CULTURAL AND SPORTING EVENTS: AN

OPPORTUNITY FOR DEVELOPING TOURIST

DESTINATIONS AND THE TOURIST INDUSTRY

A Guide for maximising the durable impacts of cultural and

sporting events on tourist destinations
and the tourist industry

This publication has been prepared in the framework of a study contract with:

Groupe AMNYOS Consultants, France

The views expressed may not in any circumstances be regarded as stating an official
position of the European Commission.
Photo credit: Austria - Salzburg Festival, Spain - Barcelona Forum 2004, France Quiksilver,
Greece - Thessaloniki International Film Festival, Hungry - Szigeti Festival, Italy - 2006
Torino Winter Olympic Games, Portugal - 2004 European Nations Football Championship,
Czech Republic - Prague Spring Festival, Slovakia Vychodna, Sweden Malm turism/
City of Malm.

More information on European Commissions Tourism activities can be found on its

website:
http://ec.europa.eu/enterprise/services/tourism/index_en.htm
European Communities, 2007

SUMMARY

Introduction
Cultural and sport events, a potential for tourism development in Europe

1
1

A practical guide for optimising CSE impacts on the development of tourist destinations 5

Stage I: The local CSE organisation partnership

13

Factor 1. Building a local partnership

13

Factor 2. Define the CSE project and it's relation to regional development

21

Stage II: The action programme promoting the regional tourism assets

28

Factor 3. Create a diversified offer of services

28

Factor 4. Define the impacts targeted by the CSE and enable SME to anticipate

33

Factor 5. Answer the needs of all public concerned by the CSE

39

Factor 6. Define a communication plan

45

Stage III: The CSE realisation.

52

Factor 7. Carry out the preparatory work for the CSE

52

Factor 8. Keep up-to-date the CSE monitoring chart

55

Stage IV: CSE assessment and the promotion of assets

58

Factor 9. Carry out a shared evaluation of the durable benefits for the tourist destination58
Factor 10. Consolidate the local partnerships in order to develop sustainable tourism in
the region
69

Conclusion: The importance of events for regional development

73

Appendix I. Glossary - definition of the main key concepts

75

Appendix II. Monograph synthesis for 10 cultural and sporting events

81

Appendix III. Debate conference programme and practical guide finalisation

102

Introduction

C u l t u r a l a n d s p or t e v e n t s , a p o t e n t i a l f or t o u r i sm
d e v el o pm e n t i n E ur op e


Improving the competitiveness of the European tourism industry constitutes

an important stake for the economic growth of Europe and the creation of long
term jobs
Tourism is one of the most promising sectors for European economy. Europe is well
positioned in the world economy of tourism: it represents 58,2% of world tourism and
is the first tourist destination in the world. The sector employs around 9 million people
in 2 million enterprises, mainly small and medium size companies1.Tourism
represents more than 4% of the European Union GDP. But if we consider the links
with other sectors2, tourisms contribution to GDP is estimated at nearly 11% and
generates 24 million employments (12% of the European work force). In 2006,
economical growth for tourism in Europe reached 4%.
The volume of tourism in Europe should double from now to 2025 and Europe will
remain one of the main tourist destinations. However, according to UNWTO
forecasts, the growth of tourism in Europe is likely to be lower than the growth of
other tourist destinations: while the annual average growth of tourism in Europe,
during the next twenty years, should be 3,1%, it could reach 7,5% per year in East
Asia/Pacific, 5,3% in Africa, 6,2% in South Asia and 3,9% for The Americas.
Thus, Europe is slowly loosing market parts in world tourism. Accounting for 58% of
world tourism in 2000, the European market share could drop to 45% in 2020.
During the conference for European Tourist Ministers in Vienne on the 21-Mar-2006,
the European Commission Vice-president Gnter Verheugen declared: "Europe is
the first tourist destination in the world. We must however, do more in order to
preserve this advantage.

1
2

Including hotels, restaurants, coffee shops, bars, travel agencies and tour operators.
Sectors connate to tourism, such as transport or construction

-1-

The European Commission committed itself to designing a new European policy for
tourism in order to reinforce the partnership for tourism in Europe3.
This policy aims at promoting the development of "sustainable tourism", meaning
tourism which relies on human activities using natural, cultural and historic resources
without limiting the use for future generations.
Sustainable tourism relies on the balance of three main poles:
- Economic sustainability, to encourage job creation and increase global turn over,
- Environmental sustainability, to guarantee the protection of natural resources,
- Socio-cultural sustainability which underlines the importance of respecting values,
traditions and maintaining social balances.
Sustainable tourism can only exist with the participation of all actors: economic,
environmental, socio-cultural. The partnership in tourism projects, constitutes a major
action principal.
To reinforce this policy, the European Commission has defined a certain number of
priority orientations, all aiming to promote sustainable tourism:
-

Creation of a work group "Tourism sustainability", commissioned to favour

synergy between the different participators, and provide the information
necessary for the elaboration process of the Agenda 21 for European tourism
sustainability.

Support for SME whose activities are related to tourism and exchange of best
practices.

Tourism access for all.

Professionalising of the sector.

The promotion of the European tourist destinations represents a particularly

important stake for this new policy. The Commission has financed the creation of a
portal for tourism destinations in Europe (www.visiteurope.com).

Cultural and sport events can constitute a lever for increasing the development
of tourism in Europe
European cities and areas accommodate many cultural or sporting events, i.e. events
which can play a major part in promoting the image of the event destination, during
and after the event itself. All local actors, and specially SME for whose activities are
related to tourism, can greatly benefit from such events.

COM (2006) 134 final, "A new European policy for tourism: reinforce the partnership for tourism
in Europe".

-2-

Indeed, cultural or sporting activities constitute one of the main motivations in the
choice of the tourist destinations. The empowerment of the civilisation of leisure
contributes to the development of this leisure tourism (increase in spare time,
increase in purchasing power). Approximately four fifths of European tourism would
be of leisure type.
In the current context of competition between tourist destinations, the hotel and
catering offer (hardware), is no longer enough to provide a sufficient competing
advantage. The tourism competitiveness of a destination relies strongly on its offer in
leisure, culture, sport, and environment (software). This leisure offer makes it
possible to better develop the regional natural and cultural inheritance. The tourism
offers must thus be more imaginative to bring something extra compared to the
other destinations.
The expectations as regards to tourism have changed: holidays are more and more
supposed to be a moment of discovery (cultural, environmental), of acculturation,
informal education, and maintenance of good health (in particular in relation to the
ageing of populations) Therefore it is logical that that cultural and natural heritage
tourism will experience the most significant growth.
The cultural inheritance of Europe is one of the richest and most diversified.
Consequently, it is a great tourist attraction. The UNESCO list of world inheritance
sites, confirms the richness of Europe. This inheritance was promoted by the
European council campaign "Europe, a common inheritance" (European days of
inheritance, European Association of historical cities, decorative art workshops,
Networks of natural inheritance, etc.) and by the European Union which defines each
year, one or several "European Capitals of Culture" (Lille and Genova in 2004, Cork
in 2005, Patras in 2006, Luxembourg and Sibiu in 2007, Liverpool and Stavanger in
2008).
Sporting events, and more particularly sporting competitions, also generate important
flows of population, and constitute a vector of regional promotion. In this respect, the
European Economic and Social Committee recently affirmed that sport and tourism
constitute a "means of exchange of positive values" and are likely to contribute to
achieving Lisbons aims. The Committee thus formulated various proposals for better
tourism and sport association and development: the creation of a common European
observatory and a data bank gathering the best practices, the promotion of studies
and research, and the creation of a European tourism agency.

See COM (2006) 665 final, related to the development of a cooperative approach, for the future
of European tourism.

-3-

Cultural and sporting events are not always conceived and organised in order
to benefit sustainable regional tourism development
The CSE are often organised as isolated actions, unrelated to regional economics
and tourism development:
-

They are not designed as opportunities for reinforcing partnerships between

local actors, particularly with the SME. This CSE conception uses a
parachuting logic which can cause event rejection by the regional actors.

The CSE are not always organised in a way that respects the aims of
sustainable development. For example, certain events need large and
expensive infrastructures, which are not profitable, due to lack of planning
concerning their future use.

The SCE generate a concentration of activities over a given time and in a

defined area. It is advised, from the start, to consider the impact of these
activities on local development and the creation of employments.

SCE organisers must increase the association for all regional actors, for the
conception and the organisation of the event. Indeed, local authorities, inhabitants,
SME, tourism representatives, economic development agencies, consular
chambers constitute incontrovertible actors for fully achieving CSE integration in a
regional development strategy. In other words, it is a question of better combining,
associating and integrating cultural, sporting and tourism policies, helping towards
the same regional development strategy.
It is in this context that the European Commission, Enterprise and Industry General
Management - Tourism Unit, launched a survey in order to elaborate a Practical
Guide to help maximise sustainable impacts for SCE, on the growth and
competiviness of tourism.

-4-

A pr a c ti c a l g u i d e f or o p t i m i s i n g C S E i m pa c ts o n t he
d e v el o pm e n t o f t o ur i s t d e s t i n a t i o n s

The conception and organisation of CSE should use better tools to make "Win
- Win" partnerships, associating local authorities, SCE organisers and local
SME
The impact of a cultural or sporting event on sustainable tourism development of a
destination, strongly depends on the quality of the partnerships set up before, during
and after the event.
The partnerships must be at the heart of the action, on all levels. They must strongly
integrate the different actors throughout the process. It is for this reason that a
Practical Guide is necessary for:
-

Defining the key factors for the success of a CSE, so it can participate to the
development of the destination.

Formalise the different steps of its elaboration.

Define and improve the coordination of each actors role (public and private),
associated to the conception and organisation of the CSE.

The Practical guide presented in this document answers to three main requirements:
1. Organise the awareness and mobilisation of all actors concerning the
potential represented by the CSE and the need of partnerships.
2. Present the key factors allowing optimisation of the CSE impact, socially,
economically, environmentally and on tourism.
3. Improve role definition for actors involved in the organisation of CSE: local
authorities, CSE organisers, tourism orientated SME and the local population.

-5-

Who is this practical guide for?

The practical Guide is aimed at four categories of actors:
-

Tourism orientated SME as well as associations representing these

companies: Chambers of Commerce and Industry, Company Clubs, Trade
Unions, Professional Branches
There are two groups of SME:
o

Companies whose activity is directly linked to tourism, for example:

accommodation, restaurants, cafs, bars, travel agencies, tour
operators as well as the cultural or sporting companies.

Companies indirectly linked to tourism, for example suppliers and subcontractors as well as all activities generated by the tourism
development. These activities constitute, in many cases, the framework
of regional economical development and create a large amount of jobs.
This is why tourism development and regional development are strongly
linked.

The local authorities: regions, communes, communal groups, social State

services These local decisionmakers represent the political voice for the
destination. They are elected representatives and technicians with an active
role in the region holding the CSE.

CSE organisers: cultural or sporting associations, event organisation

companies, federations They are specialised associations or professionals
for cultural or sporting event organisation.

This guide is also addressed to local residents or resident associations. They

are usually considered as event receivers. But they can also participate in the
event organisation: volunteers, local organisation Committee participation

In most cases, these four categories of actors have preoccupations and play highly
different roles: the CSE organisers tend to favour the cultural or sporting quality of
the event, while the local authorities help with the CSE organising and financing
process without knowing how to include it in a stronger strategy for economical and
tourism development for the hosting region. The SME, are often detached from any
kind of participation in the organisation of a CSE.
This Guide should enable all actors to improve the rationalisation of their work
methods, teamwork, define a shared project conduct, so that the hosting destination
can fully benefit from all the impacts generated by the CSE.

-6-

The four categories of participating actors

for a cultural and sporting event (CSE)

How was this practical Guide elaborated?

This practical Guide was elaborated within a participative action framework in four
work steps:
1. Detailed analysis of a diversified panel composed of 10 cultural and sporting
events (see schema below). The proposed SCE have been selected
according to certain criteria in order to obtain the most representative sample
possible (the size of the events, their perceived impact, their image...). These
analyses were gathered in monographs of case studies whose synthesis is
in the guides appendix
2. Locating of the key factors allows maximisation of the event impacts on the
sustainable development of the tourist destinations. Compared the analysis of
the 10 events made it possible to extract the good transferable practices and
the most effective methods.
3. The definition of directives and practical tools for tourism orientated SME and
other actors involved in CSE organisation.
4. The debate and finalisation of the Guide within the framework of a European
Conference, held in Angoulme France on the 22-Mar-2007 (See.
schema on next page).

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The 10 cultural and sporting events

used for elaborating of the practical guide

The geographical distribution of the 10 events studied











-8-

The participants of the European Conference

practical guide finalisation
The Practical Guide was presented during a European
Conference. The Conference gathered nearly 300
participants, representing the transversal character of the
CSE:

Local authorities: local and inter-communal groups, state services (in charge of
sport or tourism)

Tourism representatives: departmental and regional tourism authorities, Ministry

of tourism, European Academy of tourism

Companies and company representatives: Chamber of commerce, company

trade unions (UEAPME, CEEP)

CSE organisation professionals: national and international sport federations, the

IOC, ministries in charge of sport, event organisation candidates

Various researchers and consultants on events: advanced studies institute,

Centre of law and economy for sport, masters in management of events and
leisure sport activities

In all, 16 European Union countries were represented: Germany, Austria, Belgium,

Republic of Czech, Finland, France (including over seas), Spain, Greece, Hungry, Italy,
Poland, Portugal, United Kingdom, Slovakia, Slovenia, and Switzerland.
Two European Commission Directorates were represented: the Directorate-General for
Enterprise and industry Tourism Unit, the Education and Culture Directorate Sport
Unit.
The numerous participant contributions have enabled the testing of the orientation
relevance of the Guide's content and to finalise the orientations and tools in order to
improve efficiency.
You will find in appendix the Conference Programme (page 102).

-9-

Plan and contents of the practical Guide

The Guide is organised in order to recall the organisation methodology, of cultural or
sport events integrated in the development strategy of the tourism destination and
enterprises.
The guide is structured around 4 stages:
1. The construction of the local CSE organisation partnership.
2. The definition of the action plan valorising the durable regional tourist
assets.
3. The CSE realisation and accounting of the sustainable benefits.
4. The CSE assessment and valorisation of its assets for the regional tourist
development.

Each of the four stages is divided into a number of success key factors (see. graph
below).
On the whole, 10 success key factors were identified.
For each of the 10 key factors, the Practical guide describes:
1. The aims.
2. One or more case studies illustrating the key factor. These case studies
are extracts from 10 studied events5.
3. The proposal of tools and an organisation method.

