...Executive summary This report will be applied in the case of measuring the actual use of project management which is International Fashion Show(IFS) 2015. The primary model was showed before the report and It will build a new model what more fit for the event in the end. The event can be described as a success, project management model to consider for event delivery. This report will be divided into 7 sections follow the model. In the end, it will explain recommendation for the IFS. In the report, mission statement, the risk management, other process and the evaluation will be changed. According to the change model, the event management can be improve than the previous. Content Executive summary 3 1.Introduction 5 1.1 Project Management 6 2. Team building 6 2.1 Integration 8 3. Defining the event 8 3.1 Brief and Expectation 9 3.2 Core Value(Embok) 9 3.3 Mission Statement (EPARS) 10 4. Project Definition 11 4.1 Aims and Objectives 11 4.2 SMART analysis 12 4.3 Secondary research 13 4.4 Primary Research 15 5. Planning 16 5.1 Stakeholder Analysis 16 5.2 Scope of work 18 5.2.1 EPARS Scope Management 18 5.2.2 Scope of work(Project management cascade) 19 5.2.3 Maylor’s Four-phase Approach 20 5.3 Feasibilities 20 5.4 Strategic Planning 21 5.4.1 PESTLE 21 5.4.2 SWOT analysis 22 5.6 Work Breakdown Structure 23 5.6.1 What is the WBS? (EMBOK) 23 5.6.2 Domains 23 5.6.3 WBS vs. Domains 24 5.6.4 Administration 25 5.6.5 Design 25 ...
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...Impacts 08 Team Dr Beatriz García, Director Tamsin Cox, Interim Programme Manager Sonia McEwan, Programme Assistant Document Reference: Impacts 08 – Langen & Garcia (May 2009) Measuring Impacts of Cultural Events Measuring the Impacts of Large Scale Cultural Events: A Literature Review May 2009 Report by Floris Langen (University of Glasgow) and Beatriz Garcia (Impacts 08) Impacts 08 is a joint programme of the University of Liverpool and Liverpool John Moores University Commissioned by Liverpool City Council Impacts 08 – Langen & Garcia | Measuring Impacts of Cultural Events | May 2009 Table of Contents 1. Summary ........................................................................................................................................................ 3 2. Introduction: measuring the impacts of large scale cultural events ................................................................ 3 3. Major cultural festivals and events ................................................................................................................. 3 4. Cultural mega events ..................................................................................................................................... 5 5. European Capitals of Culture ......................................................................................................................... 7 6. Discussion .....................................................................................
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...SYLLABUS Cambridge International AS and A Level Travel and Tourism 9395 For examination in June and November 2015 Cambridge Advanced Changes to syllabus for 2015 This syllabus has been updated, but there are no significant changes. Cambridge International Examinations retains the copyright on all its publications. Registered Centres are permitted to copy material from this booklet for their own internal use. However, we cannot give permission to Centres to photocopy any material that is acknowledged to a third party even for internal use within a Centre. ® IGCSE is the registered trademark of Cambridge International Examinations © Cambridge International Examinations 2013 Contents 1. Introduction .................................................................................................................... 2 1.1 1.2 1.3 1.4 1.5 Why choose Cambridge? Why choose Cambridge International AS and A Level? Why choose Cambridge International AS and A Level Travel and Tourism? Cambridge AICE (Advanced International Certificate of Education) Diploma How can I find out more? 2. Teacher support .............................................................................................................. 6 2.1 Support materials 2.2 Resource lists 2.3 Training 3. Assessment at a glance ................................................................................................. 7 4. Syllabus aims and assessment objectives.....................................................
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...9 3.2.4 Network Diagrams 10 4.0 Use of a Gantt Chart 10 5.0 Project Evaluation Techniques 12 5.1 Project Constraints 13 5.2 Project Stakeholders 13 5.3 Goals, Objectives, and Project Requirements 13 6.0 Evaluation of This Project 13 6.1 Project Stakeholders 14 6.2 Goals and Objectives 14 6.3 Project Constraints 15 7.0 Recommendations for Improvement 15 8.0 Project Presentation 16 8.1 Project Implementation Procedure 16 9.0 Conclusion 17 Reference List 18 Executive Summary After a rigorous analysis of three projects, Golden Source International Ltd settled for the “Anti-Fungus” Silicone Sealant product launch. This paper looks at the project’s implementation, evaluation, and presentation. Lately, there has been little success of projects. Pundits believe that haphazard planning, inadequate implementation, relaxed control, and lack of project evaluation bring this about. This paper shows how the project manager that was assigned this task went about these procedures to record major success in major fronts. 1.0 Introduction Project management is quite a popular topic in the world of management today. This is occasioned by the fact that it is the center of growth in business. A company will have an ongoing project at any one time. Hence, the skills associated with this subject come in handy. In this paper, we analyze the implementation and evaluation of Golden Source International Ltd’s launch of a new product. Borrowing from project management principles...
