1 Event marketing research

 Before the marketing strategy is developed, research is usually

conducted at (1) the macro-level, to understand external forces

affecting the event and its markets, and (2) the micro-level, to gain

insight into the event’s existing and potential consumers and any

strategies previously used by the organizers. A range of event

marketing information can be obtained from primary and secondary

sources to guide the strategy process.

Event management, Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian McDonnell, Ltd.,
2008 (p.185)
Chapter 7: Strategic marketing for
events

1 Event marketing research (P.185 – 187)

2 Analysing event environments (P.187 – 193)

4
 2 Analysing event environments

 Strategic marketing is a planning tool that emphasizes thorough

analyses. The marketer’s own sense of judgement is not enough to
make good strategic decisions (Rao and Steckel, 1998). Astute
marketing decisions emerge from a thorough analysis of competitor
activities, the political, economic, socio-cultural and technological
environments (C-PEST) in which the event occurs and an analysis
of the event organization’s internal resources.

 3 type of analysis:
• The C-PEST analysis
• Internal resource analysis
• The SWOT analysis

Event management, Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian McDonnell, Ltd., 2008 ( p187, 188)
 2.1 The C-PEST analysis

- Competitive analysis:
 In describing competitor analysis and strategy, Porter’s (1990) seminal
work identified four elements that affect competition within an industry:
Bargaining power of suppliers, Bargaining power of buyers, Threat of
new entrants, Threat of substitute services. This analytical tool is used
to understand both industry-level and company-level competition, and it
can also guide festival and event managers in their marketing decision
making.

Event management, Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian McDonnell, Ltd., 2008 ( p188, 189)
 2.1 The C-PEST analysis

- Political environment:
 All levels of government can be active players in producing and
sponsoring events and offering event development grants.
 Strategies to maintain this involvement are necessary, especially if a
change of government occurs. As well as identifying the nature of
government support, organizers need to take steps to understand new
legislation or changes in the regulatory environment that affect event
delivery – for example, rising public liability costs and regulations related
to licensing, racing, gaming, lotteries and so on.

Event management, Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian McDonnell, Ltd., 2008 ( p190)
 2.1 The C-PEST analysis

- Economic environment:
 Some issues that have an impact on event marketing strategies are the
buoyancy of the economy, foreign exchange rates, interest rates,
employment rates, growth in household incomes and the government’s
fiscal policy.
 Methods of combating economic challenges that affect the festival’s
mission are subject to continual review.

Event management, Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian McDonnell, Ltd., 2008 ( p190)
 2.1 The C-PEST analysis

- Socio-cultural environment:
Factors of a social or cultural nature that affect event marketing strategies
include the size and variety of cultural/subcultural groups in the event’s
target market; changes in lifestyle, including work–leisure patterns;
changing demography; changes in entertainment demand and changes in
education.

Event management, Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian McDonnell, Ltd., 2008 ( p190)
 2.1 The C-PEST analysis
- Technological environment:
 Opportunities: the use of the World Wide Web, email marketing (including
e-newsletters) and a mix of on-line and off-line event participation is now
prevalent. The event website serves as a diverse branding tool for
festivals and events, with opportunities for consumer interaction with event
performers/players, up-to-the-minute event results and replays, and on-
line recognition of event sponsors.
 Challenges: For those events with few resources and no permanent staff,
the ability to build and maintain an effective website and stay abreast of
new technology can be daunting. Yet, the failure to update a festival
website on a regular basis or respond to on-line enquiries in a timely
fashion can devalue the brand in the eyes of event visitors and sponsors.
Event management, Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian McDonnell, Ltd., 2008 ( p191)
 2.1 The C-PEST analysis

- Entertainment environment:
 Entertainment is characterized by constant change as new ways of
expression are developed, whether through new artistic forms or new types
of sporting endeavour. The festival or event director generally tries to offer
new experiences to consumers, to balance the familiar and novel event
components. Trend analysis in the entertainment environment can be done
via desk research and travel to centres of artistic innovation or places where
emerging sports are practised (certainly a fun part of the job).
A key purpose of the C-PEST analysis is to align the event’s marketing
strategies with opportunities and strengths, and to minimize the impacts of any
threats and weaknesses.
Event management, Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian McDonnell, Ltd., 2008 ( p191)
2.2 Internal resource analysis

- Human resources:
 The event strategist analyses the number and type of staff and volunteers
available, the particular skill sets required to produce the event, the costs of
employing people, and innovative ways in which people can contribute to the
event’s success.
 As a result, a lynchpin of the marketing communication strategy is the use of
the director as the public face of the festival who features strongly in media
releases and interviews.
 Promoting a festival through its senior producers/directors and organized
word-of-mouth by staff and volunteers also minimizes the cost of an event’s
marketing communication campaign.

