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MINISTRY OF EDUCATION AND TRAINING MINISTRY OF CULTURE, SPORTS AND TOURISM
VIETNAM NATIONAL INSTITUTE OF CULTURE AND ARTS STUDIES
Nguyen Thu Thuy
RESEARCHING ON EVENT MANAGEMENT
MODEL OF HALONG CARNAVAL
Major: Cultural Management
Code: 62 31 06 42
SUMMARY OF PHD DISSERTATION IN CULTURAL STUDIES
Hanoi – 2016
The study has been completed at
VIETNAM NATIONAL INSTITUTE OF CULTURE AND ARTS STUDIES
MINISTRY OF CULTURE, SPORTS AND TOURISM
Scientific supervisor: Assoc. Prof. Dr. Luong Hong Quang
External Examiner 1: Assoc. Prof. Dr. Dang Van Bai
National Council for Cultural Heritage
External Examiner 2: Dr. Do Cam Tho
Vietnam National Administration of Tourism
External Examiner 3: Dr. Nguyen Van Tinh
Ministry of Culture, Sports and Tourism
The dissertation will be defended before the Institute-level
Examining Committee at VIETNAM NATIONAL INSTITUTE OF
CULTURE AND ARTS STUDIES
32 Hao Nam street, O Cho Dua ward, Dong Da district, Hanoi
At ...................................................................................
The dissertation could be looked up at:
- Vietnam National Library
- Library of Vietnam National Institute of Culture and Arts Studies
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INTRODUCTION
1. Rationale
According to the classification of the Department of Grassroots
Culture, Vietnam has 7.966 festivals of all kinds such as folklore
festivals, religious ceremonies, history festivals, and foreign-
originated festivals. After 1986, besides restoring traditional
festivals, new cultural phenomena have emerged such as tourism
festivals, street festivals. These festivals are organized differently in
comparison with the traditional ones.
With many advantages of natural resources as well as
transportation, Halong Bay (Quang Ninh Province) is the tourism
urban that plays an important role as the central of Northeast Coast sub
region. Since 1997, annually from April 25th to May 2nd, Halong Sea
Festival also known as Tourism Week has been organized on yearly
basis with different themes, including many activities and attracting
hundreds of thousands tourists to Halong. Since 2007, the People's
Committee of Quang Ninh province has selected carnival (in
English)/carnaval (in Portuguese) - a foreign-originated festival in
which performers wear colorful costume, parade on street with
decorative car models - to be the focus with the aim of attracting
tourists and branding tourism image of Halong. When this event was
introduced to Vietnam and held for the first time in Halong, it was
called "Halong Carnaval", so the author use this name in this research.
According to the statistics of Festival Organizing Committee, the
number of tourists comes to Halong in the Tourism Week reach
500.000 people on average. Halong Carnaval has been organized eight
times, and has made certain impression in the mind of public,
particularly the local residents and domestic tourists, partly become the
highlight in the branding and promoting images and attractive values
of Halong. Quang Ninh chose this event to develop into unique
cultural tourism product, and built the own brand for the province.
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The issue is how to organize and manage Halong Carnaval most
effectively in terms of communication as well as tourism
development. In Vietnam, up to present, there has been no scientific
research that gives overall evaluation of this event, especially in
terms of establishing an appropriate management model. The
existing research gap forces the author to select the topic:
Researching on event management model of Halong Carnaval.
2. Aims and Objectives of the study
2.1. Aims of the study
Analyze and evaluate management model of Halong Carnaval in
the framework of Halong - Quang Ninh Tourism Week during the
period 2010–2014 to propose appropriate solutions to make Halong
Carnaval an attractive event to public, increase the familiarity and
favorability of Halong as a tourism destination. Initially build a
recommended model to manage special events, exploit cultural
heritage, integrate internationally, and attract tourists.
2.2. Objectives of the study
1) Study the points of view, arguments about carnival, special
events as well as a number of event management theories having
been commonly applied nowadays. 2) Swap foreign experience in
carnival management. 3) Evaluate and analyze the management
model of Halong Carnaval from 2010 to 2014 in several respects, in
comparison with the management model of some world famous
carnivals and some events in Vietnam. 4) Make suggestions and
adjustments, resolve drawbacks and shortcomings in the
management of Halong Carnaval, build recommendation system to
design and manage events to attract general public, exploit cultural
heritage, and also connect opportunities in the integration process.