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...Tourism Management Event tourism: Definition, evolution, and research Donald Getzà Haskayne School of Business, University of Calgary, 2500 University Ave. N.W., Calgary, Alberta, Canada T2N 1N4 Received 24 April 2007; accepted 31 July 2007 Abstract This article reviews ‘event tourism’ as both professional practice and a field of academic study. The origins and evolution of research on event tourism are pinpointed through both chronological and thematic literature reviews. A conceptual model of the core phenomenon and key themes in event tourism studies is provided as a framework for spurring theoretical advancement, identifying research gaps, and assisting professional practice. Conclusions are in two parts: a discussion of implications for the practice of event management and tourism, and implications are drawn for advancing theory in event tourism. r 2007 Elsevier Ltd. All rights reserved. Keywords: Event tourism; Definitions; Theory; Research 1. Introduction Events are an important motivator of tourism, and figure prominently in the development and marketing plans of most destinations. The roles and impacts of planned events within tourism have been well documented, and are of increasing importance for destination competitiveness. Yet it was only a few decades ago that ‘event tourism’ became established in both the tourism industry and in the research community, so that subsequent growth of this sector can only be described as spectacular. Equally, ‘event management’ is a...
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...1 Executive Summary The Head of Ticketing must deliver a sales and marketing framework which achieves the vision of London 2012 Olympics as Everybody’s Games. It is incongruent to suppose maximum revenue and maximum attendance can both be achieved and therefore the critical problem is developing a strategy that affords the appropriate balance of emphasis to revenue or attendance. Previous host countries have had varying levels of success with their strategy and due to the unique context of the London 2012 games past approaches do not provide a definitive solution. This report utilises (model) to assess the strengths and weaknesses of the two propositions, evaluate the options for each and provide a recommended sales and marketing approach. Ultimately, the analysis identifies an attendance focused strategy will more likely achieve the vision and have longer term social benefits and revenue potential. 2 Introduction This report focuses on the responsibility of the Head of Ticketing, London Organizing Committee of the Olympic Games (LOCOG), to establish a sales and marketing strategy for the 7.9 million tickets available at the London 2012 Olympics. With the support of 70% of people in the UK, London’s Olympic bid was founded on three key aspects; firstly, the opportunity to socially and economically revitalise the disadvantaged area of East London; secondly, creating the first 100% public transport facilitated games, and ultimately, recognition of the London 2012...
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...Introduction International Public Relations Campaigns are increasingly used by states, non-government organisations and multinational companies to achieve specific objectives, purposes or goals, especially to improve the situations, to exploit the target markets or to solve problems of the organizations. Theoretically, a PR campaign has been defined as a “concerted effort of an organization to build socially responsible relationships by achieving research-based goals through the application of communication strategies and the measurement of outcomes” (Kendall 1996, p.3). This paper examines the value of the modern-day IPR practice through a case study from an overwhelmingly successful IPR campaign ‘Best Job in the World’ sponsored by Tourism Queensland, Australia. Firstly, the research methodology will be introduced. Secondly, an introduction of the campaign will be sketched. In the third section of the paper, the analysis of the campaign is structured in three subitems with theoretical references. In the following section, a post-hoc evaluation tries to examine the case through a logical model. Lastly, by drawing from the previous analysis and evaluation, the paper exposes the findings in the values of modern-day IPR campaign. Research Methodology When considering what research methodology is appropriate and shall be adopted in the course of analyzing and evaluating this IPR campaign, it is important to understand the patterns and attributes of the study case. In view of...