A synthesis for each of the 10 events is offered in the appendix, on page 52. A detailed
monograph (around 10 pages) has been formalised in addition. These monographs are available
on the European Commission internet site
(http://ec.europa.eu/enterprise/services/tourism/studies_and_publications.htm) as well as on
request at the AMNYOS Consultant cabinet (info@amnyos.com).

- 10 -

- 11 -

Four stages and ten key factors for maximising CSE sustainable benefits

A flexible Guide for adapting to the diversity of local context and CSE

Analysing CSE reveals the existence of invariants which improve the

consideration for the impact of benefits generated for all regions. A four step and
ten key factor methodology has in this way been formalised in order to optimise
the sustainable impacts of an event.
Nevertheless, European Hosting destinations are extremely diverse. The CSE
are also extremely diverse: what do the Torino Olympic Games (Italy) and
Vychodna dance and tradition festival (Slovakia) have in common?
The tools in this Guide are not aimed at modelling or fixing methods. They are
more, for helping with reflection and enabling each person to adapt the tools to
real situations and their extreme diversity. The guide is mainly a tool for raising
the consciousness of actors.

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Sta g e I :
The local CSE organisation
pa r t n e r s h i p

F a c t o r 1 . B u i l di n g a l o c a l p a r t n e r s h i p
The local partnership is without a doubt, the most important factor to achieve the
integration of a cultural or sporting event, with the largest dynamic for local and
tourism development. Without a large local partnership, the event may have a
good cultural or sporting quality but may struggle to reach a local development
aim.
Particular attention must be paid to the first factor. Even more so, due to the fact
that partnerships between cultural or sporting actors, local authorities and
enterprises (notably tourism enterprises) are not made in a natural and
spontaneous way.
In certain cases, event organisers find it difficult to be recognised as potential
tourism development levers. In other cases, it is the event organisers themselves
who refuse the company offers, for fear of denaturing their events. In the end, the
local authorities or CSE organisers, are too often closed in isolated
representations, with insufficient space for regional socioeconomic actors.
Analysing CSE shows that their organisation is often reduced to specialised
technical partners, who tend to forget the region where the event is held. It is
suggested to distinguish two types of partnerships:
-

Technical partnerships, essentially for service

exchanges: servicing, security, maintenance

Strategic partnerships, for a true event co-production between the

different participators: joint elaboration of a CSE project and
objectives, identification of shared interests, installation of "win-win"
relationships

and

material

Each type of partnership has its own added value. Strategic partnerships are
meanwhile to be promoted, in order to favour relationships with stronger synergy
between the actors.

- 13 -

Elsewhere, the quality of the local partnership and the way that it integrates the
region, are not without consequences on the way the population "lives" the event:
they can feel little concerned by the CSE, and may even reject it, creating a
unfavourable atmosphere for welcoming tourists coming from outside the region.
It is for this reason that all CSE must be prepared with prior mobilisation and
information for all regional inhabitants: youths, scholars, employees

Aims

Turning the event into a regional development tool for the economy, needs the
creation of an Event Organisation Committee, gathering organisers, local
authorities, the company tourism representatives. According to local
configurations, the local resident representatives may also find their place in this
kind of Committee.
The Event organisation Committee can only be installed with the following
conditions:


Mobilise the region's socioeconomic actors: local authorities,

enterprises, tourism represents At this stage, very diverse enterprises can
be mobilised: tourism enterprises of course but also, transport, advertising
and communication
It is vital to inform local actors on the benefits of partnership, notably by
showing the numerous experiences over Europe (See case studies on next
page), but also by identifying dialog and conversation themes between local
authorities, economic actors and cultural and sport actors. The "Lille 2004,
European Capital of culture" event was only possible with the direct
implication of the regional company club.
These actors must federate to the event, make it "their own affair" and fully
participate to the dynamic of regional and tourism development.

Mobilise the local population. Accommodating an event must be preceded

by a time of mobilisation of local actors and population: it is about making
the event, a federating event.
It is interesting to note that the 2004 European Football Championship 2004,
in Portugal, was subject to a vast mobilisation campaign, prior to the event:
school and university operations, call for voluntary participation, information
on the importance of receiving external publics So, even for a sport as
popular as football, it is important to stimulate the mobilisation of local
populations.

- 14 -

In addition, cultural or sporting events should not be addressed exclusively

to a specialised public, but also to a larger public. A larger public must be
concerned, representing the whole of the local population.
The economical success of the CSE, directly associated to its social
success: without a social cohesion it is not possible to articulate a
sustainable tourism policy because in term, it will be rejected by a part of the
population and will not have the necessary drive and anchorage. It is thus
advisable to ensure that the local community has privileged access to the
event. The analysis reveals that good practice consists of granting
preferential rates for the local population. In the same way, it is advisable to
set up a specific information centre aimed at the local population: targeted
information in schools, universities, explaining the interest of the event but
also what it represents for regional promotion.
The Committee must be activated as soon as possible and in all cases, well
before the organisation of the event.
The Committee's contribution will nourish the CSE project (see Factor 2).

Case study
Malm Skne, "Louis Vuitton, Acts 6&7 of the 32nd Americas Cup"
(Sweden): a partnership open to dialogue with the companies
The town of Malm, organiser of an
America's Cup stage, installed a close
partnership with the Skne region which
aims at building a common marketing
position for water sport. A brand strategy
was developed around the Sailing
Region.
In addition, the organisation of an
Americas cup stage was subject to discussion with the companies within the
framework of the three informal platforms: accommodation, restaurants, and
town centre shops.
Moreover, 3 series of qualitative and quantitative surveys were conducted with
the companies: before, during and after the event.
These three surveys made it possible to collect the suggestions and
expectations of the companies:
-

Develop a long term offer of regional services for the sailing activity.

- 15 -

Develop an offer for sustainable services in the region, for tourism in

general and "Mega events".

Include in the communication, the promotion of the companies luxury

products.

Anticipate the investment of a part of the benefits made by the event to

finish the town centre refurbishing, mainly for the marina.

Ensure the regular organisation of water sport events and associate

company representatives.

Ensure partnership improvement between companies and local public

authorities, notably for future event candidates and organisation.

The "Quiksilver Pro France" (Hossegor Seignosse): a productive

partnership between the company and associative sector
The event is organised with a close
partnership between the Quiksilver
Europe Company 6 and two associative
structures:


A local surfing association

(Hossegor Surfing Club). The
association intervenes on two
levels: it has an active part for the
technical organisation of the competition; it also takes part in the local
attachment of the event. On this second level, Hossegor Surf Club is
particularly in charge of municipal relationships. The club also has also
taken part in mobilising certain surfing schools.

The French Federation of Surfing - FFS. The federation can present and
promote the various federal products thanks to the provision of certain
sites: promotion of the added value to the community life and the federal
licence, promotion of social integration actions, accessibility for the
handicapped and environmental awareness.

The partnership between a company and an associative structure is of great

value. It is a "win - win" partnership:
1. It enables the event to integrate a socio-educative added value:
promotion of associative value, environmental awareness

Quiksilver is an international company, intervening mainly in the conception and sale of material
and textiles related to surf ware .

- 16 -

2. It leads associative structures to developing the professionalism of

their organisation and communication tools. It also enables them to be
confronted with other economic models.
To finish, this partnership enables to highly improve mobilisation of the local
population as well as the potential consequences for the companies.

The film festival in Thessaloniki: the creation of a local organisation

Council.
The
Thessaloniki
film
festival
administration Council (Greece) is located
in Athens, around 400km away from the
festival (Thessaloniki).
It is more and more important for the
administration Council to create a Local
organisation Council in order to:
 Ensure a closer proximity between
the organisers and all local actors.
 Favour local appropriation for the event: through the socioeconomic
actors and local population.
 Reinforce the relations between the companies and tourism actors of
Thessaloniki: travel agencies, SME
The creation of such a local organisation Council is for the moment at a project
stage and not all of the administration council members federate to the project.

Tools and method

Mobilising the regional actors and building local organisation partnerships

requires three actions:
A. Identify the various interested parties of the Event Organisation
Committee" and their respective role.
B. Mobilise all participants in order to generate partnerships.

- 17 -

C. Congregate the different participants with a SCE organisation Committee

and define the commitments for each person during the conception and
organisation of the CSE.
The following tools structure each one of these steps, and allow the cultural or
sporting event organisers to discuss the mobilisation periods and structuring of
the local partnership.
A. The destination of the various interested parties of a CSE
and their respective contributions.
Members of the Event
Organisation Committee
Event organisers, sport or
culture professionals

Respective role

Guarantee the sporting or cultural quality of the

event (quality of the speakers, the setting in
scene).

Local decision makers

(elected representatives and
and local groups: community,
region)

Regional SME
(association of retailers, hotel and
restaurant trade unions)

Ensure integration of the event in a multidisciplinary

dynamic: social, educative, economic, tourism,
environmental, cultural
Constitute a project team associating various
administrative services and techniques: tourism,
sport, culture
Give the event an identity, link to the region,
develop creativity and the innovation, provide
entrepreneurship to the project.
Develop the tourism potential of the event.
Promote activities, products and local services.

The actors and

representatives of tourism
(travel agencies, initiative
syndicates)

Community
and local associations
(sport and cultural associations and
area associations)

Develop the tourism potential of the event. Include

and develop the regional tourist assets within the
event framework. Equip the Event Organisation
Committee with tourist industry expertise.
To relay the event to the population. To appeal for
and develop voluntary help. To develop the
participative
democracy
within
the
event
organisation and develop creativity (constitute the
strength of offer).
Inform residents on long term returns from the
event and on the importance for the region.

Economic development
agencies, Consular
Chambers, economic and
social partners

Company mobilisation. Including the event within a

logic of local development.
Economic observation, impact monitoring

- 18 -

B. Mobilise all participants

to create partnerships
Targets

Mobilisation levers
 Organisation of a lunch/debate with the company clubs,
retailer associations, consular chambers.
 Presentation of positive CSE experiences throughout
Europe: positive impacts for the region and the
enterprises, the factors for achieving

Socioeconomic
actors7

 Conception, beyond the main activity, complementary

activities may interest other types of public.
 Definition of the event returns for the region.
 Definition of activities and services which could be
maintained after the event.

 Operations in schools and universities.

The local
population

 Campaign for
associations.

social

and

professional

insertion

 Information for residents on the event returns for global

regional development (life style, fame, attractiveness,
economical development).


Socioeconomic actors
and local population

 Invitation for enterprises and groups to assist the sport

or cultural preparation work.


On a technical level, it is sometimes difficult to organise the representation of SME (dispersion,

weak participation of the representative authorities, backing out in front of large sponsors). It is
however advisable to take care of the balance between SME representation, and that of the large
companies. The organisers will be able to rely on company associations, i.e. Consular Chambers,
trade unions, associations of retailers

- 19 -

C. Congregate the different participants with a SCE organisation

Committee, and define the commitments for each person during the
conception and organisation of the CSE.
The SCE
organisation
steps

The different
organisation
Committee actors

Event organisers, sport

or culture professionals

The CSE action

programme and
promotion of
regional tourist
assets

(elected representatives
and
local community services)

association, hotel and

restaurant trade
unions)
The actors and
representatives of
tourism
(travel agencies, initiative
syndicates)

 Identify
collectively the
products, activities
and services that
represent the most
the region.


 Prepare a
decoration for the
town in function with
the MCS thematic.


 Setup a welcome
and information desk
at the airport and
train station.


Economical actors
(Agency of development,
Consular Chambers,
economic and social
partners )

Local associations
(sport and cultural
associations and area
associations)

The CSE
assessment and
the promotion of
assets

 To be informed on
the regions tourism
offer.


Local decision makers

Regional SME (retailer

The running of
preparatory actions
and the CSE
realisation

 Install peripheral
animations to the
MCS


Etc.

- 20 -

 Conduct a
financial balance for
activity made during
the CSE. Measure
the rise of activity.


F a c t or 2 . D e f i n e t he C S E pr o j e c t a n d i t ' s r e l a t i on t o
r e gi o n a l d e v e l o p m e n t
Constructing a local partnership, enables to identify finalities and the main lines
for the CSE, as well as the level of federation for the different actors. It is now
advisable to formalise these finalities and main lines in a "CSE project". The
regional companies and tourism do not benefit from a cultural and sporting event,
just because it is a success: the CSE project must clearly show its link to the
regional development.
The CSE project must in fact be able to answer the two following questions:
-

What are the regional objectives that the event could contribute to (social
cohesion, tourist development, fame, image)?

How can we adapt the event to the region's social and economical
context? In other words, how can we give the event a real "regional
anchoring"?

In practice, the assessment of cultural and sporting events often shows a gap
between the event and the socioeconomic configuration of the accommodation
destination. The risk of having a gap is increased when the organisers are
located at a distance from the event destination. It can be called the parachuting
effect ".
In addition, it can be observed, in Europe, that new regions are structuring
themselves around strategic development projects: competiveness poles,
regional charters, rural excellence poles The European Commission
encourages local partnerships and the regional dynamics which are linked.
The cultural and sporting events should be seen more as contributors better
identified with these regional development dynamics. They must be firmly placed
as a more articulated link, more readable, better assured with the local
partnerships in charge of regional development where cultural or sporting events
are held.
The CSE project must be inscribed, as from the elaboration stage, all the
regional objectives as a vital part for the success of the event .

- 21 -

Aims
The CSE project should be formalised in order to clearly show:


The "technical" aims of the event: reach a regional/national or

international level of recognition, attract renowned artists, produce a
quality sport performance, beat records

It's link to the regional development strategy. The event project must
identify, with the economic actors, the returns and benefits that the event
can bring to regional development.

The benefits for local actors through their participation to the event:
reinforce the regions fame, raise out of season tourism

To do so, the following are to by systemised:

1. Include the CSE not only as a specialised event but also as an event
adding value to the regional economic development.
2. Identify, through analysing the regional socio economic diagnosis, the
elements which can be brought by the cultural or sporting event therefore
contributing more effectively to regional development.
3. Locate the way the event can contribute to developing the regional tourist
potential by relying, as of the event conception, on the actors responsible
for tourism as well as the sectors companies. The CSE should be a
development element for the regional tourism strategy. Beyond its cultural
or sporting aims, the event must comprise a clearly defined aim within the
regional tourism development plan. It is this aim, which will have to be
more specifically worked with the tourism actors and companies, because
it will favour their full and complete federation to the project and the
Organisation Committee.
4. Obviously, this complementary work to economical and tourism added
value should not denature the sporting or cultural quality of the event
(quality of the artistic programming or the capacity to produce a sporting
performance). On the contrary, this quality is the first and essential
condition for the event to become a genuine lever, serving other stakes
such as regional development and its tourism strategy.

