Miss

Topics: Management, Project management, Event management Pages: 17 (5016 words) Published: July 22, 2013
Richmond Events Case Study

Contents
1. Introduction…………………………………………………………………..2 2. Richmond Events Case Study……………………………………………..2 3.1 Current Operating System……………………………………………..2 1) Processes Before the Event…………………………………….....3 2) Processes During the Event……………………………………….4 3) Processes After the Event………………………………………….5 3.2 Competitors and How to Achieve Operation Based on Advantages………………………………………………………………6 1) Competitors………………………………………………………….6 2) Achieve Operations Based on Advantage………………………..6 3.3 RE’s Approach to Soft System/Human Resource and the Challenges……………………………………………………………….7 1) Soft Systems/Human Resource…………………………………...7 2) Challenges…………………………………………………………...9 3.4 Recommendations………………………………………………………9 3. Conclusion…………………………………………………………………..11 Appendix A……………………………………………………………………...12 Reference……………………………………………………………………….13

1. Introduction
Different from the land-based event, Richmond Events held trade conferences on cruise ships. They will pay for the suppliers and invite buyers to the events. All the attendees must stay in ship for two days. Section 2.1 introduces the current operating system of Richmond Events. Generally, this system can be separated into three parts: 1) before the event, the staffs would collect the information from attendees and make the suitable itineraries for them; 2) during the event, the staffs would prepare for the event in the morning. And the attendees will listen to a speech after them boarding the ship. Then the buyers and sellers can meet each other; 3) after the event, customers can enjoy 20% off when they book the tickets for next year within 30 days. Section 2.2 analyses the competitors for Richmond Events, and also list the competitive advantage of Richmond Events. There are three mainly competitive advantages in Richmond Events: 1) they give the chance for buyers and sellers to meet with each other face-to-face. And that proved to be a time-effective way; 2) they employed some high quality decision-makers which attracts more attendees; 3) they paid for the suppliers and invite buyers to the events. That stimulated the attendees to engage in this event heart and soul. Section 2.3 introduces the soft system and human resource in Richmond. All the employees are legalized by some rules. The project manager was a vital role in the project. They can collect and use data freely. Some sets of company rules are set up to govern the project manager behavior. The challenges are listed in this section as well. When they want to launch the events to different countries, they found the cultural was quite different between these countries. Especially when they want to entry the Far East, they found out that the old model may not work at all. Section 2.4 proposed some recommendations. There are mainly three aspects of recommendations pointed out in this article: 1) how to launch the event in different countries; 2) how to manage the decentralized event decision-making authority; 3) how to manage employees.

2. Richmond Events Case Study
3.1 Current Operating System
Kirk (1995) indicated that the term “systems” in hospitality is used to describe and connect the components which compose a designed system. Ball, Jones, Kirk and Lockwood (2003) proposed that hospitality operations system is the technology and process which helps deliver goods and services to the customers. This system can be used to analyse the situations and solve the problems by using a consistent set of ideas and concepts (Teara, 1996; Ball, Jones, Kirk and Lockwood 2003). Johnston and Morris (1987) pointed out that there are three basic types of processing operations: customer processing operation (CPO), information processing operation (IPO), and materials processing operation (MPO). The flow chart of Richmond Events’ current operating system is given in Appendix A (on Page.12). The procedures in the pink box are the processes before the...
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