South Wales Business Review Volume 3 Issue 3 by Lucy Griffiths

Vol 3 Issue 3 2012

Re-booting the Walking Industry The tourism potential of the all Wales coast path Olympic Cymru? What economic impact will the games have in Wales? Sports Industry Leaders of the Future The role of Universities in supplying employable graduates From South Wales to the Big Stage A week in the life of the O2â&#x20AC;&#x2122;s Assistant General Manager Sally Davies Marketing and the Olympics 10 minute guide for Welsh businesses

Swansea Business School Ysgol Fusnes Abertawe

inside 3

spring/summer 2012 Volume 3 Issue 3

Editorial:

Feature:

Opinion:

Industry Profile: RE-BOOTING THE WALKING INDUSTRY

THE WELSH SPORTS INDUSTRY LEADERS OF THE FUTURE

Infographic: OLYMPIC IMPACTS, WALES AND THE UK

IN THE GAME - WHY WELSH SPORT MEANS BUSINESS

Business Perspective:

Think-piece: CO-OPETITION, A SPORTING PARADOX

FROM SOUTH WALES TO THE BIG STAGE

www.smu.ac.uk/swbr swbr@smu.ac.uk @SWBusReview Lucy Griffiths South Wales Business Review Swansea Business School Mount Pleasant Swansea SA1 6ED

Alternative formats If you require this document in an alternative format (e.g. Welsh, large print or text file for use with a text reader), please email swbr@smu.ac.uk

Fformatau eraill Os hoffech y ddogfen hon mewn fformat arall (e.e. Cymraeg, print mawr neu ffeil tesun i’w ddefnyddio gyda darllenydd tesun), anfonwch e-bost i swbr@smu.ac.uk ISSN 2049-5544 Disclaimer: The articles in this publication represent the views of the authors, not those of Swansea Metropolitan University. The University does not accept responsibility for the contents of articles by individual authors. Please contact the editor if you have further queries. Ymwadiad: Mae’r erthyglau yn y cyhoeddiad hwn yn cynrychioli barn yr awduron, nid rhai Prifysgol Fetropolitan Abertawe. Nid yw’r Brifysgol yn derbyn cyfrifoldeb am gynnwys erthyglau awduron unigol. Cysylltwch â’r golygydd os oes gennych gwestiynau pellach. Registered Charity Number / Rhif Elusen Gofrestredig 1139800 © Swansea Metropolitan University/Prifysgol Fetropolitan Abertawe 2012. All rights reserved/ cedwir pob hawl. Images: Front cover: ©iStockphoto.com/morganl This page: ©iStockphoto.com/FredFroese

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OLYMPIC CYMRU?

PLAYING TO WIN…

Point of View:

10 Minute Guide: MARKETING AND THE OLYMPICS

News and events

Books

Next Issue: THE HEART OF THE WELSH ECONOMY?

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PRODUCTION TEAM Editor: Lucy Griffiths Editorial Board: Kathryn Flynn, Samantha Morgan, Pam Murray Design & Print: SMU Print Unit Infographic (p12-13) Chris Thomas

Playing to Win… Why Sport, Leisure and Tourism are Crucial to Welsh Economic Success

Contributors:  Andrew Campbell Andrew Campbell is a Senior Lecturer in Tourism Management and Marketing, and is Programme Director for all undergraduate programmes in leisure, events, tourism and sport management. He has worked externally on a number of sustainable tourism and transport initiatives and was a member of RPC Wales.

 Kathryn Flynn Kathryn is a Senior Lecturer in Leisure, Events and Tourism Management at Swansea Business School and has published widely on the Welsh leisure and tourism industries with particular research interests in leisure and tourism attractions in former mining communities.

 Steve Griffiths With a background in economics and a strong interest in business ethics, Steve Griffiths has taught at Swansea Business School for many years, and is currently Assistant Dean of the Faculty of Business and Management and Head of the Centre for International Development where he is responsible for international partnerships and the internationalisation agenda within the Faculty.

 Steven Osborne Steven Osborne is a Lecturer in Sports Management at Swansea Business School, Chair at Welsh Rowing, and Board Member at Bay Leisure Ltd and British Rowing. He has wide ranging academic and practitioner experience in the sports sector and is currently researching entrepreneurialism in the sports and leisure industries.

Lucy Griffiths Editor As the UK’s economy has shifted towards the service industries in recent years Wales has been hit hard; but in this issue we take a look at one of the sectors where Wales is ideally placed for success - the leisure, sport and tourism industries. As a tourist destination Wales has just about everything a small country could ask for – from the rugged beauty of the western coasts to the verdant hillscapes of the mountains and valleys, and now with some excellent facilities we have every opportunity to make the most of our natural resources. So, post-Ryder Cup, pre-Olympics and in the middle of some of the greatest sporting successes our nation has seen for many years, we reflect here on how Wales can translate these fantastic natural and human assets into economic success. In our main feature on p4, I chat with Professor Laura McAllister, Chair of Sport Wales, about the impact of sport on the Welsh economy, and the question of how Wales will benefit from the Olympics is developed by Kathryn Flynn on page 10 where she asks whether this is a fair Olympics for all.

There’s a pull-out Olympics infographic in the centre pages, giving an at a glance guide to some of the impacts of the games, and there’s guidance for any businesses thinking of relating their marketing activity to the games this year on page 18. Steven Osborne asks what role Universities can play in developing graduates who are ready to work in these industries on page 6, and we catch up with one such Swansea Metropolitan University graduate, Sally Davies, who is now Assistant General Manager at one of the world’s great venues, the O2 Arena in London, when we take a look at her diary for a typical week of work on page 8. The launch of the new All Wales Coast Path is evaluated by Andrew Campbell on page 14, and Steve Griffiths considers the lessons business-people can learn from sport on co-operative competition, or ‘coopetition’, on page 16. Add to that all the usual news, events and book reviews and we have another packed issue. I hope you’ll enjoy reading it and welcome your feedback by email to swbr@smu.ac.uk.

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In the Game... From Grass Roots to the Top Flight, Welsh Sport means Business

Laura McAllister is Professor of Governance at the University of Liverpool’s School of Management and is a former Wales football international and national team captain with 24 caps. She is currently Chair of Sport Wales (formerly the Sports Council for Wales) and is a Board Member of UK Sport and the Welsh Football Trust.

