Event Management: Attraction Management - Essay Example

Attraction management simply refers to the act of maintaining and sustaining a particular tourist attraction in order to ensure continued income, and is closely related to event management. Nuances falling under attraction management include paying to have the venue and/or relevant equipment maintained; ensuring the continued retention and participation of the personnel; obtaining customer feedback regarding the attraction or event and then making the necessary improvements; and so on. No matter what definition one chooses to adhere to, the fact of the matter is that it is only with proper attraction management that a given attraction will have longevity. Without it, even potentially interesting attractions will quickly be forgotten and then ignored. This particular study focuses on Trafalgar Square, and necessitated the acquisition of data as to how attraction management for this tourist spot was being handled. TABLE OF CONTENTS Page CHAPTER I. EVENT MANAGEMENT / ATTRACTION MANAGEMENT: AN INTRODUCTION 1 II. TRAFALGAR SQUARE 7 III. CONCLUSION 17 REFERENCES 18 Event Management / Attraction Management: An Introduction Every country, developed or developing, has and will always be coming up with new ways to make money. Ideally, these funds would then be used to improve infrastructure, or to create new job opportunities for its citizens, or generally bankrolling development efforts nationwide. For better or worse, the old saying about money making the world go round at least has a modicum of truth to it. This money, of course, is made through selling things, whether products or services, by way of taxing business establishments. To sell a service in particular requires a great deal of effort on the part of the salesman; events and attractions are no exception among these. If anything, said need for a concerted effort applies even more so in this regard, due to the increased need to convince prospective customers that one’s offerings are actually good and are not, in fact, worthless. Given how much profit is at stake, it would be best to be aware of and display a certain degree of proficiency in event management – which refers to the administration and creation of various conferences, festivals and occasions (Ramsborg, 2008). As with any other type of management, event management requires a load of planning in order to succeed. Among other things, those in charge of such tasks need to be ready and willing to analyze and identify their prospective clients and target market as well as pick a proper event theme, for a start. And after getting this done, next on the list are issues of logistics and coordinating with the relevant personnel. The general demand for both traditional and contemporary events has contributed greatly to the growth of this industry. Said events can be conducted for any purpose, be it organizational, cultural or personal in nature, but it should be obvious for anyone planning such events to want them to succeed. Luckily, certain breakthroughs have made successful event management and planning much more convenient, thanks in part to how increasingly fierce competition has made each player recognize the increasing need and difficulty with respect to one-upping their rivals. Technology in particular has been a godsend, especially in that proper application of it expedites tasks, which no longer need quite as many people to get done right. This becomes much more readily apparent when the internet is factored into the equation. The so-called information superhighway is definitely a great help in this case, not only in spreading awareness regarding the event, but also when it comes to facilitating the growth of the firm in charge of the said event or attraction. Thanks in part to this, the industry of event management (and by extension, attraction management) has become even more lucrative and profitable than it already was. That said, there are things that need to be kept in mind when it comes to event management. For instance, the viewpoint of sustainable event management holds that when it comes to the act of planning an event, one needs to take into account a relevant cause or ideal worth fighting for. More to the point, one is expected to think of what idea could best be used as an excuse to hold a gathering. The event manager is the person responsible for details such as this, as well as dealing with the cumbersome but necessary tasks of budgeting and coordinating, as well as ensuring that the event in question generates the maximum level of profit. This can be done in part by making sure that the guests have as pleasurable an experience as possible, if not the time of their lives. That particular responsibility is in turn called customer relationship management. As the name implies, this marketing strategy shoots for success through ensuring good, positive interactions with its customers, with the goal of retaining old clients while attracting new ones (Gartner, 2009). O’Brien et al (2009) go further to explain this concept, saying how customer relationship management boils down to acquisition, enhancement and retention. The first of these is self-explanatory, and involves using whatever means necessary to attract and entice prospective clients to do business with one’s firm, usually with a controlled combination of advertising.. Next comes enhancement; in this phase, customers become more loyal to organizations over time as they are given more