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This paper considers the renovation of hotels in the context of facilities management. It evaluates a study carried out in Egypt into the attitudes of hotel general managers about the importance attached to hotel renovation and refurbishment. The findings show that whilst hotel managers express a belief in the importance of hotel renovation, there is little evidence of strategic thought in the renovation process. Instead, the focus appears to be on the “softer” customer satisfaction aspects of hotel management. There is scope for a more strategic view of FM among hotel managers and owners.

Events venues are incredibly diverse and yet a coherent typology fails to be apparent in the mainstream literature. Indeed, the focus of research has predominately been on the demand as opposed to the supply side of events venues. The article attempts to ameliorate this gap in knowledge and reviews the literature on current methods of classifying events venues.

To provide a context for the analysis and evaluation of events venues, it is necessary to explore the evolution of events venues classifications. Then, the paper offers a series of different criteria that can be used to explore the concept and scope of events venues.

The main aim of developing a new typology of events venues must be to produce a more effective and efficient classification of this sector. At the same time, the new typology needs to address various criteria that might further differentiate venues in terms of those factors which are outlined in the paper. Indeed, it should be noted that the discussed criteria could act as a foundation for how they can be classified into different types.

The proposed criteria provide a context that will guide academics and practitioners current and/or future classifications of events venues. A number of conclusions and recommendations for developing a new typology of events venues are then discussed.

The purpose of this paper is to explore events venues management's attitudes and practices toward new product development and innovation within the event industry.

The approach is a multiple case study of different types of events venues in Scotland. A sample of seven events venues was selected.

The paper shows that most managers consider “market penetration” and “market development” as the most important growth strategies and directions for their venues. The level of risk becomes a major factor influencing the decision making process in NPD and maybe unsurprisingly, finance acts as the key driver. Also, differences amongst the venues are apparent in whether NPD is driven “top down” or “bottom up”.

While the findings may be applicable to events venues located in other parts of the world, further research would be required to confirm this.

The paper will be useful to events venues, or those advising such clients who are considering NPD for their businesses.

Results are discussed in the context of theoretical and empirical work on innovation, and product development.

This paper aims to explore the extent of the use of hotel renovation as a product development tool in the hospitality industry. It aims to gain an understanding of the nature of renovation within the context of large hotels.

The approach is a multiple case study of five star hotels in Egypt. A sample of nine hotels was selected.

The results reveal that Egyptian five star hotels use renovation to achieve different aims and goals. Surprisingly, the cases indicate that Egyptian five star hotels still use renovation as a reactive rather than proactive property management tool. The study suggests that renovation was found to be most successful in organisations that have clearly stated renovation strategies, a good relationship between the managing and owning companies, sufficient funds, and greater customer involvement.

While the findings may be applicable to hotels other than five star and located in other parts of the world, further research would be required to conform this.

The paper will be useful to hotel groups, or those advising such clients who are considering renovation of luxury hotel accommodation.

Results are discussed in the context of theoretical and empirical work on renovation, and product development.

The purpose of this paper is to review the role of new product development (NPD) in event venue operations by drawing on existing literature. The paper acknowledges product innovation as an under‐researched field in event venues and explores this within the context of seven diverse operations.

Using a case study analysis methodology the research reveals a number of key findings.

It is revealed that NPD is a fundamental process within event venues but takes a number of different forms, depending on the profit or non‐profit orientation of the organisation. Within this, the findings discuss the different aims, reasons and barriers of NPD.

The paper concludes with the key issues to NPD that managers in event venues should be aware of and proposes a number of limitations and areas for future research.

The purpose of this paper is to present an empirically‐based insight into the practice and perception of architects, interior designers and building contractors who make up the external parties involved in the hotel renovation process.

In the paper a survey is used to elicit and represent existing practices as well as external parties' perceptions regarding renovation as a product development tool in the hotel industry.

The paper reports findings of a survey conducted with external parties' firms in Egypt on the challenges of renovation in the hotel industry.

