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EVENTS AND DESTINATIoN MANAGEMENT CAR LAUNCH IN LISBoN

VIToR AMBRSIo ESCoLA SUPERIoR DE HoTELARIA E TURISMo Do ESToRIL, PoRTUGAL LEILA MANUEL TLC-EVENTS, PoRTUGAL TERESA FARIA TLC-EVENTS, PoRTUGAL

Abstract This paper will explore the Events industry and will characterize it as such, in particular on its conceptual definition, its organizational structure and actors, the relationship between the Tourism Industry and Events and its impacts (social, cultural, environmental, economical). In the second and most practical part, we analyze a medium-sized event - a car launch of an international known brand for its vendors and dealers worldwide during 16 consecutive days. The focus of this study is the impact of the event in a square located in an old district of Lisbon, known for its urban harmony and its quiet everyday life. Being public space, this venue was the part of the overall program of the event that presented the greatest challenges, both in planning (communication, licensing and formal aspects), as in the operational level of the event (with daily living with the local community, media and staging of the event). In this context, all the elements and actions involved in such process were collected and analyzed. The overall objective is to develop a screenplay for mid-sized Events in public spaces in a city. Key words: Events, Destination Management, Car Launch

Currently, governments are betting on the Events and Tourism for the development of the economy of both regions and country. Aiming to attract visitors, management and marketing of destination image are essential tools in this strategy. Enterprises use Events as a key to promote and strengthen their brands and products and the increasing involvement of communities only enriches the range and variety of themes and concepts that Events can produce. This paper will focus on a medium size Event, a family car launch of a known brand, presented in Lisbon to its international dealers in June 2008, during 1 consecutive days. The Event moved thousands of passengers at the International Airport of Lisbon, hosted about six thousand people in a five star hotel and used in exclusivity (during that period) the Lisbon Coliseum (2.84 seats), the Cordoaria (4.000 square meters exhibition hall) and the Flores Square (a public space). This paper will analyze the impact of this Event in the Flores Square, known for its quietness. In the square took place the informal dinner for the guests of the brand. This was undoubtedly the part of the program that presented the greatest challenges concerning the planning (communication, licensing and other formal aspects) and the operational level of the event (daily contact with local people and media and program implementation). Regarding the previous items, there is a set of reflections which should be done in this paper How to select an efficient team for this event? What logistical decisions have to be taken?

Introduction
Events are an integral part of our lives. They are constantly noticed in the media: internet, newspaper, television and advertisements.

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What issues should be considered in the decision of implementing an event in a public space? What public authorities to be contacted? What documents are needed for organizing an event in a public space (in Lisbon)? What legislation is available at the local level to help agencies meet their obligations and rights? What safety measures must be observed? Which ones are imposed? What support was needed by shopkeepers and residents? What guarantees and compensations had to be given to the square shopkeepers and residents? The analysis of the above questions will define the strategic and operational planning for medium size Events in city public spaces.

Using the previous definitions we can conclude that in the case of a tourist attraction, the event may have a role to grant it moments of uniqueness and singularity. In the case of recreational tourism, an Event may or may not be confined to its primary purpose. It can go far beyond the animation itself, assuming for example promotional purposes. These definitions follow the concept of Event given by Jago and Shaw (18) considering it as a unique happening or with an infrequent occurrence, limited in duration, providing consumers a time of leisure and social opportunity that go beyond the experiences of his everyday life - the Events that attract or have the potential to attract tourists, are often organized to increase the visibility, image and knowledge of a region. To achieve the objectives of Tourism Events in a given destination, it is necessary to assign responsibilities to Events agencies, as Destination Management Companies (DMC), and/or to government organizations, however, this industry also includes other elements such as service providers. After a detailed situational analysis, each destination must identify its competitive advantages in organizing Events. In this analysis, it is important to assess the impacts associated with the genesis of the event, which are, in general, social, cultural, economic, environmental or political. The social and cultural impacts may enhance awareness and participation of people, broadening their horizons and exposing them to new ideas, making them feel that their territories may have other uses, or vice versa, the social and cultural impacts may create the opposition of the local community for the disturbances that an Event can cause.

