How the Triple Bottom Line Impacts the Events Management Process

Evaluate the current level of understanding of the triple bottom line and how it affects the EMP (Events Management Process)

Overview

This essay aims to provide a comprehensive introduction to events and analysis of the contemporary issue coined by John Elkington, the ‘triple bottom line’. The dominant scope of my essay will be to explore exactly the comprehension of this concept within the events industry and what kind of influence this understanding has upon the creation of events and the ‘events management process’.

Event definitions and categorisation

Events define our lives, whether planned or unplanned. Such occurrences remain locked in our memory and can have huge consequences and meaning. Contemporary definitions of ‘event’ revolve around the notion of a distinguishable, time-limited episode or experience. However, if defined in the context of the events industry, this concept becomes more tangible surfacing as a planned public or social occasion. Such an occasion is finite in duration and can take on multiple forms. Cultural ceremonies, corporate events, sporting contests and festivals are all examples of ‘events’ most of which require concise planning and preparation. Events differ in multiple ways in terms of production costs, geographical location, or their size, which varies considerably.

Size categorisations and distinctions “are sometimes blurred” (Bowdin, 2011:11) due to the difficulty in measuring the absolute size of an event. However, four general classifications have emerged which are useful in scaling events:

- Local

- Major

- Hallmark

- Mega

‘Local’ events are “considered owned by the local community, employ public venues and are produced at the discretion of local government agencies or non government agencies” as defined by Janiskee (1996:404 in Bowdin, 2006:16). An example of a local event is the ‘Animated Exeter Festival’. Such events can help provide a source of pride and belonging to individuals...