Professor Laura McAllister speaks to Lucy Griffiths about the potential for Welsh Sport to impact not just our society but Wales’s economic future too. LG What are your thoughts on the role sport plays in the Welsh Economy today? LM Sport plays a significant role in Welsh society and therefore the economy. I would argue that every pound spent on developing and encouraging sport has a cascading effect on the Welsh economy and community well-being. It’s easy to illustrate the positive impact on the Cardiff economy when there’s a Six Nations match at the Millennium Stadium or the impact of the recent Ryder Cup on Newport and the surrounding area. But the benefits of sporting activity to Wales go well beyond that. Our last independent report on the economic importance of sport in Wales produced in 2008 showed some striking statistics. Figures included consumer expenditure on sport in 2004 of £707 million, or 2.3% of total consumer expenditure in Wales. The value-added to the Welsh economy in 2004 by sport-related economic activity was £704 million, while employment in sport was 23,200 - accounting for 1.8% of total employment. Sport has seen big infrastructure projects with new stadiums at Swansea, Cardiff and Llanelli coming hand in hand with commercial developments. In Conwy in North Wales, Parc Eirias has been designated as the WRU National 4 │ Vol 3 Issue 3 2012

She is also a Trustee of Stonewall UK and the Institute of Welsh Affairs, as well as a member of the Wales Advisory Committee of the British Council, and the judging panel for BBC Sports personality of the Year. www.sportwales.org.uk

Academy. The high standards in facilities, installed as part of the £6.5m upgrade of the park, are aligned to the level required to deliver elite rugby performance and act as a catalyst for local sport. At the grassroots, the time that sports volunteers devote to sport in Wales is worth over £160 million a year. This is the equivalent of approximately 9,500 fulltime employees.

“Sport…brings us together as a nation with a feel-good factor that provides a boost to society and our economy like no other.” LG Will Wales really benefit in the longer term from hosting major events like the Ryder Cup and how?

LM As part of the successful bid to host the Ryder Cup in 2010 a £2million Ryder Cup Wales Legacy Fund was established by the Welsh Government to help local authorities, schools and golf clubs throughout Wales develop publicly accessible facilities essential for encouraging new players to the game and to take advantage of the exposure.

An economic impact study by IFM Sports Marketing Surveys following the Ryder Cup estimated that the Welsh economy was boosted by £82.4m by the event. Welsh Government research on the impact on tourism identified that following the competition golf tourism in Wales had risen by 21% to nearly £42m. This demonstrates the impact that a major event can have for the whole of Wales. Following the launch of Event Wales, the country’s first Major Events Strategy, in September 2010 and the country hosting major international events such as the Ryder Cup and Test Match, the Welsh Government is looking to further enhance the nation’s international profile and reputation in the major events industry.

ADOLYGIAD BUSNES DE CYMRU│ This year, among others, we’ll see the Canoe Slalom World Cup (Cardiff, June); a NatWest Series 50-over one-day cricket international England v South Africa (Cardiff, August); Speedway (Cardiff, August); Ironman (September, Pembrokeshire); and Wales Rally GB (12th year running, September). But the important thing is having a legacy that will sustain participation afterwards.

LG How do you think Wales will benefit from the Olympics? LM There are some huge benefits to Wales of the Games coming to the UK. Contracts won by Welsh companies for the London 2012 Olympic Games to date are valued in excess of £38m and include fourteen high value top tier contracts. Eleven football matches will take place at the Millennium Stadium including a bronze medal match, bringing visitors to the country. Almost 850 athletes and staff are coming to Wales for Pre-Games Training Camps, with a direct investment into the economy running into millions of pounds. Welsh Government and Disability Sport Wales have attracted the Paralympic Committees for Australia (Cardiff & Newport), New Zealand (Swansea) and South Africa (Cardiff & Newport) to name just a few. London 2012 comes at a time when the sports sector in Wales is being very ambitious and is coming together to get every child hooked on sport for life. With this huge profile we know that people of all ages will be inspired to take part themselves. It is up to all people in sport to make sure we take advantage of this opportunity. For example, when Dai Greene won gold at the World Athletics Championships in Daegu last year, his home club, Swansea Harriers, received countless calls from parents and people

wanting to give athletics a try. As we build up to London 2012 and the biggest ever opportunity to inspire people to take part in sport, it is up to everyone to grasp the chance to make a lasting change at all levels of participation. We also want Wales to be world renowned as a successful sporting nation where winning is expected and we can showcase the success of our athletes to the World.

“Wales has shown itself as a place that can host major events, a place to do business and a place that can really welcome visitors. Using sport we have shown the values and image of Wales in the best possible way on the World stage.” LG What are the benefits of staff participation in sport for employers? LM Sport and exercise must be placed at the heart of Welsh life if we are to create a healthier nation. We are world renowned as a nation who passionately supports our national and local teams and athletes, but I want to see us known as a nation of passionate participants as well.

sedentary. It is crucial that we find time for fitness. There is no doubt that employers should recognise the association between employees’ health and working efficiently and effectively. The pursuit of business excellence requires us to promote and maintain the physical, mental and social well-being of all our people. Sport can also be used to learn and hone skills such as leadership, team work and negotiation. Physical activity is a straightforward and cost effective way of helping employees to be healthier and happier – and therefore more effective in their work.

LG How could employers do more to encourage their staff to participate in Sport?

LM There needs to be a commitment from the top and a culture within office walls that encourages work and play to be balanced. A few examples we adopt at Sport Wales include team sports as a way of benefiting staff morale, which is also an excellent networking tool. We’re lucky in that many of our office locations have exercise facilities but simple additions such as bike racks, showers, flexible hours, health club offers and away days will bring on that environment. Sport Wales has funded many organisations and businesses on projects like these – including a new facility at Swansea Met which is used by staff and students to support health and wellbeing within the institution. Image: ©iStockphoto.com/morganl

The challenge is to see all adults participating in at least 5 x 30 minutes of moderate intensity activity per week and 5 x 60 minutes for children - we spend over half our waking hours either in work or travelling to and from it, and because most jobs today do not involve physical activity much of that will be spent

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Opinion: Developing the Welsh Sports Industry Leaders of the Future “If Universities are to truly embrace competencydriven programmes of study then there needs to be a commitment to change”

