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Business and Public Relations Dissertation
6001BUSPR
A critical analysis into understanding “Are
events an important means of gaining brand
competitive advantage?”
LJMU

Abstract
This dissertation aims to analyse and discuss theories, which support and oppose the idea that
events allow brands and organizations to gain competitive advantage.
The author of this research project will discuss the methods used for events and their
effectiveness or lack of, to communicate with stakeholders.
Implementing events as a part of brand and PR strategy is important for market development,
competition and the growth of corporate identity
The dissertation aims to examine the concept of whether events are important as means of
gaining competitive advantage. In order to meet this aim the author will has investigated
how events are promoted in the digital age.
A combination of primary and secondary research has been used in order to explore the topic.
The methods of research used have been chosen in order to receive the qualitative research
possible from credible sources
Research has been conducted through semi-structured interviews as primary research and
secondary research, which consists of researching and analysing published websites, journal
articles and newspapers as well as the inclusion of a literature review.

Contents
Abstract...................................................................................................................................................2
Chapter 1.0: Introduction .......................................................................................................................5
1.1 Introduction and Purpose.............................................................................................................5
1.2 The Problem..................................................................................................................................5
1.3 Defining Public Relations (PR).......................................................................................................6
1.4 Defining Events .............................................................................................................................6
1.5 Defining a brand............................................................................................................................6
1.6 Defining brand identity.................................................................................................................6
1.7 Current Trends........................................................................................................................6
1.8 Aim and Objectives .......................................................................................................................7
Aim..................................................................................................................................................7
Objectives........................................................................................................................................7
Chapter 2.0: Methodology......................................................................................................................8
2.1 Research Strategy .........................................................................................................................8
2.2 Methodology.................................................................................................................................8
2.3 Literature Review..........................................................................................................................9
2.4 Interviews......................................................................................................................................9
Interview Design ...........................................................................................................................10
Ethics.............................................................................................................................................10
2.5 Data Analysis...............................................................................................................................10
Chapter 3.0: Literature Review.............................................................................................................12
3.1 Literature Review........................................................................................................................12
3.2 Introduction ................................................................................................................................12
3.3 Objectives....................................................................................................................................12
3.4 Events and the User Experience .................................................................................................12
3.5 Competitive Advantage...............................................................................................................13
3.6 Measuring and Gaining Competitive Advantage ........................................................................14
3.7 Sponsorship.................................................................................................................................14
3.8 Events in the digital age..............................................................................................................15
3.9 The Marketing Mix and persuasive PR........................................................................................16
3.10 Festivals.....................................................................................................................................17
3.11 Conclusion.................................................................................................................................17
Chapter 4.0: Research Findings.............................................................................................................19

4.1 Findings.......................................................................................................................................19
4.2 Interview Questions....................................................................................................................21
Chapter 5.0: Analysis.............................................................................................................................28
5.1 Analysis .......................................................................................................................................28
5.1 Events and the User Experience .................................................................................................28
5.3 Events in the Digital Age .............................................................................................................29
5.4 The Marketing Mix and Persuasive PR........................................................................................30
5.5 Measuring Competitive Advantage ............................................................................................31
5.6 Conclusion...................................................................................................................................32
Chapter 6.0: Conclusions ......................................................................................................................33
6.1 Limitations...................................................................................................................................33
6.2 Conclusions .................................................................................................................................33
Objective 1: To contextualize how successful events can gain competitive advantage for
business.........................................................................................................................................33
Objective 2: Analyse the role of social media in event promotion...............................................33
Objective 3: To analyse the relationship between the events industry and public relations (PR)
and discuss the role PR has in creating competitive advantage...................................................34
Objective 4: To analyse primary data and use secondary data to quantify findings....................35
Objective 5: To make recommendations for creating competitive advantage within the events
industry. ........................................................................................................................................36
Chapter 7.0: Recommendations ...........................................................................................................37
7.1 Recommendations......................................................................................................................37
Recommendation 1:..........................................................................................................................37
Recommendation 2:..........................................................................................................................37
Recommendation 3:..........................................................................................................................37
Chapter 8.0: Reference List...................................................................................................................38
References ............................................................................................................................................38
Chapter 9.0: Appendices.......................................................................................................................42
Appendices........................................................................................................................................42
Appendix 1: Interview Responses.................................................................................................42
Ethics Documents..................................................................................................................................54
..............................................................................................................................................................56
..............................................................................................................................................................57

Chapter 1.0: Introduction
1.1 Introduction and Purpose
This dissertation aims to analyse and discuss theories, which support and oppose the idea that
events allow brands and organizations to gain competitive advantage. Interest in corporate
competitive advantage has always been a topic of interest for consumers; however, with the
recent progressions of digital communication, consumers are receiving more digitized
messages than ever. The author of this research project will discuss the methods used for
events and their effectiveness or lack of, to communicate with stakeholders. Competitive
advantage is understood to “arise from many sources” (Porter, 2008) and the author will
explore the importance of choosing the correct sources for the events industry.
Implementing events as a part of brand and PR strategy is important for market development,
competition and the growth of corporate identity. A brand strategy is at the core for businesses
participating and competing both within and outside of their respective markets.
Provided below is an introduction to defining Public Relations (PR) and events which will
continue to be the primary focus of this dissertation and will provide a platform to combine
theory findings and primary research conducted by the author.
Participating in an events management module as part of a degree as well as gaining valuable
experience in the event industry formed the basis of this research project. Involvement in
internationally renowned events and knowledge gained from a PR degree raised an interest in
the industry and a link between the two areas. The two interests presented a platform to
investigate how events are used in conjunction with PR as a tool to gain competitive advantage.
1.2 The Problem
The problem raised within this dissertation research area, is that there are few studies as well
as relevant recent literature that proves a positive correlation between events and gaining
brand competitive advantage. It has become apparent to the author of this dissertation that
many researchers think of events as a PR or marketing tool and that they can create positives
for organisations however, this dissertation aims to approve or disprove the idea that events
can lead to gaining brand competitive advantage. Evidence shows, that there is a lack of
literature on the issue of how organisations can combine events within their brand strategy
for modern event success.

1.3 Defining Public Relations (PR)
PR is currently under scrutiny for lacking a strong identity. Many argue that PR has various
forms and definitions and is becoming an integrated role. Rex Harlow (1976) collated and read
approximately 472 different definitions of PR in order to create his own.
CIPR (2015) published definition remains as “Public relations is the strategic management of
relationships between an organization and its diverse publics, through the use of
communication, to achieve mutual understanding, realize organizational goals and serve the
public interest”
1.4 Defining Events
There are two genres of events: planned and unplanned, this research project is focused on
planned events. Donald Getz defines planned events as a “temporary occurrences with a pre-
determined beginning and end. Every such event is unique, stemming from the blend of
management, program, setting and people.” (Getz, 2004)
1.5 Defining a brand
The American Marketing Association (Americian Marketing Association, 1960) defines a
brand as “a name, term, sign, symbol or a combination of them, intended to identify the
goods or services of one sellers of a group of sellers and to differentiate from those of a
competitor”. Although this definition was given many years ago, its meaning is still relevant
to modern day.
1.6 Defining brand identity
Brand identity is “tangible and appeals to the senses … Brand identity fuels recognition
amplifies differentiation and makes big ideas and meaning accessible. Brand indemnity takes
disparate elements and unifies them into whole systems.” (Wheeler, 2012)
1.7 Current Trends
In order to understand the importance of events and their impact on creating competitive
advantage, it is necessary to examine and discuss current trends in the events industry.
As well current trends, events industry professional are creating predictions for future trends.

