Function Type Banquet Boardroom Cabaret Classroom Reception Theatre Room Details Area m2 Ceiling Height M 500 0 300 200 600 750 489 9.6 Ballroom East Drawing Room 300 0 180 120 500 400 371 10.52 60 20 0 0 150 100 108 5.74 West Drawing Room 40 20 0 0 100 80 100 5.77

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The Music Hall

46

The Ballroom

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48