Steve Osborne Steve Osborne, Lecturer in Sports Management at Swansea Business School and Chair at Welsh Rowing reflects on the role of Universities in supplying employable graduates. Is Higher Education coping with the transformational shift it finds itself in? Since 2010 we have seen key documents such as the Browne Review (2010) and more recently the Wilson Review (2012) create shockwaves across the sector. Universities are being scrutinised by the market, by government and increasingly by employers questioning the ability of graduates to successfully enter the workplace. For some this scrutiny may feel uncomfortable, as certain delivery practices, curriculum design and content are increasingly being branded redundant and outdated. Conclusions and recommendations from a steady stream of reviews and white papers frequently highlight a widening gap between traditional models of Higher Education delivery and the potential learning approaches needed to engage and empower 21st century students. Institutions may now find themselves wrestling with the competing forces of maintaining the academic integrity of their programmes whilst providing valid and 6 │ Vol 3 Issue 3 2012

credible experiences, skills and the competencies required by a rapidly evolving workplace. Sport and leisure is one of many sectors experiencing this challenge. As a sector it has its own idiosyncrasies with its scope ranging from targeted interventions within local communities to the highly commercialised professional sporting clubs, organisations and mega-sporting events. The mixed economy of organisations delivering within the sector has witnessed sporadic periods of investment over the last 160 years leaving a patchwork of public, private and voluntary-run facilities and services across the UK. However it is the last thirty years that has witnessed some of the most dramatic changes with an increasing shift towards commercialisation, media exposure and professionalisation of sport and leisure services. This shift saw consumer spending on sport including sport related products in England rise by 138% between 1985 and 2008 to £17.384 billion (Sheffield Hallam Sport Research Industry Centre, 2010). There is now increasing pressure on further and higher education institutions to produce a

highly skilled and entrepreneurial workforce (Ratten, 2010, Chadwick, 2009) to meet the demands of these new delivery environments. In parallel with the developments within the industry sports management higher education programmes have had a meteoric rise in popularity since the 1960s. The North American Society for Sport Management (NASSM, 2011) currently recognises sports management programmes in the United States, Canada, Europe (including UK), Australasia, and more recently in Africa and South America. There are in many cases consistent structures to these programmes including foundational areas of study (marketing, finance, leadership), applied areas of study (event management, sports development, facilities management) and field experiences (work based placements). The challenge has been for practitioners and academics to clearly define a framework of competencies, knowledge areas, and skill sets that support the academic and professional development requirements of the industry, allowing students to make a positive transition from education into industry. Within the

ADOLYGIAD BUSNES DE CYMRUâ&#x201D;&#x201A; UK these competency frameworks have emerged through the development of National Occupational Standards developed by appropriate skills sector councils (Skills Active, 2010) and higher education standards developed by the Quality Assurance Agency (QAA, 2008). With these frameworks in place the danger now becomes complacency. The developed lists of competencies can be acknowledged and referenced in module and lesson plans but it is questionable whether the dominant delivery and assessment methods within higher education can facilitate any development of these key competencies. The 21st century University may now need to facilitate and create environments in which students can become fully engaged and rewarded for trialling and experimenting with ideas and development of their own competencies. This would need a commitment to replace one-dimensional didactic delivery environments, where information is often transmitted to passive recipients. We should also question whether students who can regurgitate their knowledge through limited assessment frameworks will then have the capabilities to apply their knowledge in dynamic and pressurised environments. Employers are calling for the focus to be firmly centred on student capability, competency and knowledge. Creating a curriculum and delivery environment that prioritises student employability by balancing knowledge and experience may create a more dynamic interaction between industry and higher education but it also presents challenges.

leadership skills as most employers cannot afford the risk of failure. If Universities are to truly embrace competency-driven programmes of study then there needs to be a fundamental commitment to change, resisting the temptation to rely purely on WBL to develop student employability. To develop a competent and industry-ready graduate, work based learning strategies must be supplemented with programmes of learning that consistently engage students in experimentation and practical experiences that encourage creative problem-based learning, role play and simulations building confidence in practising or taking risks within a controlled and guided environment. These experiences need to be valid and in the case of sports and leisure specific to the industry.

This shift will require many to rewire their thinking but with the availability of new technologies and tools emerging, blended learning strategies are allowing academics and students to break out of the confines of classrooms and lecture theatres to create meaningful and powerful learning opportunities. Image: ÂŠiStockphoto.com/xavierarnau

The modern university programme must therefore consider an environment where there needs to be a learning partnership between students and their lecturers. Where students assume responsibility for and drive their own learning and where the lecturer is a guide and not purely a judge.

Work-Based Learning (WBL) models offer one of the more accessible strategies to achieving this balance and are one of the key recommendations of the Wilson Review (2012). Current advocates of the WBL approach argue that learning within the workplace is more dynamic and demands reflection often facilitated by both formative and summative assessment strategies that include competency frameworks (Mohabuth, 2011). It would seem that work-based learning is a step in the right direction but without fundamental changes to the entire curriculum may only provide a programme punctuated with isolated blocks of industry experience. These islands of experience may also limit student experiences to early career or front line positions providing the first steps into work for many but limiting their opportunities to develop managerial and Vol 3 Issue 3 2012 â&#x201D;&#x201A; 7

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Business perspective: From South Wales to the Big Stage Andrew Campbell recently caught up with Swansea Met graduate Sally Davies, now Assistant General Manager at the O2 Arena, to gain an insight into working at the world’s most popular entertainment destination. Here Sally shares five days from her diary during a typical week in March...

WEDNESDAY

THURSDAY

FRIDAY

9.00am Arrive at the O2 to witness final preparations for the “Young Voices” choral production; a UK schools event involving 6,000 pupils. This formed the backdrop of my day and was a focal point of my operational management responsibilities.

9.00am Arrive Royal Garden Hotel, Kensington to present business review report to the Strategic Leadership Team (SLT). The O2 is the world’s leading events venue receiving 8 million visitors and staging 800 events annually (twice as busy as its nearest competitor, Madison Square Gardens in New York). In addition it generates revenue from 27 bars and restaurants.

9.00am Back to the Royal Garden Hotel for the opening of the two day ILMC conference.

10.00-3.00pm Meeting with AEG (our parent company) European venue event organisers to discuss general planning and programming issues i.e. “what’s going on? where and when?” across Europe. Specific focus was upon the implementation of new software to capture and collate events information more effectively. 3.00-4.00pm Progress meeting with the Project Management Team to discuss delivery of the O2’s new rooftop attraction (similar to that at the Sydney Harbour Bridge) which is scheduled to open in June 2012. It will be the first attraction of its kind within the UK. 4.30-6.00pm Feasibility planning meeting to consider possible acquisition of a new events business. 6.30-7.30pm Meeting with Finance Department to talk through and agree forecasts for the coming year and to evaluate current revenue performance. 7.30-11.00pm In the office working on a business review presentation for the AEG Senior Leadership Team – due for tomorrow. Latest financial figures arrive at 10.00pm. Report completed by 11.00pm. Home for midnight.