3. Scope of the study
The dissertation studies the theoretical basis for event and
festival management, especially the management model of Halong
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Carnaval from 2010 to 2014 with contents from the theoretical
perspectives to practical implementation, effectiveness of the event,
the level of success and limitations. The research is conducted in
Halong, focusing on the event venue of Halong Carnaval in
particular, and Tourism Week in general.
4. Research questions
1) How to draw a line of distinction between carnival, festival,
event and special event? Some event management theories and
models in the world? 2) What lessons can be drawn for Halong
Carnaval management from the best famous carnivals in the world?
3) How was Halong Carnaval managed from 2010 to 2014? 4) What
is the proper management model for Halong Carnaval?
5. Methods of the study
The dissertation applies multiple methods, which are inter-
disciplinary and multi-disciplinary approach, statistics, fieldwork,
expert interviews, and integrated analysis. Besides, tables, charts,
maps and diagrams are also used as illustrations and explanations.
6. Significance of the study
- Theoretical significance of the study
+ Make contribution to synthesize and systemize the theoretical
basis of carnivals, contemporary festivals, special events, and event
management model.
+ Raise the issue of changing perception about the new and
contemporary festivals, special events; supplement, consider to
adjust proper documents in order to create a complete legal
framework on government's management of festivals and events.
- Practical significance of the study
+ Evaluate the current situation of Halong Carnaval
management in the period of 2010-2014 according to management
viewpoint of stakeholders and by process, assess the achievements
and limitations of the event.
4
+ Suggest management model, build appropriate solution
system for efficient event management, and local brand positioning.
7. Design of the study
Besides the Introduction (8 pages), Conclusion (6 pages),
References (13 pages), Annex (89 pages), the dissertation consists of 5
chapters: Chapter 1. Literature review and theoretical framework of
studies (26 pages); Chapter 2. International experience in carnival
management (19 pages); Chapter 3. Halong Carnaval from system view
of stakeholder management (23 pages); Chapter 4. Halong Carnaval
from the perspective of management by process (32 pages); Chapter 5.
Suggestions for management model of Halong Carnaval (22 pages).
Chapter 1
LITERATURE REVIEW AND THEORETICAL
FRAMEWORK OF STUDIES
1.1. Literature review
1.1.1. Literature review on carnival
The carnival has been studied since the seventeenth century and
can be classified into the following groups: 1) Research on carnival
in terms of text analysis and interpretation; 2) Holistic research on
carnival; 3) Description and report on carnival in some regions and
countries around the world.
In Vietnam, definitions of "carnaval" or "carnival" have not
been updated in dictionaries. No author has conducted overall
research on carnival; there have been only several small-scale
research on Halong Carnaval such as: 1) Official reports of state
administrative bodies, mostly summarizing the activities, drawing
lessons, as well as making recommendations and suggestions for
future organizations; 2) Some studies mentioning only some aspects
of Halong Carnaval; 3) Articles from the media, mainly synthesizing
advantages, limitations, opportunities and challenges, updating
information, commenting on Halong Carnaval annually.
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1.1.2. Literature review on study of carnival management
Research by foreign scholars: 1) Authors who study general
management of special events...; 2) Authors who study an overview
of event management, new, contemporary festivals in tourism.
Research by Vietnamese scholars: This is a new research
direction in Vietnam: 1) Only a few general research on event, art
and culture project management in general; 2) Some authors have
further attention to the management of the contemporary cultural
tourism festivals in terms of state management; 3) Some case studies
about new and contemporary events, festivals in the tourism sector,
notably the Hue Festival.
1.2. Theories about carnival
1.2.1. History and development of carnival
The origin of "carnival/carnaval" has been interpreted by many
researchers in two main directions: 1) Originating from "Carne levare"
with the connotation of "removing the meat". During 40 days of the
Lent season, the faithful Catholics should abstain from meat before the
beginning of the Lent season, people held big party to consume all the
meat. 2) Originating from "Carne vale" with the connotation of
"leaving the flesh", because during the Lent season, believers, not only
abstain from meat but also to leave the habit of having sexual
intercourse to conduct the ceremonies of repentance or ethics.
A less common way to explain is that "carnival" originated from
"Carrus Navalis" - a Roman name of Navigium Isidis (Isis's boat)
festival with image of Isis - a goddess who came to the beach to bless
the start of a sailing season. This interpretation somewhat resembles
the marine culture of Halong.
