This research examines the impact of inter-organisational relationships of public sector events agencies on events tourism strategy making within Australian state/territories. The global expansion of events tourism and sustained interest in networks and relationships as conduits to strategy underpin this topic. Although public sector institutional arrangements exist in many countries including Australia to develop events tourism, there is no known empirical research of inter-organisational relationships for strategy making in this domain. Against this background, the research problem of the thesis is: How and why do inter-organisational relationships of public sector events agencies impact upon events tourism strategy making within Australian states and territories? Based on a review of themes and issues within the two parent theories of tourism strategy and inter-organisational relationships, a theoretical framework and four research issues are developed. These issues are: RI 1: How does the public sector institutional environment impact upon events tourism strategies and the inter-organisational relationships that shape them, and why? RI 2: How do events tourism strategy forms and processes reflect and influence events agencies' inter-organisational relationships, and why? RI 3: What are the forms and characteristics of events agencies' inter- organisational relationships for shaping events tourism strategies, and why? RI 4: What are the incentives and disincentives for events agencies to engage in inter-organisational relationships for events tourism strategy making, and why? Because this research explores a new field within events tourism, it adopts a realism paradigm to uncover the 'realities' of events agencies' inter-organisational relationships and strategies. Two qualitative methodologies are adopted: the convergent interview technique (Carson, Gilmore, Perry, and Gronhaug 2001b; Dick 1990) and multiple case research (Perry 1998, 2001; Yin 1994). The convergent interviews serve to explore and refine the theoretical framework and the four research issues investigated in the multiple case research. These cases are represented by the inter-organisational relationships of events agencies in six Australian states/territories. Findings about the public sector institutional environment (research issue 1) show that events tourism strategies are influenced by different public sector policies and influences, the organisational arrangements for events tourism, the roles of events agencies and the lifecycle phase of events tourism in each state/territory. In relation to events tourism strategy forms (research issue 2), reactive/proactive strategies that respond to or address arising events or opportunities are common with a limited application of formal planning strategies. However, events agencies' strategy processes do reflect a range of strategic activities of importance. Inter-organisational relationships of events agencies (research issue 3) are typified by informal, government-led networks that influence, rather than develop, events tourism strategies. Finally, the importance of a number of incentives and disincentives for agencies to engage in inter-organisational relationships for events tourism strategy making is established. The final conceptual model depicts the themes within all four research issues and links between them to address the research problem. The conclusions of this research make a major contribution to events tourism theory and build upon theories in tourism strategy and inter-organisational relationships. Further research opportunities are presented by these conclusions and the conceptual model which may be explored using other methodologies or alternative research contexts. Practical implications of the research for policy makers and agency executives relate to policy-strategy linkages, public sector organisational arrangements for events tourism, strategy forms and processes and frameworks to engage stakeholders in inter-organisational relationships for strategy making. Knowledge of incentives and disincentives for these inter-organisational relationships also provides a platform for events agencies to reflect upon and revise their modes of governance for events tourism strategy making.

<p>Event marketing är en marknadsföringsform som har växt ordentligt under senare delen av 90-talet och det börjar bli ett naturligt inslag i företagens marknadskommunikation. Trots denna tillväxt har event marketing under en längre tid sammankopplats med brist på utvärderingsmetoder. En avsaknad av utvärderingsmetoder leder till svårigheter att avgöra vilka effekter en event marketing-satsning resulterar i, hur genomförandet kan förbättras samt huruvida event marketing är en lämplig form av marknadsföring i en given situation. En ökad förståelse för dessa eventuella utvärderingsproblem skapar även förutsättningar för utvecklandet av utvärderingsmetoder och därmed möjlighet att besvara liknande frågeställningar. Denna uppsats undersöker vad som skiljer event marketing från annan marknadsföring i en utvärderingssituation, vilka problem dessa skillnader kan medföra samt hur eventuella utvärderingsproblem kan hanteras. Detta görs genom intervjuer med såväl"producenter"som"köpare"av event marketing.</p>

<p>Purpose/Aim: The purpose of this study was to investigate future marketing channels from the perspective of professional marketers.</p><p>Material/Method: The study is based upon interviews with six professional marketers.</p><p>Main results: Traditional marketing is not being put aside but needs to be combined with new methods. There are several new and exciting ways to gain attention from the audience, all depending on the purpose of the campaign. Mobile technology is considered upcoming and target group defining is a key issue.</p>

Event marketing är en marknadsföringsform som har växt ordentligt under senare delen av 90-talet och det börjar bli ett naturligt inslag i företagens marknadskommunikation. Trots denna tillväxt har event marketing under en längre tid sammankopplats med brist på utvärderingsmetoder. En avsaknad av utvärderingsmetoder leder till svårigheter att avgöra vilka effekter en event marketing-satsning resulterar i, hur genomförandet kan förbättras samt huruvida event marketing är en lämplig form av marknadsföring i en given situation. En ökad förståelse för dessa eventuella utvärderingsproblem skapar även förutsättningar för utvecklandet av utvärderingsmetoder och därmed möjlighet att besvara liknande frågeställningar. Denna uppsats undersöker vad som skiljer event marketing från annan marknadsföring i en utvärderingssituation, vilka problem dessa skillnader kan medföra samt hur eventuella utvärderingsproblem kan hanteras. Detta görs genom intervjuer med såväl"producenter"som"köpare"av event marketing.