Events and Tourism

Currently, an Event is a tourism service in which consumers, institutional organizations of tourism, private tourism enterprises, tourism service providers and sponsors, cooperate to achieve a unique event, creating Value. Expressions such as: event, success, result, occurrence, memorable, organization, set of activities, are part of the keywords used in many papers on the subject. Conceptually some authors identify an event as a tourist attraction or a tourist leisure activity. It will be important first to realize the differences between these concepts. According to Cunha (2001) a tourist attraction is any factor that causes the displacement of people out of their habitual residence, and by itself or together with other guarantees the existence of tourism activities. Recreational tourism is the set of all activities, which contribute to improve or enhance the conditions of attraction, comprehending the visitors leisure time and the experiences arising from their stay in the visited place.

Case Study
TLC - Events in Portugal was the Destination Management Companies (DMC) selected to manage the logistics of launching a new car model in Lisbon, for having submitted the highest bids, considering the received briefing: the host city would have to provide easy access by air and not many bureaucratic processes for about 5.00 guests, aged 25 to 55 years, coming from 3 countries;

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to accommodate 400 people per night (for 1 consecutive nights) in a five star hotel, to provide venues for conference and social gathering; to select roads that would enable a good experience to test-drive. The global event started at the Lisbon International Airport where daily, about 350 people arrived from different countries. The team welcoming the participants was responsible for solving any problem at the airport (as lost luggage) and for the guests transfer to the 5 star hotel. A cocktail followed the check-in in the hotel. After it the participants were transported to the Lisbon Coliseum where the Business Meeting would last about 2 hours, between 17.00 to 1.00, consisting in the new car model launching and in the presentation of the financial results of the International Automobile Brand. Around 1H00 the participants were taken to the Flores Square where dinner would be served. Dinner was half buffet and guests could choose between the terraces of the local restaurants (working exclusively for the Event) or cozy corners in the square; the Portuguese gastronomy experience was complemented with various entertainment and music. Up 22H30 there were buses available to transport guests back to the hotel, ending the dinner at 00H00. on the second day, the morning began with the transfer to the Cordoaria (4.000 square meters exhibition hall), where about 0 cars were lined up to go for the test drive. The itinerary covered various types of roads and breathtaking scenery. Returned to the Cordoaria a buffet lunch (international gastronomy) was served and after it the guests were taken to the airport (transfers out). At the same time about 350 people would arrive at the Lisbon Airport and the entire program was repeated during 1 consecutive days.

where the dinner of the Event took place daily, involving: decoration of tables for cocktail and tables on the terraces; colorful lighting environment; uniforms for employees matching with the colors of the exposed cars and with the environment of the Square; Kiosk illuminated and decorated with newspaper, providing drinks for guests on the terrace around; a lounge area with low couches and candle lanterns at a corner of the garden; all restaurants located around the square and their terraces working exclusively for the Event, contributing for an experience of Portuguese cuisine; entertainment with alive music and dancing. In terms of logistics on site is summarized in Table 1 all concerns which should be managed daily for the evening/dinner Event. Venue Requirements - Use of Public Space As the Flores Square is a gardened public space and a residential area it was essential to comply with a set of requirements to be able to use it as a venue for the Event. As it was referred before, the Event was firstly communicated to the City Council (CML), more specifically to the Tourism Department. The responsible for that Department informed TLC Events that licenses had to be obtained in the City Department of Urban Environment - Direco Municipal de Ambiente Urbano charged for managing the environment, public space and green spaces. In fact it became a long and bureaucratic process evolving many City Council Departments, as it is listed: Department of Public Space Management Departamento de Gesto do Espao Pblico (DGEP) Identification of the main organizers/sponsors and Events agency;

The Flores Square

The Flores Square is an urban area with about 1000 m2 located in an old neighborhood of Lisbon,

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Table 1 Daily logistic in Flores Square