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Discussion following the meeting was wide ranging from why Lady Gaga wasn’t playing London to the impacts of the 2012 Olympics on the London music scene (along with other leading attractions the O2 will suffer from much displacement demand from the influx of Olympic visitors). 6.00pm Dinner with Strategic Leadership Team. Home for midnight.

11.00-12noon Meeting with Arena legal team to discuss contractual arrangements for the Jamaican government’s bid to hire the O2 between 26th July and 12th August 2012 (to be used as their “home pavilion”). Ministerial delegation will be flying in from Jamaica tomorrow. 1.30-2.30pm Interviewed by Music Week magazine on the effects of the 2012 Olympics on the music industry. 2.30-4.00pm Conference discussion panel activities. 5.00pm Attendance at Royal Albert Hall cocktail party held by leading music agent and promoter, Carl LeightonPope. 7.00pm Return to Kensington for “AEG Live” – a promotional event for music artists. 10.00pm Networking at Royal Garden Hotel. Home for midnight.

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SATURDAY 10.00am Conference at Royal Garden Hotel.

Sally Davies Assistant General Manager at the O2 Arena

1.00pm Leave for the O2 to meet Jamaican delegation. Much time has been spent, at very short notice, to incorporate a strong Jamaican theme within the Arena (national colours displayed throughout the site; reggae music on all sound systems etc) in readiness for the visit. All staff instructed to “clean it; check it; walk it” before 2.00pm. 2.00 – 5.00pm Delegation visit and inspection. 5.00pm Return to Royal Garden Hotel for conference dinner. Informal meeting with music promoters, Disney, Global Creatures (Walking with Dinosaurs). Home for midnight.

SUNDAY Day off. Well…not at the office anyway!

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Point of View: Olympic Cymru

London 2012 - A biased Olympics or benefits for all?

Kathryn Flynn Senior Lecturer in Tourism at Swansea Business School, Kathryn Flynn, reflects on the potential benefits of the London 2012 Olympics for Wales In 2005 when London was granted approval to host the 2012 Olympic Games, there was much ‘hype’ surrounding the oncoming event throughout the UK. However, following this initial period of celebration, there has been much discussion and debate related to the Games’ legacy and whether they will have a lasting effect, not only in London but across the country... The UK Government’s Olympic Games legacy action plan pledged that positive impacts from the Games would extend beyond London to all communities in the UK. As part of the press campaign, the 2012 Games were to be heralded as a ‘UK Games, with UK benefits’, irrespective of it being referred to as the ‘London 2012’ Games. However, determining whether this is fully achieved will not be possible until after the Games when detailed socio-economic assessments can be conducted. At this stage, prior to the commencement of the Games, only general assumptions can be made as to the long term legacy effects and impacts for Wales predicted against Wales’ involvement in the development and planning of the Games to date. However, it has still generated much comment across the principality. Unfortunately this has been largely dominated by raised concerns and 10 │ Vol 3 Issue 3 2012

questions over an Olympic Games legacy for Wales. The principal arguments are associated with the economics and finances of the Games. One of the contentious funding issues to date is related to the fact that Wales will need to accept a loss of approximately £100 million of National Lottery funding in the lead up to the Games, which is to be diverted instead to London for the preparatory stages of the Games. Noteworthy is that this financial loss is without any consequential funding being allocated to Wales in its place. Whereas for some this is seen as a short term loss for Wales, for others it is argued that such a loss will have a significant long term negative impact on the country, for example in terms of future development of grass roots sports provision. A further Games-related financial issue for Wales is associated with the regional business opportunities surrounding the Games. In accordance to published information to date, only a small number of Games-related supply deals have been awarded to Wales; approx 2% of such contracts. Information published by the Financial Times suggests that Wales has also been outperformed by every region of the UK in terms of early construction contracts awarded for the physical development of the Games. The reported

figures available reveal London and parts of England taking the largest percentage share of the budget (as expected), but in terms of the other UK regions - Scotland has received 0.4% of the total budget, Northern Ireland 0.3%, with Wales having only achieved 0.1% of the total. For Wales this figure relates to a meagre £3.1 million worth of tier one ‘construction’ contracts against the available budget of £5.2 billion. Clearly such low contract figures awarded in Wales goes against the early published UK Government’s commitment that economic benefits would be extended throughout the whole of the UK. Whether the sole responsibility for this imbalance can lie solely with the UK Government and the London Olympic Delivery Authority however, is debatable. Whereas from one perspective there are the strong views from Welsh SMEs claiming that there has been disproportionate bias in contract allocation and not enough being done to support Welsh SMEs in taking advantage of the Games’ business opportunities, another perspective on this has been suggested by Arthur Emyr; Wales Nations and Regions Sports Coordinator, who questions whether this low figure could reflect the fact that Welsh businesses having been reluctant to tender for such contracts.

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“Sometimes I get a sense that some companies in Wales think that this (Olympic Games tendering) is a bit too difficult, a bit too big for us, and a bit too far away perhaps, but whether those barriers are real or perceived I do not know” Arthur Emyr Wales Nations and Regions, Sports Co-ordinator

Considering the economic issues outlined above combined with the fact that some historic data suggests that the hosting of an Olympic Games has the tendency to actually harm a business economy instead of enhancing it (particularly from the perspective of leisure and tourism), this causes serious economic concern for Wales in achieving positive outcomes from the Games.

“It is still important for Wales to be proactive and optimistic in its views towards the oncoming games and take full advantage of the set of opportunities” Despite the above potential economic challenges for Wales from the 2012 Olympics, it is still important for Wales to be proactive and optimistic in its views towards the oncoming games and take full advantage of the set of opportunities (irrespective of size and scale). One positive opportunity is the fact that Wales will be exclusively hosting the Olympic football events at the Millennium Stadium, Cardiff. Admittedly however there is open dissatisfaction in Wales of not having the opportunity to host further Olympic

events. One such view is expressed by Carwyn Jones the First Minister in Wales; “It’s a shame of course that more of Wales’ terrain wasn’t being used, for example; mountain biking (where Neath and Port Talbot in South Wales has world class facilities)”, but unfortunately for Wales the hosting of further events is not going to happen. Additional positive opportunities for Wales are related to early Olympic events associated with the Cultural Olympiad – launched in 2008 – which, through a range of events in the lead up to the Olympic Games related to “Power of the Flame”, has assisted in attracting funding and generating tourism business throughout Wales. Furthermore, it is hoped that positive economic gain will be generated from Wales’ involvement in the pre-Games training (for example; ParaOlympic athletes utilising a range of Cardiff’s and Swansea’s sport facilities), which will again attract Olympic funding and the generation of indirect business such as tourism. In having involvement in the pre-Games training, the Welsh Government also hope that this will provide Wales with recognition to act as a sporting base for future European competitions, and ideally, for this to have similar positive gain in indirect impacts such as tourism and retail.