This thesis will explore how swedish Talang 2010 used their strategic communication in Kalmar and Stockholm and how the effect of this work was shown in the two cities. With a focus on how the sender was working with the external communication in the two cities, the heart of the research was studying Talang 2010’s communication strategy in these two contexts. The research was made with surveys during two audition days in Kalmar and two days in Stockholm. The competitors, the audience and the general public were answering different surveys but with the same base to study the effect. For studying the strategic communication interviews was held with the Marketing Director of Talang 2010, a person in the marketing workgroup in Kalmar and an expert in management and communication strategies. This showed that the Marketing Director of Talang 2010 and the person in the workgroup in Kalmar had another view of the result than the receivers. They felt that they had accomplished their goals by reaching out to more people than before and having more people in the audience than last year, but the survey shows that the public wanted more information about the event. By using contextually different strategies Talang 2010 reached the same result in Kalmar as in Stockholm with a full crowd during all the audition days. With the budget that was available for this year Talang 2010 could have a good use of cheaper options like internet or word of mouth to reach out to even more people.

Purpose/Aim: The purpose of this study was to investigate future marketing channels from the perspective of professional marketers. Material/Method: The study is based upon interviews with six professional marketers. Main results: Traditional marketing is not being put aside but needs to be combined with new methods. There are several new and exciting ways to gain attention from the audience, all depending on the purpose of the campaign. Mobile technology is considered upcoming and target group defining is a key issue.

<p>Background</p><p>Marketing spending has grown dramatically over the last decade but the traditional market-ing strategies such as advertising in TV, on billboards and posters might not be as effective as they used to be. The phenomena, how to work with marketing with the use of limited capital, has attracted attention in different contexts lately. It may sound hopeless to reach all the way through by the use of limited capital but it although exist examples of compa-nies that have succeeded with this; they are doing more with less.</p><p>Purpose</p><p>The main purpose of this thesis is to examine how firms, by the use of no or limited finan-cial resources, could market themselves successfully and how such a marketing process look like. The other purpose is to identify or map out the difference among traditional marketing and doing more with less.</p><p>Method</p><p>With a more inductive research approach and a qualitative research method the data was collected for this thesis. Four companies were carefully selected and interviewed over the phone. The chosen respondents are; Tomas Gustafsson representing Brämhults, Per Holk-nekt at Odd Molly, Jan Gustafsson at Saltå Kvarn and Hanna Lundgren at WeSC.</p><p>Conclusion</p><p>We have concluded that many strategies can be successful in doing more with less. The strategies found in this study are; Public Relations, Brand Management, Packaging, Product Placement, Event Marketing and Unique Selling Propositions. A coherent pattern or proc-ess could not be identified but it exist similarities in the way that companies make use of marketing strategies concerning doing more with less. Moreover we came up with the con-clusion that the difference between traditional marketing and the strategies identified as do-ing more with less, besides the obvious cost aspect, is the connection that they are often presented in a way which is not as easy for the potential consumer to perceive as commer-cial.</p>

Background Marketing spending has grown dramatically over the last decade but the traditional market-ing strategies such as advertising in TV, on billboards and posters might not be as effective as they used to be. The phenomena, how to work with marketing with the use of limited capital, has attracted attention in different contexts lately. It may sound hopeless to reach all the way through by the use of limited capital but it although exist examples of compa-nies that have succeeded with this; they are doing more with less. Purpose The main purpose of this thesis is to examine how firms, by the use of no or limited finan-cial resources, could market themselves successfully and how such a marketing process look like. The other purpose is to identify or map out the difference among traditional marketing and doing more with less. Method With a more inductive research approach and a qualitative research method the data was collected for this thesis. Four companies were carefully selected and interviewed over the phone. The chosen respondents are; Tomas Gustafsson representing Brämhults, Per Holk-nekt at Odd Molly, Jan Gustafsson at Saltå Kvarn and Hanna Lundgren at WeSC. Conclusion We have concluded that many strategies can be successful in doing more with less. The strategies found in this study are; Public Relations, Brand Management, Packaging, Product Placement, Event Marketing and Unique Selling Propositions. A coherent pattern or proc-ess could not be identified but it exist similarities in the way that companies make use of marketing strategies concerning doing more with less. Moreover we came up with the con-clusion that the difference between traditional marketing and the strategies identified as do-ing more with less, besides the obvious cost aspect, is the connection that they are often presented in a way which is not as easy for the potential consumer to perceive as commer-cial.