Description of the Event; Event program referring the dates for equipment assemblage, technical rehearsals, and equipment dismounting; Sketch demonstrating the environment to create in the Flores Square, including a map for the Venue restricted area; Extended concept of the Event including the description of the planned entertainment and respective back-up structure in case of rain; Plan for the equipment and gardens restoration of the Flores Square (later accompanied by an officer from the Department of Environment and Landscape); Plan for the equipment deployment, such were the tent for catering support, the stage, the bar, the terraces, the buffet stations and the area for cars display; Plan for security and policing the Square; Plan for the reservation of Square 24 parking spaces and the closure of some accesses, considering alternatives to the local community; Plan with the itineraries for buses (not forgetting that the Venue took place in an old neighborhood where the streets are relatively narrow), the staff, artists and catering

itineraries (only considering the main suppliers because there were many more involved); Requirements for using some Flores Square equipment, such were public toilets, kiosk, phone booth, fountain, water supply points (under supervision by an officer from the Department of Environment and Landscape), electrical power (under supervision by an officer from the Department of Construction and Maintenance of Mechanical and Electrical Installations); Plan for the garbage recollection from the Flores Square; Plan for the signage, advertising and presentation of the car brand; Description of Flores Square shopkeepers participation in the Event; Statement about the Event to the local community and respective declaration of no objection; Letter from TLC Events stating the formal request to the Department of Public Space Management; Copy of all insurance contracts, assuring that none of the compulsory was missing; Department of Environment and Landscape Gardens Division
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Flores Square Garden Restoring Program authorization and definition of responsibilities; Request for water supply for irrigation of green spaces and plan for everyday cleaning Plan for assembling the technical equipment without damaging the green spaces. Municipal Direction for Economic Activities Direco Municipal de Actividades Econmicas (DMAE) Request of license to operate an itinerant entertainment, involving handling and food manufacture; Description of facilities and equipment in the rented apartment which served as a regeneration area for catering; Request of license for the daily concerts in the Square. By indication of DGEP (the Department of Public Space Management) contacts were established with the Parish Council (JFM), since a favorable opinion to implement the project would depend from it. The JFM is closer to the residents and shopkeepers, knowing their needs and sensitivities; in fact their agents followed the whole project and their opinions were always respected. They were also an important element in defining the plan for the Square restoration. Apart from licensing it was necessary to ensure essential services (described in previous paragraphs); mentioning only the main suppliers: Building enterprise to restore the Square equipments; Garden Maintenance enterprise to redesign the Square green spaces; Police to regulate traffic and for surveillance of the 24 parking spaces; Catering enterprise; Security enterprise; Cleaning enterprises (Square and apartments); Laundry services; Square restaurants working exclusively for the Event; Tourist Guides and Hostesses; Transportation of clients and staff.

Among the most relevant results it was found that: 83% of shopkeepers had a positive opinion of the Event before its achievement, 17% were hesitant about it - these results remain the same in the post-event assessment; for 17% the general information about the event was very well conveyed, to % was transmitted satisfactory and to 17% was poorly transmitted; about the benefits of the Event, % highlight the restoration of Square and also % emphasized the projection of Lisbon as a tourist destination; as less positive factors, 50%indicate the small involvement and participation of the local community in the Event, 17% found that the local community shopped less in the Square during the Event. about the willingness to receive a new event of equal size/dimension, 8% was very receptive to it, against 32% who showed some doubts or are not willing to repeat the experience. Regarding the institutions and agents linked to the achievement of the Event we collected the following opinions: The JFM (Parish Council) stressed the daily presence of a representative (employee) from the DMC (TLC Events) in the Square in order to respond promptly to any arose problem; also the quality of the transmitted information about the Event among the local community was underlined. The CML (City Council) assessed the Event in a positive way, despite the problems caused by the occupation of public space for a month (including assembling and disassembling); considered of particular relevance was the projection/promotion of Lisbon and the restoration of the Square sponsored by TLC Events. The TLC-Events highlights the bureaucratic and slow licensing process which required strong commitment from the team, stressing that these disadvantages were overcome by the results with the restore of the Square and the positive feedback from local community,

Event Social Impacts

To measure some of the social impacts took place, one year after the event, a survey to Square shopkeepers (many living in the neighborhood). The obtained response was 0% from the possible universe of respondents.