Aside from potential tangible economic benefits, it is hoped that intangible benefits in the form of global recognition and reputation will also be gained from Wales’ unique involvement in the production of the Olympic Games medals and commemorative coins which is currently taking place at the Royal Mint in South Wales. The contract involves the creating of approximately 4700 medals which will be awarded in 805 Olympic Games’ medal ceremonies. Clearly there is much debate as to the potential outcome and impact of the 2012 Olympics for Wales, both positive and negative, but at this stage much of it is speculative. The real impact can only be assessed once we have the postGames economic impact reports so we can ascertain the actual direct and indirect impacts for Wales and compare and contrast these with other key Welsh successes and events like the Ryder Cup in 2010, Swansea City football Club’s promotion to the premiership league, and most recently the Welsh Rugby Team’s “Grand Slam” victory... Images: London 2012

Infographic: The impact of the Olympics

>>>

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Industry Profile: Re-booting the Walking Industry The Tourism Potential of the All Wales Coast Path

Andrew Campbell Senior Lecturer in Tourism Management and Marketing, and Programme Director for Leisure, Events, Tourism and Sport Management weighs up the value walking brings to Welsh Business. According to residential statistics, 90% of the population of Wales live within ten miles of the sea. For the vast majority of these people the splendours of the Welsh coastline are a constant distraction and act as a backdrop not only for those who are resident with a sea view, but also for those who travel, or who work or go to school within this narrow conurbation. From a personal perspective, the view from my fifth floor office at SMU takes in the broad sweep of Swansea Bay from Port Talbot to Mumbles and is an extremely compelling vista... On 5th May 2012, recognition of this most valuable resource will manifest itself through the opening of the Wales Coast Path; an 870 mile long walking trail from the Dee Estuary in the north to Chepstow in the south, passing through 16 local authority areas. It will be a continuous walking route and will link up with the Offa’s Dyke Path, thereby creating a 1030 mile circular route around the borders of Wales. Walkers will be able to experience a diverse range of visual character ranging from the unspoilt and remote to the more populated and heavily industrialised. Differing geological landscapes; changing historical and archaeological influences together with varied biodiverse habitats and wildlife will 14 │ Vol 3 Issue 3 2012

make this a significant recreational and tourism asset. Some sections will also be accessible for cyclists; families with pushchairs and those with restricted mobility. The Coast Path project has been a partnership development between the Welsh Government, the Countryside Council for Wales, sixteen local authorities and two National Parks. European Regional Development funding allocated £4 million over four years in support of the project, which was in addition to £2 million per year support (still ongoing) received from the Welsh Government and respective coastal unitary authorities. Much time has been spent in negotiating rights of way with landowners (which have not always been straightforward!) and in overcoming health and safety concerns...so that the path will only follow the coastline where it is safe to do so. Alignment issues and path improvements will continue to take place during 2012 and 2013, together with the setting up of many local and regional circular coastal routes which will link to inland towns and villages. The idea of a pan-Wales Coastal route was in many ways a natural progression from the success of existing coastal

paths, most notably in Pembrokeshire and Anglesey, which have been popular recreational attractions responsible for generating much visitor spend and for creating jobs within rural economies. Estimated direct income from the Pembrokeshire Path during 2009 for instance was £15 million – and if economic comparisons can be drawn from longer coastal routes then the South West England Coastal Path (Minehead to Poole) is a good exemplar, which draws £300 million per year from visitors supporting 7,500 jobs. Such figures make development costs for the Wales Path fully justifiable. In general terms, recreational walking within Wales is big business. In 2009, 28 million walking related trips were made to the Welsh coast and countryside, resulting in direct expenditure of £632 million. Although the Wales Coast Path will accrue some displacement demand from existing walkers, it is envisaged that new first time walkers will be attracted, which will add further to the national account. Economic considerations and tourism “flagship” product aspirations aside, the Welsh Government’s commitment to the project is also based upon health and welfare benefits – in the hope of

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developing a fitter and more healthy nation, thereby lessening demands upon NHS services. Enjoyment of the coastline of Wales will also improve a sense of well being with resultant impacts upon the improvement of mental health...which further mirrors the correlation now recognised that both tourism and health sectors are inextricably linked. The innovative nature and scale of the Wales Coast Path has received much public recognition. The Lonely Planet Guide has identified it as the World’s Top Destination to visit in 2012, putting it ahead of such places as the Maritime Provinces in Canada and the Ruta Maya in Central America. Quite some achievement! The New York Times has also listed the Path as one of the world’s top 45 places to visit during the next 12 months. It is likely that other accolades will follow. Rhian Higgins, Pembrokeshire Greenways Officer (and former Swansea Metropolitan University student) is an enthusiastic advocate of the project and believes that the Path will, “encourage both residents and visitors to enjoy the coast and to experience physical recreation – in addition to supporting economic growth and strengthening the local tourism product”. She also feels that public

transport provision to the coast is essential, so that people will be encouraged to leave cars at home and access the route sustainably. The issue of sustainability is a key aspiration for project planners. By its very nature walking is a green activity and it sits well with more general WG objectives to develop and use the coastline of Wales more responsibly. Spatial planning directives, together with legislative requirements from the Marine and Coastal Access Act 2009 have sought to improve communication links; develop renewable energy stocks; cultivate biologically diverse habitats and manage fishery stocks more equitably. The Wales Path in particular will support maritime transport initiatives to move people between coastal destinations other than by car, linking in some cases walkers and cyclists with water taxis (currently operating in Cardiff Bay and the Haven Waterway at Milford, but with plans to operate more services throughout the country). In May 2012 a series of celebratory opening events will be held. Ramblers Cymru will be organising “The Big Welsh Coastal Walk” and a number of smaller led walks will take place throughout the

Bank Holiday weekend. Together with additional community based activities, analysts are forecasting that this could be one of the largest participatory events ever to take place in Wales, which in itself would be a fitting tribute to the only country in the world where one will be able to walk the entire length of its coastline! Navigation complexities will be eased through the use of distinctive, bilingual waymarker signs. Failing that and dependent upon a north or south departure point; it will simply be a case of keeping the sea to either the right or the left! For the intrepid, the challenge to complete the 870 mile trail in one expedition will no doubt prove irresistible. For less hardy souls a more piecemeal approach will be adopted. Common to both parties though will be the need to plan and prepare – and to perhaps ponder the words of Lao Tsu that, “the longest journey begins with a single step”. Perhaps not written for the hiking fraternity in mind, but in this instance particularly sage and motivating advice! Images: Visit Wales