According to the International Association of Exhibitions and Events (Friedman, 2013), it is
important that industry professional focus on how they engage with and reach the “online

generation” and encouraging them to attend exhibitions, trade shows and to teach the
value of face-to-face marketing.
CIPR’s predictions for 2015 state that brands who don’t embrace the social lifestyle will suffer,
as said by Sarah Hall “The brutal truth is that brands which fail to engage with their audiences
on a social level will be ignored” (CIPR & Hall, 2014). This statement is still relevant in 2016 and
is a testament to the importance of staying relevant and fighting for competitive advantage.

2016 has become an extremely important year for entrepreneur event planners, with chefs
holding pop up events and business professionals hosting training seminars, two examples
amongst a wide range of events. Event entrepreneurship is something for all industries to
participate in according to the prediction made by Marino Fresch, head of Marketing at
Eventbrite UK & Ireland (Fresch, 2015). These trends will affect the way we view events, how
different generations evaluate events as well as contributing to brand competitive advantage.
1.8 Aim and Objectives
Aim
To examine the concept of whether events are important as means of gaining competitive
advantage. In order to meet this aim the author will has investigated how events are promoted
in the digital age.
Objectives
 To contextualize how successful events can gain competitive advantage for business
 Analyse the role of social media in the events industry
 To analyse the relationship between the events industry and public relations (PR) and
discuss the role PR has in creating competitive advantage
 To analyse primary data and use secondary data to quantify findings.
 To make recommendations for creating competitive advantage within the events
industry
The objectives for this research topic reflect the aim of the dissertation and have been
meticulously designed in order to answer the question “Are events an important means of
gaining brand competitive advantage?”

Chapter 2.0: Methodology
2.1 Research Strategy
“Traditionally, research has been conceived as the creation of true, objective knowledge.”
(Alevesson, 2000). An objective oriented approach has been adopted in to collect data and
perform the relevant research methods. Through studying industry relevant academic
literature as well as conducting investigative interviews in order to compile the research to
answer the question by the research project.
A combination of primary and secondary research has been used in order to explore the topic.
The methods of research used have been chosen in order to receive the most qualitative
research possible from credible sources. In order to collect reliable data when completing this
research project as well conducting the research in a methodological manner. This is essential
to ensure for the research to be taken a serious piece of literature (White, 2000). The author
was cautious to ensure that research was conducted under ethical terms, in order maintain
the validity and reliability of findings, also avoiding bias to provide a neutrally balanced
argument.
2.2 Methodology
“The research methodology is the philosophy which guides the research” as summarised by Dr
Catherine Dawson (2009, p. 23). Brian White (2014, p. 29) suggests, “Methodology aligns the
philosophical basis which the research is founded”. This dissertation primarily consists of
qualitative research based on the style and nature of the research topic. Dr Catherine Dawson
(2009, pp. 14,15) states that qualitative research “explores attitudes, behaviours and
experiences through methods such as interviews.”
Qualitative research methods have been used in to aid the author of this dissertation and to
fully explore the topic with flexibility, especially whilst considering and conducting primary
research. According to Clarke, Riley, Wilkie and Wood (1998), the qualitative research methods
are reliant on the skills of the research where quantitative methods are concerned with the
quality of the research instruments.
Public Relations is an area, which is often open to opinion and in turn, conjure a range of
opinion-based data. In order to quantify and analyse primary data, it is supported by the
collation of secondary research. The secondary research includes the analysis of journal articles

and literature from governing bodies such as CIPR, textbooks, industry publications and core
texts supporting key theories and scholars in the specialist area.
2.3 Literature Review
“A literature review is a critical evaluation of the existing body of knowledge on a topic” (Hussey,
2009). The purpose of the literature review is to evaluate the state of existing knowledge within
the subject field, leading to the identification of further research topics that are useful and
beneficial to meeting previously set objectives. (Rowley, 2004, p. 32). The literature review has
given the author an opportunity to explore secondary research, which takes the form of
previously existing knowledge as well as forming the basis and needs of the primary research.
As supported by Booth (2012, p. 2) a literature review allows researchers to fully understand
the topic.
This literature review for this research topic focuses on the opportunity for further
investigation rather than “highlighting weaknesses” (Booth, 2012, p. 3) in the topic area. The
literature review has offered the opportunity to further explore theories related to the topic
and how the author can interact with such theories.
2.4 Interviews
The interview style follows a semi-structured style as although the interviewer has laid out the
topics for discussion, this style of interview allows the interviewee to speak freely and lead the
conversation in a natural manner (Fisher, 2010, p. 175). According to Fisher, the interviewer
will have an approximate schedule for the interview which will include the main issues and
topics to be discusses throughout the course of the interview, which the author has adapted
to.
Through the adoption of the critical incident approach, has allowed for the interviewees to
lead the conversation through choosing a topic for example, a work related topic and the
interviewer has been able to encourage the interviewee to further explain the incidents or
claims Fisher (2010). The interviewees are professionals with experience in the events industry
and who’s anonymyty is extremely important to the ethical nature of the research project. An
interview has been chosen as the qualitative method of research as it offers a “useful technique
for collecting data which would likely not be accessible using techniques such as observations
or questionnaires.” (Blaxter, 2010)

This interview contributes to understanding the relationship between the evolution of the
events industry and how events can bring comptetive advantage. The interview analysis has
used a Grounded Theory strategy, by using this strategy the author has transcribed the
interview and the content has then been analysed in order gather a clear idea of the key
themes within the interview.
The chosen primary research method, allows the author/researcher to gain indepth
information based on experienced personal knowledge and to find examples that prove events
do give brands a chance at gaining a competitive advantage. If the author were to use a
quantative method such as a survey, it would not provide the author with the rich content and
depth required to meet the objectives as suggested by Silverman (2006, p. 148)
Interview Design
The interviews and overall design of the questions followed a semi-structured interview style;
Ghauri and Gronhaug (2005) have described this method as “the respondent is given almost
full liberty to discuss reactions, opinions and behaviour on a particular issue”. As both of the
interview participants are experienced professionals, the questions were designed to not
only meet objectives as set by the researcher but to invoke conversation as suggestion by
Ghauri and Gronhaug, all the participants were able to draw upon personal experience for
their responses. The questions were split into various sections with the aim to fulfil the
dissertation objectives.
Ethics
An ethical consideration is essential to this dissertation; all resources have been ethically
sourced and fairly treated, without bias. An ethics document, based on the Liverpool John
Moores University ethical policy has been created and can be found in the appendix.
Inter
2.5 Data Analysis
“For most qualitative researchers, qualitative method is almost equated with grounded theory”
(Alevesson, 2000). Subsequently, data derives from information, however it exists inductively
as Glaser and Strauss (1967) argue against the view of a ‘logical deductive view’ meaning data

theories must derive from true reality. The data within this dissertation is realistic and helps to
analyse to modern day events and their competitive advantage over other brands. In order to
support the grounded theory method, the author has also used a crosscutting analysis of
themes based on the theories of David Silverman. (2006)
Through successfully analysing and effectively gathering the correct data through the use
of both secondary research such as the literature review and pro-active primary research
such as the interviews, the author has been be able to set benchmarks in order to conclude
whether events do help to give brands and organisations competitive advantage. This
analytical process has also allowed the author to make informed recommendations as well
as fulfilling the fifth objective of the dissertation (To make recommendations for creating
competitive advantage within the events industry.).