- 22 -

Case study

The Torino Olympic Games (Italy): the integration of local micro-projects in

the event's global project
The Olympic Games, is without a doubt, one of the most mediatised and
renowned events in the world. We could then think that for this type of "mega
event", subject to precise specification sheets
and constraints can be considered in a regional
anchorage logic.
But, concerning the Torino Olympic Games, the
event project was nourished with 180 microprojects.
These micro-projects had very diverse natures,
linked to economical, social, tourism, cultural,
environmental, and architectural development
This organisation method enabled the whole region to be considered.
From the very start, the regions objectives were retained as vital parts for the
success of the event.

The Quiksilver Pro France: a lever for the regional economic and tourist
development through the Economical Pole of Competitiveness ski
sports".
The professional surfing world championship is highly complementary with the
regions identity. The region is characterised by a truly economic branch
evolving around the surfing activity:
-

The activity comprises numerous derived products: surfing school,

surfing
trips, surf board textile conception, production,
commercialisation, sale and exportation of these products

This industry comprises mainly activities with high added value:

European decision centres, concept and design centres, marketing
management

This branch represents around 800 employments in the region.

It concerns a sector which is growing strongly, about 10 to 20% per

year, over the ten last years.

Today, the Aquitaine area is the first European area for ski sports: it
accounts for 34% of the European ski sport market (385 companies,

- 23 -

3.200 jobs, 1,1 billion euros of annual

turnover) and 50% of the surf market
(800 million euros turnover in 2005).
-

A competiviness pole project should be

activated to favour the company synergy
in the branch: develop a common
strategy (notably for obtaining new
markets), improve the combination of
industrial and scientific competences,
underline research and development, as
well as innovation.

The
"Quiksilver
Pro"
professional
championship solidifies the branch:

world

It ensures a close articulation between the event and the region,

notably in terms of communication (See factor linked to
communication, page 1).

It ensures regional promotion and visibility for the surf industry,

notably by hosting the European Conference, gathering the main
representatives from the surf industry (the "Eurosima Summit"), which
is held at the same time as the surfing championship. This coupling of
the event and conference enables to combine and link the industrial
and sporting approach for surf.

It ensures an active international promotion for the region, mainly

through live broadcasting of the event on internet. This strategy
promotes the region to tourist destinations where it is unknown:
United Sates, Australia, Brazil, Japan

Tools and method

To define the CSE project, it is advisable to proceed in three steps:
A. Nourish the CSE project with local contributions.
B. Construct regional anchoring for the CSE and its tourism impact.
C. Formalise the CSE project, by showing the associated tourism
strategy.

- 24 -

A.

Nourish the CSE project with local contributions.

Targets

Ways for collecting local contributions

 Workshops on the regional tourism objectives and the
potential links to the CSE.

Socioeconomic actors

 Permanent idea box.


 Analysis of regional orientation and general policy
documents.

The local
authorities

 In depth meetings on the diagnostic and regional

project

 Participative internet site, blog.
 Participative council, area council.

Local population

 Contests awarding the most innovative projects for

cultural and sporting events.

 Newsletters providing regular information concerning
the progression of the event organisation.

All local actors and

local population

 Calls for contributions in the local newspapers. For

example: "your ideas can come to life during the event,
send your suggestions to".


N.B. To create local partnership (Factor 1), it is strongly recommended to conduct

different kinds of actions for mobilising local actors. These actions create as many local
contribution collection occasions.

- 25 -

B. Contract regional anchorage for the CSE

and its impact on tourism
Standard questions

 Lead a wide regional

socioeconomic and geostrategic diagnosis

 Collectively validate
the regional tourism
strategy

 Define the message the

event should
communicate and ensure
that is cohesive with the
tourist strategy

What are the strengths and weaknesses of the

region?

What are the specific regional assets that need

developing, compared to other tourist destinations?

What are expectations and requirements for the

enterprises?

What are the activities, services and products with

the strongest regional identity?

What is the main target public: geographical origin,

social and cultural standing ?

Does one aim a top-of-the-range public, with strong

purchasing power, or wish to attract low cost "
clients? What are the needs for this public and what
is the service offer currently suggested? What are the
complementary service offers that could be proposed
to this public?

What is the event's specific added value for regional

tourism development?

Who are the key actors that the event should include
to ensure it corresponds the regional tourism project?

What are the leverage effects created by the event

that will value the tourism potential of the region?

How can the event contribute to sustainable

development for companies working in the tourism
sector?

- 26 -

C. Formalise the CSE project

Architecture of the
CSE project
Chapter 1/
The technical objectives
of the CSE

Information
to be displayed
 Qualify CSE: scope, periodicity,
organiser status, targeted public

duration,

 Provisional programme for the CSE.

 The way that the CSE considers the region: its
economical, social, environmental, urban,
historical specifics

Chapter 2/
The CSE link with the
regional development
strategy

 The way that the CSE is inscribed in a regional

prospective vision.
 Precise objective that the CSE gives itself8. The
CSE cannot achieve all of the regions objectives,
it is therefore advised to make precise decisions.
 CSE specific objectives for developing tourism.

Chapter 3/
The benefits for local
actors through event
participation

 Scheduled impacts
inheritance).

for

the

region

(local

 Scheduled returns for the enterprises.

 Local actor commitments for the conception and
running of the CSE.

The quality of the assessment depends on the quality and precision of the objectives (See.
factor 9 on page 1).

- 27 -

S ta g e I I :
The action programme promoting
t h e r e g i o n a l t o u r i s m a s s e ts

F a c t or 3 . C r e a t e a d i v e r s i f i e d o f f e r o f s e r v i c e s
Accommodating a CSE boosts activity for the destination. If the public restricts
itself to the event, meaning only the purchase of tickets, the regional returns will
be very limited. The rise of activity related to the CSE will only benefit the region,
if we can provide the public with an interesting offer of diverse services.
Event analysis reveal that all too often, the event organisers do not think (or do
not know how) to provide a larger range of services for the public, which would
encourage them to stay longer in the region, discover other aspects, or even
return for reasons other than the initial one (i.e. the cultural or sporting event).
More over, by comparing the European tourist expense analysis, to the
American, we can see that tourists spend a lot less in Europe. The gap can be
explained mainly by a less interesting service offer in Europe.
The CSE organisation committee should dispose of the experience and know
how, to differentiate different public segments and "sell" composite offers which
include the event: other cultural visits or sport activities, tourist trips, regional
product promotion
This globalisation of offered services, benefits not only the region but the cultural
or sporting event as well, which will find new sources for continuation and
development, or even a demarcation element compared to other similar events.

- 28 -

Aims
The event should be the occasion for structuring derived service offers,
peripherals, service offer combinations ("packaging").
Event analysis shows four main groups of services which are advised to be
installed around the CSE:
1. The tourist offers directly resulting from the CSE and which often
require better structuring. They are activities generated by the event,
i.e. accommodation, catering and transport offers.
2. Event related activities: derived products, sale of theme related
products (musical instruments, sport equipment ), training related to
the event theme
3. The regional tourism offers, which may benefit from the event: trips,
tour operators, receptive agencies
4. The offers linked to the regions assets: craftwork, regional products,
leisure activities, local heritage, discovery related trips and the
different products and services
It is advices to correctly decline the event according to each of the four
mentioned components (See following chart).
Installing this offer of services provides the following benefits:
 Better anchoring of the CSE in the region: satisfaction of the different
partners from the local organisation Committee, help the local population
feel more concerned
 Federate an important offer of services.
 Promote regional assets.
 Attract a more diverse public.
 Develop public loyalty.
 And to finish, distinguish the CSE from the other events, hold a CSE which
is unique and singular.

- 29 -

Include the event in a more global offer:

event organisation according to the four offer types.

Planning and optimising the impacts.

Regional attachment of the event.

Case study
The festival of Salzburg (Austria): exploiting the regional offer during the
festival.
The festival of Salzburg is the opportunity
to exploit various tourist offers:


Activities directly related to the

festival:
o Presentation of the festival
palace and the various
district sites (Mnchsberg,
old town centre ).

- 30 -

o Derived products related to Mozart: short films, visits to his native

house and his residence, International Mozart Foundation


Promotion of the regional assets, in particular the tourist assets:

o Opening of the new museum in Salzburg.
o Presentation of the building inheritance, notably the baroque style
edifices and museums.
o Presentation of leisure offers: zoo, mountain trekking and
panoramic sights, nature activities, health, well being

The festival is in this way clearly positioned as a promotional period for the
regional tourism assets, with a view to improving the balance between the
winter and summer seasons.
The festival public has a privileged access to these different offers if the festival
promotes them as a group, on the internet site. These offers are today so well
imbricated, it is difficult to know if the public comes to Salzburg specifically for the
festival, or if the festival is only an addition to the other offered activities.

- 31 -

Tools and method

1/ To plan and optimize the CSE tourism impacts

1.1/ What activities are

directly generated by the
CSE?

1.2/ What are the deriving

activities related to the
CSE?

How many participants are expected?

How long does the CSE last?

What accommodation is available?

What catering is available?

What means of transport are offered?

Will the event theme generate sales (musical

works, musical instruments)?

Will the event themes generate service offers

such as apprenticeships related to the activity?

Are there derived products related to the CSE

theme?

2/ / To ensure regional attachment of the CSE

2.1/ How to develop the

regional tourist offers
during the CSE?

2.2/ How can we promote

the regional products
during the CSE?

Can the CSE be paired with certain regional

tourist trips?

Which regional tour operators and receptive

agencies can be associated to the CSE?

Can certain regional products (agriculture,

breeding, gastronomy, craft industry) be
developed during the CSE?

Can the CSE be an occasion for promoting

certain regional equipment and works (building
heritage, nature spots) ?

- 32 -

F a c t o r 4 . D e fi n e t h e i m p a c t s t a r ge t e d b y t h e C S E a n d
e n a b l e S M E t o a n ti c i p at e
The analysis of the cultural and sporting events, reveals that socio-economic
impacts are always generated. (increase of activity, realisation of certain
installations). The socio-economic impacts of a CSE are indeed often related
to the size of the initial investment: the greater the initial investment, the greater
the impact will be9.
However, these impacts are often noted after the event and not planned
beforehand. The consequence is a low economical and tourism added value
produced in an empirical way, making it difficult to evaluate the events cause
and effect ratio.
Moreover, due to lack of communication with the companies, the event can have
a negative effect. We have seen security services imposing the closure of
commerce because of to many people coming to the event. We have also seen
events attracting publics, which are not really targeted or expected by the
destinations tourism companies.
It is for this reason advised to favour close communication with the companies in
order to anticipate the impacts: maximise positive returns and limit negative
effects.

Aims

The Local CSE Organisation Committee should define beforehand, the targeted
impacts. This enables the inscription of the event in a true economic and tourism
development strategy for the accommodating destination.

The methodology proposed in this Guide should enable to change the linear and mechanical
relation between investments and returns: with the methodology, a modest size event should be
able to generate important impacts (by promoting the region's assets, diversifying the offer of
proposed services, improving the consideration for different types of public by raising the
consummation rates

- 33 -

The CSE must have two aims:

-

Make the event a success (quality of technical organisation, sporting

performances, cultural programming ).

Make a success of the event's economic and tourism impact (more

visitors, better destination visibility, company benefits, their satisfaction,
regional growth).

These two objectives must be combined. The CSE must take the particularities of
the event destination into account and must contribute to the regional economic
and tourism development.
Defining the impacts concerned, during CSE planning, makes it possible for the
companies to anticipate them and therefore maximises sustainable regional
benefits.
Case study
The 2004 European Nations Football Championship (Portugal).
This event was a great popular success. The local populations passion for
football generated a great impact for the
event.
The organising body for the event
considered that the important financial and
human investments exploited, fell under the
longer-term aims of the event itself.
In a country with strong tourism assets and
strong development margins, the organisers
aimed at using the event as a vector for attracting potential and future tourists.
The following initiatives were taken:
-

Creation of a commission of accompaniment for the event, with the

Instituto de Turismo taking an active part.

Avoiding the event to disturb the tourists in Portugal, for other reasons.

Training taxi drivers to welcome the supporters in a way that

communicates the regional tourist image, independently from the event.

- 34 -

However, the analysis reveals two means of progression concerning impact

anticipation and company information:
-

The steps for making the companies aware and including them in the
event organisation, concerns mainly SME in the hotel and transport trade.
Other tourism SME did not highly concern the organisers.

Certain traditional tourist destinations of the country (Algarve, Madeira,

and the Azores) lost a significant share of their usual tourists. From this
point of view, the Euro 2004 played a rather negative role for these tourist
destinations. The organisers did not manage to anticipate these effects.
This reinforces this guides argument, for the need to build local
partnerships with the tourism companies, in order to combine peripheral
offers with all cultural or sporting events, making it possible to develop the
regional tourist offer of the event destination. For example, in this precise
case, the organisers could have imagined preferential rates combining
tourist tripsand access to the sporting events.

Tools and method

It is advised to work in two steps:
A. Define, before the event, the targeted impacts, meaning the returns
that the CSE should produce.
B. Inform the companies on the targeted impacts so that they can
anticipate and maximise.
C. Identify the undesired impacts and associated preventive measure.

- 35 -

A. Define, before the event, the targeted impacts

of a CSE

Finalities or
targeted goals

Justifying
diagnostic

Improve the tourist

frequentation
balance throughout
the year,

- Tourist activity
subject to seasonal
effects
- Event held in low
season.

- Tourist activities
presenting
development margins
related to the event.
Develop emerging
tourist activities in
the region

Ex: horse drawn cart

visit of the city during
the music festival.
Stabilising a pole of
competitiveness
around a recurring
event.

Improve the regions

international position

Etc.

- Activities relying
mainly on close
internal tourism.

Estimated means
implemented

The targeted
impacts

(organisational, human and

financial means)


Human and financial
means made available by
the organisers, enabling
the promotion of the
event as a tourist offer.

- Offering leisure passes

or packages
- Privileged tariffs
- Marketing actions
- Forming tourism
settings
- Financing by the local
authorities, thus by the
European structural
funds.
- Active communication
campaign in the
neighbour countries
(posters, Internet)
- Referencing campaign
with the neighbour
countries tourism offices

- 36 -


- Increase of x% of
the tourist
frequentation in low
season.
- Proportion of the
frequentation
directly generated by
the event

- Improvement of the
tourism offer
catalogue
- Agreements
between commercial
operators and public
decision makers
- Rise of daily tourist
consummation rate.

- Increase visitors for

abroad
- Increase the
regions fame in
neighbour countries

B.

Inform the companies on the targeted impacts so that they can

anticipate and maximise.