台灣國片行銷常受限於預算有限，多數利用「事件行銷」方式進行行銷宣傳，吸引觀眾進戲院觀賞影片。不同於好萊塢，台灣電影有許多在地元素能夠與消費者進行溝通，並配合活動來吸引媒體報導，成功增加曝光度。 行銷者最重要的任務即是創造並傳遞價值給消費者，由太陽劇團(Cirque du Soleil)行銷團隊提出的「會話資本」是一個新的操作模式，經由操作「八個引擎」能夠讓消費變成一件具有意義且值得與他人談論的經驗，藉由消費者的討論及散播這樣獨特的經驗，企業或商品的價值也由此提升。因此，本研究從會話資本觀點出發，依照事件行銷的架構去檢視電影「翻滾吧!阿信」及「那些年 我們一起追的女孩」透過電影行銷所帶來的價值創造，提出四個研究問題:(1) 兩部電影如何經營會話資本? (2) 電影與消費者如何互動來經營會話資本? (3) 媒體應用在經營此兩部電影的會話資本的特性為何? (4) 兩部電影如何使用會話資本累積名聲並創造價值? 對於兩個案研究，本研究得到結論:(1) 會話資本經營的方向決定於電影本身的定位及特色，而內容則決定於電影故事及團隊資源。(2) 消費者是經營會話資本中不可或缺的元素，加強消費者的參與，讓消費者的生命經歷與電影故事及精神產生連結有助於電影會話資本的經營。(3) 媒體是傳達電影訊息的重要媒介，透過會話資本的經營，其所產生的紀錄及價值能夠再次藉由媒體影響更多消費者 關鍵字：電影行銷、會話資本、事件行銷 / Taiwanese movie marketing is usually limited by a lean budget and most of the marketers adopt “event marketing” as the major promotion tool to attract audience. Different from Hollywood movies, Taiwanese movies have many local elements, which can connect with consumers, and activities to attract media coverage and succeed in increasing the exposure. The most important task of marketing is to create and deliver value to consumers. "Conversation Capital" developed by Cirque du Soleil marketing team is a new model. Using one or all of the eight engines in a consumption experience helps make the experience more meaningful and worth talking. In turn, through positive word-of-mouth, the value of the company or product would be raised. From the perspective of Conversational Capital, this research explores four questions through two case studies: “Jump Ashin!”and “You're The Apple Of My Eye”: (1) How is conversational capital managed in the cases? (2) How is conversational capital managed through the interaction of movies and consumers? (3)What is the feature of media appliance in managing the conversational capital? (4)How to raised positive reputation and create value by conversational capital? The conclusions of this research are the following: (1) The direction in managing conversational capital is determined by the position and characteristics of the film itself; whereas the content is determined by the film story and team resources. (2) Consumer is an indispensable element in the conversational capital. Strengthening the participation and connection of consumers ’life experience with the movie helps manage conversational capital. (3) Media is an important medium to convey the movie message, and through the conversational capital, the records and value can affect more consumers once more by the media. Keywords: Movie marketing, Conversational Capital, Event marketing

In the present study, event sponsorship and event marketing are identified as two distinct event-related marketing communications tools. As a research field, sponsorship and event sponsorship has experienced continuous research interest for the last four decades. This in clear contrast to event marketing, which only within the last 10 years has attracted research interest from marketing scholars. However, little research has been carried out in the field of (event-) sponsorship from an organisational perspective. Thus, to the author s knowledge, the present study is the first of its kind investigating both event formats, event sponsorship and event marketing, from an organisational perspective in one study. A literature review that spans the domains of branding, signalling theory and hedonic consumption helped to differentiate between the two event formats, and to provide a theoretical grounding of the two event formats. The present study evaluates the impact of event sponsorship and event marketing on the brand and performance dimensions of brand awareness, brand attitude, brand performance and financial performance. Furthermore, brand orientation and organisational innovativeness moderate the relationship between independent and dependent variables. Moreover, this research study was undertaken from an organisational perspective. There is little evidence within the field of event sponsorship and event marketing as to how organisations evaluate the performance impact of event sponsorship and event marketing. Similarly, the more established sponsorship outcomes of brand awareness and brand attitude have yet to receive research attention within an organisational research setting. This research study follows a cross-sectional research design. A conceptual model is developed on the basis of the literature review, and is tested through confirmatory factor analysis and structural equation modelling. The data for this study was collected via an online survey which resulted in 226 responses. The findings indicate a negative relationship between event sponsorship and brand performance. Furthermore, organisational innovativeness was identified as moderating the event sponsorship brand performance relationship, whereas brand orientation is found to moderate the event marketing financial performance relationship.