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Think-piece: Co-opetition, a Sporting Paradox

Steve Griffiths Assistant Dean of the Faculty of Business and Management at Swansea Met, Steve Griffiths, shares his thoughts on why cooperation is vital to competition, both on the sports field and in the business world. We have all been excited by the Olympics – just see the sales figures for new bigger TVs and the media coverage! However, how many of us would be so captivated if we felt athletes and players were cooperating as well as competing with each other? Cooperation between players and teams happens. In a mundane, trivial sense, they have to agree on the rules of competition, but on other, hopefully rarer occasions, in a more corrupt way they might also work to fix results to please gamblers or to ensure they meet weaker opponents in the pool phase of a cup tournament. In an era of professional sport the old British Corinthian spirit of fair play, gifted amateurism and jolly hockey sticks seems an anachronism; in the past it was not the winning but the taking part that mattered. In the first modern Olympic games, for example, a Greek discus thrower helped instruct a novice American on how to throw and the USA later went on to win gold. I’d suggest that perhaps this amateur spirit might be better replaced by dedication to winning - after all, silverware

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in the board room generates revenue to invest in future success. However, this sounds very business-like and, as Brandenburger and Nalebuff (1996) and Zineldin (2004) state, “total war” in competition to the death is a very risky strategy. Most competitive games in sport and business are not “perfect” competition between equals on a level playing field. Competition to win is still a driver, but the need to establish rules and even ethical principles on how we play are still vital. These are certainly key factors in sporting authority regulation and raise some interesting questions. For example, if winning is everything, should we endorse drug-taking or would this result in the Olympics being a competition between the chemists? Developing world athletes often comment on the generous government support and sponsorship of developed country athletes, and in this context, playing devil’s advocate, one could ask whether allowing drug-taking would level the playing-field? There are, of course, few who would support this idea, however, particularly here in Wales where Welsh rugby has an excellent reputation for eliminating drug abuse. Rules on drug taking are rigorously enforced to protect

players and clubs from the temptation of taking an unfair advantage. This hard-line approach could be said to be in part because we know that winning is not everything… On the flip-side though, if the competition is too regulated or sanitised, or when the results become too predictable, the audience may start to lose interest, so there is a fine balance to be achieved. Does anyone really take WWF wrestling seriously, for example? Do we really think anyone but one of the top four clubs in the premiership will win the League? Without real competition sport is reduced to only being part of the entertainment industry. Competition and cooperation can, however, be seen at many levels simultaneously. For example, setting common goals helps prevent players in the same team competing with each other and playing selfishly. Paul Scholes in his recent autobiography commented on his disillusionment and premature international retirement from playing for England because fellow players seemed to care more about winning for their clubs, rather than gelling as a team to represent their nation. He felt that

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England performances had become a shop window opportunity to enhance a player’s club transfer fee. This demonstrates that there is sometimes a clear need to develop cooperation within teams as well as with our competitors…

compete in several competitions and service the national squad. As a result historic clubs have lost elite players and are relegated to 2nd class competitions demonstrating co-opetition taking place at Regional, but not club level.

We also need to be aware that winning can take several forms and need not always be at the cost of competitors’ survival - the “zero sum game” approach. Resting good players when playing weaker teams, shows the desire to “just about” win, but this tactic could rebound, perhaps illustrated by Swansea City’s exit from the FA Cup this year, after fielding a weaker team against West Brom. Cooperation between teams can also be useful to create media interest, share technologies, agree player release and allow entertaining competition. All out competition is risky as we know from business, where a price war often means a big organisation goes bust, with little gain for the surviving competitors.

What it comes down to is that the possibility of winning and uncertainty are the key to entertaining and successful sporting competition – whether this is achieved through co-opetition or not. Match fixing destroys the excitement, but too ruthless competition with no checks and balances can also be destructive. Sport is subject to such paradoxes as is all business and has to find that crucial point of balance if it wishes to be sustainable. Image: ©iStockphoto.com/FredFroese

In Welsh regional rugby where resources are scarce the demise of the Celtic Dragons, might be seen as a parallel. The WRU set the competitive framework which allowed viable competition, but external and national pressures have ultimately decided that four regions Vol 3 Issue 3 2012 │17

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10 Minute Guide: Marketing and the Olympics Lucy Griffiths Director of Communications and Marketing Lecturer at Swansea Business School, Lucy Griffiths, gives a brief guide to the potential pitfalls for businesses in linking their marketing to the Olympics and how to avoid them.

Since London’s success in winning the right to host the 2012 Olympic Games was first announced businesses have been told that the event will stimulate our service economy and present huge opportunities for both large and small organisations. Then the backlash began – and in recent months questions have been asked about what the real economic development potential the Olympics can bring. For Small and Medium Sized enterprises this is a particularly important issue – it’s easy to see how the main sponsors and large businesses based in the South East of England might benefit, but what about the average small business here in Wales? Using marketing to link your products and services to the games would appear to be one of the simplest ways to benefit from some of the reflected glory of the games, and as a 2009 survey by the Chartered Institute of Marketing suggested, 34% of marketers planned to undertake some marketing activity linked to the London 2012 Games, however 87% of them said they did not feel they had enough awareness of the legal issues surrounding the games. Brand protection has been a high profile aspect of the development of the games and enforcing sponsors’ rights is clearly important, however this means there are a number of key issues and risks small business owners need to be aware of 18 │ Vol 3 Issue 3 2012

when undertaking any such activity. Special legislation passed for the London 2012 games strictly prohibits a range of unofficial marketing activities related to the games, with the power to implement a statutory £20,000 fine for any organisation breaking the rules. Here we take a brief look at some of the key provisions of the legislation to give an overview of the issues – but beware, the legislation is detailed and specific, so it is recommended that if you are considering linking your marketing to the games in any way that you refer to the sources listed in the ‘Information Sources’ section for more detailed guidance before you go ahead.

‘34% of marketers planned to undertake some marketing activity linked to the London 2012 Games’

The Olympic Act in Brief The London Olympic Games and Paralympic Games Act was passed in 2006 as an amendment to the pre-existing Olympic Symbol etc. (Protection) Act 1995 as a way of protecting the interests of the Olympic Games and those organisations who are paying to sponsor the 2012 games from so-called ‘Ambush Marketing’ or activity that could damage the Olympic brand. It puts in place a series of measures to protect the rights of these organisations and their investment through restrictions on the use of Olympic signs, symbols and words.

