Nautical small-scale sports events portfolio: a strategic leveraging approach

Event Leveraging in a Nonhost Region: Challenges and Opportunities

“…This model (Chalip et al,2017) was developed from previous work on leveraging events economically (Chalip, 2004) and socially (Chalip, 2006). The credibility and applicability of this leveraging focus view, rather than an impact focus view when studying events, have been further testified in other studies (Girginor, Peshin, & Belousov, 2017;Mhanna, Blake, & Jones, 2017;O'Brien, 2007;Pereira et al, 2015). While the values of the event leverage concept have been well-received in the field, some argued that it is still difficult for event stakeholders to identify such strategies and tactics for leveraging opportunities given that sporting mega events are unique in their nature (Mhanna, Blake, & Jones, 2017); the resources element proposed in the model is rather abstract and requires a process of resource development in order to be utilised (Girginor, Peshin, & Belousov, 2017); and there is a need for exploring underlying leveraging assumptions for obtaining long-term impacts (Smith, 2014).…”

Role of Brand Personality Traits in Creating an Umbrella Brand for Small-Scale Sports Events: The Case of Gorski Kotar, Croatia

“…Small-scale sports events held throughout the year can be grouped to facilitate the implementation of joint event strategies and achieve a synergic effect. This event portfolio approach (Chalip, 2004;Jago, Chalip, Brown, Mules, & Ali, 2003;Pereira, Mascarenhas, Flores, & Pires, 2015;Ziakas, 2014) requires a joint branding strategy to create a distinctive product.…”

Essays in event leverage: the strategic use of event leverage in host destinations

“…Thus, little is known about how to develop relationships or collaborative efforts among event stakeholders when seeking to leverage a destination's event portfolio. Indeed, the limited examples in the literature have shown event portfolios to be unsuccessfully implemented (Pereira, Mascarenhas, Flores, & Pires, 2015; and where some success can be claimed, the process of implementation was ad hoc, lacking a formal strategy and coherent vision, and so the outcomes were really fortuitous Ziakas, 2018;. The need to understand how relationships impact the leveraging of event portfolios motivated Research Objective 3.…”

“…While the majority of research on event leverage has focused on large-scale events, recent research has begun examining leveraging of small-scale events Goodwin et al, 2017;Pereira et al, 2015;Taks, Chalip, & Green, 2015;Taks et al, 2013). It has been suggested that small-scale events are more sustainable than large-scale events as they rely on the existing infrastructure, thereby reducing negative impacts such as debt, congestion and crowding (Gibson, Kaplanidou, & Kang, 2012;.…”

“…The existing empirical research on event portfolios has detailed problems that cities have faced in the design and implementation of event portfolio strategies, or more accurately, the lack of a strategic focus (Pereira et al, 2015;. These challenges in designing and implementing event portfolios include inadequate planning and implementation of event objectives, which compromises the strength of the strategic management of the event ; the propensity to focus on economic benefits (Pereira et al, 2015); unclear or unshared vision of the strategic goals (Pereira et al, 2015), absence of an overarching strategy, creating misalignment in the strategic direction and the lost potential of developing a truly synergistic event portfolio ; and a lack of collaboration and poor coordination (Pereira et al, 2015). Interestingly, all of the research that has examined the use of event portfolios has focused on what has not worked, rather than what has worked.…”