CHAPTER 1: INTRODUCTION
CONTEXT OF THE STUDY

Events may help meet many social, economic, cultural, and environmental roles (Getz, 1997 p.2). Host communities and destinations can employ events effectively in a tourism role (Getz, 1997 p.2). Furthermore, events can be used to foster and support a sustainable development of the tourism industry (Getz 1997, p.70-71). Event Tourism (ET) is closely associated with Cultural tourism and Business tourism and has become firmly established as a significant instrument in tourism development and destination marketing strategies. To be competitive, host communities and destinations engage in destination and place marketing activities to attract investment, tourism, and desirable residents (Getz, 1997 p.23).


Many events have the potential to become tourist attractions (i.e. existing supply of the tourism industry) but are viewed as resources until they are actually developed and marketed for tourism consumption (Getz 1997, p.106). This research believes that inadequate attention is being paid to the multiple roles, meanings, and impacts of TEAM BUILDING EVENTS by destination planning and marketing responsible. Furthermore, many organisers pay scant, if any attention to these prospects. In consequence, TEAM BUILDING EVENTS do not reach their full potential as attractions or image makers. However, the underlying reality may be quite simply: TEAM BUILDING EVENTS are not being currently marketed and developed for tourism consumption. Irrespective of whether TEAM BUILDING EVENTS are existing tourist attractions or simply Event Tourism resources, there is a practical need to be addressed. That is, to capitalize on the value of TEAM BUILDING EVENTS in support of Event Tourism.

As the significance of events has increased, many communities, destinations, and corporations have created permanent staff positions or agencies to promote, bid on, develop or coordinate the events sector for strategic reasons (Getz p.23). Furthermore, communities and destinations have engaged in the pursuit and development of attractive event portfolios, thereby necessitating professional staff and agencies (Getz, 1997 pp. 23). In undertaking their function, these professionals and agencies require profuse information inputs Getz (1997). These inputs may be obtained from a range of sources. Getz (1997) acknowledges the importance of “obtaining quality inputs from research” (p.106-107) particularly in the judgment of what resources and why such resources should be exploited for Event Tourism. Thus, research in this area may result of value.

Moreover, the concept Team building event although in fairy common usage in the UK, seems to be purely practical with extremely little referent to it in the literature. Therefore, a gap in the knowledge exists. If TEAM BUILDING EVENTS are to be valuable resources for a destination’s Event Tourism industry, and therefore are to be developed and marketed for tourist consumption, research is required to determine in the first place their typology and nature.

GENERALIZING


While the study focuses on the UK in July 2006 it may be possible to generalize the key findings to other parts of the world, particularly to the EU as many concepts and practices being employed in the EU are similar to those deployed in the UK; furthermore some of which may have been imported and copied from the UK, as it embraces TEAM BUILDING EVENTS.

REREARCH QUESTIONS

The key questions to be answered in this study are:

•    What is a TEAM BUILDING EVENT? What specific organizational needs can be satisfied by means of a Team building event?

•    What is the value of TEAM BUILDING EVENT as Event Tourism resources?

•    What are the potential stakeholders within the Event Tourism industry that may ‘hold a stake’ in TEAM BUILDING EVENTS as a resource for Event Tourism?

•    What recommendations can be made in the light of the study that may lead to take full advantage of TEAM BUILDING EVENTS as Event Tourism resources?  


RESEARCH AIMS AND OBJECTIVES

Aims

To explore, compare and judge against the literature, the perceptions of the organisers, consumers and participants interviewed to bring out key issues that will enable the study to:

•    Add to the ‘body of knowledge’ on the field on Event Tourism by enhancing the knowledge base and theory relating to TEAM BUILDING EVENTS as Event Tourism resources or existing tourist attractions.
•    Make practical recommendations that may inform and stimulate organizers of TEAM BUILDING EVENTS in the process of a sustainable development and marketing of TEAM BUILDING EVENTS for tourism consumption 

Objectives

1.    To explore and document the typology and nature of TEAM BUILDING EVENTS.
2.    To examine TEAM BUILDING EVENTS participants and consumer organizations; their needs, demands and benefits sought for purposes of improved overall event experience and improved Event Tourism marketing strategies.
3.    To explore and document the potential value of TEAM BUILDING EVENTS as Event Tourism resources or existing supply of the Event Tourism industry.
4.    To serve as a quality research input in undertaking a number of Event Tourism related processes such as Event Tourism resource and evaluation appraisal; event bidding processes; event portfolio development processes; Event Tourism strategic development and coordination.
5.    To make recommendations in the light of the study so as to capitalize on the potential value of TEAM BUILDING EVENTS as Event Tourism resources or existing tourism attractions.
6.    To inform providers of TEAM BUILDING EVENTS about the existing range of potential stakeholders within the Event Tourism industry that may ‘hold a stake’ in TEAM BUILDING EVENTS.
7.    To foster professionalism in TEAM BUILDING EVENTS management, covering and enhancing the knowledge base and theory relating to TEAM BUILDING EVENTS as Event Tourism resources or existing attractions.
8.    To serve as an introduction to anyone considering conducting research in the field of TEAM BUILDING EVENTS as Event Tourism resources or existing supply of the tourism industry.