Read the following cases carefully and answer the questions that follow: The development and quality of an events led sustainable destination management strategy is dependent upon a coherent,…

Read the following cases carefully and answer the questions that follow:

The development and quality of an events-led sustainable destination management strategy is dependent upon a coherent, funded, well researched and proactive event strategy, strategically and operationally coordinated, which addresses the key issues of leadership, networking, branding, skills and infrastructure. A holistic approach must be adopted to address these and ensure effective event delivery in the destination. There are a number of ways in which events can be used to create a sustainable destination management strategy, within both rural and urban settings.

Destinations need to establish their events feel sustainable management strategies by identifying events that are growing, coupled with local or regional strategic considerations with event organizations/providers to agree investment, return on investment, willingness to work together and capacity. Clusters of event organization/providers in a destination or region can enhance event development. Event clusters coordinated by the public sector and driven by the private sector can lead on event-specific agendas, tailored to their comparative advantages to ensure a competitive and sustainable events destination. In parallel to this, is consideration of the marketplace to establish the viability of the venture, i.e. viewing the event as an SME, and the feasibility of attracting new income streams into the local economy. A strategic and integrated approach will establish the portfolio of events within a destination, enabling strategic scheduling to extend the portfolio of events for the benefits of the local community, visitors and local businesses. Many destinations like Glasgow, Manchester and Newcastle Guachead have established successful events based on developing their existing customer bases, rather than creating new markets. These destinations are not created upon invoals, nor are seeking to further develop their existing customer base through events. They are building on comparative advantages to create competitive advantage within an integrated sustainable destination management strategy.

Questions:

a. What roles do sustainable event practices play in achieving tourism and economic benefits for the country? b. Based on the above case classify the event business environment. c. How events help in destination development? d. What competitive advantages do you find in event organized in Nepal?