Targeted impact
examples

Frequentation growth
for the destination

Structures to be
informed
Trade within the
concerned
geographical zone
Hotel and caterers
Other tourism
companies

 Number of spectators awaited

 Type of participants
 Length of stay
 Scheduled traffic outlines

 Analysis of SME structure for certain
segments related to the tourist event

SME
Structuring Tourism
Competitiveness Poles

Required information

Development
agencies
Local authorities

 Creation or consolidation of groups

with branch logic: water activities,
outdoor sports, cultural heritage pole

Job creation and

qualified personnel
required

Intermediary
structures for job
offers

 Anticipating the difficulties of

recruiting and the qualification of hotel
and catering staff

 Scheduled works
 Estimated localisation of these works

Town centre
Architectural renewal

Building companies  Estimated budget

and public works
 Probable start date
 Estimated completion date


Etc.

- 37 -

C. Identify undesired impacts

and the associated preventive measures

Undesired impacts

Associated preventive measures

Disturbance of tourists at the

destination for reasons other than
the CSE

 Inform the organisation Committee on

the importance of specific CSE
measures being sufficiently targeted in
time and space so as not to disturb the
other tourists.
 Protect areas not concerned by the
event.


Disturbance of the economic

activity for the regional SME
(stock ruptures)

Etc.

 Inform personally the regional SME on

the event's scheduled impacts: number
of expected people, duration, type de
tourist, buying capacity



- 38 -

F a c t or 5 . A n s w e r t h e n e e d s o f a l l p u b l i c c o n c e r ne d b y
the CSE
Different types of public go to cultural or sport events: people directly concerned
by the event (festival goers, supporters, fans, music lovers), "VIPs" invited by
the sponsors or organisers, youths, people simply passing by
However, the analysis of certain events reveals the following elements:
-

These different kinds of public tend to be treated as one, without making

the effort to distinguish age, expectations and motivations, geographical
origins, income

Complementary services to the event are not offered to these people

("packaging", See factor 3 elaborate a diverse offer of services).

In the end, through a lack of information on the service offer proposed by

the accommodating destination, these people tend to visit neighbour
regions to find the required services.

During the Hossegor surfing world championship (south-west of France), it has

been observed that certain event public (notably professional surfers with their
families) got to Biarritz, situated over 20 kilometres away from Hossegor, even
though the host destination provides a wide variety of shops and activities (golf,
casino, water activities). The regional returns are for this reason limited.

Aims
The organiser need to professionalise their methods and have different service
offer strategies towards the type of public.
It is advised to differentiate at least three types of public, each calling for adapted
service offers:


The "Passionate" (supporters, fans, music lovers), those who are

mainly motivated by the event theme.

The Guests invited by the professionals contributing to the

organisation of the event: VIP, media, sportspeople and artists This is
a captive public and they can represent privileged ambassadors for the
regional tourism offer.

Non captive publics, more or less attracted by the event but who can
find an additional interest if other associated tourism offers are offered. A

- 39 -

qualitative analysis of this public must be carried out according to age,

income, average duration of stay It is then advisable to propose
specific segments of service offers for each category of public.
A good knowledge of these three types of public, with high quantity and quality, is
a vital condition for obtaining a regular public and turning them into regional
ambassadors: they might come back or advice others to come, in the event of
another CSE or simply for the beauty of the region.
The fine knowledge of the public constitutes an important element for mobilising
the events sponsors and partners. Sponsors and partners are developing more
and more precise marketing strategies. They often require characteristic
knowledge on the event spectators in order to analyse their equation with the
proposed products.

Case study

The Szigeti festival (Hungary).

The Szigeti festival in Hungary has rapidly
turned into a festival not to miss,
becoming a massive event gathering over
100.000 spectators. It is mainly a young
public.
The
organisers
carried
out
an
investigation on festival-goers, making it
possible
to
identify
the
main
characteristics for this public: geographical origins, motivations for coming to the
event, numbers of nights spent
The knowledge of the public made it possible to identify that only a small minority
of the festival-goers use a hotel room. There is not much organisation for the
accommodation of the festival goers: organised or wild camping, common
lodgings
These accommodation modes are part of the festival's general ambiance but in
term create sanitary and security problems.
For this reason, the Organisation Committee is thinking about developing a new
accommodation offer, taking into consideration the needs and constraints for this
public. It is essential for the Szigeti Festival in order to progress in quality and
attract a larger public.

- 40 -

The Salzburg festival (Austria).

In partnership with the Chamber of commerce, the Salzburg Festival often carries
out a survey on festival goers. The survey questionnaire used by the festival can
be seen on the following page (see tool A).
This survey enables a better understanding of the public's main characteristics:
number, age, sex, geographical origin, length of stay, consummation habits
The results are used in two ways:
-

The festival's internal piloting: follow the public's evolution from one year
to another, orient communication towards target regions or public

Festival promotion with the partners and sponsors.

The survey results are meanwhile little used for defining public typ ologies for
elaborating activity offers, adapted service and products for these profiles.
Partners and sponsors, as well as certain local companies use the data to direct
their offers. But these initiatives are not monitored or capitalised by the
Organisation Committee.

Tools and method

Two tools are proposed:
A. Obtain better knowledge on the events public, with a survey
questionnaire (level of loyalty, consummation, satisfaction).
B. Class collected information according to public typology.

- 41 -

A. Know better event public with a survey questionnaire

(example from the Salzburg Chamber of Commerce).
1. How many times have you attended the Salzburg festival?
each year since

up to now times since...

for the first time in 2002

2. Are you visiting Salzburg during the festival?

only or mainly because of the festival?

for other reasons (holidays, health, business)?

3. What type of transport did you use to come to Salzburg?

car

coach

train

plane

4. Where are you staying in Salzburg?

in the town of Salzburg
in Salzburg provinces, I.E. in...
or in............................................

with my main home in...

in my holiday home

5. Where is your main home located?

Country..................................................

City................................................

6. During your stay, youre staying:

at the hotel
in a bed and breakfast
in a private room
7. How long are you staying for the festival?

in a holiday home
free accommodation (for example with friends)

..........full days ..................nights

8. How many people are accompanying you during your stay in Salzburg?
1 person

.......persons

9. How many festival shows will you attend this year?

........................................show (S)
10. How many people come with you to attend the shows?
Nobody

......person (S)

a group of....... people (> 6 people)

11. How much did you spend during your stay at the festival (approximately)?
Amount in Euros: ... of which:
Lodging per person and night...

Tickets for the festival (total)...

Meal per person and day...

Shopping (total)...

Taxi, hired car, bus (total)...

Other expenditures (total)...

12. Do you go, in an irregular or regular way, to other festivals?

If yes, which ones .........................................................................................................................................
.........................................................................................................................................

Survey continued
on following page 

- 42 -

13. Please indicate some personal information:

You are
born
in 19.

Occupation
employee (executive? yes no)
contractor / liberal profession
scholar/student
retired
unemployed

14. Your opinion on

(Please use the following: 1=very good, 2=good, 3=poor, 4=very poor)
Infrastructure (buildings, transport, seating, toilets etc) :

Organisation (cloakrooms, stewards, safety etc) :

Information (festival programme, show programmes, general information etc)

Ticket service (choice, correspondence, cashier desk etc)

.
Staff (presentation, assistance, competences etc)
.
15. Suggestions for improving the Salzburg festival?
.
.
.
.
.
.
.
.

- 43 -

B.

Class collected information according to public typology.

Public typology
examples
The "passionate"
(supporters, fans,
music lovers)

Useful information
Number:
Duration of stay:
Daily expenses:
Specific expectations:

External spectators
indirectly interested by
the event
(non captive)
Spectators from
outside
the region
The event
organisation team
(technical team, stage
management)

Artists or sportsmen
carrying out the event
Public invited by
the sponsors
Personnel linked to the
sponsors (animators,
reception, receptionist)
Accredited
Media
Disabled public

- 44 -

Service and products

to offer

F a c t o r 6 . D e f i n e a c om m u n i c a ti o n p l a n
By nature, an event is a distinct communication period. All event organisers plan
communication in order to promote the event: the destination, date, programme,
main artists or sport persons
Event organisers have extended experience in communication. They are able to
mobilise a variety of tools to ensure the event's visibility: posters, newspapers,
radio, television, and also live internet broadcasting, information with SMS, fax
But this communication does not does not always fully integrate the region.
Sometimes it is hardly even mentioned! SCE analysis have been able to identify
that the more we move away from the region holding the event, the more the
public retains the thematic or activity of the event rather than the region itself. It is
as if the region was absorbed by the event!
An event can be a powerful marketing tool for promoting the region: its sociocultural identity, economic assets, as well as the geographical, nature and
tourism specifics
Different experiences show how an event can be used for renewing the image of
an event. The most recent example is the Torino Olympic Games (Italy): the
Olympic Games enabled to erase an industrial image lacking modernity, and
promote a town of culture, tourism and trade.

Aims

The local organisation Committee should for this reason, define a communication
plan which makes the link between the CSE and the event destination. This
communication plan must clearly show:
 the message content to display throughout the event,
 the targets to reach,
 the communication channels used.
The message content, the targets as well as the communication channels should
be in ad equation with the regional tourism objectives.

- 45 -

More precisely, the communication plan should be able to expertly promote four
dimensions (See graph below).
1. Characteristic elements of the cultural or sporting event (quality of the
artists and sportspersons).
2. Regional tourism offers proposed in a related or peripheral way to the
event (hotels, catering, local inheritance, sporting and cultural activities).
3. The regional assets and specificities (regional image, craftwork, local
produce, economic activities ).
4. The local partnership set up at the time of the event (to describe the
dynamics of the partnership, the values of this partnership, the dynamics
of social cohesion related to the event ).

Integrate the event into the heart of various

tourist destination components.

With the multiplication of CSE, it is becoming essential to adopt a strategy in

order to differentiate with other events. Promoting the region within the
communication plan is good way of distinguishing the event, and a competitive
asset.

- 46 -

Case study

The "Quiksilver Pro France": synergy between event communication and

tourism communication
The town of Hossegor is a renowned seaside resort, on a national and
international level, traditionally directed towards luxury tourism". A modestly
sized commune in winter (3.400 inhabitants), the population is multiplied by 10
during the summer season (approximately 40.000 inhabitants).
In addition, various indicators show a positioning, tending towards luxury
tourism:
1. The tourism communication of the commune, marked by the adage
ocean elegance".
2. The presence of a characteristic leisure activity offer: casino, golf and
lake, allowing various nautical activities.
3. The number of classed hotels and residences: 14 hotels (including one
4*, two 3*, and eight 2*) and a 2* residence, with nearly 300 rooms.
4. The important volume of holiday homes.
5. A town centre, well provided with shops, restaurants, bars, pubs and
discotheques (approximately 130 brands), an open air shopping
centre".
The installation of surfing events, makes it possible to instigate and renovate
the image of Hossegor. The surfing activity is relatively new and mainly
practised by a younger public.
The communication strategy should permanently combine and balance different
regional vocations (See following illustrations):
 a "Luxury" vocation (symbolised by the golf course and the casino) and a
younger, more dynamic vocation (symbolised by surfing).
 the promotion of the coastline (with the waves and surfing) and
promotion of the country side and traditions (by staging stilt walkers and
the beret wearers).

- 47 -

Articulate event and regional tourist asset communication

(example of the Quiksilver Pro France")

In addition, completing these visual supports used by the region, the Quiksilver
Pro France organisers mobilise a large variety of communication tools ("mixed
media"), with a strong international orientation:


Live internet broadcasting of the event. The whole of the event was
diffused on internet. 200.000 internet users saw the final. The internet
users geographical origin, showed a planetary visibility for the event:

- 48 -

Geographical origin of the 200.000 internet users

United States
24.95%
France
13.87%
Australia
11.76%
Brazil
8.94%
Great Britain
7.03%
Spain
5.48%
Japan
5.22%
Germany
1.99%
Portugal
1.83%
Canada
1.75%
Italy
1.42%
Netherlands
1.33%
New Zealand
1.22%
Israel
0.94%
Rest of the World - under 1% per country

11h23 of television diffusion. High definition video sequences were made

("superloupe" image capture, 1000 images/sec). Television exposure is
as follows:
2h on world channels ( TV coverage diffused in 86 countries),
1h20 on European channels.
7 hours on French national channels,

Installation of a Hotline telephone line,

2.000 SMS subscribers, enabling direct information on the events.

100 local and national press citations, 80 international press citations.

Important radio diffusion.

Information by fax with the "Ocean surf report".

Live coverage in 150 Quiksilver stores.

A local communication campaign: posters, information booth, giant

screen on the main site

In this communication strategy, we can see that international visibility is as

important as local visibility, if not more. One of the challenges for the local
Organisation Committee is to get the local authorities to play a bigger role in this
communication, in order to favour local population mobilisation, and not only for
the surf initiated public This enables to maximise at the same time, the event's
success and the returns for the region.

- 49 -

Tools and method

B. Elaborate a CSE communication plan.

Communication Plan Content:
the message we want to communicate
 What is the thematic, the place, the date and the duration of
the CSE?

Characteristic
elements
of the CSE

 What are the CSE access conditions?

 What is the CSE activity programme
 Who are the artists, sportspersons or personalities taking part
in the event?


Regional tourism
offers proposed in a
related or peripheral
way to the event

 What is the tourism programme related to CSE?

Regional assets and

specificities

 What image emerges from the region? How is it different from

other regions? What makes it particular?

 What is the offer for accommodation, catering and

transport?


 What are the regional values to be put forward?



The composition and

level of local
partnership

 Who are the various people and institutions represented in the

CSE local partnership organisation? Who is the spokesperson
for the Organisation Committee?
 What is the origin of this partnership? What are the prospects?


Communication plan targets

The targets linked to 
the CSE theme (the
"passionate",
spectators)

The
socioeconomic
companies,
associations

other

local 
actors:

- 50 -

Targets identified

within the framework
of the regional tourism
strategy10
Local population


Communication and diffusion
plan supports11

Press

Radio

Television

Internet

Posters

10

This is the public targeted by the regional tourism strategy. The public can be defined in
different ways: where they come from, age, buying power and social status
11

In the diffusion plan, it is adviced to at least indicate the referee contact and provisional
diffusion date.

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S ta g e I I I :
The CSE realisation.

F a c t o r 7 . C a r r y o u t t h e pr e p a r at o r y w or k for t h e C S E
A CSE is a punctual event, isolated in time: an evening, a few days, a week
Due to this punctual character, does not enable the local actors and population to
fully feel part of the event: its thematic, history, philosophy of action, organisation
methods
To prepare the arrival of the CSE and favour the implication of all the local actors,
the event must be preceded by publicity campaigns and mini local events, in
relation with the CSE thematic. For example, the comic strip festival in
Angoulme, is preceded by plastic art works in the schools and by the installation
of synergy between editors, libraries, producers, visual art companies
The conception of these preparatory actions requires creativity and imagination.
It is a new occasion for using the advantages of having a Local Organisation
Committee, gathering CSE organisers, local authorities and companies.
Aims
Imagine and put into action, a few months before the event, CSE preparatory
actions.
The different types of preparatory actions can be put into four groups:
1. Information and awareness actions targeting different types of local
public. These kind of actions may correspond to all or a part of the
following aims:


Inform and arouse public awareness for welcoming the CSE.