1.2.2. Characteristics of carnival
Four structural elements of carnival are: 1) Eat/eat fully; 2)
Drink/get drunk; 3) Sing and dance on the street; 4) Wear masks and
dress strangely. Three basic activities: 1) Parade/procession with
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large float patterns, participants dress up like legendary characters; 2)
The community competitions; 3) Performing arts: drama, dance,
comedy, puppet...
1.2.3. Carnival is a special event
In many countries, carnival had escaped from religious calendar
and became a secular event. Making its appearance in 60 countries,
carnival is not just ordinary event, but has become a special event.
According to the opinion of foreign scholars, obviously, the uniqueness
and differences are factors that make the appeal of carnival in general,
Halong Carnaval in particular to the public in contemporary life.
1.2.4. Carnival is a new and contemporary format of the festival
According to the classification of the Department of Grassroots
Culture, carnival belongs to foreign-originated festival group, having
been brought into our country approximately a decade ago. The
identification of carnival as the new and contemporary festival is to
distinguish it from the traditional festivals, which requires the
application of the new management patterns, rather than the
traditional management model..
1.2.5. Introduction process of carnival into Vietnam
Carnival was held for the first time in Halong under the influence
of Hainan Carnival in China, not by other worldwide famous carnivals
such as Venice, Notting Hill, Rio de Janeiro... Although there have been
changes from year to year, an official event of Halong Carnaval includes
the following activities: 1) Opening ceremony and art performances on
the fixed stage for 45 minutes, which was broadcast live; 2) Parade on
the streets with decorative car models in conjunction with various types
of arts performances from traditional to modern ones in 45-60 minutes,
which was broadcast live; 3) Carnival, fireworks, and light show for
about 80 minutes, in which the fireworks accounts for 15-20 minutes.
From 2012, when moving to a new venue, the firework section has been
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shortened and become unimpressive, moreover, there is no interaction
among the artists and the audience as before.
1.3. Carnival management theory
1.3.1. Some management theories
There are differences between the terms "administration" and
"management", while "administration" is used to indicate the
operation of the work at the macro State level, "management" is
used at the micro organization level. From the foundation of
traditional theories, modern viewpoint has been developed and
completed based on more integrated models such as management
by system, management by process, management by objectives.
1.3.2. Application in the field of carnival management as a
special event
Supplementing to synthesizing and studying viewpoints of event
management, there may include some basic theoretical frameworks:
1) The stakeholder theory in event management of Allen, J., O’
Toole, W., McDonnel, I. & Harris, Robert (2001) in Festival and
special event management. 2) Management by process theory as
presented in shaping event management process, by Goldblatt J.
(2000) in Special Events - Best Practices in Modern Event
Management with the content framework includes 5W1H: Why -
Who/Whom - When - Where - What - How. Later, Goldblatt himself
(2002) in Special Events Twenty-first-century global event
management generalized this content framework into 5 basic steps:
Research and analysis - Objectives defining and event designing -
Planning - Implementation, monitoring and adjustment - Evaluation.
This theory continued to be added 1H (How much) into 5W2H by
Silvers, Julia Rutherford (2004) in Professional Event Coordination.
Summary chapter 1
Research on carnival, event and event management is a very
new topic in Vietnam. Carnival is originally a religious festival, then
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it has become a secular event organized with the aim of attracting
tourists, developing local and national economy. Taking carnival as a
focus of research, from the perspective of new and contemporary
events, festival are special results of the culture industry, which need
proper management mechanism, effective application of foreign
events' organization theory, flexible manipulation and adjustments to
fit the practical context of Vietnam...
Chapter 2
INTERNATIONAL EXPERIENCE IN CARNIVAL
MANAGEMENT
2.1. Some famous carnivals over the world
2.1.1. In West Indies
Group of authors mentions carnivals in Carriacou, Dominica,
Grenada, Leeward Is., St. Lucia, St. Vincent, Trinidad & Tobago, of
which the most prominent one is carnival in Port of Spain, Trinidad
& Tobago's capital.
2.1.2. In South America
4 representatives are Mardi Grass in New Orleans (Louisiana,
America); Rio de Janeiro (Brazil); Barranquilla (Columbia) and
carnival in Québec (Canada).
2.1.3. In Europe
4 representatives are Notting Hill (England), Venice (Italia),
Santa Cruz de Tenerife (Canary, Spain) and Cologne (German).
2.1.4. In Asia
Besides carnivals held in Indonesia, Philippine, Japan, China,
Vietnam, Goa (India) is the only place where this festival is
organized in such a way the Portuguese brought it there in the
colonial period lasting for more than 500 years.