Chapter 3.0: Literature Review
3.1 Literature Review
3.2 Introduction
“A literature review is a critical evaluation of the existing body of knowledge on a topic” (Hussey,
2009). The purpose of this literature review is to evaluate the state of existing knowledge
within the subject field, leading to the identification of further research topics that are useful
and beneficial to meeting previously set objectives. (Rowley, 2004). The chosen research topic
is plentiful on information regarding how to create a successful event and the digital
communication methods used to promote events. However, literature regarding how
important events are in gaining competitive advantage and proof of their importance is lacking.
The basis of this literature review will form around the literature available on successful event
design, digital communication as a promotion tactic and the need for competitive advantage
in the digital age. The literature review will critically analyse existing knowledge and literature
on the subject of how events can be used as public relations tool to gain brand competitive
advantage.
3.3 Objectives
The objectives of the literature review are:
 To establish how social media is used to promote events.
 To analyse whether events can contribute to gaining brand competitive advantage.
 To become aware of the links between event design and user experience
As stated in the introduction, this study aims to establish the relationship between events,
brand competitive advantage and digital communications. This chapter of the research project
introduces the values of the public and stakeholders and how these can be targeted through
the use of events.
3.4 Events and the User Experience
The success of an event is reliant on creating a positive consumer experience and
understanding the needs and expectations of the stakeholder (Berridge, 2007). In PR our
publics are the main focus of any campaign, event or ‘stunt’, Berridge understands how this is
related to the success of a successful event .In order to create emotional connections with
stakeholders and attendees of an event brand personality is an essential element of developing

relationships. Tench (2006) summarises the link between a consumer’s event experience and
the relationship this creates, as a starting point for event organisers to build upon said
relationships in order to create a competitive advantage within the relevant industry. A key
role of designing the consumer experience for the event is linked to how the event has been
publicized. Cost effective and creative PR messages can be targeted through a range of sources,
with increasing use of online methods such as online newspapers, social media and blogs.
Promotion, prior to an event allows to build a brand image and personality as well as creating
a hype for the event (Conway, 2009). This view is supported by Van Der Wagen, L. and Carlos,
B., (2005, Page 79) “the role of public relations is to manage the organisation’s and the events
image in the mind of the audience and public”.
3.5 Competitive Advantage
In every industry there is a need for competition and “as competition intensifies, the need for
creative thinking increases” (De Bono, 2014), in order to set standards and strive for better
results. According to Charles Bladen, (2012) there are three types of impact from an event;
organisational impact is one of the three. Organisational impacts can be both positive and
negative, however the impact that most organizations will hope for, are those that will boost
organization profits such as through new client acquisition or profile raising impacts. Bladen’s
analysis of organizational impacts are elements that can help brand to gain a competitive
advantage as the result of a stakeholder oriented and successfully organised event. (Bladen,
2012)
In order to gain competitive advantage, brands must apply the competitive triangle to their
organization see Figure 1 (Annock, 2001).
Figure 1: The competitive triangle
(Annock, 2001)

In order to gain success as a brand, the necessary step related to PR, marketing and branding
individually, is that they require detailed planning as these processes’ add value to a brand.
Murphy explains that by adding value to a brand, can result in justified premium pricing, brands
can continue to acquire a healthy value as long as the processes’ are maintained (Murphy,
1989). Although Murphy’s comments are related to how brands can be valued almost 30 years
ago, his comments are still relevant in modern business.
When discussing how events give competitive advantage, personal brands use events to ‘self-
promote’ a lot of the time. Peter Montoya (2002) describes personal branding as “seeing
yourself as a business”. How one promotes their business, for example the use of events may
contribute to the success of the personal brand. One of the most powerful personal brands
Beyoncé is known for providing more than just music for her fans and followers. (Hamish
Pringle, 2011) Her name appears across many platforms, from clothing and fragrances to
Beyoncé figurines and associations with Pepsi. Beyoncé has created a brand for herself that
few in the music industry could compete with, such as totalling an impressive £52 million in
record sales (CNN, 2013). Linking herself to brands such as Pepsi and H&M is adding strength
to her personal brand. This an example of how personal brands can make themselves have
advantage across many different areas against over their competitors.
3.6 Measuring and Gaining Competitive Advantage
Understanding success and competitive advantage is often linked to the ‘Return on Investment’
(ROI) evaluation and in the case of this dissertation, event competitive advantage. Jack J.
Phillips, M. Theresa Breining and Patricia Pulliam Phillip (2007), claim that ROI is not a dying
practice and is necessary for “future forecasts” on success.
The success of an event and its competitive advantage derives from the initial and long lasting
impacts of the event itself. Stephen Page and Joanne Connell (2012) argue that a mixture of
qualitative and quantitative methods are essential when measuring event impact. There are
many forms of analyzing an event, Berridge (2007) suggests that we can measure then impact
of an event based upon the analysis of the event design and user experience.
3.7 Sponsorship
Sponsorship is a worthy source of income and expenditure for personal brands and corporate
brands alike. Paul Temporal (2010) has commented that sponsorship is a “fact of life” for brand

managers and can become a vice for gaining advantage for corporate brands. Meyers (2001)
describes the brilliance of branding by Evian, their logo containing a mountain allows them to
attach themselves to sporting events such as Wimbledon and reinforce their brand through
glaciers and mountains and any subject, making the brand relatable to the product; water. For
personal brands such as Beyoncé, attaching her name to brands such as Pepsi brings a source
of income and exclusive coverage for Pepsi as well as a brand competitive advantage over other
soft drinks companies. A journal article from Kevin P. Gwinner & John Eaton (1999) on
sponsorship for events, explains how sponsorship can become a means of creating an image
for the event and can “aid brand positioning”.
3.8 Events in the digital age
Events, their purpose and their stakeholders are ever changing in the digital age due to the
extensive availability to new technologies and new audiences. Raj has tried to define all genres
and types of events, (Razaq, 2009) however there are new genres of event in the form of live
social events such as Google Hangouts, which are now able to join the long list of types of
events. Due to the fact that Raj’s literature was published in 2009 there have been many
advancements in the events industry therefore it could be said that his literature is outdated
in comparison to more recent literature such as ‘Live Social Events’ (CIPR, 2013). CIPR
successfully analyses the effectiveness and relevance of events such as Google Hangouts in the
digital age.
Social media as a PR tool for events is unavoidable within the digital age. Success social media
planning for event success is a crucial stage from the outset. CIPR (2014) comment that in
relation to corporate event planning, there are five steps to gaining competitive advantage
through social media event promotion:
 Researching the demographic (doing the ‘ground work’),
 Creating practical and innovative invitations,
 Ensuring strong branding influences throughout each social message,
 Sharing the event in order to reach the demographic audience
 Evaluating the event regardless of how successful the event was.

CIPR have explained that evaluation is one of the most important stages of an event in terms
of gaining future competitive advantage. (CIPR. Hashemi, 2014)
As previously discussed, events can take many forms and take place for many reasons. The
European Capital of Culture awards leads to a “plethora of cultural events” (Sarakakis, 2012)
before, during and after receiving the award or competing for the award. Although the award
is a competition, it provides a “network of co-operation” and a means of cities trying to gain a
competitive advantage both psychically and promoting themselves through online promotion.
(Gascó-Hernandez, 2009). Brandenburger (1997) has said that the converging of relationships
based on competition are form or co-opetition as described in his book.
3.9 The Marketing Mix and persuasive PR
Businesses have been able to discover the power of events in the form of the marketing mix.
(Luckham, 2002). Organizations discover the power of events via the marketing mix through
running their own events or working alongside event in the form of a vendor, sponsor or
attendee. McDonalds used events as part of a marketing initiative named “Think global, act
local”, Claudio Vignali described the initiative as a mixture between McDonald’s effect on
globalisation and internationalism in order to compete at the highest level in all food markets
(Vignali, 2011). A case study conducted by Neil Brooks and Lyndon Simkin (2012), questions
the effectiveness of the marketing mix and how it is measured in modern industries. Although
the paper does not discuss the specific importance of how events can be used to gain
competitive advantage, the paper illustrate and discusses how and why we should measure
marketing mix elements such as events. It is difficult for a manager to create a unique event;
therefore, managers need to understand both their own market position as well as
competitors in order to choose the correct sources of gaining competitive advantage according
to Curtis M. Grimm, Hun Lee and Ken G. Smith (2006).
In the fashion industry, events such as Fashion Week, awards ceremonies (e.g. the Oscars) and
charity gala’s (e.g. the Met gala) can be used from a PR perspective to give fashion brands a
further buzz. The events have more purpose than the event itself, they aim to attract “media
coverage and media exposure, more than ever before” (Berridge, 2007). PR people of fashion
houses can use these events to gain competitive advantage over other designer brands, forcing