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Specific Issues for Welsh Businesses Richard Houdmont FCIM, The Chartered Institute of Marketing’s, Director for Wales comments on the key differences in policy for Welsh business. “I’m not a lawyer but it seems to me that there’s an important issue in how the legislation will be applied in Wales. Before the Regulation was debated in the Senedd, the note to the Assembly from the Constitutional and Legislative Affairs Committee included this interesting statement: ‘The general position is that so long

as you are not seeking to mislead the public into thinking that there is an association between your business and the 2012 games or their sponsors, and you comply with the 2011 regulations then you should not face prosecution.’ Is that a novel interpretation and an important difference from our understanding of the

Regulations as they apply to London? In particular is it ‘and you comply’ so if you are in breach of the 2011 regulations but do not seek to mislead, then one won’t face prosecution? We’re told that the Regulations will be applied with a ‘light touch’. Time will tell but none of us want to be the test case.”

Advice for businesses... Do

✓ Do check all your marketing communications carefully against the official guidance, it would be very easy to contravene the legislation inadvertently. ✓ Be creative in your communications, within the law, by using references to sport and athleticism in general. ✓ Do contact LOCOG (www.london2012.com) if you are unsure about your activities – this could save you from a £20,000 fine. ✓ Do, check the lists of words that can be used in combination and which are restricted. ✓ Do see the sources listed in the ‘Information Sources’ section below for more detailed guidance on the provision in the Act.

Information Sources Chartered Institute of Marketing The CIM Provides a range of detailed guidance on this subject via its web site: www.cim.co.uk The British Library The British Library has useful resources for marketers on its sport and society web site: www.bl.uk/sportandsociety LOCOG The London Organising Committee of the Olympic and Paralympic Games (LOCOG) provides full details of the legal issues and a range of support services for businesses on its web site: www.london2012.com

Don’t ✗

✗ ✗ ✗

Don’t use the Olympic logo, or any of the symbols associated with the Olympics (such as the Olympic rings, flame, or colour combinations) in any commercial marketing communications. Don’t use the words, ‘Olympic’, ‘Olympiad’, ‘Olympian’, ‘Olympix’ in any commercial marketing material. Don’t use the Olympic or Paralympic mottos in your marketing communications. Don’t imply or give the impression that your business, activity or event is associated with the games.

Source: Chartered Institute of Marketing

Special event: Sports Marketing Conference, 31st October 2012 Swansea Business School and the Chartered Institute of Marketing will be hosting a joint half-day conference on Sports Marketing and what other sectors can learn from the industry on 31st October 2012. For more information please see the events section of the CIM web site: www.cim.co.uk NB: The guidance in this article aims to give an overview of the situation and does not in any way constitute legal advice. Please see www.london2012.com for detailed guidance on the Olympic Act or seek legal advice if you are uncertain.

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News and Reviews Events @ Swansea Business School

For further details of these events and to register to attend please email sbs@smu.ac.uk or call our Faculty Office on 01792 481132.

6pm - 9pm, 3 May 2012

Robert Owen Challenge Finals

Swansea Met and the CMI’s annual student business planning competition, all welcome.

5.30 - 7pm, 10 May 2012 5.30 - 7pm, 21 June 2012 5.30 - 7pm, 17 July 2012

Part Time Open Evenings

Meet our staff to discuss part-time and professional study at the business school See www.smu.ac.uk for details.

6pm - 9pm, 21 June 2012

Management Research Conference

Business research conference from Swansea Business School and the Chartered Management Institute, all welcome.

1pm - 4pm, 4 July 2012

Undergraduate Open Day

Meet staff and students to find out more about Swansea Business School Undergraduate programmes. See www.smu.ac.uk for details.

12.30 - 5pm, 31 October 2012

Sports Marketing: Lessons for other Sectors

Half-day conference jointly hosted with the Chartered Institute of Marketing. See the events section at www.cim.co.uk for further details.

New Master’s Programmes in HR Launched Swansea Business School has recently developed and launched two new Master’s programmes in Human Resource Management and Human Resource Development. These programmes provide prospective and existing students with the opportunity to gain a Master’s Degree while at the same time enabling CIPD members to continue their professional development within the Chartered Institute of Personnel and Development's (CIPD) Professional postgraduate qualifications.

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The courses can either be studied on a full time or part time basis, either as standalone qualifications, or as a top up option for students who have completed the Post Graduate Diploma in Human Resource Management/Human Resource Development. For further information please contact Dr. Jenni Woodman by emailing jenni.woodman@smu.ac.uk.

Movin’ On Up

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Signage goes up on the new Faculty of Business and Management Building The Faculty of Business and Management has recently announced that it will be moving to a new campus building from September 2012. This will help us improve our facilities, and create a fantastic new learning environment for our students. The Faculty of Business and Management has been extremely successful in recent years, and as we have grown and developed our course offerings, we have reached the stage where we need more space. This new building will give us the room we need to accommodate all our teaching and learning needs, and provide an improved learning environment for all our students. The new Faculty of Business and Management building is very near Swansea train station, about a ten minute walk from the current Mount Pleasant Campus, and we will be taking over a large, modern, purpose-built office block, which is being converted into a teaching space. We hope to start teaching in the new building at the start of the 2012-13 academic year (September 2012). For further information on the move as it progresses scan the QR code (below right) or visit: www.smu.ac.uk/businessmove

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Student Sport Alive and Kicking at the Met Sport plays a huge role in student life here at Swansea Metropolitan University and at no time in the year does it bring the student body together more than at the annual Varsity tournament with our newly merged partner institution the University of Wales Trinity St David. This year’s tournament was a huge success, down to the fantastic promotional campaign run by the Students’ Union and the friendly spirit in which the five matches were contested. We’re pleased to say that on the day, after a number of hard-fought matches, Swansea Met came out the overall victors, but overall it was a great day to celebrate all our students’ sporting prowess across both institutions. Well done to everyone at the Students’ Union and all who took part in an event that showed student sport and the team spirit here at SMU at its very best.

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Swansea Bay SMUDGED! Enterprising students created a giant #SMUDGE hashtag on Swansea Bay to promote the event on Twitter. If you visited Swansea Bay recently, you may have noticed a mysterious giant 'SMUDGE' written in the sand on the beach. The twenty metre piece of 'guerrilla marketing' was created by students from Swansea Met's SMUDGE Enterprise programme. SMUDGE Enterprise, devised by Swansea Met and sponsored by the Welsh Government, aims to help students who are interested in setting-up their own business and who would like to develop their ideas into a commercial reality. The event brought together students from the University's business and design disciplines to share ideas and skills, and to learn the tricks of the trade from seasoned entrepreneurs.