Prepare the population for welcoming the CSE and the
spectators. The organisation for the 2012 London Olympic

- 52 -

Games is coupled with actions aimed at the local population in

order to favour a "welcome attitude".


Create a movement, a desire, for the CSE thematic (music,

drawing, football, swimming). It is also about creating a feeling
of pride and belonging concerning the event.

Promote the different Local Organisation Committee members,

particularly the companies who may already benefit from the
preparatory action returns .

2. Training and professionalising actions. All actors should be prepared for

the arrival of the event. Thus, prior to the 2004 European Nation Football
Championships in Portugal, training was given to taxi drivers in order to
improve their greeting and pick up skills.
3. Actions aimed at developing, prior to the event, initiatives for local
development or tourism development. This type of action is particularly
well adapted for recurring festivals. In certain cases, one could note that,
a few months before the festival, tourism initiatives can be conceived in
order to drain the public wishing to avoid crowds due to the event.
4. Actions aiming to structure competitiveness branches or poles. The event
can be a good occasion to encourage a certain number of companies to
value regional potential. The aim consists in identifying the possibilities of
working jointly to set up complementary service offers in specific areas.
We have noted, for example, that in the sporting environment, certain
events created the grouping of sport companies by families of activity
(nautical activities, air activities).

Case study
The Prague Spring festival (Republic of Czech).
The festival, created in 1946, is organised by the Spring of Prague company,
transformed in the year 2000 into a public utility company employing 10 people
full-time.
The Organisation Committee develops
a permanent animation leading up to
the festival aiming to involve the civil
company in the organisation, but also
the installation of a permanent musical
animation before the main event:
bands, parades, folkloric animations,
guided tours...

- 53 -

Surveys reveal, that the two thirds of the population over 15 years of age are
concerned by the festival.
It is largely thanks to these preceding operations, led by the Organisation
Committee, that Prague is visited as a musical city outside the festival period.
The event thus represents the summit of the cultural season, which tends to
gradually exist throughout the year.

Tools and method

Define and plan the CSE preparatory actions

Preparatory action types

Information and
awareness actions
targeting different types
of public.

More precise definition

of the action

Installation modalities

Precise sequence of
operations:

Referee on the Local

Organisation Committee level:

Aims and targets:

Installation date:

Necessary methods:

Training and
professionalising
actions
Local development or
tourism development
actions
Actions aiming to
structure
competitiveness
branches or poles.

- 54 -

F a c t o r 8. K e e p u p - t o -d a t e th e C S E m o ni t or i n g c h a r t
The organisation of a CSE has a true project conduct approach. This step is
expressed through the definition of aims in order to improve the defining of
foreseeable and desired event impacts (See factor 4 on page 1).
During the running of the CSE, the Local Organisation Committee should monitor
the level reached for the aims targeted. To do this, it is advised to keep daily a
monitor chart for obtained impacts and gap measures for the targeted aims.
Polls and surveys will be needed for the chart during the event. Indeed, certain
information can only be collected during the event. Particularly the surveys on the
events spectators (See tool proposed for factor 5 on page 1).
For long running events, the chart may be used for piloting and continuous
reorientation of the event. It is the case for the "European Capitals of Culture",
which run for a whole year. The town of Turku (Finland), European Capital of
Culture candidate for 2011, plans to elaborate one of these charts.

Aims

The monitor chart show how the aims were really reached.
This follow-up will allow:
1. To check if the aims have been reached, if they were realistic
and identified, if not, the reasons why they were not reached
(gap measures of and reasons).
2. Use the results to reorient the approach for a forthcoming event.
3. Identify what the event brought to the tourism strategy and for
regional development.

- 55 -

Case study

The Salzburg festival (Austria).

The Salzburg festival worked with the Salzburg Chamber of Commerce to carry
out three successive studies on festival-goers (2 in 1990 and the latest in 2002).
These direct surveys with the festival goers have the following advantages:
- They enable the isolation of specific impacts from the Salzburg
festival compared to the other numerous regional culture event s.
- They make it possible to ensure a longitudinal frequentation
monitoring, concerning quality and quantity. In this way, they support
the orientation or reorientation of event decisions, to the benefit of the
type public.
- They make it possible to prove to the local economy the contribution of
the event (in particular at the beginning of the year 1990 when the utility
of the event was argued).

The last investigation carried out in 2002 made it possible to estimate the
financial effects of the festival at 168 million euros. The revenues from taxes
generated by the festival for the State, the Land and the City are higher than the
subventions.

- 56 -

Tools and method

The follow-up chart must be made in coherence with the formalisation matrix for
the targeted goals and the foreseeable impacts (See page 36).

Finalities or
targeted aims

Targeted
impacts

Evaluation
methods for
measuring the
impacts

Improve the tourist

frequentation
balance throughout
the year,

- Increase of x% of the
tourist frequentation in low
season.
- Proportion of the
frequentation directly
generated by the event

Survey on
spectators during
and after the
event.

- Improvement of the
tourist offer catalogue

Develop emerging
tourist activities in
the region

- Agreements between
company operators and
local authorities

Company survey







- Increase of tourists daily

consummation rate

Reporting of the
investigation
results and
observations

Key steps for conducting a survey with a questionnaire

1.

Determine, within the guide lines of a work group, the desired information to collect.

2.

Elaborate the questionnaire: formulate the questions and the answer items. Use
straight forward, simple vocabulary and formulations.

3.

Test the questionnaire with certain publics.

4.

Validate the questionnaire within the work group.

5.

Train the surveyors, responsible for administering the questionnaire to the public and
recording results.

6.

Administer the questionnaire. If necessary, follow-up those who didn't answer.

7.

Collect the answers and produce statistics.

8.

Present the results to the work group to generate a debate on the interpretation of
these results and conclusions to be made.

- 57 -

S ta g e I V:
CSE assessment
a n d t h e p r o m o t i o n o f a s s e ts

F a c t o r 9 . C a r r y o u t a s h a r e d e v a l u a t i o n of t h e d u r a b l e
b e n e f i t s f o r t h e t o u r i s t d e st i n a t i o n
Once the event is over, the evaluation period is capital. The evaluation must be
carried out associating the whole Organisation Committee. It must lead to one
shared event evaluation, identifying the strong and weak points in relation with all
of the goals fixed.
All events, what ever their size, should use evaluation methods. Indeed, the CSE
analysis reveals that it is only mega events, like World cups and Olympic
Games, which carry out ex post evaluations.

Aims
The final evaluation (or ex post) of the impacts produced by the event, obeys to
regional project evaluation rules12.
Concerning sport and culture events, we distinguish two evaluation levels:
-

The global evaluation of the event's success, regarding the objectives.

The returns more specifically economic and tourism for the region.

Each country has it's own CSE impact evaluation methods, such as the
econometric model offered by the British government (based essentially on
economic flow measures), or the Swiss "score card" methodology (combining
12

Cf. "Evaluation of Socio-Economic Development" - http://www.evalsed.info

- 58 -

economic approaches, as well as social and environmental) or the French

governments INSEE method (consisting in measuring the economic impact
generated in a given region and compared with a pilot region to identify the
differences and evaluate the activitys specific impact).
Beyond these methods, the analysis of cultural or sport events has encouraged
the proposition of a global, easy to use evaluation methodology, which can be
combined with other methods previously announced.
In any case, an evaluation is always a rich period in the life of an event:
-

It enables to show objectively the obtained impacts and, promote them to the
CSE partners.

It enable to identify progress areas, for improving the events to come.

Case study

The 2004 European Nations Football Championship (Portugal).

The Portuguese Federation of football led several evaluations. A first ex-ante
evaluation made it possible to justify the opportunity of holding such an event by
considering the foreseeable repercussions. Technically, this ex-ante evaluation
was based primarily on comparative data with the preceding European football
Championship or World cup accommodating countries.
Concerning the ex-post evaluation, it helped measure the following economical
impacts (there has not been a more global evaluation for identifying areas for
improvement):

Investments in infrastructures, stadiums and car parks: 650,5 M ,

105,1 M from the government, 241,3 M from the municipalities and
304,2 M from football clubs. 4,7% of the investment corresponds to
support from the EU through ERDF. Other investments close to the
stadiums come to 156,2 M , in particular for facilitating access.

Other economic impacts related to the investment:

o
o
o
o
o

Production 1.900 M
Employment 39.363
Added value 700 M
Wages 400 M
Revenues from taxes 57,5 M

Impacts related to the tourism sector:

o
o
o
o

Production 183,8 M
Employment 4.547
Added value 81 M
Wages 41 M

- 59 -

Impact on the growth of the GDP:

o
o
o

2002: 0,11%
2003: 0,32%
2004: 0,11%

Tools and method

Two levels of evaluation need to be clearly distinguished:

A. The global evaluation of the event's success, regarding the
objectives. This is the gap measurement between the targeted
impacts and those finally obtained.
B. The evaluation of more specifically economic returns.

A. Measure the gap between the targeted impacts and those finally
obtained, and search for areas of progress.

Obtained CSE
impacts
PROGRESS AXIS
enables sustainable
CSE benefit
maximisation

Targeted CSE impacts

The areas of progress result from the differences between the targeted and the
obtained CSE impacts. The question grid for below makes it possible to seek
areas of progress on two levels:
1/ CSE benefit for the event destination development.
2/ CSE benefit for tourism based SME development.

- 60 -

What were the real impacts of

the CSE on the event
destination, on a social level,
economic and environmental,
and in terms of image?

Which were the real impacts of

the CSE on tourism based
SME?

Is the CSE integrated from the

very start, in an attraction
strategy for regional global
development?

Were the tourism based SME

implied in the organisation of
the CSE?

1/ CSE benefit for event

destination development.

2/ CSE benefit for tourism

based SME development

- 61 -

What impacts were obtained

by the CSE?

2 evaluation
levels

Was the organisation of the

CSE subject to an integrated
approach?

3 analysis
times

Question grid for localising areas of progress.

In what way could the CSE

have produced additional
impacts for tourism based
SME?

What are the foreseeable

unfulfilled impacts?

In what way could the CSE

have produced additional
impacts for the event
destination?

What are the foreseeable

unfulfilled impacts?

What are the potential

impacts that have not been
obtained?
Where are the areas of
progress?

Indicators concerning the CSE benefits

for the development of the event destination.

Evaluative questions


Indicators

1/ Is the CSE
integrated from the
start, in an attraction
strategy for
sustainable regional
development?

Analysis level on the local situation: resource collection (strategic orientation

document, regional project), specific diagnosis realisation.
Consideration level on the local situation in the organisation of the CSE (CSE
regional attachment): coherence level between the CSE goals and the nature
of the local situation.
Composition of the CSE project organiser group: multi-field competences
(social, economic, environmental, tourism), level of diversity and
transversality.
Association methods for the civil company: information on needs, punctual
consultation, regular consultation, representative integration in the project
group.
CSE evaluation criteria setting articulated around the regional development
aims.

Social level.
Integration of the population for running the CSE (voluntary work).
Level and methods for CSE appropriation by local populations (pride, sense of
membership, collective identity).
CSE educational value for local populations: knowledge contribution, skills,
etiquette (informal education).
Creation of new associative activities.
Number of participants (geographical source, proportion of women, young
people, over 55 years old, handicapped people).
The companies social engagement.

What were the real

impacts of the CSE on
the event destination,
on a social level,
economic and
environmental, and in
terms of image?

Economic level.
Volume of the initial economic injection (public, private).
Investments related to the CSE.
- Peripheral investments to the CSE.
Creation of new economic activities: craftwork, artist workshops
Job creation (realisation jobs/long term employment; proportion of women,
part time, low level of qualification).
Tax revenue evolution.
Estimation of the repercussions in terms of communication and fame: media
exposure, international press
Use of the TIC (mainly for communication).
Environmental level.
Integration methods of services and associations related to environmental
protection: consultation, integration in the project group.

- 62 -

Nature and amounts of installations:

modernisation of what already exists.

creation

of

new installations,

- CSE installations.
- CSE peripheral installations.
Standards respected in the realisation of installations.
Particular efforts made in favour:
- Of the landscape and architectural insertion of installations.
- Of the long term for equipment usage (installation integration in a long term
strategy, re-conversion, modularity).
Environmental Management System.
Non CSE period installation usage type and volume.
Image and fame

3/ What are the

foreseeable impacts
unfulfilled?
In what way could the
CSE have produced
additional impacts for
the event destination?

Edition and diffusion of communication documents

Strategy and total communication plan and articulation with the operators,
event staging

Number of spectators and television viewers

Press and the media presence

Direct and indirect returns press and media

Analyses of the results in terms of fame for the destination

Location of the impacts lower than the initial forecasts and reasons why.
Location of the impacts not obtained and reasons why.
Search for progress area, in terms of:
- CSE conception: initial diagnosis, regional attachment, partnership,
integration of the civil company
- project control: partnerships, communication, installations

- 63 -

Indicators concerning the CSE benefit

on the development of tourism based SME.

Evaluative questions


Indicators

1/ Have the tourism

based SME been
integrated in the CSE
organisation?

Analysis level on the tourism based SME network: resource collection

(strategic orientation document, regional project ), specific diagnosis
realisation.
Consideration level for the tourism based SME network in the CSE
organisation: coherence level between the CSE aims and the nature of
economic network.
Composition of the CSE project organiser group: integration level of the
tourism based SME representatives.
CSE evaluation criteria setting articulated around the development aims for
tourism based SME.

Image and fame level



Exploitation of the event for the communication of the city, trade and
services

Fame increase and image improvement for the tourist clients

Identification of new prestigious places to visit

Social level.

2/ What were the real

CSE impacts on the
tourism based SME?

Tourism based SME integration in the running of the CSE.

Level and methods for CSE appropriation by tourism based SME (pride,
sense of membership, collective identity).

CSE educational value for tourism based SME: knowledge contribution,

skills, etiquette (informal education).

Social commitment of tourism based SME.

Economic level.
Tourist activity evolution indicators for the region (ad hoc local indicators):
Tourist frequentation evolution.
- Evolution of the activities directly related to tourism: hotel trade, catering,
leisure activities
- Evolution of the subsidiary activities: craftwork, industry
Creation of new tourist activities: craftwork, leisure activities
Job creation (realisation jobs/sustainable employments; percentage of women,
part time, low level of qualification).
Taxes revenue evolution.
Estimation of the repercussions in terms of communication and fame: media
exposure, international press
Use of the IC (mainly for communication).

- 64 -

Environmental level
Nature and amount of installations:
modernisation of what already exists.

creation

of

new

installations,

Standards respected in the realisation of installations.