Event management, Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian McDonnell,
Ltd., 2008 (p.192)
2.2 Internal resource analysis

- Physical resources:
For an event, physical resources can include ownership of a venue
(although this is rare). More often, they include computer hardware and
software, desktop publishing equipment, access to venues at competitive
rates and the use of conference rooms in buildings of some significance.

- Financial resources:
Without access to suitable finance, no event marketing strategy can be
put into place. Current access to funds or a demonstrated ability to
acquire capital is an obvious strength for any event. This access includes
the ongoing involvement of government and corporate sponsorship
funds.

Event management, Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian McDonnell,
Ltd., 2008 (p.192)
2.3 The SWOT analysis

 Once the C-PEST and internal resource audit is completed, an

analysis of strengths, weaknesses, opportunities, threats (SWOT) can
be conducted.
 This summary of the critical issues identified through the C-PEST and
internal resources analyses (Tribe, 1997) enables the event marketer
to marry opportunities and strengths, improve weaknesses, negate
threats and, just as importantly, have a sound basis for establishing
marketing objectives and strategies for the event.
 This task is made easier if all the data collected are summarized into
no more than 10 bullet points for each section of the SWOT analysis.

Event management, Glenn A. J. Bowdin, Johnny Allen, William O’Toole, Robert Harris, Ian McDonnell,
Ltd., 2008 (p.193)
 Ex1: Choose the suitable words from the
box to complete the sentences:

the micro-level weaknesses

opportunities and artistic
strengths innovation
the macro-level new entrants
competitive internationally
buyers government
conference corporate
rooms sponsorship
opportunities suppliers
 Choose the suitable words from the box to
complete the sentences:
1. Research is usually conducted at _________, to understand external forces
affecting the event and its markets.
2. Research is usually conducted at _________, to gain insight into the event’s
existing and potential consumers and any strategies previously used by the
organizers.
3. 4 elements that affect competition within an industry:
• Bargaining power of ________
• Bargaining power of ________
• Threat of ________
• Threat of substitute services
4. A key purpose of the C-PEST analysis is to align the event’s marketing strategies
with _________, and to minimize the impacts of any threats and weaknesses.
 Choose the suitable words from the box to
complete the sentences:
1. Research is usually conducted at the macro-level, to understand external forces
affecting the event and its markets.
2. Research is usually conducted at the micro-level, to gain insight into the event’s
existing and potential consumers and any strategies previously used by the
organizers.
3. 4 elements that affect competition within an industry:
• Bargaining power of suppliers
• Bargaining power of buyers
• Threat of new entrants
• Threat of substitute services
4. A key purpose of the C-PEST analysis is to align the event’s marketing strategies
with opportunities and strengths, and to minimize the impacts of any threats and
weaknesses.
 Choose the suitable words from the box to
complete the sentences:
5. Trend analysis in the entertainment environment can be done via desk
research and travel to centres of _________or places where emerging sports
are practised.
6. For an event, physical resources can include:
• ownership of a ________
• computer hardware and software
• desktop publishing equipment
• access to venues at ________ rates
• the use of ________ in buildings of some significance
7. Access to suitable finance includes the ongoing involvement of _________
and _________ funds.
8. Once the C-PEST and internal resource audit is completed, an analysis of
strengths, ________, ________, threats can be conducted. (SWOT)
 Choose the suitable words from the box to
complete the sentences:
5. Trend analysis in the entertainment environment can be done via desk
research and travel to centres of artistic innovation or places where emerging
sports are practised.
6. For an event, physical resources can include:
• ownership of a venue
• computer hardware and software
• desktop publishing equipment
• access to venues at competitive rates
• the use of conference rooms in buildings of some significance
7. Access to suitable finance includes the ongoing involvement of government
and corporate sponsorship funds.
8. Once the C-PEST and internal resource audit is completed, an analysis of
strengths, weaknesses, opportunities, threats can be conducted. (SWOT)