2.2. Carnival management experience over the world
Focus on 10 most successful carnivals over the world, draw
lessons for Vietnam in carnival management:
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2.2.1. In terms of management mechanisms and the role of
the state
Most successful carnivals in the world are organized by a
professional event agency with clear commercial goals, and serving
public needs. The State only assigns tasks, coordinates, supports and
monitors the implementation of the goals that were set out. This is very
different from the contemporary festival management model as well as
the management model of cultural events in Vietnam nowadays.
2.2.2. In terms of content designing and planning
To achieve the set-out objectives, the event managers have to
research the needs of the market, especially the target publics to
accordingly build an organization plan. The carnival is an art and
culture product that the organiser sales to the public. It is necessary to
build an enough new unique, appealing idea. The organiser also needs
to consider creating an interactive environment among the participants
in this event, so that carnival becomes an open space, there is no
barrier among the actors, performers, local residents and visitors.
2.2.3. In terms of marketing, communication, sponsorship and
fundraising
Studying of the context and the history of events, studying the
competitive events, understanding and developing consistent activities
with the target public to build message, identity tools and extensive
communication to the public will make the event well-known and
favorable, along with the effective sponsorship campaign to connect
partners, provide diverse resources for the implementation of the event.
2.2.4. In terms of modern management technology application
In addition to meeting the needs of the public and guaranteeing
the artistic quality, the success of the event in general, carnival in
particular depends a lot on modern management technology. Modern
management technology is clearly shown on the official website of the
event or the software applications (app) on smartphones, which enable
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to directly provide visitors with guidance to make the interaction
between the event and the public on online environment, to attract the
public to participate and break down geographical distance.
Summary chapter 2
Researching and examining carnival successful models in the
world is an important and necessary task of the dissertation, from which
many valuable lessons are drawn for Vietnam. Those key issues are
management structure, coordination among stakeholders, public needs'
certification, designing and creating unique and compelling interactive
environment among participants. Planning and implementation of
marketing campaigns, sponsorship and fundraising, applying modern
technology are also essential. It is not appropriate to hastily apply all
above lessons, but it worths considering these scientific suggestions to
make timely adjustments to the current management model.
Chapter 3
HALONG CARNAVAL FROM SYSTEM VIEW OF
STAKEHOLDER MANAGEMENT
The author uses the system view of stakeholder management to
analyze Halong Carnaval and answer a number of basic questions: 1)
Who is the event manager? 2) What is the event management
structure? 3) Who is the audience that event wants to satisfy? 4) The
mechanism to manage interactive relationships among stakeholders?
3.1. Administrative structure of Halong Carnaval
In Halong Carnaval, the host is the state authorities, including the
Provincial Steering Committee, People's Council and People's
Committee of Quang Ninh province. The Organizing Committee and
the subcommittees under the decision of the Provincial People's
Committee are responsible for organizing events. Before 2013, the
Organizing Committee Halong Carnaval was also the Organizing
Committee of Halong Tourism Festival. Since 2013, the establishment
decision clearly stated "the Organizing Committee of Halong Carnaval"
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instead of "the Organizing Committee of Halong Tourism Festival”.
Carnival management structure is similar to the administrative structure
of many cultural events, such as Hue Festival, Nha Trang Sea Festival...
This is completely different from the model of event management in
general and carnival in particular over the world, in which the state is the
institution to orient, assign task, supervise the implementation, sponsor
or coordinate, the institution responsibe for implementing is a
professional event organizer. Organization structure of events in the
world is based on the principle of labor division, individuals take
responsibility, the structure is professional, lightweight, non-overlapping
in terms of tasks. Only the firework competition in Da Nang (DIFC) has
a somewhat different management structure, in which the People's
Committee of Da Nang City is the host institution employing an
international consulting company Global2000 Malaysia as organizer to
create a professional event in many aspects.
3.2. Stakeholder management in Halong Carnaval
3.2.1. Host community
Carnival has distinct characteristics of music, dance and costume.
These characteristics are consistent with the host community who love
music, dressing sexy costumes and dancing on the streets in rumba,
samba, chachacha. In Asian countries such as Vietnam, with discreet
and introverted psychology, it is not easy for the host community to
willingly overcome their barriers to integrate into the bustling
atmosphere of the dance in carnival. How to remove these barriers is a
big challenge for event managers of Halong Carnaval.
