2.9 Event Management

Consequently event tourism and MICE management has become an important issue (Peters& Pikkemaat, 2005). Getz (1997) stated whether an event is organised by professionals or volunteers, corporations or non-profit associations, event management remains a weakness of many event businesses. Getz and Frisby (1988), in their early research, had mentioned most community-based events lack sophisticated management. After nearly ten years Getz (1997) still found the same problem, and he thought many events in Ontario, Canada encountered problems with generating resources, both human and financial, and did not package events with other tourist attractions and activities. The basic elements of event management are to find what suits the taste of the consuming public, and what is morally and ethically acceptable to the modern society (Laybourn, 2004).

Event management is one of the core elements that drives event success. Many cities have their obvious limitation of financial support, space, human resources, etc.; so providing good event management can prepare for more efficient and effective implementation of plans. Event management is not an easy concept, as Morris (1994) said, one should manage an event just like a project. So event producers need to adapt and plan carefully to survive in this more competitive environment. Harmonising intra-regional or system competition is one of the important functions that need to be controlled by regional event organisers. As Higham and Ritchie (2002) suggested, event organisers need to understand what types of events exist in their regions, where they exist, and what time of the year they occur so as to minimise intra-regional event competition. As mentioned before, in China, many similar theme events are always hosted in the same or neighbouring cities, so event organisers need to understand the whole regional event market and manage them in a better manner.

Better understanding visitors' needs can better control event success. According to Professional Convention Management Association (PCMA, 2003), recent competition among convention destinations and venues has highlighted a need for better understanding of the convention or conference attendee behaviour, including their decision-making process and their evaluation of the convention experience. Visitors attend MICE for multiple reasons including learning, cultural conditioning, social influence, and various perceptions of potential gain. From the perspective of destination marketing, the goal of cultivating MICE tourism is to attract non-residents with the expectation that their spending will contribute greatly to the local economy while respecting the viewpoints of all stakeholders as well as the sustainability of local resources (Buhalis, 2000). MICE organisers need to understand the characteristics and behaviours of pleasure travellers who attend events during their pleasure trips in terms of trip purpose, information and media used for trip planning, trip characteristics and behaviour, and socio-economic and demographic characteristics (Yoon, Spencer, Holecek & Kim, 2000).

MICE tourism organisers also need to pay attention to the natural environment. As McCabe et al. (2000) described, there is a trend internationally to use environmentalfriendly practices within the convention and meeting industry. Environmental problems are not only financial and technical problems, but also a management problem. Better environment and unique heritage are two of the most attractive assets that small cities and rural areas possess. So managing and controlling the environment is an essential means to sustain competitive advantage. In Australia, many cities have realised the importance of environmental management, ‘its unique environment, spectacular and diverse range of natural features, wide and unique range of flora and fauna and distinct cultural heritage provide the country with an opportunity to promote and attract MICE visitors who are seeking an event with special environmental focus' (Commonwealth Department of Tourism, 1995, p. 35). Chinese cities' Asian culture and environment are elements that are likely to attract European event tourists, and as far as possible, one must keep this attraction to survive in the international competitive market. Selecting a suitable theme for an event, controlling resource usage, formulating green policies, and limiting the tourist numbers can minimise environmental damage and protect the region's cultural and attraction advantages.

Event-related Price Control

Most studies dealing with MICE have focused on either understanding attendees' behaviour or delineating the direct economic impacts of visitation upon communities in which such events are held. In fact, the price level often has a direct relationship with visitors' destination choice, especially determining the returning to given destinations. As Crouch (1992) said, there is evidence to show that travellers are sensitive to price. MICE profit is more reliant on the attendees' and visitors' payments, so price level is one of the more important factors in attracting delegates. Dwyer, Forsyth and Spurr (2005) emphasized that it is important to pay particular attention to the price, as compared to its competitors, if an industry venue is to continue to grow.

The profit level of an event is one of the critical determinants of how well it performs in the MICE markets. Kim et al. (2002) mentioned that to improve operations, profitability, and the achievement of social objectives, event managers require more accurate information about the gap or congruities that may exist between their perception of the importance of festival offerings and attendees' motivations. The same authors indicated that while price contributions to MICE earnings were positive, in some events, the pursuit of higher profits through higher prices had caused problems. There are two malign pricing setting models in the MICE area: limited pricing and predatory pricing. Price ‘cheating', price discrimination, and price monopolisation have emerged in the MICE market, which stunt MICE development (Kim et al., 2002).

Risk Control

Events, especially large ones, always attract large numbers of tourists, which poses problems for risk containment and security. Many kinds of unexpected risks such as epidemic diseases, security incidents, and natural disasters can also lead to fatalities. To be distant from danger and maintain delegate safety are the basic elements in the event planning process. Liu, Longstaff and Pan (2003) also indicated that an investor must also consider the effects of financial security when selecting a dynamic portfolio strategy. Thompson (1999) stated these outcomes have become major planning and security considerations within the destinations that host these events. How to better control risk is one of the most important questions for host cities.

Major disruptions are referred to as shocks, and it is harder to forecast events like financial crisis and terrorist attacks. Rack et al. (2005) also emphasized infectious diseases as of particular importance. These kinds of risks involve a sudden large shock and Table 2.4 below shows a major negative event risks classification based on the work of Li, Li and Zhang (2003).

Standeven and DeKnop (1999) mentioned the threat to tourists' safety as the most serious potential negative impact of hosting events. Bentley and Page (2001) argued that crime and safety issues can adversely affect tourism behaviour and experience. Thus pre-event avoidable risks like crime opportunities, traffic congestion, visitor and staff safety, fire stations, poison prevention and treatment stations, advanced communications systems, and other emergency service facilities all need to be seriously considered. To better control event risks, financial support must be considered, which needs government, event and insurance companies' cooperation. Cui (2006) suggested four methods to prevent risks:first, government departments need to strengthen the effective regulatory measures, and build the first security barrier; second, the exhibition venue in the design and construction phases should consider fire, theft and other risk or incident prevention functions; third, the exhibition organisers need to put risk management into the day-to-day operations and management system; fourth, the insurance companies' involvement is required to distribute subsequent protection in a cost-effective manner.