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...Introduction 4 3.0 Event Background 5 4.0 Method 6 4.1 Primary Research 6 4.2 Secondary research 6 5.0 Event Conceptualizing 6 5.1 Event Objective 6 5.2 Target Audience 6 5.3 Date, Time and Venue 6 5.4 Event Design and Program 7 5.5 Event Experience 8 5.6 Service and Quality 8 6.0 Stakeholders 9 7.0 Planning and Decision making 9 7.1 Strategic Planning 9 7.2 Operational Planning 9 7.2.1 Organisational Chart/ Committees 10 7.3 Publicity and Advertising 11 7.5 Sponsorship 12 7.5.1 Exclusive Item (Sponsor) (dsaexibition 2014) 12 7.5.2 Events (Sponsor) (dsaexibition 2014) 12 7.5.3 Branding (Sponsor) (dsaexibition 2014) 13 7.5.4 Facilities (Sponsor) 13 7.6 Legal and Risk, Health and Safety Management 14 8.0 Logistic 14 9.0 Evaluation 15 10.0 Conclusion 15 11.0 References 16 11.0 Appendix 17 Executive Summary DSA 2014 was the biggest Defence Services Asia Exhibition and Conference staged in Kuala Lumpur so far. Attendance were record highs with 344 foreign delegations from over 45 nations, 33,544 trade visitors from 96 countries and 1057 companies occupying a floor area of 41000 sq. metres. The analysis carried out by our group discovered that the organising committee, led by the Secretary General of Defence Malaysia, did a fine job in event design and program. Participants could understand the layout of the venue and so navigate efficiently within the site of the event. The site was themed...
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...perceptions within an international context: the America’s Cup and Louis Vuitton case. Stephane Ganassali, University of Savoie, sgana@univ-savoie.fr, corresponding author 4, Chemin de Bellevue - BP 80439 - 74944 Annecy-le-Vieux Cedex - France Francesco Casarin, University Ca’ Foscari of Venezia Paola Cerchiello, University of Pavia Gunnar Mau, University of Göttingen Carmen Rodrigues Santos, University of Leon Astrid Siebels, University of Hannover All members of the “International Network on Consumer Behaviour Studies” http://comptes.ergole.fr/young Impact of a sponsorship activity on the brand perceptions within an international context: the America’s Cup and Louis Vuitton case. Abstract On the basis of an extended review of literature dedicated to experimental studies of sponsorship effects on brand perceptions, this paper introduces a detailed framework of sponsorship persuasion process. Considering the central “transfer” between event and brand perceptions, the model also includes moderating effects (such as congruence) and focuses on specific components of functional, affective and symbolic customer value. In Spring 2007, a Web survey was conducted to evaluate the impact of Louis Vuitton’s sponsorship of America’s Cup. A total sample of 1,400 European respondents was developed thanks to the collaboration of eight Universities in France, Germany, Italy and Spain, working together within the “International Network on Consumer Behaviour Studies”...
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... | |Project Management |Public Speaking | |Leadership Development |Social Networking | |Strategic Project Development |Interpersonal Communications | Professional Experience GEORGIA PERIMETER COLLEGE Student Service Program Coordinator Dunwoody, Georgia 2008- 2012 • Supervise Health and Wellness, Student Life and community activities, programs and events. • Advisor and leadership coach to Student Government Association and the Health and Wellness Committee. • Supervise and...
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...Zealand Standard was prepared by Joint Technical Committee OB-007, Risk Management. It was approved on behalf of the Council of Standards Australia on 6 November 2009 and on behalf of the Council of Standards New Zealand on 16 October 2009. This Standard was published on 20 November 2009. The following are represented on Committee OB-007: Australian Computer Society Commerce Commission New Zealand Committee IT-012 Department of Education and Early Childhood Development Victoria Emergency Management Australia Engineers Australia Environmental Risk Management Authority New Zealand Financial Services Institute of Australia The Institute of Internal Auditors – Australia Institution of Professional Engineers New Zealand International Association of Emergency Managers La Trobe University Law Society of New South Wales Massey University Minerals Council of Australia Ministry of Economic Development (New Zealand) New Zealand Society for Risk Management Risk Management Institution of Australasia The University of New South Wales University of Canterbury New Zealand Accessed by UNIVERSITY OF TECHNOLOGY SYDNEY on 27 Feb 2012 Keeping Standards up-to-date Standards are living documents which reflect progress in science, technology and systems. To maintain their currency, all Standards are periodically reviewed, and new editions are published. Between editions, amendments may be issued. Standards may also be withdrawn. It is important that readers assure...
