Strategic Role of Event Venue Provider in Hospitality Management

This report discusses the strategic role of event venue providers in delivering events in the field of hospitality management. It also examines a good practice that should be present between event venues and their hospitality providers. The report highlights the importance of quality management and its impact on the success of events.

Hospitality Management

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
Evaluate the strategic role played by the event venue provider in relation to the delivery of its
event............................................................................................................................................1
Identify and critique one good practice that should be present between the event venue and its
hospitality provider.....................................................................................................................3
CONCLUSION ...............................................................................................................................4
REFERENCES................................................................................................................................5

INTRODUCTION
The hospitality management is considered the wider aspect and include management of
hotels, restaurants, amusements parks, cruise ships, destination organisation, country clubs,
convention centres, clubs and many others as well. It is broader term that consist of different
industries as like hotel, conference, business development, sales, events etc. It involves the
administrative task and overseeing of resort and hotel and have worked with the aim to provide
the warn welcome to the guest by which they have feel more relatable or at like home (Ali,
2018). The following report consist of strategic role that is played by event venue in relation to
delivery of its event and identification of good practice that is presented in between the event
venue and it hospitality provider.
MAIN BODY
Evaluate the strategic role played by the event venue provider in relation to the delivery of its
event
The event venue is concerned with the task that make more easier and automation of
management processing and also considered the offline and online experiences of events. Event
venue also includes the optimisation of meetings that is planned by inducing appropriate costing
so as to manage the expense. The strategy is a specific framework that is used to make balanced
decision making and setting of different actions by which the event is conduced with better
alignment along with this all the intentions are fully surpassed. The strategy to complete the
event venue is based on the development of master plan with this the combined event is
processed and with this the intent of event is accomplished in systematic manner (Buhalis, 2018).
There are some specified role that is played by the event venue provider as like “The event
company” that is is relation with the delivery of the event and as explained below as:
 Promotion and marketing: In this The event company launch the new event and with
this promote the different driving and building the better level of excitement within the
public. In this venue provider must have used the nurture emails and with this uses the
effective channel to promote the event and from that direct opportunities is provided to
the public to get registered themselves within the event. To perform the efficient
marketing blogs, use of social media and digitalisation is performed to circulate and
target more of the customers in systematic manner. The integration of social media
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provide better options to venue provider and with this they have able to grab the attention
of large amount of public thus more profit is attained in stipulate period of time. It is
considered as per event role and for to collect the attention of more of guest and it also
help during event in terms of the collection of guest and for post event it is used to gather
more guest for new event by providing prior information (Cunill, 2019).
 Managing the venue dairy and maximising yield: It include the management or selling
of more tickets to the customer at appropriate period of time. It is based on the customer
preferences, allocation of events detailing on the basis of budgeting and that is to change
the demand and its level of modifications. The event venue provider uses the variable
pricing strategy and with this implies the changes as accordance to the guest by which the
attractiveness factor is increases.
 Produce key event documentation: The documentation consist of all the task and
activities that are needed to perform as per the conduction of event (Köseoglu, 2019). It
include the designing of plan, budgeting, resources, equipments, machinery, channels,
availability of seats for guest, lightning, ventilation, foods and drinks arrangement,
barricades, bounder, guards, parking locations, mics, sound systems and many other
possible elements as well. These all needed to be recorded and on the basis of that an
adequate estimation of budget is processed by which profitable changes are implement to
make more moderate benefits in ultimate period of time.
 Financial management: It is an aspect that is more needed while managing an event
thus under this the suitable and accurate management of financial abilities are managed
and controlled. It is a strategic approach that is used to determine the different sort of
resources through which the real goals are targeted in suitable format (García Lillo,