on lookers to speculate, ‘which brand had the best-dressed celebrity?’, ‘Which tabloids did
they appear in?’ Okonkwo describes how luxury fashion brands are extremely reliant the PR
related to brands and events they attend (Okonkwo, 2007). Razaq Raj discusses the role of PR
professionals in the events industry as being a means of “integrated communication” also
supporting the role of the PR practitioner as an essential role within an event strategy due to
competitiveness of the modern events industry. (Raj, 2009)
3.10 Festivals
Music festivals strive to create a sense of “belonging” for guests as stated by Raj (2009) . This
competition for the best overall attendee experience and event design is a necessary process
of understanding user needs and expectations (Graham, 2007). ‘Tomorrowland’, an electronic
music dance festival, voted the number one best music festival in the world on several
occasions (DJ Mag, 2015). Joeri Van der Bergh and Matthias Behrer, discuss how brands can
gain a sense of becoming “unique” especially in a crowded market place such as music festivals.
Tomorrowland’s incredible growth is due to its unbeatable musical line up, range of hospitality
packages, fairy-tale like design and over all attendee experience (Van der Bergh, 2013). This
proves that Tomorrowland has gained true competitive advantage over other musical festivals
of the same musical genre and further afield.
3.11 Conclusion
To conclude this literature review, it is clear that the proposed dissertation research question
has valid purpose and requires further investigation in order to gain a decisive answer.
Throughout the literature, a range of various topics have been discussed in order to meet the
literature review aims and to show the range of brand and event genres which are constantly
competiting to become the best in their industry. The digital age is one where we as humans
live our lives through the online world, whether this is new sites, social media or research via
the internet. The way events are promoted has drastically changed in the previous 10-20 years.
The digital age and the birth of millenials, who are at the height of knowledge in the digital age
according to Michel Syrett and Jean Lamminman (2004), are behind all of this. It must be noted
that events and PR people can become lost in a sea of online information, using the digital age
to our advantage has helped to reduce cost, reach wider audiences and create richer content.
Personal brands and corporte brands all use various methods from both the PR and marketing

mix. Although the available literature in this review does give information on how such brands
stay competitve, there is a lack literature to discuss the importance of events in relation to how
brands can use events to gain a competitve advantage. From the information gathered, the
author has been able to design interview questions, which have been asked to industry
professionals and as a form of primary research. This has been conducted to discover and
answer, if events truely are an intergral part of gaining brand competitve advantage in the
digital age.

Chapter 4.0: Research Findings
4.1 Findings
This section will present, identify and explain the findings of the primary research conducted,
which as explained in the methodology followed a semi-structured style interview. The
researcher of this dissertation two semi-structured interviews between the 10th April and the
18th of April 2016. Both interviewees were interviewed within their offices in Liverpool in order
create a comfortable environment. A full transcription of each interview can be found in
Appendix 1, accompanied by line numbers in order to accommodate accurate citation and
quotation throughout the analysis. The author has chosen not to include the names of
interviewees in this section in order to meet confidentiality and ethics standards as well as the
author choosing to combine interviews in order to create one balanced and rich answer.
As discussed in the methodology the author has used a grounded theory method as suggested
by Glaser (1967) through organising the interview responses into relevant themes, which aim
to fulfil the objectives, set within the research area. This method enables the author to make
comparisons and understand discrepancies where necessary. The relevant themes are related
to the themes of the literature review. The questions allowed participants to draw from
personal experience and to expand on the questions asked which proved that the semi-
structured stance is extremely effective as this allowed the participants to feel comfortable
and able to speak freely. Full responses of each interview can be seen in appendix 1.
Figure 2 shows the questions asked to each participant to form the semi structure style, as well
as how each question is created in relation to a research objective.
Figure 3 shows an overview and abstract of the responses from each participant showing how
each participant answered various questions, matching the objectives.

Objective 1
To contextualize how
successful events can gain
competitive advantage for
business
1. How would you describe the events that you work on?
2. To what extent do you think an event helps reflect the brands/organisations you work with?
3. How do events affect your line of work?
4. How have events changed over the years?
5. To what extent do you think that events benefit organisations and brands?
6. What are the negatives, if any associated with hosting an event?
Objective 2
Analyse the role of social
media in the events industry
1. How does social media affect events?
2. Do you think that social media as a tool that organisations and brands should spend their money and time on to
complement their event? /Is social media tool organisations should embrace?
3. What do think about old media vs new media for the promotion of events?
Objective 3
To analyse the relationship
between the events
industry and public relations
(PR) and discuss the role PR
has in creating competitive
advantage
1. To what extent do you think brands and organisations could survive without events?
2. To what extent does PR have to do with event success
3. To what extent do you think events are a gimmick or do they actually help create a stronger customer interaction?
4. Do you think that brand loyalty, ultimately gives a competitive advantage?
Objective 5
To make recommendations
for creating competitive
advantage within the events
industry through the use of
digital communication
1. How do you think events will change in the future?
2. Do you believe that evaluation is an important part of the process to gaining competitive advantage?
3. How would you like to see brands embrace brands in the future?
4. What are your top three tips for gaining event success, which can lead to brand competitive advantage?
Figure 2 Interview Questions

4.2 Interview Questions
Participant 1 Participant 2
Objective 1
Q2 “events allows businesses to showcase what they do and to have a two-
way communication with people and allow businesses to have a really
reach form of communication… they can experience the event via all the
senses.”
Q5 “It depends on the brand of organisation in question, for some events
will be amazing example such as musician, showcasing their talent or for a
recruitment company, events are a really good way to get to know people
and make connections… You have to always think ‘what is the event going
to lead onto?’”
Objective 1
Q2 “it’s experiential, anyone you work with such as the sponsors, a stakeholders
or a partner. They not only get promotional through marketing and PR channels
such as social media, online advertising or through print media but they also get
to come along and
Experience the event and talk to other attendees and they can create
activations that customers can engage with so I guess it’s much more 3-
dimensional than just a straight forward marketing or PR campaign.”
Q5 “I think that there a lot of variables with putting on an event and there a lot
of risks with running an event.”
Objective 2
Q1 “I think it is a really good tool for speaking to people and raising
awareness of events…. It is also a great platform to communicate with
stakeholders, for example, people can address their queries through the
event Facebook or Twitter accounts.”
Q3 “it’s all about tailoring your strategy to your audience and your business
objectives.”
Q4 “If the event is targeted at that sort of digital age group then yes, but
again understand your audience…It is important to tailor your
communication methods and options to facilitate the people you are trying
to inspire and reach.”
Objective 2
Q1 “benefits by social media due to the fact social media is quantifiable, with
Facebook we know how many people ’like’ our page, we know how many
people have shared things, we can do an absolute breakdown of the
demographic.”
Q2 “You have got to know who your audience are and you have to communicate
with them and you can’t be selling to them all the time. There are things you
can do such as talking about things your audience are interested in and build a
rapport, you can definitely gain an advantage through doing that”
Q3 “There is no other communication method that gives you that level of
transparency or detail.”