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...capital decisions. Specific Objectives 1. To indentify which capital investment evaluation method hotels & restaurants consistently used. 2. To know what specific advantages and disadvantages affects the overall performance of the business. 3. To clearly state other factors which could be consider in making managerial decisions. 4. To make an evaluation on different managerial practices that could be related in making decisions. 5. To have a comparative analysis of different capital expenditures taken by different classes of hotels that makes use of capital investment evaluation methods. 6. To have a quantitative analysis on capital investment evaluation methods used by management in making decisions. 7. To suggest recommendations about the results of the study. Theoretical Framework Output Capital Investment Decisions. Independent Variable Hotels and Restaurants Manila Hotel Dusit Thani Manila Sofitel Philippine Plaza Dependent Variable Payback Period Accounting Rate of Return Internal Rate of Return Effective Interest Rate Net Present Value Company Background DUSIT THAI MANILA Dusit International has more than 60 years' experience in the hotel and hospitality field. Founded in 1949 by Honorary Chairperson Thanpuying Chanut Piyaoui, whose first hotel was the Princess on Bangkok's New Road, Dusit International has since acquired a unique portfolio of...
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...This global profile focuses on the industry trends in soft drinks. Disclaimer All values expressed in this report are retail/off-trade in US dollar terms using a fixed exchange rate (2012). 2012 figures are based on part-year estimates. Much of the information in this briefing is of a statistical nature and, while every attempt has been made to ensure accuracy and reliability, Euromonitor International cannot be held responsible for omissions or errors. Figures in tables and analyses are calculated from unrounded data and may not sum. Analyses found in the briefings may not totally reflect the companies’ opinions, reader discretion is advised. All forecast data are expressed in constant terms; inflationary effects are discounted. Conversely, all historical data are expressed in current terms; inflationary effects are taken into account. SOFT DRINKS OFF-TRADE RTD VOLUME 534.8 billion litres Carbonates 169.5 billion litres Fruit/Vegetable Juice 62.0 billion litres Concentrates 43.7 billion litres © Euromonitor International Bottled Water 192 billion litres Sports and Bottled and Energy Drinks Sports Energy Water 15 billion litres Drinks 205.1 billion 16.2 billion litres Concentrates litres 43 billion litres RTD Tea 30.1 billion litres RTD Coffee 4.5 billion litres SOFT DRINKS: RED BULL GMBH While Red Bull remains the world leader in energy drinks, it is facing growing competition from other players...
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...whether or not the going concern assumption is appropriate. An entity is obligated to include a disclosure in the footnotes of the financial statement stating if there is substantial doubt of the company to continue as a going concern. According to the Public Company Accounting Oversight Board, AU 341 describes the requirements for the auditor’s evaluation of an entity’s going concern. This standard states that an auditor’s responsibility is to evaluate if there is substantial doubt about an entity’s capability to carry on as a going concern for the next year. The period of substantial doubt is not to exceed twelve months. This evaluation is based upon any evidence that he or she has accumulated during the normal course of the audit. If there is substantial doubt about an entity’s ability to continue as a going concern for a reasonable period of time not to exceed one year, the auditor should review management’s plan to remedy the problems. If the substantial doubt goes unresolved, the auditor should add an explanatory paragraph to the audit report. In the event that an auditor receives a request to reissue his or her evaluation of going concern and remove the explanatory paragraph, one can refer to the PCAOB’s AU Section 9341 for the interpretations of AU 341. These inquiries usually arise when the circumstances that caused substantial doubt for the company’s ability to continue as a going concern have been solved. AU 9341 interprets Section 341 by stating that the...
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...Master of Business Administration Assignment in Marketing Management Singapore Tourism Marketing Strategy Evaluation Dimitri Blättler Malcolm Ferguson Sascha Gartenbach Shama Rahman 8th August 2011 2/30 Document information Title: Singapore Tourism Marketing Strategy Evaluation Topic: Marketing Management deadline: 8th of August saved: 8. August 2011 Page count: 30 excluding Layout Version Version date changes responsible V1.0 8.08.2011 Turn- it in Version Authors (see front) © by the authors This report is confidential and intended only for members of the University of Strathclyde. The University of Strathclyde is entitled to use the information provided herein by the authors for the agreed purpose only. Use of this information for purposes not stipulated in the original order is strictly prohibited. Swiss centre of University of Strathclyde Zurich Tel. +41 44 305 95 11 · Fax +41 44 305 95 19 · www.awk.ch 3/30 Table of Contents 1. Executive Summary ................................................................................................................. 6 2. Situational Analysis.................................................................................................................. 7 2.1. 2.2. SWOT......................................................................................................................... 13 2.2.1. Strengths................
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