2018). It provide better idea to the event venue provider as “The event company” make
advanced supply of all the activities by which promotion is managed in adequate format.
 Monitor the venues preferred suppliers: It includes the valuation and monitoring of
various suppliers that provide sufficient amount of resources that are required and
essential to conduct an event. The monitoring helps to make better analysis about the
different resources that are utilised while conducing and event or to measured the
difference in between the estimated budget and final costing by which the future
implementation is processed in easier manner. There are different supplier as like
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equipment, seats, channel and cables, barricades, foods and drink service provider and
many others as well.
Identify and critique one good practice that should be present between the event venue and its
hospitality provider
The event venue as like “The event company” and its hospitality services provider
manage to operate the business and its operation with more generousness through which better
entertainment of guest, visitors is controlled so as to provide better reception.
Quality management: It is the most vital aspect and under this The event company
ensures that supply of product and services of event is managed and controlled along with this
include some components as like quality assurance, planning, improvement and control (Hassim,
2019). It not only consist of management of quality but also considered the effective
achievements of it by which perfect services is provided in the market. There are some advantage
as well like it improvises the reputation of venue provider along with boost the morale of
employee. It is also reduce the manufacturing cost and with this better quality services is
provided in the market. On the other hand there are some disadvantages as well like its benefits
are not implies suddenly it takes longer time and get advanced as per continuous modifications in
appropriate manner.
For pre-event: The quality management of event and its hospitality is based on the prior
implementation of different elements through which continuous success and development is
induces. For this The event company ensure that better promotion and marketing about an event
is processed through which more of the guest get attracted and with this long term sustainability
is measured in terms of collection of more guest at event venue (Kandampully, 2018).
For during an event: As per the duration of event quality management is processed by
continuous checking that all the equipments and machinery worked well and the clear sound is
transmitted to the audience or it doesn't get scattered that influence the visitors to make better
enjoyment in the venue.
For post event: The quality management at post event reflect the larger gathering of
guest by which more profit is attained as from an event and with this better impact of the
perception of guest towards the event venue provider is increases and with this as per the
conduction of next event more of guest are attracted and also enhances the market image and
value of service provider (Litvin, 2018).
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CONCLUSION
It has been concluded from the above report that hospitality management is a process
through which the service provider provides and offer the best services to the customer or guest
by which they have felt more comfortable and gain better experiences as well. The event venue
provide manages the different strategies and plays vital role so as to ensure that balanced profit is
gained as from the conducted event.
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REFERENCES
Books and Journals
Ali, F. and et. al., 2018. An assessment of the use of partial least squares structural equation
modeling (PLS-SEM) in hospitality research. International Journal of Contemporary
Hospitality Management.
Buhalis, D. and Leung, R., 2018. Smart hospitality—Interconnectivity and interoperability
towards an ecosystem. International Journal of Hospitality Management. 71. pp.41-50.
Cunill, O.M. And et. al., 2019. Thirty-fifth anniversary of the International Journal of Hospitality
Management: A bibliometric overview. International Journal of Hospitality
Management. 78. pp.89-101.
García Lillo, F. and et. al., 2018. Mapping the “intellectual structure” of research on human
resources in the “tourism and hospitality management scientific domain”: Reviewing
the field and shedding light on future directions.
Hassi, A., 2019. Empowering leadership and management innovation in the hospitality industry
context. International Journal of Contemporary Hospitality Management.
Kandampully, J. and et. al., 2018. Customer experience management in hospitality. International
Journal of Contemporary Hospitality Management.
Köseoglu, M.A. And et. al., 2019. Intellectual structure of strategic management research in the
hospitality management field: A co-citation analysis. International Journal of
Hospitality Management. 78. pp.234-250.
Litvin, S.W. And et. al., 2018. A retrospective view of electronic word-of-mouth in hospitality
and tourism management. International Journal of Contemporary Hospitality
Management.
Morgan, N. and Pritchard, A., 2019. Gender Matters in Hospitality (invited paper for
‘luminaries’ special issue of International Journal of Hospitality Management).
International Journal of Hospitality Management. 76. pp.38-44.
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