Chris Thomas and Lucy Griffiths, Academic Champions for Enterprise at Swansea Met, organised the event, which was hosted at the Meridian Tower and Swansea Foundation, and Lucy commented "SMUDGE Enterprise is designed to get students from different backgrounds working together to develop business ideas and take them forward to the next stage. It's a practical, hands-on experience, and every year we see several new businesses coming out of the event." Rhidian Morgan of the Swansea Foundation, who hosted the final day of the event, said "I have to say we've been blown away by the quality of the ideas and the people involved this year. It has been an excellent event all round."

The event is supported by the Welsh Government's Big Ideas Wales project and the Institute for Sustainable Design, both of which are dedicated to the development of business and enterprise in Wales. Swansea Met has an excellent national and international reputation for supporting enterprise education and has the best record for successful business start-ups of any Higher Education Institution in Wales. For further details about SMUDGE Enterprise visit smudgeenterprise.blogspot.com or follow @SMUDGE_Ent on Twitter.

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More Placement Success for Met Students It has been another fantastic year for Swansea Business School in securing work placements in high profile businesses for our second year students. In the UK six students have secured places at Horst Schulze’s brand new Raithwaite Hall Hotel, The hotel will be reopening after a £30m refit with a 5:1 staff guest ratio presenting a fantastic opportunity for our students. Further afield, three students have been offered internship placements at the Rancho Valencia Hotel in California. Jacqui Jones the Faculty’s Placements Director said ’The standards expected are very high so to have three students selected at this stage is a major achievement.’

Carrying the Torch for Swansea Met The Faculty of Business and Management at Swansea Met is extremely proud that one of our students, Gareth Morris from the School of Public Services Leadership, has been announced as one of the Olympic Torchbearers who will be carrying the Olympic flame on part of its route across South Wales this May. There are 8,000 torchbearers in total, carrying the torch to the furthest corners of the UK, and Gareth is very pleased and proud to have been selected to represent the Welsh people in this way. We’ll be out in force to cheer Gareth on later on this month, but to find out more about the route the torch will take through Wales on the 25th to 30th May 2012 and the planned celebrations (including an evening celebration here in Swansea on 26th May), visit www.london2012.com 24 │ Vol 3 Issue 3 2012

Swansea Met Public Services student, Gareth Morris has been selected as one of the London 2012 Olympic Torchbearers.

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Swansea Met Recognised as UK Leaders in Enterprise Education Two recently published major national reports, The Wilson Review of Business-University Collaboration and the Quality Assurance Agency's (QAA) consultation paper on Guidelines for Enterprise and Entrepreneurship Education, have recognised Swansea Met’s approach to enterprise and Entrepreneurship education as an example of excellent practice in the field. In the Wilson Review, which was commissioned by the Westminster Government in 2011 and announced in the White Paper for Higher Education "Students at the Heart of the System", Professor Sir Tim Wilson praises Swansea Met and highlights the University's approaches, saying ‘SMU achieves over 80 percent student engagement in curriculum-based enterprise activities and takes a national lead in developing and delivering initial teacher training for enterprise and entrepreneurship.’ The UK's internationally acclaimed Quality Assurance Agency (QAA) is responsible for maintaining the highest of standards in all UK Universities, and when it came to enterprise expertise, they appointed Swansea Met's Professor Andy Penaluna to Chair the group of experts that produced their guidance. The development of the guidelines has attracted attention from all over the world. Professor David Warner, Swansea Met Vice-Chancellor, said: "Swansea Met has always held the interests of its students to heart, and enterprise and employability are key examples of how our staff teams strive to ensure that our students get the best possible experience from their education. The level of recognition is extremely welcome and as one of the UK's smallest Universities, it proves that we punch way above our weight."

Andy Penaluna, Professor of Creative Entrepreneurship at Swansea Met plays a leading role in shaping national and international policy on enterprise and entrepreneurship education. Vol 3 Issue 3 2012 │25

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Travel Dave wins a Trip of a Lifetime Final year BA International Travel and Tourism Student, Dave Brett (AKA Travel Dave) recently won a trip of a lifetime to Australia by gaining the most votes for his YouTube video entry to www.gapyear.com’s ‘I’m a Backpacker, Get Me in Here’ competition. Dave, who already runs his own travel business and blog, will fly out to Australia in June to take part in a series of ‘Bushtucker trials’ with his fellow winners, so we’re looking forward to seeing his video diary… Image: ©istockphoto.com/robynmac

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Books

The Pleasure Principle…

Kathryn Flynn reviews a tale of how one business-man made his fortune by having fun… Party People – How We Make Millions From Having Fun, David Jamilly and Tammy Cohen, Pen Press. ‘Party People – How We Make Millions From Having Fun’ charts the highs and lows of organising and staging events, including providing practical hints, tips and guides on how to successfully manage key events. The key author is leading events organiser, entertainer and entrepreneur and subject of Channel 4’s programme ‘Secret Millionaire’, David Jamilly. The 190 page book, written in an autobiographical style, documents Jamilly’s event industry history. Following in his grandfather’s footsteps, he became a budding entrepreneur at a very young age working in his own father’s fashion/costume business. Having gained this valuable business experience, in 1989 Jamilly, along with his sister, started their own party-planning business “Theme Traders”. The business involved the organising, theming and staging of events in a newly emerging industry. The past two decades has seen “Theme Traders” expand to become the leading party and events specialist company in the UK and they have to date managed some of the biggest events in the UK for major celebrities and corporate brands and clients including Iron Maiden, Formula 1, Virgin and The Queen. The book includes detail on many of these key events and gives ‘behind the scenes’ examples of the positives and negatives of hosting events including the company’s best and worst case scenarios. Events advice is given on financial management, recruitment and training, theming, branding and event development. In addition to giving advice, Jamilly also discusses how the industry has changed through the decades. Charting the period up to the present day, with key chapters such as “Riding the Recession”, he documents the way in which events have evolved from once being “frivolous” and “hedonistic” to today being powerful economic tools. This book provides an easy and interesting read reviewing practical information in a factual and straight talking style. If more of a practical insight into events is what you’re looking for, instead of ‘heavy’ text and theory, then this book is highly recommended. Vol 3 Issue 3 2012 │27

Next Issue…

The Heart of the Welsh Economy?

Taking the pulse of our public services… Out August 2012 To reserve a copy please visit www.smu.ac.uk/swbr or email your name and address to: swbr@smu.ac.uk Image: ©iStockphoto.com/JuSun