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Cross-leveraging synergistic benefits from across an event portfolio: Empirical evidence from Madeira

António Almeida, Brian Garrod Orcid Logo

Journal of Destination Marketing & Management, Volume: 21, Start page: 100630

Swansea University Author: Brian Garrod Orcid Logo

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DOI (Published version): 10.1016/j.jdmm.2021.100630

Abstract

While most tourism destinations host a range of events, these are often planned and delivered without explicit reference to one another. There may, however, be benefits to recognising the potential inter-relatedness of events in a destination and developing synergies between them. This study analyse...

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Published in: Journal of Destination Marketing & Management
ISSN: 2212-571X
Published: Elsevier BV 2021
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URI: https://cronfa.swan.ac.uk/Record/cronfa57039
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first_indexed 2021-06-07T08:58:51Z
last_indexed 2021-11-24T04:13:41Z
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spelling 2021-11-23T14:20:38.5892303 v2 57039 2021-06-07 Cross-leveraging synergistic benefits from across an event portfolio: Empirical evidence from Madeira 4f81981d78ed3082b232463da24d1bb9 0000-0002-5468-6816 Brian Garrod Brian Garrod true false 2021-06-07 BBU While most tourism destinations host a range of events, these are often planned and delivered without explicit reference to one another. There may, however, be benefits to recognising the potential inter-relatedness of events in a destination and developing synergies between them. This study analyses a calendar of events based in Madeira, Portugal, to identify areas of relatedness that could be cross-leveraged by managing and marketing the events as a strategic portfolio. Accordingly, a questionnaire was administered among attendees at five major events, yielding 3118 responses. These data were analysed using ANOVA and two types of regression. The results suggest that, firstly, it is prudent to employ a range of analytical techniques to the available data to identify appropriate strategic levers. Secondly, the findings demonstrate the potential for post-hoc analysis not only to identify areas of relatedness between the events but also to discover gaps that can be filled by new events. Thirdly, the findings emphasise the pivotal role that destination marketing organisations can play in facilitating the design and implementation of event portfolio strategies based on the cross-leveraging of areas of relatedness between the events. Journal Article Journal of Destination Marketing & Management 21 100630 Elsevier BV 2212-571X cross-leveraging; destination; event; portfolio; relatedness; synergy 1 9 2021 2021-09-01 10.1016/j.jdmm.2021.100630 COLLEGE NANME Business COLLEGE CODE BBU Swansea University 2021-11-23T14:20:38.5892303 2021-06-07T09:55:40.0693184 Faculty of Humanities and Social Sciences School of Management - Business Management António Almeida 1 Brian Garrod 0000-0002-5468-6816 2 57039__20064__cf9a94b52bc649adbe1564b4049f2566.pdf Event porfolio JDMM Almeida Garrod.pdf 2021-06-07T09:57:58.8549191 Output 339787 application/pdf Accepted Manuscript true 2022-06-18T00:00:00.0000000 ©2021 All rights reserved. All article content, except where otherwise noted, is licensed under a Creative Commons Attribution Non-Commercial No Derivatives License (CC-BY-NC-ND) true eng https://creativecommons.org/licenses/by-nc-nd/4.0/
title Cross-leveraging synergistic benefits from across an event portfolio: Empirical evidence from Madeira
spellingShingle Cross-leveraging synergistic benefits from across an event portfolio: Empirical evidence from Madeira
Brian Garrod
title_short Cross-leveraging synergistic benefits from across an event portfolio: Empirical evidence from Madeira
title_full Cross-leveraging synergistic benefits from across an event portfolio: Empirical evidence from Madeira
title_fullStr Cross-leveraging synergistic benefits from across an event portfolio: Empirical evidence from Madeira
title_full_unstemmed Cross-leveraging synergistic benefits from across an event portfolio: Empirical evidence from Madeira
title_sort Cross-leveraging synergistic benefits from across an event portfolio: Empirical evidence from Madeira
author_id_str_mv 4f81981d78ed3082b232463da24d1bb9
author_id_fullname_str_mv 4f81981d78ed3082b232463da24d1bb9_***_Brian Garrod
author Brian Garrod
author2 António Almeida
Brian Garrod
format Journal article
container_title Journal of Destination Marketing & Management
container_volume 21
container_start_page 100630
publishDate 2021
institution Swansea University
issn 2212-571X
doi_str_mv 10.1016/j.jdmm.2021.100630
publisher Elsevier BV
college_str Faculty of Humanities and Social Sciences
hierarchytype
hierarchy_top_id facultyofhumanitiesandsocialsciences
hierarchy_top_title Faculty of Humanities and Social Sciences
hierarchy_parent_id facultyofhumanitiesandsocialsciences
hierarchy_parent_title Faculty of Humanities and Social Sciences
department_str School of Management - Business Management{{{_:::_}}}Faculty of Humanities and Social Sciences{{{_:::_}}}School of Management - Business Management
document_store_str 1
active_str 0
description While most tourism destinations host a range of events, these are often planned and delivered without explicit reference to one another. There may, however, be benefits to recognising the potential inter-relatedness of events in a destination and developing synergies between them. This study analyses a calendar of events based in Madeira, Portugal, to identify areas of relatedness that could be cross-leveraged by managing and marketing the events as a strategic portfolio. Accordingly, a questionnaire was administered among attendees at five major events, yielding 3118 responses. These data were analysed using ANOVA and two types of regression. The results suggest that, firstly, it is prudent to employ a range of analytical techniques to the available data to identify appropriate strategic levers. Secondly, the findings demonstrate the potential for post-hoc analysis not only to identify areas of relatedness between the events but also to discover gaps that can be filled by new events. Thirdly, the findings emphasise the pivotal role that destination marketing organisations can play in facilitating the design and implementation of event portfolio strategies based on the cross-leveraging of areas of relatedness between the events.
published_date 2021-09-01T04:12:28Z
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score 11.016235

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