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Convention Venue Draft 20081124


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Convention Venue Draft 20081124

  1. 2. Table of Content <ul><li>Objectives </li></ul><ul><li>Framework of Study </li></ul><ul><li>SWOT analysis of 3 regions’ convention venues </li></ul><ul><li>Current Issues/ interface among 3 regions </li></ul><ul><li>Recommendations for future partnership </li></ul><ul><li>Limitations </li></ul><ul><li>Conclusion </li></ul><ul><li>Q & A Session </li></ul>
  2. 3. Objectives <ul><li>We would like to </li></ul><ul><li>Identify current issues/ interface among three regions </li></ul><ul><li>Investigate into the possibility of partnership among three regions </li></ul><ul><li>Maximizing the benefits and development potential of three regions </li></ul>
  3. 4. Reasons for choosing the 3 cities <ul><li>Flourish market in HK (reference) </li></ul><ul><li>To evaluate the opportunities/ potential growth </li></ul><ul><li>Coz Macau & Guangzhou : geographical proximity (map/ km?) </li></ul><ul><li>Recent studies about their business relationship </li></ul><ul><li>Aim at the same market </li></ul><ul><li>Competition? Cooperation? </li></ul>
  4. 5. Framework of Study <ul><li>Definition of business relationship: </li></ul><ul><li>the connections between suppliers & customers </li></ul><ul><li>“ Business network connections influence relationship commitment directly and relationship profitability indirectly, which have strong implications for cooperative strategies” ( Beamish & Killing, 1997 : 262 ) </li></ul><ul><li>“ It indicates that the relationship development process with ongoing processes in alliances and joint ventures are more likely to be successful.” ( Beamish & Killing, 1997 : 262 ) </li></ul>
  5. 6. Framework of Study <ul><li>Definition of Relationship commitment </li></ul><ul><li>Refers to the engagement of the partners in the relationship ( Beamish & Killing, 1997 : 256) </li></ul><ul><li>Definition of R elationship P rofitability </li></ul><ul><li>Refers to the targeting and manage ment of the most valuable customer relationships ( Jack Henry & Associates, Inc . , n.d.) </li></ul>
  6. 7. Region comparison
  7. 8. Venue comparison
  8. 9. Current Issues/ Interface identified <ul><li>CEPA </li></ul><ul><li>Hong Kong- Zhuhai- Macau Bridge </li></ul><ul><li>Ownership/ Management companies help operating Mainland convention venue </li></ul>
  9. 10. Recommendations for F uture P artnership <ul><li>Develop Law s & Regulations </li></ul><ul><li>Establish a CVB (external)& associations (internal) for the region </li></ul><ul><li>Competitive Positioning </li></ul><ul><li>Design Cooperation Strategies </li></ul>
  10. 11. Develop Law s & Regulations <ul><li>To enhance accessibility </li></ul><ul><li>To facilitate the coordination </li></ul><ul><li>E.g. </li></ul><ul><li>Allow airlines to operate more international routes </li></ul><ul><li>Visa application </li></ul><ul><ul><li>For multi-destinations </li></ul></ul><ul><ul><li>Simplified procedures by sharing the database of attendees with previous visit to one of the cities </li></ul></ul>
  11. 12. Establish a CVB ( E xternal) <ul><li>Formal organization </li></ul><ul><ul><li>To coordinate the regional marketing as a convention hub </li></ul></ul><ul><ul><li>To encourage relationship commitment </li></ul></ul><ul><ul><li>To b rand the region as a convention hub </li></ul></ul><ul><li>Individual Image </li></ul><ul><li>Guangzhou C ontribution </li></ul><ul><ul><li>Provide economical exhibits to the venues in HK & Macau </li></ul></ul><ul><ul><li>With Large venue for exhibitions requiring large space to diversify the market </li></ul></ul><ul><li>Macau C ontribution </li></ul><ul><ul><li>With Resort to enhance attractiveness of conventions </li></ul></ul><ul><li>HK C ontribution </li></ul><ul><ul><li>Attract Mega events, e.g. The Sixth WTO Ministerial Conference </li></ul></ul><ul><ul><li>∵ HK has membership in associations while other cit ies do not </li></ul></ul><ul><ul><li>∵ HK has limit ed capacity of venues </li></ul></ul>
  12. 13. Establish a n A ssociations ( I nternal) <ul><li>Informal organization </li></ul><ul><li>As Internal communication system for a particular business/ industry </li></ul><ul><li>manage ment of the most valuable customer relationships </li></ul><ul><li>E.g. annual meetings </li></ul><ul><li>( Jack Henry & Associates, Inc . , n.d.) </li></ul>
  13. 14. Competitive Positioning <ul><li>Categories of trade shows </li></ul><ul><li>HK = hi-tech/jewelry </li></ul><ul><li>Macau = incentives travel / entertainment </li></ul><ul><li>Guangzhou = machines/ raw materials </li></ul><ul><li>To promote mutual benefits </li></ul><ul><li>To avoid competition </li></ul><ul><li>To improve profits ( Jack Henry & Associates, Inc . , n.d.) </li></ul>
  14. 15. Cooperation strategies <ul><li>HK = HR </li></ul><ul><li>Macau = recreation element / incentive </li></ul><ul><li>Guangzhou = Land / market </li></ul><ul><li> Using own strength to supplement each other’s weaknesses </li></ul>
  15. 16. Limitations <ul><li>Only ONE venue is picked up as an example from each region based on the scale of market share </li></ul><ul><li>Some general suggestions are already suggested in previous literature </li></ul><ul><li> We adopt the way to examine the feasibility apart from giving new suggestions </li></ul>
  16. 17. Conclusion <ul><li>3 cities can cooperate </li></ul><ul><li>HK as a leader coz HR & experience </li></ul>
  17. 18. References <ul><li>Beamish, P. W. & Killing, J. P. (1997). Business network and cooperation in international business relationships . In Holm, D.B., Eriksson, K. & Johanson, J. (Ed.), Cooperative Strategies: European Perspectives ( pp. 256-262 ) . California: The New Lexington Press. </li></ul><ul><li>Jack Henry & Associates, Inc . (n.d.). Relationship Profitability Management (RPM) . Retrieved November 20, 2008, from the World Wide Web: </li></ul>