مقاله انگلیسی رایگان در مورد برنامه ریزی به جا مانده کسب و کار برای رویداد بزرگ

مقاله سال 2016

 مجله تحقیقات بازاریابی – Journal of Business Research

Mega events can bring a number of changes in the host country. From the moment the host country decides to bid for the event to the time of selection and throughout the preparation for the event hosting, there are opportunities to leverage the event to achieve long term goals. Event leveraging is defined as efforts to take advantage of potential development opportunities a mega sport event can bring in a number of areas such as economic, tourism, socio-cultural, environmental, sport and health (Chalip, 2004).

One of the potential legacies of mega sport events lies in the idea of business networking (Manzenreiter, 2008). Many business opportunities are born from the creation of business relationships among national and international business entities involved in successful event planning and delivery. Recent studies have discussed the concepts of innovation, networking, risk taking, and pro-activeness in business development initiatives that include the development of smallmedium enterprises and increases in a country’s exports (Dimitratos, Amorós, Etchebarne, & Felzensztein, 2014).

Many of the event impacts can be characterized as tangible and intangible (Kaplanidou & Karadakis, 2010; Preuss, 2007). Among the tangible impacts, infrastructure development is the most characteristic example, while the intangible impacts often involve development of social capital (Gibson et al., 2014) and expanded business networking (Kaplanidou & Karadakis, 2010). The catalytic nature mega sport events have for a country’s development is not a novel idea (e.g., Kaplanidou & Karadakis, 2010). With the event acting as an accelerator for change, a number of expected and unexpected business relationships are created among private and public business networks (Spilling, 1996). The relationships among key event organizations (regional and global) can positively stimulate not only pure business economic indicators such as Gross Domestic Product (GDP) and salary but also learning and business related competencies as discussed by Spilling (1996). For example, for the 2010 Vancouver Games the Province of British Columbia witnessed the creation of 1500 new businesses from 2003 through 2010 and the cost of real estate remained fairly unchanged (VanWynsberghe, 2013).