Objective 3
Q1 “it really does depend on the brand or organisation. Some will do fine
without an event… for some organisations, events are really key, such as
showings new products and designs. With brands such as Apple, if they did
not host a big event for the release of a new event they would not be living
up to expectations that their stakeholders have of them. If Apple stopped
doing those events, I do think that could damage the brand.”
Q2 “PR is a massive factor within event success because if you don’t tell
anyone about your event then no one is going to turn up, no matter what
communication channel it comes from.”
Q3 “I would definitely agree with that, if the event is done properly it could
definitely create a stronger customer interaction. In contrast to this, if you
don’t plan it properly it could damage your brand and create a negative
connotation for the customer.”
Q4 “With brand loyalty, it is totally down to the customer but an event is
something that can strengthen a customer’s brand loyalty and therefore
making them have a competitive advantage.”
Objective 3
Q2 “PR is all about awareness in my eyes so PR isn’t directly there to sell you
tickets but it’s there to create awareness of who you are and a good PR
campaign catches the attentions of the media that can be amazing for the build-
up of an event”
Q4 “I guess that people definitely can be swayed and that’s why is so important
to try and stay ahead of expectations. Brand loyalty is more about what the
brand is giving the customer more so than what loyalties are there, because
people have so much choice.”
Q5 “it’s all about having that face to face interaction with the customer
although while you can target your audience through various forms of online
communication, being able to go and talk to them and see how people react.
There are a lot of statistics done that show, that when events are done in the
right way, brands can offer a lot more to the experience of customers, it’s all
about the all-round feeling.”
Objective 5
Q3 “I think that everyone is becoming more connected, maybe having
more online events through medias such as VR (Virtual Reality)”
Q4 “The first one is, understanding who the people are that are going to be
attending your event and who you would like to attend it as well as what
their demands are.
Objective 5
Q1 “suppose we will keep finding more and more ways to understand
customers better, so furthering that evaluation process. Now through social
media you can see what people like or don’t like about an event in real time.”
Q2 “you have always got to evaluate yourself. Like I said before your customers
are what you live and die for so you have always got to understand their needs,

Secondly, I would say you need to have that ‘core’ structure in place for the
event and being able to build upon that structure…. The third and final
point I would make is having the evaluation process as we discussed before.
If you don’t evaluate and monitor your event, you cannot know how well
or badly it has gone. It is unlikely you are going to get it all perfect the first
time and you can’t always please everyone but having those evaluation
measures in places helps so you can do better and build upon that feedback
for next time. “
by evaluating after an event and finding out what worked and what didn’t work
and how we can improve.2
Q4 “firstly, making sure that when you are connecting with sponsors you need
to make sure that you are completely understanding the sponsor and
understanding what the sponsor is looking to achieve from this event…really
important that your event brings success for your sponsor so that they want to
come back again. Secondly, again you need to understand your audience so you
can relay that information to communicate to that audience properly. Finally I
think you need to understand how to always be one step ahead and always
trying to improve your brand and your event.”
Figure 3 Interview Responses

Objective One: To contextualize how successful events can gain competitive advantage for
business
Question One: How would you describe the events you have worked on?
Each participant gave an overview of the events they have worked on, within their current jobs
as well as previous careers. Events have a large impact on both participants as well as their
daily tasks revolving around the organisation and attending of events on a regular basis. This
question was designed for the participants to introduce their careers as well as helping to place
findings into context within the research area.
Question Two: To what extent do you think an event helps reflect the brand and organisations
you work with?
Participants stated that the events held by their organisation are directly reflected by their
values and they can reflect through showing their commitment to new talent through the use
of their events.
Question Three: How do events affect your line of work?
Participants were able to evaluate and discuss how events directly affect their daily work tasks
as well as how this has influenced their career. The organiser of Sound City stated that events
are the basis of her whole line of work as well as dominating her daily work tasks.
Question Four: How have events changed over the past years?
The first participant suggested that event structure has not changed overall however, both
participants made note that all elements of events including guests and organisers are more
invested and expect more engagement than previously.
Question Five: To what extent do you think events help benefit the brands and organisations
you work with?
This question allowed the participants to discuss their opinion on the events in general as well
as describing the benefits they have noticed for the brands/organisations they have worked
with

Question Six: What are the negatives, if any associated with hosting an event?
It was clear that although both participants are extremely supportive of events, they pointed
out that the organisers must always be aware of risks and understand how to deal with such
risks. Both participants claimed that one of the main risks was in reference to the negative
association with events due to organisers not meeting the expectations of the audience.
Objective Two: To analyse the role of social media in event promotion
Question One: How do you think social media has affected events?
This question allowed participants to express their views on social media in general as well as
specifically with events they have organised. This question also provoked further
conversational questions regarding how each participant has used social media in conjunction
with the events they have had experience with.
Question Two: Do you think social media is a tool that organisations should embrace?
This question was designed for the researcher to understand how each participant viewed this
importance of social media within the event industry and how they view other organisations
who do use social media to promote and highlight their events.
Question Three: What are your thoughts on old media vs new media in relation to event
promotion?
This question was designed in order to gather the opinions of the well-known old media vs
media debate as well invoke a conversational element to allow the researcher to understand
how each participant used both old media and new media within their own event campaigns,
respectively.
Objective Three: To analyse the relationship between the events industry and public relations
(PR) and discuss the role PR has in creating competitive advantage
Question One: To what extent do you think brands and organisations could survive without
events?
The first question allowed the participants to discuss the possibility of living without events
and how this could affect brands and organisations. Each participant, expressed opinions to
suggest that brands and organisations could potentially survive. Counteracting this each

participant explained that events are great for so many purposes that organisations would have
to think of another way to reach their audiences.
Question Two: To what extent is PR to do with event success?
In relation to the purpose of this research project, it was important for the researcher to
identify the opinions of the participants regarding the importance of PR as a means of gaining
event success. Both participants stated that PR has a crucial role in gaining event success as
well as how PR, if done incorrectly can damage the success of an event.
Question Three: To what extent do think that events are a gimmick or do you think they add to
good customer interaction?
In line with the purpose of the objective, this question allowed the participants to evaluate and
discuss the importance of events across all industries and explain that importance or lack of
importance. The participants explained that events strengthen customer interaction, which is
a necessary means in the modern age.
Question Four: Do you think that brand loyalty gives competitive advantage?
All participants responded in a similar manner, through discussing larger, internationally known
brands and their reputation for gaining a competitive advantage as well as noting that said
market leaders do have a high level of customer interaction as well as brand loyalty.
Objective Five: To make recommendations for creating competitive advantage within the events
industry.
Question One: How do you think events will change in the future?
To conclude the interview, the final questions asked participants to evaluate and recommend
their views on the future of events. This question asked participants to cast predictions on the
future of events. Participants made their predictions with varying responses.
Question Two: Do you believe that evaluation is an important part of the process to gaining
competitive advantage?
The researcher believes this question is an essential part of understanding the importance of
events. This researcher asked this question in order for the participants to explain how they
evaluate events as well as the impact of this as a means of gaining competitive advantage.

Question Three: How would you like to see brands embrace events in the future?
All participants instantly acknowledged the fact that they would like to see more interaction
with the customer as well as hoping that brands would increase their knowledge on the
evaluation process of events, which all participants deemed essential.
Question Four: what are your top three tips for gaining event success and brand competitive
advantage?
This question was designed to conclude the interview on a conversational and unstructured
manner, allowing participants to suggest their own tried and test tips on gaining event success.
The researcher was able to notice that each participant’s tips followed the general theme and
message they has presented throughout the interview as well as using their own personal
experiences.