3.2.2. Guests, participants and audience
They are very important components to evaluate the success or
failure of the event. At the managerial level, the organizers must pay
attention to the needs of these subjects, including natural needs,
comfort, safety and security, especially with the aspirations and
desire of having and attending the event.
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3.2.3. Organiser
- In 2010, 2011 and the previous period, Quang Ninh
Department of Culture, Sports and Tourism hired Son Lam Tourist
Trading Co., Ltd as event organizer. The company had their
representatives participate in the Organizing Committee.
- From 2012 to 2014, the Organizing Committee played the role
as activities connector and coordinator of the whole event. The
Organizing Committee hired an event director and dealt directly with
service suppliers of art, sound, lighting, stage ...
3.2.4. Sponsors
Implementing this activity is sponsor subcommittee in 2013
and previous years, and finance subcommittee and sponsor
subcommittee in 2014. According to statistics, sponsor expense
was 8.059 billion (2010); 6.96 billion (2011); 18.7 billion (2012);
4.269 billion in cash and 2.231 billion in other resources (2013)
and 7.83 billion in 2014.
3.2.5. Communication
Information and communication subcommittee is responsible
for the managing and handling of issues related to the
communication for Halong Carnaval. Halong Carnaval is not an
event for the international media like the Hue Festival or DIFC. The
media sponsors for Halong Carnaval remains largely local media
agencies such as Quang Ninh Broadcasting and Television Station,
Quang Ninh Newspapers. The involvement of the national media and
press is only to coordinate and to perform the media contract, not
play the role as media sponsors.
Stakeholders in Halong Carnaval can be generalized into 4
groups: 1) The financial provider (the host and the sponsors); 2) The
partners; 3) Organizer and creative team 4) The public (participants,
audience and guests):
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Financial provider
+ The host
+ The sponsors
Partners
+ Media partners
+ Arts and Culture Association
+ Local artists teams (assigned to perform)
+ International artists teams (invited)
+ Service agencies
Creative team
+ Arts council
+ General director
Public
+ VIP guests, sponsor
+ Local residents
+ Domestic & international tourists
Diagram 3.1: Current administrative management model
of Halong Carnaval
The imbalance role among different groups is represented by the
size of the circles in the model, in which the host and the sponsors
involve deeply in many decisions including approval of event ideas and
content. This is difference of many events in Vietnam. The problems
with creative team are minor role, lacking good ideas, inappropriate
content deployment, tight time management, no cooperation with
professionals. Public demand has not been paying adequate attention.
Marketing and sponsorship activities fail to comply with their essence,
the host's instructs must follow the state authorities because of the fact
that the political purpose overwhelms the other purposes of the event.
Communication partners were under vertical management, artistic
partners were not selected based on the criteria of creativity.
Summary chapter 3
Halong Carnaval has the similar administrative management
structure as many other artistic and cultural events in Vietnam. In
which, the State is the host and also plays the role to assign task,
coordinate, implement, supervise and monitor. The advantage is to
14
mobilize the resource of the political system, however, the State's
assignment of functions and responsibilities is actually overlapping
between management and control. This management structure is not
comparable to major world events when implementing agencies are
professional event organizers with the principle of labor division and
individuals bear responsibility. That's why this event is of the State,
for the State and by the State instead of orienting to mass audience.
Chapter 4
HALONG CARNAVAL FROM PERSPECTIVE OF
MANAGEMENT BY PROCESS
4.1. Research, evidence-based analysis of event organization
This is an important first step of managing an event, but it is
hardly carried out in Halong Carnaval. Halong Carnaval is a
completely new product imported from abroad. Although the event
model is copied from Hainan Carnival (China), but its terms of origin
was a catholic festival with customs and traditions related to the
European residents in Lent season. Carnival activities are still
unfamiliar with the local community. The only two things in common
are marine culture and parade, which are somewhat closer to folklore
procession. Assumptions arise that carnival will be welcomed as an
exotic cuisine, attract the public by novelty, uniqueness, difference, or
cause a negative reaction from the local community due to the cultural
differences, and not attractive enough in a sustainable way.
4.2. Objectives defining and event designing
4.2.1. Objectives defining
The defined objectives include political, economic, cultural,
social, and communication goals.
4.2.2. Event designing
Based on the results of practical analysis, managers design event
in the direction towards the identified goals. It comes to the questions
of time, venue and the activities of the event. Because there has been
15
no research on public needs, so the event has been implemented
arbitrarily, randomly change each year without any scientific basis.
