5.
4 Respond to the first question and make use of terms, concepts, theory(ies) or framework(s)
discussed in the lectures to support your argument (cite secondary sources and include it in the
references)
To offer a memorable conference tourism experience in Brighton, VisitBrighton should closely
collaborate with various stakeholders in the value chain. These stakeholders can be identified and
prioritized using the salience stakeholder model and Mendelow Power-Interest Matrix.
According to the salience stakeholder model, stakeholders can be classified into three categories: high
salience, medium salience, and low salience stakeholders. High salience stakeholders are those who
have a high level of power, urgency, and legitimacy in the value chain. Medium salience stakeholders
have a moderate level of power, urgency, and legitimacy, while low salience stakeholders have a low
level of power, urgency, and legitimacy.
Using this model, the high salience stakeholders for VisitBrighton would be conference organizers, local
businesses, and government entities. Conference organizers have the power to make decisions on
where to hold conferences, and their legitimacy lies in the fact that they are key players in the
conference tourism industry. Local businesses have a high level of power as they provide services and
goods required by conference attendees, and their legitimacy is based on their contribution to the local
economy. Government entities have the power to regulate and influence the industry, and their
legitimacy comes from their role as representatives of the local community.
The medium salience stakeholders would include conference attendees, local residents, and
transportation companies. Conference attendees have the power to influence the success of the
conference and the local economy, but they have low legitimacy as they are not permanent members of
the community. Local residents have a moderate level of power as they are affected by the tourism
industry, but their legitimacy is debatable as they may have conflicting views on the industry's impact.
Transportation companies have the power to provide transportation to and from the conference, but
their legitimacy is based solely on their role as a service provider.
The low salience stakeholders would be non-profit organizations, the media, and environmental groups.
Non-profit organizations have little power in the conference tourism value chain, and their legitimacy is
based on their contributions to the local community. The media has the power to shape public opinion
but has low legitimacy in the conference tourism industry. Environmental groups have little power and
legitimacy as they are not directly involved in the industry.
In terms of the Mendelow Power-Interest Matrix, high power-high interest stakeholders such as
conference organizers and local businesses require close collaboration and management as they have
the ability to impact VisitBrighton's success. High power-low interest stakeholders such as
transportation companies may require regular communication but not as much management. Low
power-high interest stakeholders such as local residents and conference attendees require monitoring
and regular communication. Low power-low interest stakeholders such as non-profit organizations and
environmental groups require minimal management or communication.
London & Partners should form value-chain relationships with high salience stakeholders such as
conference organizers, local businesses, and government entities to ensure that Brighton is promoted as
an ideal conference destination, and to secure their support in promoting VisitBrighton's services.
Collaboration with medium salience stakeholders such as conference attendees and transportation
companies could help in understanding their needs and improving their experiences. Low salience
stakeholders may not require as much attention but should still be monitored to avoid negative impacts
on the industry.
To form value-chain relationships with these stakeholders, London & Partners can leverage their existing
partnerships and networks. They can collaborate with local government and tourism boards to develop
marketing strategies that promote conference tourism in Brighton. They can work with hotels and event
venues to improve the quality of conference facilities and services offered. Moreover, London &
Partners can partner with transport companies to ensure convenient and affordable transportation
options for conference attendees.
In conclusion, by closely collaborating with the right stakeholders, VisitBrighton can offer a memorable
conference tourism experience in Brighton. Using the salience stakeholder model and Mendelow Power-
Interest Matrix can help identify and prioritize these stakeholders, and value-chain relationships can be
formed to achieve mutual benefits.
In conclusion, VisitBrighton should collaborate closely with high salience stakeholders such as
conference organizers, local businesses, and government entities to offer a memorable conference
tourism experience in Brighton. Using the salience stakeholder model and Mendelow Power-Interest
Matrix can help identify the key stakeholders and their needs, which can aid in effective management
and collaboration. London & Partners should form value-chain relationships with these stakeholders to
ensure their support and to promote Brighton as a leading conference destination.