benefits, perks and incentives to ensure their loyalty. Finally, retention has these customers providing the feedback the firm needs to further improve on its offerings. Done right, an event or attraction manager could find his revenues rise from almost nothing to literally over 9,000. As noted on BestManagementArticles.com (2010), the success or failure of these events has a way of drastically affecting the organization’s status, which is why the goal should be to succeed, and to make the event as memorable as possible. And while there are organizations lucky enough to have someone among their staff who happens to be skilled at this sort of thing, most of the time the safest and best bet is to go for a professional who has all but made his life planning and managing events, or better yet to hire such a person as part of the Marketing or PR department. Yet another article on the site (2010) also goes on to gives tips on how to successfully go about the process of event planning, the first step being, quite obviously, to plan ahead. This would instinctively mean reserving the venue as soon as possible, or in cases when one actually has access to his own venue, preparing it as soon as possible. The venue should also be decorated appropriately depending on the theme for the night; that is, a club whose theme on a particular night is ‘goth’ would be most unlikely to deck the halls in bright colors and rainbows. Budget is yet another issue to consider, as one would not only want to make more than the event cost him, but by a significant enough margin so as to be substantial. Event planners would also do well to be on hand as the necessary preparations are being made. Though it is true that they do not have to be there to know the place’s layout, especially in the case of in-house event planners, they do need to be there in order to actually have a hand in the setting up of the place. Done right, events are a great way for a company to attract new customers and clients – a notion that becomes even more applicable when the company in question is all about events and attractions. But by the same token, events that are poorly executed can wind up costing the company in terms of ratings, sales and revenue. Needless to say, proper event and attraction management is absolutely necessary if a company is to prosper and not decay. This becomes even more applicable in the UK, taking into account Swarbrooke’s (2001) assessment of the fierce competition that highly characterizes the UK attractions market. Fortunately, the government too has become aware of this, as the ‘Action for Attractions’ industry may imply – a fitting development considering how attractions have become the lifeblood of the UK’s tourism industry, both for domestic and foreign tourists alike. This is a most welcome development, though not altogether unsurprising, especially considering the many sights to see in Britain – and in London in particular, as shall be elaborated upon in the succeeding sections. The article first explains how attractions can fall into one of four subtypes. The first of these is that of natural attractions, such as beaches, mountains, forests and others. Second are man-made attractions which are specifically made for drawing crowds, such as theme parks, fairs, bazaars and such – the many Disneylands thriving worldwide come to mind. Third on the list are also man-made, but were also meant to serve a more functional purpose other than just drawing tourists. Sometimes their value as a tourist spot lies in their historical significance, but there are also instances wherein these locales are merely the highlight in that particular area; places such as Buckingham Palace and Big Ben easily fall into one or both categories. Finally, there are those events which are not physical or permanent, but still have a way of attracting visitors. For this last one, the most recent examples can be seen in the many street celebrations that followed in the wake of the wedding between Prince William and Kate Middleton (BBC News, 2011). This latest development is more proof, as if it were needed, of the importance of attractions to the UK’s tourism industry and to its economy. For one thing, tourism creates job opportunities for people who badly need them, and for whom there would not otherwise be many job prospects. The locals also get a chance to unwind, while at the same time urban regeneration and rural development are given serious consideration as relevant and urgent issues. And finally, aside from being the biggest reason foreign tourists visit the UK, tourism also has a way of promoting the education of children. Given the importance of tourism to the UK, it should come as no surprise that attraction management is fast becoming a major, major issue there. After all, it is through satisfying their customers that these attractions make money and can continue to do so; dissatisfied customers have a way of ensuring that a particular attraction’s longevity will be very, very short. In light of this, the following sections of this study shall thus examine one of the most popular and enduring tourist attractions in the UK, namely Trafalgar Square. Given its undeniable longevity, it cannot be argued that this attraction has largely been managed well. Trafalgar Square As noted on the Greater London Authority’s (2011) official website, Trafalgar Square has had a history dating back 200 years. The name itself is of notable historical significance, given that the Square got