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Focussing on the perspective of business event leaders, this study aims to explore the future of transformative experience (TE) events, recognising a paradigm shift from organising conventional events to designing and guiding TEs in the meetings, incentives and conferences as exhibitions (MICE) context.

Using a qualitative interview-based design, insights from 20 international business events industry leaders were gathered and analysed by using thematic analysis through a multi-step process with MAXQDA.

The findings discuss the future of transformative events by identifying the paradigm shift towards TE in business events and outline key dimensions of the leader’s and team’s mindset and skills. Five design principles for TE events in the MICE sector are identified: design for change; emotionally experiential environments; personal engagement; responsibility; and transformative measurement.

The study offers a snapshot of how transformative events of the future could be designed and suggests a series of practical insights for MICE event leaders and organisers seeking to leverage events as a catalyst for intentional transformation, positive impact and long-lasting change.

The study adds to the emerging body of knowledge on TEs and contributes to an extended stakeholder perspective, namely, that of business event leaders and their teams who are instrumental in facilitating transformative events. An original framework for designing TE MICE events is offered as a theoretical contribution.

This paper aims to explore and evaluate practice-based segmentation as an alternative conceptual segmentation perspective that acknowledges the active role of consumers as value co-creators.

Data comprising various aspects of customer-to-customer (C2C) co-creation practices of festival visitors were collected across five UK-based festivals, using participant observation and semi-structured interviews with naturally occurring social units (individuals, couples and groups). Data were analysed using a qualitative thematic analysis procedure within QSR NVivo 10.

Private, sociable, tribal and communing practice segments are identified and profiled, using the interplay of specific subject- and situation-specific practice elements to highlight the “minimum” conditions for each C2C co-creation practice. Unlike traditional segments, practice segment membership is shown to be fluid and overlapping, with fragmented consumers moving across different practice segments throughout their festival experience according to what makes most sense at a given time.

Although practice-based segmentation is studied in the relatively limited context of C2C co-creation practices at festivals, the paper illustrates how this approach could be operationalised in the initial qualitative stages of segmentation research. By identifying how the interplay of subject- and situation-specific practice elements affects performance of practices, managers can facilitate relevant practice-based segments, leading to more sustainable business.

The paper contributes to segmentation literature by empirically demonstrating the feasibility of practice-based segments and by evaluating the use of practice-based segmentation on a strategic, procedural and operational level. Possible methodological solutions for future research are offered.

This paper aims to explore a multi-stakeholder perspective on brand meaning co-creation in the context of the Olympic Games as a unique mega sports event brand with a strong brand identity, to understand how the brand manager may integrate such co-created meanings in a negotiated brand identity.

Using a qualitative methodology, the paper provides a tentative framework of co-created Olympic brand meanings by exploring the narratives of stakeholders’ brand experiences of the brand. Sixteen semi-structured interviews with a purposive sample of Olympic stakeholders were conducted and analysed to identify key meanings associated with the Olympic brand.

Through their transformational and social experiences of the Olympic brand, stakeholders co-create brand meanings based on Olympic values of excellence, friendship and respect. However, at the same time, they offer their own interpretations and narratives related to competing meanings of spectacle, exclusion and deceit. Alternative brand touchpoints were identified, including blogs; fan and sports community forums; educational and academic sources; and historical sources and literature.

The brand manager must become a brand negotiator, facilitating multi-stakeholder co-creation experiences on a variety of online and offline engagement platforms, and exploring how alternative brand touchpoints can be used to access co-created brand meanings.

The study contributes to tourism branding literature by providing exploratory evidence of how brand meanings are co-created in the relatively under-researched multi-stakeholder sports mega-event context.

Approached from the customer-dominant (C-D) logic perspective, this paper aims to extend current value co-creation discussions by providing conceptual insights into co-creation within customers' social sphere. Focusing on socially dense contexts in which customers consume together in dyads or collectives, the paper seeks to provide recommendations of how service managers can facilitate customer-to-customer (C2C) co-creation.

The paper bridges current thinking on value within the C-D logic with service management perspectives on C2C interactions and social science concepts on consumer communities. Examples from literature and practice are drawn on in the discussion.

The proposed framework reveals C2C co-creation as a dynamic, multi-layered process that is embedded in customers' social contexts. Value emerges in four distinctive social layers: “detached customers”, “social bubble”, “temporary communitas” and “ongoing neo-tribes”.

This paper is conceptual. Further validation of the framework in a variety of socially dense consumption settings is needed, using field-based qualitative methods such as participant observation and interviews.

Awareness of the multi-layered nature of C2C co-creation and specific practices in which value is formed provides service managers with opportunities to create value propositions that help facilitate such co-creation. Service managers across various sectors benefit from understanding how customers can be “nudged” into more socially immersive co-creation layers.

The paper contributes by introducing a C2C co-creation perspective, conceptualizing the social layers within which value is formed, and providing specific propositions to service managers with regard to servicescape structuring and other strategies that facilitate C2C co-creation.

This paper aims to determine the role of heritage tourism in Shetland Island destination development and how this links to tourism public policy in island communities.

The study is conducted in the Shetland Islands, located off the north coast of Scotland, UK. Descriptive and inductive approaches are utilized to enable the researchers to recognize multiple social structures and draw conclusions from observations and specific information. Primary research focuses on semi‐structured interviews with key informants. Data is analyzed via a mix of content analysis and interpretation of the responses through a connected narrative approach.

Seasonality is a key feature of Shetland Island tourism, alongside other key limitations to growth including transport links and climatic conditions. Potential conflicts exist between tourism stakeholders and their perceptions of the effectiveness of the heritage tourism public policy in Shetland, though overall stakeholder collaboration succeeds in enhancing heritage conservation and development.

While the findings relate specifically to the Shetland Islands, the general conclusions offer an example of best practice concerning tourism public policy for heritage‐focused tourism in island communities, which could be used in comparable destinations.

The choice of the Shetland Islands as an example of a cold water island destination offers the opportunity to extend existing research and examine how the community of Shetland embraces the opportunities afforded by tourism as an alternative to traditional industries.

Using the inaugural Edinburgh International Magic Festival (EIMF) as a case study, the purpose of this paper is to focus on the motivational factors prevalent in a group of young event and festival volunteers.

This paper will first review the extent of volunteering and, thereafter, will discuss volunteering in the festival and events industry. Focussing on motivations to volunteer, this paper will also identify key research that has examined volunteer motivation in the festival and event sector. Within the context of the festivals and events sector, the paper highlights the benefits of volunteering to the volunteer, the organisation and the community as a whole. The paper discusses volunteering as a means of developing specific skills and knowledge that improve volunteers' CVs and potentially has a positive impact on career opportunities and careers in the festival and event industries. Using the inaugural EIMF as a case study, the authors conducted semi‐structured interviews with volunteers as a means of more fully understanding motivations to volunteer.

The paper argues that volunteers in contemporary society approach a volunteering activity from a utilitarian perspective. The aim of such an episode is to improve industry‐specific skills and knowledge and positively impact on future career opportunities.

Festival and event organisers need to fully understand the motivations of their volunteers, in order to not only fully utilise existing skills, but also assist in the development of individually required skills and knowledge.

This paper argues for the development of specific training and development programmes for festival and event volunteers as a means of developing skills and enhancing career opportunities.