The paper shows that, from the interpretation of the data reflecting responses of the external parties' companies in Egypt, the analysis shows that “lack of money” and “limits by owners” are perceived by external companies to be the main obstacles to renovation in all hotel categories. Surprisingly, the training of the external parties did not include marketing and the majority were found to have a limited understanding of marketing concepts, such as new product development and innovation. All the external parties referred most frequently to their design being for “the client”, meaning the hotelier, however, rather than the hotel customer.

In the paper, implications for both external parties and hoteliers are offered.

Philosophical espousal of the sustainability rubric is becoming widespread in the event industry. A business systems‐oriented literature has emerged that helps event organizers plan for and measure success of more environmentally responsible or sustainable events. While top‐down approaches to sustainability are increasingly well established, the practical application of these programs in the unique event planning and management context is less well understood. This paper aims to build understanding of operations‐level opportunities and constraints that may be faced by environmental practitioners in event organizations.

Semi‐structured interviews were conducted with members of the Vancouver 2010 Organizing Committee's (VANOC) Environmental Management Team (EMT), a group of environmental professionals embedded in VANOC's venue infrastructure business unit.

Several organizational strategies are described but intra‐organizational relationships are found to be the medium by which the environmental sustainability concept is actualized at venues.

Although the EMT operated within the standardized event delivery model established by the International Olympic Committee, it is hoped the Vancouver 2010 experience will be useful for other event organizers instituting and delivering environmental programs.

This paper aims to uncover how social media is used, managed, and perceived by sports and entertainment venue (SEV) managers. While there is considerable evidence that social media has been used effectively by Fortune 500 companies, it is not known how social media is administered and perceived among managers of arenas, stadiums, performing art centers, and convention centers.

This paper used survey methodology to capture the perceptions of 383 venue management professionals, all members of the International Association of Venue Managers (IAVM).

Most venue managers feel their social media efforts are proficient or at the expert level and most have a defined social media strategy. Others feel much less confident about their social media efforts and have no defined social media strategy. At a statistically significant level, those with a defined social media strategy report increased revenue, while those without a defined social media strategy do not. Venue managers forecast a significant increase in non‐traditional marketing strategies while using traditional marketing efforts over the next three years far less.

While the 383 responders are IAVM active members who are in venue management, they reasonably represent SEV managers in general and these survey results can be generalized to SEV managers with an overall conservative margin of error of ±5.0 percent at the 95 percent confidence level. The survey was conducted online by e‐mail invitation. While using the online media to deliver a survey related to the proliferation of various online activities was, at one time, questionable and, potentially, a source of responder bias, the current level of saturation of e‐mail use by and comfort with online activity of professionals mitigates these likely sources of responder bias and is not a source of additional concern with this study.

The paper concludes with a discussion of the results and a recommendation that venue managers define a social media strategy that includes hiring or reassigning staff to support this important area of social media marketing.

This paper is unique in that examines social media use in the unique context of SEVs.

The purpose of this paper is to propose a conceptual comparative framework measuring the implementation of corporate social responsibility (CSR) within the UK conference sector.

A self‐administered internet‐based survey was conducted to examine the implementation of ten environmental policy initiatives, expressed by the acronym “GREENER”, using a CSR response scale, expressed by the acronym “VENUE”.

The greatest proportion of UK venues can be classified as “Eager”, with a quarter of respondents being deemed as “Unmotivated” or in “Eternal denial” regarding their implementation of CSR. It was also found that both size of venue space and venue type have significant effects on the level of CSR implementation.

Environmental performance indicators are not the only components of CSR, there are others, including social, economic and ethical. Further research may expand the framework from a uni‐dimensional environmental framework to a multi‐dimensional framework, through the inclusion of some or all of these CSR components.

The GREENER VENUE framework contributes to two important areas hitherto overlooked in the CSR literature: first, it develops a framework with emphasis toward discretionary practices and illustrates the strength of this method through application to the sizeable and rapidly growing UK conference industry. Second, the framework exhibits conceptual and psychometric properties that enable its application to broad and diverse contexts. It is theoretically grounded but at the same time practical, easy to implement, easily understandable and highly relatable to organisational managers, frontline employees and many other key stakeholders of any industry.