BMA236: Assessment of Tasmanian Government Events Strategy 2015-2020

This assignment analyzes the Tasmanian Government Events Strategy (2015-2020), focusing on its objectives and implications for the tourism and hospitality industry. The analysis examines the strategy's goals of attracting 1.5 million visitors by 2020, emphasizing events as a key driver. The document reviews key ideas from journal articles related to event management, social media's influence on customer relationships, and the role of cultural capital in event-led regeneration. It explores the triple bottom line (social, environmental, and economic) in the context of event assessment and the importance of community engagement. The assignment also addresses the government's incentives, the creation of a sense of community, and the promotion of local businesses through events. The analysis highlights how the strategy aims to make Tasmania the boutique events capital of Australia, with investment pillars supporting service delivery, market funding, event support, and community outcomes.

ASSESSMENT METHOD 1
Assessment Method
Student’s Name
Professor’s Name
Date
Tasmanian Government Events strategy (2015 – 2020)
1st Question

ASSESSMENT METHOD 2
The Tasmania Government have different events portfolio for providing information to local
people. These incentives are in the form of entertainment, promotion participation, and
infrastructure legacy. The reason why corporations are offering incentives is to meet the target
number of visitors in Australia by 2020. Also, It is meant to promote local businesses in
Tasmania through events destination. These incentives are very persuasive since the events
portfolio are keen enough to create a sense of community (Liu, 2014 pp 503). The relationship
between social reporting and environmental responsibility is addressed through our pillars of
investments. These involve delivering services, funding markets, supporting events, and
promoting community outcomes.
2nd Question
The triple bottom line in Tasmania cannot separate since the purpose of the game is to establish
the world’s most excellent destination in Australia. Social, environmental, and economic entities
are tied in the responsibility of events assessment (Liu, 2014 pp 507). The tourism and
hospitality sector is enhanced by knowledge and skills that are experienced in all three bottom
lines. The idea of increasing participation of each group is achieved through government
activities of ensuring event investment and support. Social entities are enhanced through
different charitable appeals that provide a community with a specific funding stream for social
cohesion. The triple bottom line in Tasmania is meant to create a self-sustainability for the new
regional event.
Reference List

ASSESSMENT METHOD 3
Bıçakçı, A.B., 2012. Branding the city through culture: Istanbul, European Capital of Culture
2010. Journal of Human Sciences, 9(1), pp.993-1006.
Brent Ritchie, J.R., Wing Sun Tung, V. and JB Ritchie, R., 2011. Tourism experience
management research: Emergence, evolution and future directions. International Journal of
Contemporary Hospitality Management, 23(4), pp.419-438.
Buckley, R., 2011. Adventure tourism management. Routledge.
Foley, M., McGillivray, D. and McPherson, G., 2012. Event policy: From theory to strategy.
Routledge.
Hudson, S., Roth, M.S., Madden, T.J. and Hudson, R., 2015. The effects of social media on
emotions, brand relationship quality, and word of mouth: An empirical study of music festival
attendees. Tourism Management, 47, pp.68-76.
Landry, C., 2012. The creative city: A toolkit for urban innovators. Routledge.
Liu, Y.D., 2014. Cultural events and cultural tourism development: Lessons from the European
Capitals of Culture. European Planning Studies, 22(3), pp.498-514.
Moutinho, L. and Vargas-Sanchez, A. eds., 2018. Strategic Management in Tourism, CABI
Tourism Texts. Cabi.
Page, S., 2011. Tourism management. Routledge.
Raj, R. and Griffin, K.A. eds., 2015. Religious tourism and pilgrimage management: An
international perspective. Cabi.