Particular efforts made in favour of:
- the landscape and architectural insertion of installations.
- the lifespan of equipment (installation integration in a sustainable strategy,
reconversion, modularity).
Environmental Management System.
Non CSE period installation usage type and volume.

3/ What are the

foreseeable impacts
unfulfilled?
In what way could the
CSE have produced
additional impacts on
the tourism based
SME?

Location of the impacts lower than the initial forecast and reasons why.
Location of the impacts not obtained and reasons why.
Search for progress areas, in terms of:
- CSE conception: initial diagnosis, regional attachment, partnership,
integration of the civil company
- project control: partnerships, communication, installations
- activity creation and/or peripheral products.

- 65 -

B. The evaluation of economic returns

Starting from the compared analysis of the methodologies used by the various
events, we propose the following methodology (summarised in the chart above).
It is a simple 5 step methodology, usable by the local actors.
Prior : delimit the evaluation subject. Before starting the evaluation, it is
advisable to delimit the geographical territory and the time scale that one
wishes to evaluate.
1. Measure the brut economic injection. The first step is to evaluate the
money flow generated by the event. Two main money flows are to be
measured and added:


The expenditure directly related to the event. Isolate the

different expenditure areas once the organiser accounts have been
stopped.

Festival-goer expenditures, taking part in the event. These

expenditures can be appreciated in two ways:
-

Directly with the visitors. By questioning a sample of

visitors about their direct expenditures (tickets, derived
products) and indirect (transport, accommodation,
catering, activities). Knowing the total number visitors will

- 66 -

make it possible to carry out projections and to know their

total expenditure. To obtain precise results, information of
the highest quality is needed for each type of public (see.
page 40 and the example of the questionnaire for festivalgoers): if they are on their own or with groups, where they
come from, the length of stay
-

With the companies. It is also possible to question the

companies on the takings generated by the event, either
with a questionnaire or by analysing their accounts. It is
preferable to target the type of companies and the activities
who potentially will benefit the most from the event in order
to obtain convincing results. However, this method has
limits. If the region accommodates many events; it will be
difficult to isolate the specific effects for one event.

2. Estimate leakage and crowding out effects . The second stage consists
in evaluating all money flows which do not profit directly to the region. This
work can be completed in a relatively approximate way. One
distinguishes:


Leakage effects. It is, for example all purchases made outside the
region: wages, material, but also, all subcontracting outside the
region

Crowding out effects. It concerns expenditures generally made

during the period corresponding to the event but which, due to the
event, were cancelled. We have already seen the example of the
European Nations Football Championship which had a dissuasive
effect on certain tourists who feared massive frequentation due to
the event.

3. Calculate the net economic injection . It is the brut economic injection

(see 1st step) with the leakage and crowding effects subtracted. At this
stage, knowing the net economic injection constitutes an important data
for the region, enabling a first estimation for the differences between the
investments and the takings.

- 67 -

4. Define the economic coefficient multiplier . The coefficient multiplier is

an econometric formula reflecting the capacity to redistribute locally the
financial flows. This coefficient corresponds to the capacity of the region
to capture expenditures. The calculation of this coefficient is relatively
complex; it is therefore advisable to refer to the predefined coefficient
which corresponds to the region (the demographic and economic density
in particular).
A region with a strong demographic and economic density can have a
coefficient closer to 1,9. In France, the average multiplying coef ficient is
1,4. The Chamber of commerce or services in charge of economical
development are liable to provide the most adapted multiplier coefficient
for the concerned region.
It is to be noted that it is possible to add to the calculation, a second
multiplying coefficient corresponding to the resulted social impact. This
impact corresponds to the employment generated by the employee
expenditure in their accommodation area.
5. Calculate the total impact of the event. It is the result of the net
economic injection multiplied by the economic multiplying coefficient.

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F a c t o r 1 0 . C o ns o l i d a t e t h e l o c a l p ar t n er s h i p s i n o r d er
t o d e v el o p s u s ta i na b l e t o ur i s m i n t h e r e gi o n

The local partnership, made during the first step (see page 15) and formalised
within the framework of an Organisation Committee, is an invaluable resource
to sustain after the event.
The partnership made for the CSE is indeed a fundamental asset for other
regional territorial and tourism development projects. The CSE feed back shows
the following main assets:
 A opening for economic, tourism, social,
environmental, urban, and communication

cultural,

sportive,

 An opening for public, trade, associative actors.

 The installation of common work methods between actors. The "project
team" notions and networking are integrated.
 The capacity to forget one's own personal interests in order to serve a
global regional development strategy.
 A common culture for big projects, a certain "organisational
intelligence" that should be capitalised.

The local partnership installed and tested for a CSE can be formalised with a
"Sustainable Regional Development Pole" or a "Regional Development Agency".
The example of the International Comic Strip Festival, more than 30 years old in
Angoulme, shows how the partnership formed for the event, favoured the
creation of the "Ple Image" gathering 40 regional companies, 600 employments,
a European School of Art, a national comic strip centre The partnership also
made it easier to bring to life the painted wall circuit, a real regional tourist
attraction.

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Aims

The partnership may indeed, have several levels of added value after the CSE:
Continuous improvement of the event, within the
framework of a sustainable development strategy for the event
and region.
The installation of an event strategy, aiming to
accommodate and/or create in a recurring way cultural or sport
events. The analysis showed that several cities were based on
the partnership made up on the occasion of an event to
facilitate the organisation or to obtain new events. It is the case
of Barcelona who, following the 1992 Olympic Games, wished
to position themselves as an international capital through the
accommodation of events like the 2004 Universal Forum. It is
also the case of the town of Malm (Sweden), Torino (Italy)
The definition of an economic and tourist development
strategy transcending the framework of cultural or sport events.
The event becomes the starting point for new regional collective
development dynamics and the definition of an elaborated
strategy, as can be seen, in a particularly bright way, the
example of Torino after the 2006 Olympic Games.

Case study

2006 Torino Olympic Games (Italy).

The experience of Torino constitutes a typical good practice example, with
regards to the perpetuation of the local partnership made during the organisation
of the event.
One of the reasons of the sustainability of the partnership is that it was conceived
from the start to be prolonged beyond the Olympic Games and wider range
dynamics were discussed during its constitution. The event was deliberately
prefigured as a lever servicing the regional economic and tourist development.
The conclusions reached the aimed targets. The local partnership made it
possible to perpetuate and transfer an Olympic heritage which currently
represents indisputably one of the regions economic and tourism strengths.

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The following levels could be implemented thanks to the sustainability of the local
partnership:
-

The valorisation of voluntary workers, who today are trained and

motivated for the promotion of their city.

New institutional governorship issued from team work and joined

together today with a common goal: to promote Torino and
Piedmont as a new international tourist pole.

The capacity to ensure a sustainable heritage in the long run, by

foreseeing the conversion of certain structures for other uses,
and envisaging, as from the conception, the creation of one or
several organisations for after games management, to attract
new important international events.

A strategic environmental evaluation (SEE) was installed for the

first time in Italy.

An urban re-qualification process aiming to recover districts and

industrial waste lands was engaged as well as the promotion and
the reinforcement of the infrastructures in order to be able to
secure the attribution of other international events which would
have been difficult to accommodate before Torino 2006.

The local partnership and its dynamic made it possible to

consolidate and develop a request for tourism well beyond the
Olympic Games. During the Easter 2006 festivals, Torino
doubled the numbers of nights spent by tourists with the, 50%
Italians and 50% foreigners. The request for tourism was
maintained during June and May whereas this season is
traditionally less developed for this area.

Ultimately, the studies revealed that the regional tourism

development was also largely due to the fact that the OG
constituted a means for developing an ethic and a territorial
social cohesion approach making it possible to portrait a positive
image in an artistic, cultural, social and environmental way.

The Universal Culture Forum Forum Barcelona 2004 (Spain): an event

imagined due to the assets gained with the 1992 Olympic Games
Barcelona is one of those town which considers events as a vital part of its
global development strategy. The organisation of the 1992 Olympic Games was
a great lever, contributing to Barcelona being today a European and International
capital.
The Universal Culture Forum is part of the continuity of this event strategy. It is
from the experience and know how gained during the games that the town of
Barcelona was able to accommodate other events, and in 1996, create the

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Universal Culture Forum concept to celebrate the 10th anniversary of the

nomination for the games. The chosen concept aims at improving the balance
between seaside resort and culture tourism.
The continuity between the 1992 games and the Universal Culture Forum is
stipulated by:
1. An optimised management of the 1992 games' organisational
and decisional heritage for installing the Forum.
2. A continuity of institutional support.
3. A clear global development project, to which the event
participates.
Tools and method

Define the future activities that will enable to install and promote local
partnership
Action typology

Continuous improvement for

the event

Actions for sustaining local partnerships

 Favour optimal usage for the equipment
created for the event.
 Maximise the impact for the next edition.

 Apply for bigger events.

Installation of an event
strategy

 Invent new CSE.

 Organise CSE on a more regular basis.

 Increase the regional tourism accommodation
capacity (hotel creation, camping sites).

The definition of an economic  Improve transport.

and tourism development
 Create a regional development agency.
strategy transcending the
scope of events
 Create a competiviness pole, associating more
and more the training organisms.


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Conclusion:
T h e i m p o r ta n c e o f e ve n ts
for regional development

Cultural and sport events can no doubt, constitute a powerful lever for regional
development and tourism based companies.
But, the practical guide reveals that this can only be achieved under certain
conditions, in particular:
1. Integrate approaches, by articulating the event's technical organisation, so cial
cohesion, improvement of lifestyle, local and tourism development of the
accommodation sites.
2. Resolutely integrate organisers into the regional projects and change the
vision of cultural and sport events which is too elitist or specialised. Join the
actors with a network - within the framework of partnerships and shared
strategies - sporting and cultural organisations, company representatives,
social partners, public communities and, more largely, regional inhabitants.
3. Have a rigorous project control methodology by identifying the most federating
impacts, those which exceed the strict framework of the CSE organisation to
place it in a more supple perspective of regional valorisation and sustainable
tourist assets. Integrate in this methodology a prospective vision for the
regions future, with a long term optic. This methodology for conducting
projects must enable anticipation for targeted impacts and reaction if they are
not reached.
4. Evaluate, objectively and continuously, the impacts really produced by the
event in order to re-orientate the steps and professionalise the project control
methods.
The training of actors and the installation of common and participative measures are
essential for uniting these different conditions.

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The Practical Guide, and its adaptation to the specific situations of the
accommodation destinations, may also support networking and exchanges between
cultural and sporting event organisers in Europe.
During the European Conference in Angoulme (22/03/07), many participants
proposed the creation of a European Platform for exchange and capitalisation
between local authorities, CSE organiser and company networks.
The main objectives for this platform have been defined as follows:
-

Formalise criteria and a label for "CSE maximising their sustainable impacts
for the region and the companies".

Define an evaluation reference for this label.

Continuously evolve the Practical Guide's orientations.

Exchange best practices and develop innovation.

Inform the actors concerned by MCS on the event potential as a sustainable

development tool for the hosting destinations.

The installation of this European platform for exchange and capitalisation, and the
realisation of the mentioned aims, are with no doubt a solid step ahead for making
cultural and sport events a real opportunity for the development of the tourist
destinations and companies.

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A p p e n d i x I . G l o s s a r y - d e fi n i t i o n o f t h e m a i n k e y
c o n c e pt s

1/ The terms related to TOURISM

Tourism

Activity involving moving from ones usual environment*. The reasons

for moving are various: leisure, affairs or reasons not related to a paid
activity during the visit.
Tourism corresponds to trips not exceeding one year. Tourism does
not have a minimum time factor. For example, public attending
cultural and sporting events, even for a short time, are considered as
tourists (See below "Event tourism").
We can see different ways of limiting the tourism sector:
-

Sustainable
tourism

A strict conception: hotels, accommodation centres, travel

agencies, tours operators, cafs and restaurants, etc.
An extensive conception, integrating other activities directly or
indirectly related to tourism: transport, marine companies,
pharmaceutical cosmetic industry, clothing industry, etc.

Tourism relies on human activities using natural cultural and historical

resources, without limiting their use for the future generations. This
kind of tourism integrates search for improvement in its activities for
the management of these resources.
Sustainable tourism relies on the balance of three main axes:
- Economic sustainability to encourage job creation and increase
global turn over,
- Environmental sustainability to encourage the protection of natural
resources,
- Socio-cultural sustainability underlines the importance of
respecting values, traditions and maintaining social balances.
Sustainable tourism implies the participation of all actors (economical,
environmental, socio-cultural) as well as a political implication.

The usual environment often means the main residence including regular journeys (work, leisure
activities).

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Event Tourism

Activities involving trips away from the usual environment to go to an

event, no matter the size.

Cultural Tourism

Activity involving moving from one usual environment for cultural

activities, no matter the motivation (leisure/entertainment or to acquire
new knowledge/development of intellectual capacities).
A few examples of cultural tourism:
- Trips for studies,
- Site seeing,
- Trips to festivals or other artistic events,
- Trips to study art, folklore, nature, etc.

Sport tourism

These are activities that evolve moving from ones normal

environment to do sport, attend sport events or visit sport museums
or complexes.
A few examples of sport tourism: Mountain, nautical, snow, etc.

Tourism or
accommodating
destination

Territorial zones capable of attracting more or less constant tourism

flows.
We generally observe two ways of limiting a tourism zone:
- According to the geographical area (mountains, seaside) and/or
institutional (region, commune).
- According to the image that the tourists have of the destination.
With a statistical and quantitative approach for impact evaluations, it
is important to limit precisely the accommodating zone.
For the approach chosen in this study, that aims to identify
recommendations for improving the impact of events on the
accommodating destinations, the zones will be limited by the actors
(local authorities and organisers). The analysis will use the
Nomenclature of Territorial Units for Statistics NUTS (Nuts 1 to 3,
favouring Nuts 2 corresponding to regions).

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2/ EVENTS OR SHOWS
Events or shows

Actions capable of attracting public flows. These events or shows can

under certain conditions be tourism development levers for the
concerned destinations.
The events may be classed according to certain criteria:
 The periodicity: punctual or permanent.
 The nature of the event:
- Cultural events: events based on an artistic production
(festival, carnival, concert, exposition, show).
- Sport events: shows based on a competition, tournament,
championship with one or several sports.
- Religious events


The level of the event (only the two first levels are concerned by
this study):
- The "Mega events". They have a national impact and receive
global media coverage (international trade fairs, Football World
Cup, Olympic Games, etc).
- The "Hallmark" events. These events have an impact on the
region; they are mainly developed to increase or improve
attractiveness, profitability and help the destination be known.
- The "micro events". They have an impact on a local level
(commune, areas).

The planning document for an event (event planning) describes the

events organisation, aims and means (notably the local authoritys
level of contribution). It can also contain, if necessary, an ex-ante
evaluation of the expected impacts. When it exists, this document is a
vital part of the current study.