its name from the Battle of Trafalgar that had been fought in 1805 as part of the Napoleonic Wars. The site, meanwhile, had once been the courtyard of the Whitechapel-affiliated Great Mews stabling during the 14th to the 17th century, before becoming disused in the 18th century and subsequently cleared. It was John Nash’s idea to redevelop the place as an open space opposite of Charing Cross, one that would be a cultural center for the public to enjoy. In fact, it was not even supposed to be called Trafalgar Square at first; a fellow by the name of George Ledwell Taylor was said to have suggested that the Square be named after King William IV. – the name it was eventually christened with in 1830. Since then, numerous changes and developments would take place within the perimeter of the Square, all of which had the ultimate effect of fulfilling the purpose intended by its original architects as a cultural hub meant for the pleasure of visitors and Londoners alike (Carter, 2010). Two years after being christened, the Square would begin the next of many more changes to come, namely construction of the National Gallery as supervised by architect William Wilkins. Charles Barry of the Palace of Westminster would follow 6 years later, intending to add an upper terrace next to the National Gallery and a lower level square, as well as Sir Edwin Landseer in 1867. This would be the last few modifications made to the square until 2003, wherein an 18-month transformation project had been undertaken with the intent of removing traffic to the north, in addition to making improvements to the overall area. Said project was finally completed in July, the same month when the mayor formally reopened the Square to the public. Today, Trafalgar Square is best known as a center for democracy and protest, with most demonstrations, protests and rallies being conducted there. Such a phenomenon is not only allowed but even encouraged by the mayor, who openly supports it – given that certain laws are guidelines are followed (Greater London Authority, 2011). And considering the great historical significance of that landmark, such policies are surprisingly reasonable, if not even lenient. For instance, the city government’s official website indicates that any event to be held in the square must be accessible to the general public, and that the environment must be kept safe and secure at all times. That the event allows a high level of interactivity is also strongly encouraged, as is a solid and well thought out plan – that, or at least five days’ notice in cases where the planning process is still taking place. Those seeking to host events there are additionally reminded not only to respect the surroundings at all times, but to have reverence for the Square itself owing to its historical significance. Even then, though, it is not impossible for events held at the Square to somehow get out of hand. For instance, as reported by The Telegraph (2011), there was a demonstration just last March which quickly went to hell and degenerated into a riot. Anti-government and anti-capitalist protesters could be seen all over the place, burning effigies and throwing things such as broken bottles around – mostly at the police officers who had been tasked to maintain some semblance of order even during the demonstration. This particular incident came hot on the heels of another debacle, wherein anarchists wrought havoc in central London in the wake of protests aimed at government cuts. In the end, over 200 arrests were made, over that incident as well as another wherein multitudes again protested the aforementioned government cuts. And finally, it is also reminded to be aware at all times of the natural ability of the square to attract visitors in droves. This in particular may be a bit of a moot point, considering how any prospective event planners would no doubt already be aware of this detail. More to the point, it would probably be this thing about the Square that makes it so attractive to event organizers. Another page on the GLA’s (2010) website lists the fees for use of the Trafalgar Square. For instance, rallyists and protesters may use the venue for no charge, just so long as they remember to clean up after themselves. Those seeking to conduct photoshoots and filming session on the Square, meanwhile, are charged at least 1,000 pounds per hour, plus up to 10,000 for each succeeding day, with 200-500 pounds charged for either cancellation or postponement. All in all, the prices seem somewhat reasonable, and at least somehow bearable on the part of the organizers. The GLA (2011) even has certain recommendations for prospective event planners, in addition to an online inquiry form (2011). First of all, these planners are asked to explain what their event will be about, and why they intend to hold it there in the Square. Questions are also posed as to how many people are expected to attend, how the marketing and attractions will be done, as well as details on stewarding, security and first aid – in other words, a contingency plan should things go wrong. Finally, there will also be inquiries raised as to the infrastructure that will be used, such as PA systems and other equipment the organizers intend to use. As can easily be observed, there exist various determining factors (DFs), measures of effectiveness (MEs) and management tools (MTs) that come into play here, all of which happen to be concepts thought up by Leask (2010). For instance, with regard to the