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mainly from shopkeepers who demonstrated a willingness to repeat the experience.

Final Conclusions
This paper focused the launching of a new car model in Lisbon, namely the organization and management of the Evening Event in the Flores Square. It was intended to set the strategic and operational planning of such an Event, to inventory logistics of an Event in public space, to list the legal issues, to study the advantages and disadvantages of using public space for local communities. Regarding the theoretical framework we found a considerable number of studies about Events planning and management, however, most case studies focus on musical Events, cultural and sporting Events. There are few studies that address the business Events therefore the relevance of this paper. In this paper our concern was mainly to gather and to organize the available material related to the described Event, namely at the planning and operational level. To complement the referred data the Square shopkeepers were inquired and the representatives from the institutions linked to the Event were interviewed. These objectives were achieved because all institutions and 0% of the shopkeepers accepted to answer our questions. We confirmed in this paper that the Events industry is based in a system that is divided by type and size, as each Event arises from the variable mix of management of a program, its objectives and configuration and its audience. We should add that the Events industry has its own actors and impacts and also that nowadays Tourism industry uses the Events to promote destinations and to increase tourism growth. To implement an Event three major phases should be considered: the plan, the operation/execution (on site), the post-event (handover). In the considered case study, the Event began with a briefing from the client, which contextualized the Event, pointing out its type, size, concept and main objectives.

This document was presented to several DMC which shared brainstorming with the client (car brand) and accepted inspection visits, before being submitted to competitive pitch which should include proposals and budgets. After analyzed and evaluated the proposals, Lisbon was chosen to be the host city and TLC Events the local agent for the Event organization. Up this point, the client and the Events production international company worked together with TLC to develop the Event program. As one they defined the strategies to choose definitively the venues and all kind of service providers. Considering the Evening Event the fundamental was to fulfill the clients objectives having in mind the budget and the licenses which could be obtained to organize the Event in a public space. Meeting the considerations raised in this papers introduction, we should stress again that the success of an Event is strongly linked with the choice of the people to be involved in the preparation and execution of the Event and that these should be selected according their expertise. The operating team must demonstrate strong leadership skills combined with good physical preparation, being imperative to work with passion throughout the whole process. In addition we should have the same level of concern in the choice of service providers who must be deeply informed and involved in the nature and objectives of the Event. Regarding the logistics is extremely important to take into account the characteristics and requirements of the Event physical space. As a public space has usually serious and specific determinants, we suggest checking the actual feasibility, availability and infrastructures, before the first inspection visit. For organizing a successful Event in a public space it is necessary: to plan it timely; to communicate it to the competent institutions; to inform constantly the local community about the Events development; to present counterparts as the restore of the public place; to appeal to the understanding of residents for the nuisances (such as accessibility, street blockages, noise or littering), presenting alternative solutions to their problems. It is crucial in minimizing the problems to be aware and to respect the daily routines of the local population; otherwise they will not feel confidence in the DMC

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or will feel that the legacy, the restore of Square, will be worthwhile. The existing legislation (in Lisbon), which regulates issues related to the occupation of public space, is poorly suited to the realm of corporate Events; in fact it is thought for fairs, markets, newsstands sales and trading activities in public areas. Many of the requirements/licenses had to be adapted to this Event, based on the collective common sense. Having the organization of the described Event in mind, we suggest that a city which wants to be promoted though Events, mainly in public spaces, should review its entire licensing process. Also the creation of a specific office/department in the City Council to ensure the licensing process would encourage DMC to organize Events in that city. Summing up, this paper seeks to demystify the apparent easiness of planning an Event in a public space but above all to demonstrate that the private sector, under the umbrella of Tourism Events, can contribute to improve the proud of local communities though the restore of their public spaces.

Bibliography (referred in the paper)

Cunha, L. (2001) Introduo ao Turismo. Lisboa: Verbo. Jago, L. and Shaw, R. (18) A conceptual and differential framework. Festival Management and Event Tourism, 5 (1/2): 21-32.

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