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3/ IMPACTS
Impact

Effect or consequence of a decision, an activity or a given event. The

evaluation of an impact generally implies defining indicators that
enable to compare with a reference situation (counterfactual situation)
We can distinguish two types of impacts according to their
temporality:
 Short term impact: immediate impacts, generally lasting less
than a year.
 Long term impacts: impacts lasting more than a year.
The notions of short and long term impacts according to the
frequency of the event.

Economical
impact

Effect or consequence of a decision, activity or event on the national,

regional or local economy, on a sector or an economical activity.
A few examples of economical impacts:
 Direct takings from the activity or event
 Direct or indirect government taxes,
 Employment creation
 The participation to regional development

Social Impact

Effect or consequence of a decision, activity or an event on human

life, the behaviour and interactions between the individual of a
destination. These impacts can modify the intellectual development
process, morale and material of a given population.
A few examples for social impacts:
 Better knowledge of foreign languages for the community
 Improvement of the destination's health equipment and
increase of the community's life expectancy
 Creation of new sport and culture activities.
 Change of religious traditions.
 Increase in prostitution and delinquency.

Environmental
Impact

Effect or consequence of a decision, activity or an event on the

natural or cultural conditions surrounding humans: the land, wild life,
water, historical monuments, architectural sites
A few examples of environmental impacts:
 Preservation or deterioration of large nature zones,

- 78 -

 Preservation or deterioration of archaeological and historical

sites,
 Improvement of air quality,
 Improvement of infrastructures,
 Pollution (visual, sound, water, air),
 Modification of nature cycles,
 Overcrowding,
 Saturation of town services and equipment.
Cultural Impact

Effect or consequence of a decision, activity or event on the

acquisition or possession of knowledge that enriches the mind.
A few examples of cultural impacts:
 Intercultural Communication.
 The feeling of belonging to the destination is reinforced,
increase of the communitys confidence and pride.
 Higher level of culture and elimination of illiteracy for the local
community.
 Loss of particularities and distinction elements for a destination.

Sport Impact

Effect or consequence of a decision, activity or event on the human

physical condition or on public interest for sport.
A few examples of sport impacts:
 Increase of the sport offer (associations, companies,
equipment).
 Reduction of addictions (alcohol, drug).
 Increase of the sport level.

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4/ THE CONCERNED ACTORS

Target

The practical Guide is aimed at four categories of actors:

 Tourism orientated SME
 The local authorities
 CSE organisers
 Local residents

Public authorities

Designate legal persons or public law organisms: State services,

regional authorities and national and local public establishments,
independent public authorities and public interest groups.

Small and medium

size enterprises
(SME)

The European Commission defines a company as being "any entity,

with an economic activity independent to its legal form *.
A SME is defined as a company employing less than 250 employees.
One differentiates three types of SME according to the number of
employees. The European Commission recently introduced a
financial criteria to refine this typology.
 Medium size companies: entities with 50 to 249 people and a
yearly turn over below 50 million euros, for which the total
yearly balance does no exceed 43 million euros.
 Small size companies: entities with 10 to 49 people and a
yearly turn over or total balance inferior to 10 million euros.
 Micro-enterprises: entities with less than 10 people and a
turnover or total balance below 2 million euros.

CSE organisers

They are the professionals carrying out the operational plan for
Culture and Sport events

Recommendation of the Commission on the 06-May-2003 concerning the definition of micro, small and
medium size companies [notified under number C(2003) 1422].

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A p p e n d i x I I . M o no gr a p h s yn t h e s i s f or 1 0 c u l t u r a l a n d
s p or t i n g e v e n t s

A diverse panel of 10 events, spread over ten European Union countries, in order
to nourish the work from the conference and formalise the key factors for
success of an event (See as follows).
The 10 events studied
1. Austria Salzburg Festival

Event organised each year since 1920, 23 June

to 31 August.

2. Spain. Universal Forum of Cultures Barcelona Forum 2004

Itinerant event organised in Barcelona from 9

May to 26 September 2004. The next step. Next
edition scheduled Monterrey (Mexico) 2007

3. France Hossegor - Seignosse. Quiksilver

Pro France.

Event organised every other year, 22 June to 02

October 2006.

4. Greece. Thessaloniki International Film

Festival.

Event organised every year from 17 November to

26 November 2006

5. Hungry. Szigeti Festival, in Budapest

Event organised every year in Budapest. 9 to16Aug-2006

Itinerant event organised every 4 years. From 10

6. Italy. 2006 Torino Winter Olympic Games to 26 February 2006 in Torino. Next edition
Vancouver 2010

7. Portugal. 2004 European Nations

Football Championship

Itinerant event organised every 4 years. 12 June

to 04 July 2004 (8 towns). 2008 edition in
Germany.

8. Czech Republic. Prague Spring Festival

Event organised every year from 11 May to 03Jun-2006

9. Slovakia. Vychodna. International

Festival, for popular music, dance and
traditions

Event organised every year from 2 to 03 July

2006

10. Sweden. Malm Skane. Louis Vuitton,

Acts 6&7 of the 32nd Americas Cup

Itinerant event. From 25 August to 04 September

2005

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The diversity of the studied events

Main variants

Illustration of corresponding events

among the panel of studied events

Event size

Mega events, such as the Torino Olympic Games (Italy),

representing a budget of almost 2 billion euros and more
than one million visitors.

Events of more modest size such as the festival of popular

traditions in Vychodna (Slovakia), representing a budget of
a little more than 100.000 euros and approximately 40.000
spectators.

Events that have been organised for several decades such

as the festival of Salzburg (Austria) which has been running
for 75 years.

More recent events such as the universal Forum of the

cultures of Barcelona (Spain) created in 2004.

Events organised every year in the same destination such

as the festival of Prague (Czech Republic).

Itinerant events such as the European Nations Football

Championship.

Events organised over a short period of time such as the

festival of popular traditions in Vychodna (Slovakia), which
lasts 3 days.

Events organised over a long period of time, such as the

universal Forum of the cultures of Barcelona (Spain), which
lasts 141 days.

Events organised by a public body such as the stage of

Americas Cup organised in Malm (Sweden).

Events organised by a commercial body such as the festival

of Szigeti (Budapest - Hungary).

Target public with strong purchase power, such as the

festival of Salzburg (Austria)

Target public with a more limited purchase power, such as

the festival of Szigeti (Hungary).

Event age

Event periodicity

Event duration

The status of the

event organiser

Target public
for the event

- 82 -

Each study has been formalised with a monograph enabling to analyse the
impact of events on the region and the companies and to identify key factors for
success (See typical plan for monographs on following page).
These monographs, from ten to 15 pages each, are available on the European
Commission or AMNYOS Consultant Cabinet internet site.
A synthesis for each monograph has been carried out in order to integrate in the
guide.

Typical plan for monographs

a) Presentation of the event and territorial context

b) Evaluation of the CSE impact on the accommodating destination, referring to the
key indicators
1. Integration level for the CSE in a regional global development strategy.
2. Real CSE impacts on the destination.
3. Potential impacts not obtained, the reasons why and progress areas.
c) Impact evaluation of the CSE on the development of tourism based SME
1. Integration level of tourism based SME in the organisation of the CSE.
2. Real CSE impact on the tourism based SME.
3. Potential impacts not obtained, reasons and progress areas.
d) Preconisation for developing:
1. The link between CSE and regional development.
2. The link between CSE and the development of tourism based SME
3. The partnerships between local authorities and tourism based SME.
e) Conclusions of the monograph: main key factors enabling to maximise the tourism
impact of the CSE.
f) Appendix: list of actors met (individual interviews, collective meetings), main
documents used.
Total number of pages: around 10 pages, not including the appendix.

- 83 -

1/ Austria-Salzburg
Salzburg Festival 2005

Identity card for the event

 Festival over a month old. 2005: organised from the end of July to the end of
August. Around 170 events take place each year during the festival.
 Festival organised by the Salzburg festival funds: the Land, the town, the Salzburg
promotion for tourism funds, the Mozart International Foundation, the federal
theatres holding. The festival has a 43.7 million Euro budget (2005).
 The festival benefits from public and private partnerships, strategic co-piloting,
sponsors, patrons and donators.
 Salzburg, also called Rome of the north, has a great cultural heritage, and is
classed at the Unesco. The construction of a festival hall in 1925 and 1927 and by
the using the Felsenreitschule in 1926, offer professional conditions for organising a
cultural event and widen the programme.
 The towns tourism is very diverse. As for culture, Salzburg offers each year, more
than 4000 theatre and musical events. As well as the main events, such as the
Summer Festival, the Jazz Festival in November or the Mozart week in January,
there is a large number of orchestras or chamber music concerts, serenades, solo
concerts and other concerts in the most beautiful rooms of the Salzburg Castle (i.e.
the famous concerts at the Palace in the Mirabell Castle's marble room), rock and
pop concerts, Landestheater representations, the Kammerspiele, the Puppet
Theatre, the numerous private stages, cabaret evenings, religious music
representations. The global data for tourist affluence in August 2006 seams to give
credit to the idea that cultural tourism in Salzburg concerns the better off
population.

Main information on the event's impacts

 More than 220 000 visitors. They are better off people coming from all over the .
world.
 The organisation of the event does not favour the feeling of belonging for the local
population. It is limited to an initiated public.
 Environmental management does not seem to be a priority for the event's
organisers.
 The tourism strategy around the festival is little defined but according to different
studies, the Salzburg Festival can be considered as a cultural tourism enterprise
with an international dimension.
 The festival-goers spend their money mainly on accommodation, food and
beverage and shopping . However the economical returns remain diffused and
for this reason are difficult to identify for the region economic actors.

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The key factors of the event's success for the region and the tourism based
companies
1. Historical local anchorage (due to history).
2. Positive image portrayed by Salzburg
3. Quality of the programming.
4. Specially targeted public.
A few progress areas to maximise the benefits of the event for the region:
1. Installation of a yearly cultural offer to reinforce the destination's attractiveness.
2. Professionalise even more the actors.
3. Vary the public.
4. Identify the employments created (direct, indirect, inferred).
5. Reinforce the partnership with the local economic actors.

Your contact to find out more:

 Dr Christian PILLER,
Special Project Manager Tourism Salzburg Ltd
 Mail: piller@salzburg.info

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2/ Spain - Barcelona.
Universal Forum of Cultures - Barcelona Forum 2004

Identity card for the event

 Itinerant event of 141 days spread over 5 months, organised in Barcelona from 9
May to 26 September 2004. Next edition scheduled Monterrey (Mexico) 2007
 Event organised by the Universal Forum of Cultures Barcelona 2004, and the del
Llevant of Barcelona, Ltd with a budget of around 323 million euros.
 The event benefits from private support, Unesco and N.G.O.
 The definition of the event's content was subject to a participative process.
 The towns growth is historical linked to the organisation of big events (Universal
Expositions, Olympic Games).

Main information on the event's impacts

 Over 3 millions visitors, 40 % from Barcelona, 30 % from Catalogne, 21% for the
rest of Spain.
 Permanent increase in the number of tourists, notably due to the cultural assets.
Positive effect on tourism, especially for the SME. The Forum has motivated an
investment in the hotel sector which was similar to the Olympic Games.
 The event as a social cohesion element and a vector of vitality.
 High media exposure.
 The environment is one of the three axes of the event. Environmental quality in
urban conversion serving local development (no effect on private projects)
 High level of integration of the event in the tourism strategy.
 Company satisfaction.
 Development of the accommodation capacity.

- 86 -

The key factors of the event's success for the region and the tourism based
companies
1/ Optimal management of the Olympic Games' organisational and decisional
inheritance for installing this event.
2/ Devoted support from the institutions.
3/ Efficient informal partnership between the organisers and private operators (for 1
public, 1.40 private; tax benefits)
4/ Clear development project to which the event participates.
5/ Thematic choice to fix the event at the heart of the population's current
preoccupations.
A few progress areas to maximise the benefits of the event for the region:
1. Refine the cultural project and structure the event's calendar.
2. Develop the international communication plan.
3. Articulate the event's cultural offer with the current offer.
4. Develop an evaluation philosophy to provide a stronger promotion of the event's
summary.

Your contact to find out more:

 Josef ROCA,
Consultant Universal Forum of Cultures
 Mail : jrocaroca@gmail.com

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3/ France. Hossegor - Seignosse.

Quiksilver Pro France. Professional Surf World Championship

Identity card for the event

 Event organised every other year. 2006: from the 22nd of September to 02 October
(5th edition). It is a WCT (Word Champion Tour) stage, gathering the best surfers in
the world.
 Event organised by the "Quiksilver" company, with a budget of around 1 milion
euros.
 A local surfing association as well as the French Surfing Federation, are associated
with the event's organisation.
 The different local authorities support the events organisation, providing grants and
services (site layout, maintenance).
 The region is considered as a first class seaside resort, on a national and
international level, with a "luxury tourism" reputation (14 classed hotels, with one 4*,
two 3*, eight 2*; one 2* residence). A modestly sized commune in winter (3.400
inhabitants), the population is multiplied by 10 during the summer season
(approximately 40.000 inhabitants). The tourism activity is subject to strong
seasonal effects.
 It is important to underline the importance of the surfing activity for the region, as an
economical branch and a regional identity vector: around 800 employments, a
sector with a very high growth rate, activities with strong added value, regional
marketing integrating the surfing activity A competiveness pole is now needed to
consolidate the development of the surfing activity in the region.

Main information on the event's impacts

 Activity: 4 to 10.000 people / day of competition (event with free access).
Mobilisation actions for the local population are organised: mini concerts, school
trips, environmental awareness stand
The Tourism Committee plans to conduct surveys in order to have a better
understanding of the public's profile.
 High media coverage: live Internet broadcasting enabling over 200.000 internet
users throughout the world to follow the event. Mobilisation in addition to the
Medias (television, radio, press, posters, Hotline, 2000 SMS subscribers).
 Taking place at the end of September, after the summer season, the event
generates an increase in activity, thus limiting seasonal effects.
 Environmental impact under control: total assembly/disassembly of the site,
selecting sorting

- 88 -

The key factors of the event's success for the region and the tourism based
companies
1. An event coherent with the regions identity and development dynamics.
2. A partnership with the local association network, making it easier to anchor the
CSE to the region.
3. A positioning on sporting excellence (higher level), enabling to distinguish from
other sport events.
4. An investment in the diversity of ICT (Information and Communication
Technologies), enabling a more efficient communication.
A few progress areas to maximise the benefits of the event for the region:
1. Provide the local authorities readability on how the CSE contributes to the
development of their region.
2. Install a collegial approach for the conception of the CSE between local authorities,
associations and companies (retailer associations).
3. Have a better understanding of the different types of public and propose
personalised service offers.