Chapter 5.0: Analysis
This section will discuss and analyse the outcomes and responses of the questions asked to the
interview participants. A grounded theory method has been used to categorize and create a
thematic approach to the responses.
5.1 Analysis
As stated within the methodology, the use of the grounded theory method combined with
Silverman’s cross cutting method (2006), the author has been able to break down, identify and
adapt themes (H.J, 2012) from the interview responses. The responses within each theme
serves the purpose of fulfilling an objective explained previously in the research finding. The
literature review was an opportunity for the author to gather ideas for the necessary areas to
cover within the interviews to fulfil said objectives as well as fulfilling the missing gaps in
research as discovered the literature review.
Shea (2000), states that data is simply facts that become meaningless unless interpreted and
analysed within an information system. Therefore, it could be said that the data within this
information is meaningless to the PR industry, however the analysis, which accompanies it,
ensures that the data is meaningful and usable.
The analysis and processing of the data presented within the ‘Findings’ section of the
dissertation, is essential. This shows that the data can become knowledge and can be expanded
upon (Cleveland, (1982)).
5.1 Events and the User Experience
Objective One: To contextualize how successful events can gain competitive advantage for
business
There are some clear similarities between both participants, having experience in the music
industry as well as the experience of hosting and attending corporate events. It was clear that
both participants felt strongly about the benefits and impacts of events, being able to
“experience the event via all the senses” (line 12) as described by participant 1. Graham
Berridge (2006) explains that creating the optimal event experience is essential for event
success.
As identified within the literature, events are used to create promotion for various reasons
from personal brands to music festivals, Ian Yeoman et al (2004) comment that events are “a
unique blend of activities, which are the tools for achieving the overall event aims.” Participant

1 explained that events are used in terms of his organisation to “raise awareness of our brand
and to help people engage with the brand” (line 21-22). The interview conducted with
participant 1 shows the relationship between hosting events and business success, which is
helping to strengthen the brand. In order to create a successful event with purpose, organisers
must question, “what is the event going to lead onto” (line 29-30) as well as understanding
that “there needs to be a strategy” (line 29-30).
Both participants adamantly claimed that event success and event purpose is solely based
around understanding the audience or customer in question. “It is much more about the
interactions” (line 240) as explained by participant 2, participant 1 statements are extremely
in line with this by explaining, “Your audience’s judgement is what will affect the success of
the event… you have to understand what your audience wants.”(line 55-56). It could be said
that much of the event success and means of gaining competitive advantage, are reliant on
the objectives of the event. (Parry, 2004)
5.3 Events in the Digital Age
Objective Two: Analyse the role of social media in the events industry
The key areas covered within this section of the interview allowed participants to evaluate the
importance of social media within the events industry as well as how they use it in order to
gain competitive advantage. Each participant agreed that social media played a major role
within the “core of our strategy” (line 273). Brands and organisation no longer have the option
to ignore social media; however, how well they engage with social media tool is an individual
choice. (Qualman, 2013).
Based upon the information provided by participant 1, social media allows them to gather a
“rounded perspective” (line 110) during an event as well as evaluating this afterwards. Both
participants provided information of how social media has provided them with an online
platform to promote their brands as well as connecting with stakeholders where they can
“tailor your communication methods and options to facilitate the people you are trying to
inspire and reach.” (line 102) The author concluded that each participant viewed social media
as a necessary tool within their event strategy. A recent CIPR Influence article supports this
idea, CIPR writes that social media as part of the event strategy “should be organized within
three stages: pre event, during the event and post event.” (CIPR, 2015)

Participant 2 explained how social media has been a major contributor to their business
success, having worked on their social media goals from the beginning as well as admitting,
“It’s a lot of hard work” (line 273-274) and there had been “a lot of trial and error” (line 273-
274) within the social media process. Social media may seem easy at first however connecting
and making impact with ‘Generation Y’ can be especially difficult according to Pierre R. Berthon
et al. (May–June 2012)
5.4 The Marketing Mix and Persuasive PR
Objective Three: To analyse the relationship between the events industry and public relations
(PR) and discuss the role PR has in creating competitive advantage
The roles of the PR and marketing practitioners have become so integrated, as explained by
Belch and Belch (2003). The author was keen to understand how each participant viewed the
importance of PR in relation to event success. Participant 1 concluded by saying, “PR is a
massive factor within event success because if you don’t tell anyone about your event then no
one is going to turn up.” (line 96-97) Participant 2 made an intriguing comment, which
summarised the importance of PR in relation to gaining event success and correctly marketing
their events.
“PR is all about awareness in my eyes so PR isn’t directly there to sell you tickets but
it is there to create awareness of you are and a good PR campaign catches the attention of the
media and that can be amazing for the build-up of an event… Brands that are getting it right
will associations with their sponsors and artists and audience, they are adding value through
their initiatives.”(line 295-302)
Edward Bernays explains, “public relations is not publicity, press agentry, promotion,
advertising, or a bag of tricks, but a continuing process of social integration.” (Bernays, 2004).
PR and marketing often work hand in hand when event organisation and promotion are at
stake. The marketing mix can be a difficult area as participant 2 added “you can’t just use an
event as a sales pitch because that doesn’t work, people want authenticity with events” (line
308). Michael LeBoeuf (1989) comments that in order to “keep customers for life” you need
to focus on what customers want, which both participants were very aware of throughout the
interview, each stressed the importance of understanding the customer. Through the use of
effective marketing and PR, an event can become a place to gain competitive advantage

through strong customer interactions, both participants made reference to this on various
occasions throughout the interviews, “it is all about the experience you can provide”(line 196)
as said by participant 1. David A. Aeker (2011, pp. 313,314) agrees by stating that promotions
and events can be used to attract new customers and can be tailor made to your business
objectives. However no matter what marketing or PR has been done, if an event is not
organised correctly or does not meet customer expectations, participant 1 explains that this
can “really damage your brand and create a negative connotation for the customer.” (line 110-
111). Each participant repeatedly discussed the importance of understanding the event
purpose as well your audience’s needs. Meeting customer expectations can be done through
an effective PR strategy where clear objectives for the event are set. In line with this, PRCA
believe in setting achievable and clear objectives “be very clear about the organization’s
strategic aims, business objectives, and how it wishes to be perceived, and rely on the public
relations professionals to develop the appropriate communications response.” (PRCA, 2015)
5.5 Measuring Competitive Advantage
Objective Four: To make recommendations for creating competitive advantage within the events
industry
In line with the successes of social media, both participants explained how social media has
become a method commonly used for measuring their success and effort. Participant 2 stated,
“Social media is quantifiable, we can do an absolute breakdown of our demographic” (line 260-
261), “through social media you can see what people like or don’t like about an event in real
time” (line 322-323). The interview with participant 2, the organiser of a successful music
festival made it clear to the researcher that measuring their efforts whether it be promotional
material, answering queries or receiving feedback that social media is their main source of
measuring success.
When questioned on the importance and methods of competitive advantage, participant 2
mentioned that as a business, old media such as billboards or magazine advertisements, which
are still used, are more difficult to evaluate. If organisations cannot directly measure the
attributable success of the method, it can be difficult to measure whether ‘old media’
contributes to their success or competitive advantage. Participant 2 further exclaimed,
measuring competitive advantage online is much simpler in that “there is no other
communication method that gives you that level of transparency or detail.”(line 277-278)