DFs, the ownership category, type of attraction, and visitor profile and behavior can best be observed. It is a national landmark, and is as such managed by the government, who in turn has declared the Square open to the public – for a reasonable price, or even for no charge at all. In short, from this point alone, it can already be inferred that Trafalgar Square has a lot going for it where marketability, popularity and revenue are concerned. As for the measures of effectiveness that are involved, one can readily observe all given factors in play. Visitor numbers are not a problem, it already having been said that Trafalgar Square attracts both local and foreign visitors in droves – and considering how long this phenomenon has been going, it can also be assumed that visitor satisfaction is an equally foregone conclusion. The Square itself has become known not only for what occurred there over 200 years ago, but for the history that has and will continue to be made there. For instance, just a few years ago, people gathered there to voice their opposition of the wars both in Afghanistan and Iraq (Fleet, 2005), as well as for a vigil in the aftermath of the London bombings (BBC News, 2005). In effect, this meets the aforementioned education, community and funder objectives. Finally, condition and authenticity are equally assured as one cannot get any more authentic than actually being there. The third aspect, meanwhile, refers to management tools – which are also omnipresent at Trafalgar Square. Those in charge of managing the Square are able to gather substantial volumes of data on the visitors there, and are thus able to properly train their staff as to how to deal with these guests. Their approach to public relations is also another strong point, as is identification of individuality and competitive advantage – as the existence of the aforementioned guidelines should prove. On the other hand, from Wanhill’s (2008) point of view, the imagescape can quite easily be seen in the locales themselves – that that particular attraction happens to be Trafalgar Square, which happens to have existed for 600 years in total. The history and background of the Square is central to the visitor experience, which is to say that it is the reason people go there in the first place. That is, the reason they visit the site is because of the aura that exists there – they feel the need to experience the place where all those moments in history occurred. The second factor in Wanhill’s (2008) model is the tangible features to be had from the attraction of interest. When it comes to tourist attractions, such tangibles tend to refer to pictures, souvenirs, postcards and the like, and Trafalgar Square is no exception. However, this particular attraction offers more. For instance, it allows visitors to take home especially memorable memories of their visit by allowing them to host meaningful public events there. Additionally, they can also choose to capture their memorable moments for posterity, either on high quality video or in equally valuable still images. The third and final factor, called augmented imagescapes, in turn refers to the desires and needs of the visitors that they seek to fulfill by visiting that site. For a start, they wish to be entertained and find pleasure. At the same time, they want to experience being educated, awed at the sights, and to be allowed to forget their own problems and issues if only momentarily. More even than the historical factor, it is how these needs are fulfilled that will make or break the visitor experience. A place without much history but has good accommodations and keepsakes would make for a much better experience than a locale which has years of history behind it but is, for want of a better term, boring. Were these aspects seen to be nonexistent, insignificant or irrelevant, the Square would be just another pretty but ultimately forgettable sight in the city. Obviously, the mere fact that it continues to be a popular attraction in central London, both among locals and foreigners alike, is undeniable proof that Trafalgar Square is anything but forgettable – to say nothing of the centuries it has been witness too, and all the defining historical moments therein. All in all, it is not hard to see why Trafalgar Square is so popular among sightseers. That it is readily accessible, combined with the rather lax policies pertaining to visits there, is a great plus in encouraging visitors to keep coming back. That said, it may be prudent to heighten security in the area; given the free access given to the public, both local and foreign sightseers could become easy prey should terrorists choose to strike. Conclusion From what has been said, it can be assumed that the people in charge of Trafalgar Square all know what they are doing when it comes to attraction management. That the aforementioned structure has garnered the interest of tourists for so long should be a testament to longevity, to say nothing of the fact that even locals keep coming back to visit it at times. This is obviously a good sign on the part of the British government, who have shown themselves properly aware of the importance of both event and attraction management in their thriving tourism industry – which in turn helps keep the economy afloat. And if its current track record is anything to go by, Trafalgar Square can be expected to be continued subjects of tourist interest in the future. 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