In May 2010 the plans for Malmö’s new Concert Hall, Conference Centre and Hotel were announced publically. The purpose of this thesis was to present strategy for communication in order to gain approval for the new concert and conference center from the inhabitants inMalmö and to incorporate the use of it in their everyday life. Material from the receiver’s as well as the sender’s perspective has been collected from qualitative interviews. Through group interviews we have investigated the general consensus of the inhabitants of Malmö regarding the investment, placing, offered events, expectations as well as how they collected information. We have interviewed two persons from the expert group working with the project, in order to define a target group for the communication work and to formulate a concrete message. Finally, we have interviewed a person at Uppsala Konsert Kongress, to collect his conclusions and perspective from the communication processes surrounding the opening. The material has been evaluated continuously and analyzed  in relation to theories such as the Agenda Setting theory and Rogers’ Diffusion of innovations, explaining how individuals in a society react to an innovation. Our collected data has been put in relation to these theories, complemented by earlier research about image building and communication planning. Our analysis has given us a number of important values that will be vital in the communication process. The sender has to emphasize the variation in the events they offer to the public, as well as the fact that the centre will be a place for people to meet and exchange cultural values. The receivers also wish for these aspects. The target-group consists of all the inhabitants in Malmö, and has a wide diversity which puts pressure on the communicator to adjust message and communication channels according to the composition of the city. As a result of our research we present a strategy for effective communication actions, including the importance of face-to-face communication, feedback and media relations.

<p>In May 2010 the plans for Malmö’s new Concert Hall, Conference Centre and Hotel were announced publically. The purpose of this thesis was to present strategy for communication in order to gain approval for the new concert and conference center from the inhabitants inMalmö and to incorporate the use of it in their everyday life.</p><p>Material from the receiver’s as well as the sender’s perspective has been collected from qualitative interviews. Through group interviews we have investigated the general consensus of the inhabitants of Malmö regarding the investment, placing, offered events, expectations as well as how they collected information. We have interviewed two persons from the expert group working with the project, in order to define a target group for the communication work and to formulate a concrete message. Finally, we have interviewed a person at Uppsala Konsert Kongress, to collect his conclusions and perspective from the communication processes surrounding the opening.</p><p>The material has been evaluated continuously and analyzed  in relation to theories such as the Agenda Setting theory and Rogers’ Diffusion of innovations, explaining how individuals in a society react to an innovation. Our collected data has been put in relation to these theories, complemented by earlier research about image building and communication planning.</p><p>Our analysis has given us a number of important values that will be vital in the communication process. The sender has to emphasize the variation in the events they offer to the public, as well as the fact that the centre will be a place for people to meet and exchange cultural values. The receivers also wish for these aspects. The target-group consists of all the inhabitants in Malmö, and has a wide diversity which puts pressure on the communicator to adjust message and communication channels according to the composition of the city.</p><p>As a result of our research we present a strategy for effective communication actions, including the importance of face-to-face communication, feedback and media relations.</p>

The primary goal of this study was to identify key success factors for the management of a conference centre in South Africa. This goal was achieved by firstly portraying an overview of the conference industry in South Africa. Secondly, a literature study was conducted in order to determine the aspects in the literature that are regarded as of vital importance in managing a conference centre. Thirdly, the results of the empirical research were discussed. Lastly, conclusions were drawn from the research and recommendations were made with regard to further research. From the literature study, aspects of strategic management, financial management, marketing management, human resource management and management of operational aspects were identified as being important in the management of a conference centre. These aspects were used to compile a questionnaire. The objective of the questionnaire was to measure the importance that conference centre managers attach to the identified elements. Questionnaires were e-mailed to 250 conference centres. A total of 100 questionnaires were received back. The study population consisted of a database as compiled by the researcher from the Direct Access Conference Handbook (2004) and the Africa Conference Directory (2006/7). Questionnaires were also handed out personally to exhibitors at the INDABA Tourism Exhibition (2006). From the responses to the questionnaire it can be deduced that conference centre managers regard the aspects of strategic management, financial management, marketing management, human resource management and management of operational details as important to very important. A factor analysis was done to determine the key success factors in managing a conference centre. The following factors were identified, namely to: • Provide a conference centre with a functional layout and the correct variety of activities; • perform marketing management; • ensure that operational aspects are in place; • do proper planning; • provide an attractive venue and conduct a post-conference evaluation; and • perform human resource management. Conference centre managers have to apply the above-mentioned key success factors to ensure that the conference centre is successful over the longterm. / Thesis (M.A. (Tourism))--North-West University, Potchefstroom Campus, 2007.

Thesis (M.A. (Tourism))--North-West University, Potchefstroom Campus, 2007.

The primary goal of this study was to identify key success factors for the management of a conference centre in South Africa. This goal was achieved by firstly portraying an overview of the conference industry in South Africa. Secondly, a literature study was conducted in order to determine the aspects in the literature that are regarded as of vital importance in managing a conference centre. Thirdly, the results of the empirical research were discussed. Lastly, conclusions were drawn from the research and recommendations were made with regard to further research. From the literature study, aspects of strategic management, financial management, marketing management, human resource management and management of operational aspects were identified as being important in the management of a conference centre. These aspects were used to compile a questionnaire. The objective of the questionnaire was to measure the importance that conference centre managers attach to the identified elements. Questionnaires were e-mailed to 250 conference centres. A total of 100 questionnaires were received back. The study population consisted of a database as compiled by the researcher from the Direct Access Conference Handbook (2004) and the Africa Conference Directory (2006/7). Questionnaires were also handed out personally to exhibitors at the INDABA Tourism Exhibition (2006). From the responses to the questionnaire it can be deduced that conference centre managers regard the aspects of strategic management, financial management, marketing management, human resource management and management of operational details as important to very important. A factor analysis was done to determine the key success factors in managing a conference centre. The following factors were identified, namely to: • Provide a conference centre with a functional layout and the correct variety of activities; • perform marketing management; • ensure that operational aspects are in place; • do proper planning; • provide an attractive venue and conduct a post-conference evaluation; and • perform human resource management. Conference centre managers have to apply the above-mentioned key success factors to ensure that the conference centre is successful over the longterm. / Thesis (M.A. (Tourism))--North-West University, Potchefstroom Campus, 2007.

The main goal of this diploma project is to produce an architectural study of the Moravian Wine Centre Brno (MVC) located on Hlinky Street in Brno, Czech Republic. Study also includes a concept of urban planning at Zluty Kopec area. Proposed urban ideas lead to development of a bidirectional passable park area and create an axis leading towards Moravian Wine Centre. MVC is a multifunctional building which contains the following space and operations: a leasable retail space for winemakers, space for wine degustation and archive boxes, a congress center with multifunctional hall, offices of The Czech Republic Institute of Wine, a gastrostudio, a viewing terrace restaurant, a cafe, a hotel type of accommodation in double rooms and suites, apartments with roof terraces, a wellness centre and space for wine production. Design of the proposed MVC complements surrounding buildings built in functionalist era and highlights the enter of proposed park. The facade is functionally pure with an accent of colored glass. An important part of the proposal is to link the design of new building with the historic cellars with tradition of wine processing. A part of this project was to design an interior spiral staircase connecting the basement with the entrance area. The construction of building contains integrated elements of renewable resources of energy such as photovoltaic facade.