Interestingly both participants agreed that brand loyalty and contributes to gaining
competitive advantage however, both participants explained that maintaining and evaluating
brand loyalty is difficult as “people have so much choice.” (line 313)
Both participants stated that the evaluation process is essential in order to eternally improve
and hence achieve competitive advantage. Michael Porter (1985) explains that information
gives competitive advantage, so as the participants are already aware the knowledge gained
through feedback; online data analysis and overall business measurement will contribute to
gaining competitive advantage. Although Porter’s literature may be considered to be dated,
the content is still extremely relevant in today’s business world. When posed with the question
“do you believe evaluation is an important part of the process in gaining competitive
advantage?” participant 1 strongly answered, “yes it is a really important factor”, also adding,
“even if the event went well, find out why? Evaluation is essential”(line 82-83). It could be said
that evaluation is the primary and most essential step in gaining competitive advantage, as
Porter commented, information is knowledge.
5.6 Conclusion
To conclude, the author asked each participant to give an answer which either approved is
disproved that events can give competitive advantage. This question surrounds the main
purpose of the dissertation and the information provided by the interview participants as a
source of primary research is essential to the conclusion of the dissertation research question.
Participant 1 concluded in saying “with the correct purpose and your objective in mind, if an
event can bring you closer to that objective then, yes, definitely.”(line 152-153)

Chapter 6.0: Conclusions
This dissertation aimed to examine the concept of whether events are important as means of
gaining competitive advantage. In order to meet the aim the author has investigated how
events are promoted in the digital age and fulfilling related objectives. The limitations of the
dissertation have been identified and justified. To conclude the research question posed “Are
events an important means of gaining brand competitive advantage?”, based upon the
research conducted, the author can conclude that events are an important means of gaining
competitive advantage, however, events are not a guaranteed means of gaining brand
competitive advantage.
6.1 Limitations
The limitations of the research were out of the author’s control. The author would have liked
to be able to interview more industry professionals especially across a broader industry range.
The interviews conducted were extremely useful to the author’s research of the topic however;
more diversity in participants would have given a wider scope of the events industry.
6.2 Conclusions
Objective 1: To contextualize how successful events can gain competitive advantage for
business
The primary purpose of the dissertation is to discuss the idea of whether events are a valid
means of gaining brand competitive advantage. Events are becoming increasingly popular as a
means of interactions with stakeholders and as opportunity to network, from a business and
social perspective. Berridge (2006) has discussed the importance of customer focused event
design in order to create event success. However, the question posed was not “how do
businesses create successful events?” it was to understand whether those successful events
actually lead to business competitive advantage. The primary and secondary research
conducted within this dissertation in fact suggests that if events are create for the correct
purpose, along with the correct objectives then events can and will continue to contribute to
brand competitive advantage.
Objective 2: Analyse the role of social media in event promotion
In a world of digital, social media is an avoidable in modern event strategies. (Bishop, 2013)
The primary research findings and analysis proves direct evidence that modern organisations
have made the switch to social media with trial and error. The semi-structured interviews
proved that social media has become a ‘normal’ and essential everyday task amongst the

events industry work force. Participants made it clear to the author that social media is not
only an essential stage of their event promotion strategies but also a vital part of the event
evaluation process. The recent advancements in social media technology allow organisations
to create posts, which can be directly targeted at their specific audiences, as well as these posts
being quantifiable. The claims made within the primary research are in line with the academic
theory, which can be found within the literature review. Authors from various industries and
the events industry in particular, have discussed the importance of understanding the
customer in order to create a tailored social media strategy. Academics and industry
professionals alike have agreed that almost anyone can make a social media post. However,
skill of creating successful social media post which have impact is a process which must be
adapted to through experimentation as explained by Zarrella (2010). This objective guided the
author to explore the in depth uses of social media in event promotion and this has been
fulfilled due to the further exploration of primary research based on the secondary research.
Objective 3: To analyse the relationship between the events industry and public relations (PR)
and discuss the role PR has in creating competitive advantage
Edward Bernays explains, “public relations is not publicity, press agentry, promotion,
advertising, or a bag of tricks, but a continuing process of social integration.” (Bernays, 2004).
This dissertation allowed the author to how public relations is more than just a means
promotion for the events industry. As said by one of the interview participants, PR is not
necessarily focused on selling tickets for an event but instead creating a relationship and
brand personality which people then choose or choose not to buy into.
As discussed in the introduction to the dissertation, the topic arose due to the fact the author
was currently completing a BA Honours Degree in Public Relations. Understanding how PR
can be used, as leverage for the events industry in order to gain competitive advantage was
exhilarating to explore and essential for the author to come to terms with. The relationship
between PR and the events industry lead the author to realise that PR must work
harmoniously with all other areas of the event organisation and evaluation process such as
the role of the marketer. Public Relations and events management literature discuss the
relationship between PR and events as well as showing appreciation for the PR practitioner as
a means of gaining competitive advantage. This is done through creating a relatable brand
image and successful promoting events in a never-ending competition between the

industries. To conclude, although the role of the PR practitioner is currently going through an
identity crisis as described by Paul Norton (2013), PR practitioners still have a strong and
growing relationship with the events industry. As discussed within the primary research,
consumers have more choice than ever and creating brand loyalty can be offered, with
effective and inspiring PR. Therefore, the author can conclude that through the research
conducted, the relationship between the events industry and public relations is not one to be
forgotten about and will continue to flourish even if PR continues to become an integrated
role through future industry advancements.
Objective 4: To analyse primary data and use secondary data to quantify findings.
The author chose to identify prominent themes within academic literature. The chosen themes
are found within the areas of event management, public relations, marketing and social media.
Combined, these themes allowed the author to reference academic literature towards the
argument “can events help to give brands competitive advantage?” The author was keen to
search for arguments that both supported and opposed the statement however the majority
were in support of events as a means of gaining competitive advantage. In order to further,
quantify the secondary research, primary research in the form of semi-structured interviews.
Two events industry professionals who rely on events on a regular basis to further their careers
and organisations they belong to completed the interviews.
The findings of the semi-structured interviews justified the choice of interview style for the
author, as it was clear that participants were more relaxed and were able to call upon personal
experiences. The findings were then complied to allow the author to analyse the content of
the interviews. This content was analysed in line with the themes discovered in the literature
review, the author also explained the purpose of the interview questions chosen as each
question had been designed to meet an objective. Through the analysis and quantifiable
evidence provided from both primary and secondary research, the author was able to fulfil the
objective.

Objective 5: To make recommendations for creating competitive advantage within the events
industry.
The author decided that recommendations were a necessary requirement of the dissertation
in order to allow for further research on the dissertation topic. A range of recommendations
were made by the author in order to encourage such research. The recommendations and
their justification can be found in Chapter 7: Recommendations.

Chapter 7.0: Recommendations
7.1 Recommendations
The objectives for this dissertation state that the author will “To make recommendations for
creating competitive advantage within the events industry”.
Recommendations are based upon the primary and secondary research conducted within this
research project as well as the analysis of the research. Recommendations are to instruct how
the topic could be further researched, allowing others to “follow a trail” of the existing research.
(Redman, 2006)
Recommendation 1:
The primary research conducted prevailed information based on similar industries and
professionals with similar career experiences. The author recommends that a wider scope of
primary research could be conducted in order to gather more varied responses and arguments,
which in turn, would create more arguments supporting or opposing the question “do events
give brands competitive advantage?”
Recommendation 2:
The second recommendation is to organise a focus group with a range of industry professionals
to discuss further opinions on the importance of lack of importance of event within each
industry. David L. Morgan treats focus groups as opportunity to create a “big umbrella” of
information from various sources (1997).
Recommendation 3:
The primary and secondary research conducted has allowed the author to collate information
to create recommendations for brands and organisations to create competitive advantage
through events. The author recommends that brands and organisations should become, or
continue to be customer focused. Through setting clear objectives for the event, which will in
turn not only meet but also exceed the expectations of current and new stakeholders. The
research suggests that events are an opportunity for organisations to highlight their personality
and create strong customer interaction. However, the author recommends that organisations
create clear objectives and evaluation for the event in order to avoid event failure.