Your contact to find out more:

 Mathieu DARRIGRAND,
Event Manager Quiksilver Europe.
 Mail : mathieu.darrigrand@quiksilver-europe.com

- 89 -

4/ Greece - Thessaloniki
Thessaloniki International Film Festival.

Identity card for the event

 Event organised every year in November. 2006: 17 of November to 26 November.
 Event organised with a yearly budget of 6 million euros.
 The event is supported by public partners: ERT (Helleniki radio and television) and
the European Union, through the MEDIA programme. The private partners are
more and more present.
 Thessaloniki is a town of around 1 million inhabitants, situated on the Balkan
frontier. The Greeks consider Thessaloniki as the birth place of their intellectuals
and artists. It is a university town, with important institutions for research, art, music.
Thessaloniki was elected European City of Culture in 1997.
 Thanks to the airport (Macedonia International Airport), Thessaloniki is a transit
town for seaside tourism, especially in the summer In addition to the traditional
markets (Germany for example), we observe a flow growth coming from the northeast of Europe, for example the Baltic countries, Russia (+16%), Ukraine (+100%),
and Slovaquia (regular Skyeurope flights as from 2007).

Main information on the event's impacts

 More than 1800 guests (of which 25% are foreigners), nearly 4000 accredited (of
which 10% are foreigners), and a total of more than 150 000 spectators (2006
edition).
 A feeling of belonging to this event still needs to be developed with the town
represents and local community. This is in part explained due to the fact that the
event is organised by Athens.
 The environment is not subject to specific measures on behalf of the event
organisers
 The festival seems to be integrated in an urban development strategy. As much the
Thessaloniki municipality, as the organisers of the regions key event, the
Thessaloniki International Exposition, are represented in the festival's
administration council. Nevertheless, the cooperation needs to be improved.
 Low level of SME integration from the tourism sector, which are limited to an
indirect collaboration. However, the impact on their activity is fairly important
(extension of the main season in the hotel and restaurant sector for example).

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The key factors of the event's success for the region and tourism based companies
1. It's accessibility to the main public (conferences held by a Director commenting a
film, pedagogic sessions for children, student tariffs, attribution of a publics award
for a film from the international selection).
2. A festival which runs all year (climaxing in November) with punctual events or more
specialised events (documentary films, experimental films).
3. A growing support from private partners.
A few progress areas to maximise the benefits of the event for the region:
1. Develop private/public partnership.
2. Improve the distribution of the events throughout the year.
3. Link the organisation location to the event.
4. Improve cooperation between the different actors.
5. Find a good balance between an ambitious programming and one which is to
everyones taste.
6. Develop a coherent development strategy on an international level.

Your contact to find out more:

 Athena KARTALOU,
Communication Advisor Thessaloniki International Film Festival
 Mail : akartalou@yahoo.com

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5/ Hungry. Budapest
Szigeti Festival

Identity card for the event

 Event organised each year in Budapest. 2006: 9 to16-Aug Event organised by a limited company (Szigeti kft.), with an 8 million Euro budget
 The partnerships are private. The Town Hall of Budapest provides the space for
organising the festival. Efficient partnerships with big groups (300 commercial
partnerships).
 The event takes place on an island situated in the commune of Budapest: buda
Island. This islands environment and nature is important and precious for the town.
 Budapest favours tourism development and is conscious of the importance of
cultural development for its future. Many cultural and sporting activities take place
in the town during the summer.

Main information on the event's impacts

 Frequentation: 200,398 over 8 days, of which 18.5 % are foreigners; 90% of
participants are under 30 years old. A largely appreciated festival. Place of
exchange between generations and cultures.
 High media coverage: intensive 6 month campaign (multilingual brochures) radio
spots, newspapers. A specific internet site.
 Cooperation with international cultural associations and embassies of several
countries. Journalists from other countries are invited to the festival. The medias
are well represented during the festival (more than 2000 journalists in 2005).
 The organisers are committed to erasing all traces of the festival on the island.
They install rehabilitation activities: road maintenance, sewerage, electricity ducts.
The wildlife is very important for the island, restoring the site is a very important
task for the organisers.

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The key factors of the event's success for the region and the tourism based
companies
1. The professionalism of organisers and actors, enabling the mobilisation of diverse
local partnerships as well as important sponsors.
2. The quality of the artistic programming, due to detection work throughout the year.
3. Commercial strategy, enabling to propose a large range of services during the
festival (food and beverage, bar, camping).
A few progress areas to maximise the benefits of the event for the region:

1.

Provide the festival, which is in full growth, the capacity to increase development
and formalisation of the relations between the organisers and local authorities.

2.

Develop local anchoring (Eastern Europe programming to attract a larger public,

coming for neighbour countries).

3.

Develop a tourism offer which relates to the festival.

4.

Adapt a pricing policy to the public's sociological characteristics.

5.

Professionalising of surrounding actors.

6.

Develop relations between generations.

Your contact to find out more:

 Jozsef KARDOS,
Programme Director Szigeti Festival
 Mail: jozsef@sziget.hu

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6/ Italy. 2006 Winter Olympic Games - Torino



Identity card for the event

 Itinerant event organised every 4 years. 2006: from 10 to 26 February in Torino.
Next edition Vancouver 2010
 Event organised by the mixed company TOROC, the organisation's drive, with the
Torino 2006 Olympic Agency, and local authorities with the framework of a strategic
co-piloting, with a budget of 1.9 billion euros.

Main information on the event's impacts

 Over one million visitors.
 Motivation to create a new identity for a former industrial region.
 Special programme for informing the population.
 A very high level of environmental management: environmental quality of projects,
register the town in it's environmental context
 A very high level of integration of the event in a tourism strategy: creation of a
Board for post-Olympic promotion (to consolidate and promote Olympic
inheritance). Public actors only.
 Economical development strategy.

The key factors of the event's success for the region and the tourism based
companies
1. Awareness programme towards the population and the schools during the five
years of preparation for the games.
2. Territorial dynamic.
3. Training and professionalising of voluntary workers who can now use their skills to
help the development of Torino.
4. Improvement of organisational and decisional capacities, notably for public/private
partnerships.
A few progress areas to maximise the benefits of the event for the region:
1. Increase the participation of local SME

Your contact to find out more:

 Dr Domenico ARCIDIACONO
General Manager Agenzia Torino 2006
 Mail: irene.tolli@agenziatorino2006.it

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7/ Portugal.
2004 European Nations Football Championship


Identity card for the event

 Itinerant event lasting one month organised every 4 years. 2004: 12 June to 04 July
(8 towns).
 Event organised by the Euro 2004 Plc. (grouping the UEFA, the FPF, the state, the
Instituto do turismo de Portugal) and the public corporation Portugal 2004 Plc.
(responsible for the investment) with a budget
 The organisation was subject to a public/private strategic co-piloting.
 The organisers have integrated the tourism sector in the participation of the Instituto
do Turismo de Portugal support commission for promoting the country. This
institution is responsible for Portugal's international promotion campaign.

Main information on the event's impacts

 1.165.192 visitors (80% of visitors from other countries: 17% from England, 8%
from Germany).
 Strong adherence of the population thanks to the popularity of football in the
Portuguese culture.
 Very high media coverage with a big success for the internet site.
 Satisfied SME, notably in the hotel industry

The key factors of the event's success for the region and the tourism based
companies
1. Unconditional national adherence.
2. Support for the tourism actors for structuring their service offers and
professionalising their domains.
3. A quality work on welcoming (training for taxi drivers)
A few progress areas to maximise the benefits of the event for the region:
1. Associate the local economy actors, concerning tourism for elaborating the project.
2. Conciliate different tourisms (ensure that the CSE is focused on the targeted public,
but does not forget the region's traditional).

Your contact to find out more:

 Angelo MONTALVERNE BROU
General Secretary - Federao Portuguesa de Futebol
 Mail: abrou@fpf.pt

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8/ Czech Republic - Prague

Prague Spring Festival

Identity card for the event

 Yearly event. In 2006 it was scheduled from the 11th of May to the 3rd of June in

Prague.
 It is organised by the town, the Ministry of Culture, sponsors and representatives of

the cultural community.

 The event benefits from public and private partnerships: Prague Spring Festival

Fan Club, a participative measure initiated by the town hall.

 Prague through time (over a thousand years), is becoming the crossroads for

diplomatic and commercial paths. The town is a strategic point and a meeting place
for people from neighbour and distant countries. It ia one of the oldest political,
economical and cultural centres in central Europe. It is one of the continents most
dynamic towns. The historical richness (the town centre is inscribed since 1992 as
world heritage by the UNESCO) and the strength of traditions motivate the new
generations, to maintain and reinforce Prague's position as a central European
metropolis. It is not only about preserving monuments and passed traditions, but
also about creating the space and conditions for new values, if possible in many
artistic and cultural domains.
 The concerts are held in the town's gardens and parks (morning), in historical

edifices such as Palaces (Obecn dom, Rudolfnum) and religious edifices (St. Guy
Cathedral, St. Simon and Judas church turned into a concert hall, the St. Vojt ch
Church, the Spanish synagogue, etc...).


Main information on the event's impacts

 The event attracted around 45,000 spectators over the last years. 85 % of the
spectators are Czech and 15 % from abroad (half of which live in Prague. The
Czech capital is an appreciated residence for foreigners. The Americans are many).
The Japanese tourists come each year to the festival. Many tourists come from the
United Kingdom, Germany, as well as neighbour countries.
 The event is truly a national pride. The festivals promotion uses several channels:
the Czech centres abroad, newspapers and more particularly, music magazines
with an international dimension. An internet site is also dedicated to the festival.
 The environmental management is not one of the festival priorities.
 The organisation integrates a tourism strategy.
 The tourism based companies are involved in the event's installation, but not in the
conception or definition of its programme.
 There are no specific service offers installed for the event's public.

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The key factors of the event's success for the region and the tourism based
companies
1. Historical local anchoring.
2. Positive image portrayed by Prague.
3. Quality of the programming.
4. Commercial strategy.
5. In phase with a specific public.
A few progress areas to maximise the benefits of the event for the region:

The festivals capacity to innovate while preserving the essential.

Develop an opening for local economy actors.

Develop a marketing strategy.

Increase the professionalising of the organisation actors.

Vary the public.

Develop partnership (to be defined) with the local economy actors.

Your contact to find out more:

 Roman BELOR,
Public Relations and Marketing Prague Spring Festival
 Mail: svobodova@festival.cz

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9/ Slovakia - Vychodna.
International Festival, for popular music, dance and traditions

Identity card for the event

 Event organised every year. 2006: from the 2nd to the 03rd of July.
 The festival organisation mobilises various partners: the national centre of culture,
the town hall, the Festivals Fan Club, the Departmental Centre of Liptov for Culture
(Regional council), the Slovakian Folklore Union Association.
 The festival is directed by the CIOFF (International Council of Organisations of
Folklore Festivals gathering 85 countries) and the IOV (international organisation of
folk-art gathering 183 countries).
 Patrons who enable a better balance of the organisation's accounts: Festival Fan
Club
 The budget for 2006 was 125 000 euros.
 The festival takes place in village with a population of 2.357, situated in valley
between the high and low Tatra Mountains.
 The village is renowned for its architecture and it's traditions. The neighbour towns
are at a good distance. There is a strong tradition for breeding in the village.

Main information on the event's impacts

 The event attracts 40 000 participants, 85% of which come from Slovakia.
 The population feels pride for the festival, because it helps the village remain
dynamic and conserve traditions which could die.
 The media coverage is fairly important and ensures recognition for Vychodna on a
national and international level. More precise evaluations are nevertheless
necessary in order to have a finer appreciation.
 The festival has enabled the construction of an Auditorium, creating one full time
job throughout the year.
 Other derived activities are linked to the festival: dance school, "talent" workshop.

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The key factors of the event's success for the region and the tourism based
companies
1. Organisation locally anchored, with a big local partnership.
2. The event has a friendly atmosphere, which goes with the theme of the festival
(popular festival, promoting traditions).
3. Quality of the programming.
4. Targeted public and above all, loyal to the festival.
A few progress areas to maximise the benefits of the event for the region:
1. Professionalise the actors to develop the event.
2. Develop accommodation capacity
3. Develop the quality of welcoming and organisation.
4. Establish a communication plan.
5. Think of a tourism strategy to articulate around the festival.
6. Increase the association of the local economy actors.

Your contact to find out more:

 Jana LEDNICKA,
Consultant Agentura RRI STO
 Mail: rri@slovanet.sk

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10/ Sweden. Malm Skne.

Louis Vuitton, Acts 6&7 of the 32nd Americas Cup 2005

Identity card for the event

 Itinerant event. 2005: organised in Malm from the 25th of August to the 04th of
September
 Event organised by a public structure: the town of Malm, the region of Skne with
around 6 million euros of investment.
 Co-piloting with AC management (Public/private), regional committee attendance
(economical and social council) including company representatives, other partners
involved in the preparation and running of the event (work group with tourism based
SME).
 The town of Malm is the third largest town in the south of Sweden with a
population of 271,000. The unemployment rate is around 5.8%. The region of
Skne has a population of 1,169,000.
 The population of Malm is multi-ethnic, with 169 different nationalities.

Main information on the event's impacts

 Total number of visitors: 113 000 with a visit/visitor rate of 2.7. 54% of visitors come
from Malm, 46 % of tourists of which 16 % are from abroad. 31% have a high
salary.
 The appropriation of the event by the local population is very high: communication
(posters, publicity insets, newspaper articles), seminars for companies, social gain:
different measure levels (event linked with sociologic characteristics; company
satisfaction).
 Very high media coverage: over 2 500 written articles), TV with 60 channels, 388
hours of broadcasting, 206 million television viewers.
 Very important environmental management: environmental quality is an essential
point in all the investment projects, development of renewable energies.
 Very high level of integration of the event in the tourism strategy.
 Very high level of SME participation in the event's organisation: positive perception
of the event and satisfaction for the companies concerning the economical returns.

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The key factors of the event's success for the region and the tourism based
companies
1.

2.
3.

An event that is coherent with the region's and town's tourism and marketing
strategy.
A mobilisation (on different levels) of the region's economical actors.
An open consideration of the event.

A few progress areas to maximise the benefits of the event for the region:
1.
Maintain the marketing positioning and above all the use and promotion of the
brand Sailing Region .
2. Develop and widen public/private partnership (notably for the event elaboration) to
develop confidence and participation of companies.
3. Develop equipment suitable for receiving big events (conferences, business
tourism,
4. Develop training related to tourism to answer locally to job creations.


Your contact to find out more:

 Monika YNGVESSON
Regional Development Manager for the Region of Skne
 Mail: monika.yngvesson@skane.se

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A p p e n d i x I I I . D e b a te c o n f e r e n c e pr ogr a m m e a n d
pr a c ti c a l g u i de f i n a l i s at i o n

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