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concertmanagement studiegebied handelswetenschappen en bedrijfskunde bachelor bedrijfsmanagement afstudeerrichting eventmanagement specialisatie Music & Entertainment campus Kortrijk academiejaar 2022-2023

Competition handbook Pop Venue Business game

Pop Venue business game

Competition handbook

Contents 1

INTRODUCTION .................................................................................................................. 1 1.1 1.2

MANAGEMENT.................................................................................................................... 4 2.1 2.2

PLANNING STAFF DEPLOYMENT ....................................................................................... 11 COST OF STAFF DEPLOYMENT AND TRAINING ................................................................... 13

FINANCE ............................................................................................................................. 14 6.1 6.2

PLANNING CATERING ........................................................................................................ 9

STAFF .................................................................................................................................. 11 5.1 5.2

CHOICE OF MEDIA ............................................................................................................. 7

LOGISTICS (STOCK MANAGEMENT) ............................................................................. 9 4.1

GENRE, TARGET GROUP AND PROGRAMMING ..................................................................... 4 REQUIREMENTS SPECIFIED BY SUBSIDY PROVIDERS ........................................................... 5

MARCOM (MARKETING COMMUNICATION) .............................................................. 7 3.1

DESCRIPTION OF THE POP VENUE ...................................................................................... 1 THE GAME ........................................................................................................................ 3

STARTING SITUATION FINANCE ........................................................................................ 14 ADDITIONAL INFORMATION ON FINANCE.......................................................................... 15

CALCULATING THE PERFORMANCE SCORE ............................................................ 17

Pop Venue business game

Competition handbook

Introduction

Pop Temples in Trouble as a result of Amateurism and a Lack of Money Amateurism is resulting in the demise of pop venues in the Netherlands. If the sector is not professionalised soon, a series of liquidations will start to present themselves. This is the fear that exists amongst experts and pop venues in the Dutch pop world. Six pop venues are currently experiencing difficulties. Hypermodern pop temples have been created in tens of municipalities in recent years. Completely revamped venues like Het Patronaat in Haarlem, Het Paard in The Hague, the Mezz in Breda, De Effenaar in Eindhoven and Muzinq in Almere have been faced with significant deficits since they reopened. Professionals Needed According to Paul van Oort, the Director of the Hedon pop venue in Zwolle, and Leon Zwaans, a cultural researcher and advisor, the management activities necessary for modern pop venues are being underestimated. Municipalities are leaving these activities to foundations or associations that have been organising concerts in old churches or factories, etc. for years, with the help of volunteers. But they are not able to turn a venue that is three times as big into a blossoming business, say Van Oort and Zwaans. ‘What an organisation in a new venue like this needs, is professionals.’ You are the professionals of the future. In this simulation game, you will run your own pop venue and will need to take into account everything that management of a pop venue entails. On the one hand, you will be expected to make sure that enough money is coming in, in the form of subsidies, sponsoring, ticket sales and catering. However, on the other hand, you will also need to ensure that you are not spending too much money: staff costs, catering purchasing and marketing communication, for example. You will also need to take into account the concept for and image of your pop venue. You will receive an assignment to head a pop venue for four to six rounds (quarters) and to take decisions for this purpose. Your pop venue is described in this competition handbook. The information and figures that will be used in this game are real and have been derived from existing pop venues. However, this is a simulation game, which means that it will sometimes have its limitations. Despite this, reality will be emulated as much as possible! Read the competition handbook carefully, as well as the other information made available via other sources. If you divide team tasks right away, there will be no need to read everything for all team members. 1.1 Description of the Pop Venue As the management team of the pop venue, you are all jointly responsible for the results achieved by the pop venue (so, each member of the management team must also be able to individually explain the choices made).

Pop Venue business game

Competition handbook

Your performance as a management team will be assessed by comparing the results achieved by your pop venue with the results achieved by the pop venues run by the other management teams (= the other project groups). This is called benchmarking. In the game, you will run a pop venue for at least a whole year (= four quarters). In the game, you will need to take and implement decisions per quarter; this will form the basis on which your performance is assessed. Functional departments You and your team will be jointly responsible for the end result achieved by your pop venue. You will be expected to make strategic, tactical and operational decisions. Based on these decisions, the game will calculate the results achieved by your venue. The pop venue has five functional departments on which decisions must be made. These are as follows: Management You and your team will monitor the concept and image of the venue. As such, you will need to choose a target group and genre during the venue start-up. Proper programming will enable you to continue to attract this target group, which will mean that your image remains in line with your concept. Every quarter programming has to be done. Note! Your programming must also take into account the requirements stipulated by subsidy providers! MarCom (Marketing Communication) Within MarCom, choices are made in relation to the media to be used to gain publicity for the pop venue and its programming. You will try to choose the media that are appropriate for your target group and try to buy them as cheaply, but as effectively as possible. Logistics (Purchasing) The numbers of visitors expected per genre will be estimated on the basis of the programming for your venue. This forms the basic information needed to be able to decide on the hospitality products to be bought. Consideration must be given to the type of visitor that will come, because it will obviously be important to avoid any shortages. This would be bad for the image of your venue and awkward for your staff (who would be in a position where they had to say ‘no’? “The beer is finished…..?”). Staff Staff will be deployed on the basis of the visitor numbers expected and the type of evening programmed. The pop venue has a number of staff who are employed on a permanent basis and it will be important to deploy them as efficiently as possible. You can also use volunteers and sometimes you hire extra staff. You are also responsible for making sure that staff is always motivated. This means that training courses will be given and staff trips will be organised.

Pop Venue business game

Competition handbook

Finance Last but not least, the budgets available must be monitored at all times. Which financial consequences will result from the decisions made, in comparison with the budget available? 1.2 The game You and your team have been asked to manage a pop venue. You will make a number of strategic marketing decisions with the object of positioning the pop venue in the market (mission, vision, target group, concept, identity, etc.). You will then run the pop venue during a test round and four to six consecutive rounds (quarters). To do this, you will be expected to make decisions on the various functional departments. In the following chapters, extra essential information will be provided on the five functional departments. Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6

Management MarCom (Marketing Communication) Logistics Staff Finance

Your challenge is to ensure that the pop venue achieves a good result after four rounds of the game, aided by the people and resources available. The success of your result will be measured on the basis of your performance score. The start situation is 100. Points will be added to or deducted from this percentage depending on good or poor performance. The performance of your venue will be compared to the performance of the other pop venues (= other project groups). Your ranking will be determined on the basis of the performance score. The pop venue that has achieved first place is the winner of the game.