Chapter 8.0: Reference List
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Bernays, E., 2004. Public Relations. 1st ed. Oklahoma: University of Oklahoma Press.
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Chapter 9.0: Appendices
Appendices
Appendix 1: Interview Responses
R How would you describe the events you have worked on?
P1 So I work and have worked in a number of different events spread across music and
festivals, now in my current job a lot of the events we attend have more of a corporate focus
and some digital tech events. So the first area of event were mostly corporate events.
R Were these events that were based around the North West?
P1 Yeah the ones we organise ourselves or the ones I am involved in organising are based in
the North West but we do travel around to different events, nationwide as well.
R To what extent do you think an event helps reflect the brands/organisations you work with?
P2 I think events are a really good opportunity for businesses to showcase what they do and
to have a two-way communication with people and allow businesses to have a really reach
form of communication. The concept of having someone there in front of you, opposed to
speaking to them over the phone, they can experience the event via all the senses.
Interview Response Key
R = Researcher
P1 = Participant 1
P2 = Participant 2

R Are you referring to the atmosphere of an event?
P1 Yes, the way you can tailor an event to fit your brand in whatever way necessary is one of
the best things about it.
R How do events affect your line of work?
P1 Events affect my line of work, in that when I’m working for concerts or festivals I suppose
that the event is the showcase of the actual music which is one of the main reasons you would
put the event on. In my current job, in crowd funding a lot of the events we go to are to source
new clients and learn and to find out about new, emerging products and technology. Any
events we put on ourselves is generally to raise awareness of our brand and to help people
engage with the brand.
R To what extent do you think that events benefit organisations and brands?
P1 It depends on the brand of organisation in question, for some events will be amazing
example such as musician, showcasing their talent or for a recruitment company, events are
a really good way to get to know people and make connections. However the other side of
that story could be a company that are not as suited to events such as a computer coding
company, and your event is based just around a group of coders who just sit there and don’t
present themselves. So in that case an event wouldn’t necessarily benefit them. You have to
always think ‘what is the event going to lead onto?’
R That leads me onto my next question, do think that sometimes companies hold events
without real purpose? Should there always be a strategy behind an event?
P2 Yeah so there needs to be a strategy, otherwise it’s a gimmick. It is nice holding an event
and meeting people but from a business point of view what is that event going to do for your
company? Each event needs to have a purpose and an objective.
R How have events changed over the past years?

P1 To be honest I don’t think events have changed in their structure, I suppose the way you
organise events is very standard. There are regulations to be met and as long as you stick to
that, that side of the events world has not changed. However the actual content of events has
changed, everything is constantly changing, music evolves, and technology evolves but the
things that actually make an event have changed. I suppose it’s really about keeping up with
trends and understanding what your audience wants to see.
R Do you think the changes in modern technology makes it easier or harder for an event?
P1 Again it all depends on the event itself, for a digital event it’s going to make it easier as you
can showcase projections, graphics etc. However for some events it might not be necessary
and would just make the event more difficult than necessary. For example, if it’s a casual meet
up style event for people to simply share ideas, again it’s just all about understanding what is
appropriate for your business.
R What are the negatives, if any, with hosting an event?
P1 One of the main negatives with hosting an event is that lack of control and the event
success is based on what people perceive. You cannot control people’s minds but you can
take steps to make them perceive what you want them to perceive, so you might be putting
a lot of effort into something that you think is amazing but to your audience it might not be
accepted in the same way. One of the difficulties of any event is that no matter what, it’s your
audience’s judgement that will affect the success of the event. So, one of the ways you can
help that is ensuring you receive feedback and that you can understand what it is your
audience wants.
R Do you believe that evaluation is an important part of the process to gaining competitive
advantage?
P1 Yes it is a really important factor and even if the event went really well, find out why?
Evaluation is essential.

R In your opinion, how do feel social media affects events?
P1 I think it is a really good tool for speaking to people and raising awareness of events. For
example, Glastonbury, they are really good at putting out short clips of the bands that will be
playing. That experience of being of being at the festival and imagining what event could be
like is really important and social media definitely helps with that. It is also a great platform
to communicate with stakeholders, for example, people can address their queries through
the event Facebook or Twitter accounts.
R Do you think events are an important element of brand strategy?
P1 I know I have already said this but again, it’s all about tailoring your strategy to your audience and
your business objectives.
R Do you think that social media as a tool that organisations and brands should spend their
money and time on to complement their event?
P1 If the event is targeted at that sort of digital age group then yes, but again understand your
audience. Don’t spend a lot of time and money trying to talk to the wrong people via social
media. It is important to tailor your communication methods and options to facilitate the
people you are trying to inspire and reach.
R What is your opinion on using social media in conjunction with events?
P1 If your audience is going to share something, it gives the organisers an insight to what the
audience are thinking whether it be positive or negative. It is all well and good organisers
promoting and posting about an event but seeing your ‘friend’ post something about the
event, generally you are going to value that more. Getting a rounded perspective is one of
the great things about using social media during an event.
It all comes down to making people become brand advocates rather than forcing brand loyalty
upon people. It’s a sign of a good event and a good brand.

R To what extent do thinks brands/organisations could survive/ could not survive without
events
P1 I know have said this before but it really does depend on the brand or organisation. Some
will do fine without an event. As I said about the computer coding company, even though
they might seem fine without holding any events, an event could be a really good way to bring
in more contract and more work for them. Other organisations, events are really key, such as
showings new products and designs. With brands such as Apple, if they didn’t host a big event
for the release of a new event they wouldn’t be living up to expectations that their
stakeholders have of them. If Apple stopped doing those events, I do think that could damage
the brand.
R To what extent do you think PR has to do with event success?
P1 I think PR is a massive factor within event success because if you don’t tell anyone about
your event then no one is going to turn up, no matter what communication channel it comes
from. If you go to the effort of putting an event on and you don’t speak about it, people aren’t
exactly stumble across a niche digital event on a Thursday evening.
R What do think about old media vs new media for the promotion of events?
P1 It has to be aligned to what the event is. Social media is definitely easier as you can’t put
out a lot of content with little effort. For a small intimate event, if you sent out 100 flyers to
the right people and you created a sense of exclusivity about the event then that could be a
massive benefit and there will still be a buzz surrounding that afterwards and then they can
go to social media themselves if they wanted to. It has a sort of ripple event. You should
always do what is suitable for you, don’t just do what everyone else is doing.
R To what extent do you believe that events create a stronger customer interaction which
leads to brand competitive advantage?

P1 I would definitely agree with that, if the event is done properly it could definitely create a
stronger customer interaction. In contrast to this, if you don’t plan it properly it could damage
your brand and create a negative connotation for the customer.
R Do you think that brand loyalty, ultimately gives a competitive advantage?
P1 With brand loyalty, it is totally down to the customer but an event is something that can
strengthen a customer’s brand loyalty and therefore making them have a competitive
advantage.
R As an example, if Apple did stop hosting big release events for their products and Samsung
started to host exclusive events for their products how do you think something like that could
affect brand loyalty?
P1 It all depends on what the customer’s demands are, if customers expect a big event and
you don’t provide then yeah you are weakening your interaction with your customer who
then may go elsewhere. If you can tap into that interaction via an event, then it is going to be
really beneficial
R How do you think events will change in the future, if at all?
P1 I think that everyone is becoming more connected, maybe having more online events
through media’s such as VR (Virtual Reality), you could be on your couch with your headset
on and think you are at Glastonbury. So with the world becoming more connected, technology
will begin to facilitate that, in the sense that in the future you might not actually have to go
to the event to experience it, through things such as Periscope.
R To what extent do you think events help brands and organisations to gain competitive
advantage?
P1 I would agree that they do but given that they are planned with an overall strategy in mind.

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