The author has analyzed the current situation and the change of
Halong Carnaval in the following aspects: time, venue, space, the
activities of official night show as well as sideline activities.
4.3. Planning
Halong Carnaval planning is carried out through the massive
volume of administrative documents from central to local levels.
These are the establishment of the Organizing Committee, assignation
of tasks for the subcommittees, approval of the plan, overall script,
scene details, specification of the direction documents. The
professional departments propose to get approval by the provincial
authorities. Those above workload are incompatible with the
timeframe for this activity to prepare for the event. The event is held in
the end of April or early May, however, the Organizing Committee is
established relatively late. Organization plan, overall script are
approved just a month before the event implementation time.
4.4. Implementation, adjustment, supervision
4.4.1. Performance space
Halong Carnaval has 3 main performing areas: stage, street and
sea. Sice 2013, the event has been held in new venue, has not used
the space on the sea. Therefore, addressing only the analysis stage,
stands and overall decorative space.
4.4.2. Art staging
Focus on content analysis of the opening ceremony, content and
performances on stage in the streets of Halong Carnaval.
4.4.3. Marketing and communications
Under the vertical management mechanism by the Department
of Information & Communication, in collaboration with MV Corp,
besides festivities propaganda activities on the streets of Halong and
the stages, the contract with MV Corp also covers some basic
16
channels, however, it focused too much on television and ignored the
influence of online media. There is neither website for the event, nor
cooperation with any international television, so that the actual
survey results showed the majority of foreign visitors asked did not
know about Halong Carnaval (accounting for 60.52% on average).
This is a huge drawback. Domestic visitors knew Halong Carnaval
mainly through television, radio, books (accounting for 47.33% on
average), via Internet (32.87%) and acquaintances (26.93%).
4.4.4. Reception, logistics
Delegates and invited international artist teams are two main
subjects of this activity instead of audience and participants.
4.4.5. Security and order, traffic safety, environment sanitation
Police, Border Guard and the Military Command have
coordinated to keep security and order. On a scale from 1 point (very
good) to 5 points (very poor), the "security situation" is one of the
three best-rated criteria, gaining 2.18 points according to domestic
tourists, 2.12 points according to foreign tourists, and 1.90 points
according to local residents. Ensuring traffic safety is the
responsibility of the Department of Transportation in collaboration
with the Public Security and the People's Committee of Halong City.
Due to the overcrowded density of people gathering in an area
without escape route, according to the public survey, "traffic
condition" of Halong Carnaval was under-rated. Specifically, these
criteria achieved 2.74 points (domestic tourists), 2.89 points (foreign
tourists) and 3.11 points (local residents). Environment sanitation is
also under-rated with 3.55 points (domestic tourists), 3.26 points
(foreign tourists), and 3.63 points (local residents).
4.4.6. Finance management
Talking about the event, the financial data are most difficult to
access. Within the scope of the dissertation, the author only has
access to budget information about the event from 2010 to 2012.
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Based on data provided by the Organizing Committee, expenditure
of Halong Carnaval was 16 billion (2010), about 22 billion (2011)
and over 21 billion (2012). The budget for organizing Halong
Carnaval is based on two main sources, sponsors from enterprises (in
cash or commercial products) and provincial budget, there were no
other revenue sources such as the reciprocal of event organizer,
tickets, souvenirs, broadcasting rights.
Halong Carnaval is a free event. In the process of organization,
objectives to directly profit from the event have been set out such as
campaign to sale ticket at the price 100,000VND/ticket in 2013 or
charge 100,000VND/household but these campaigns have not
officially launched. Investigating target public of the event on the
ability to sell tickets, only 24 people out of 170 (14.11%) disagreed
to pay to attend the event. The acceptable price of tickets that buyers
are willing to pay is under 50,000VND (37.9%); from 51.000VND to
100,000VND (35.4%). In other words, Halong Carnaval has the
potential to become a profitable event like Hue Festival or DIFC.
4.5. Evaluation of effectiveness
This activity is reflected in the final report of the professional
divisions, mainly done by the Department of Culture, Sports and
Tourism and the Provincial People's Committee. However, this
activity is merely a formality, "shout slogans, reach target",
repetitive, lacking of specific criteria and without comparison and
correlation with its set-out objectives. The statistics in the summary
report of Tourism Week and Halong Carnaval did not ensure the
degree of accuracy; information was contradicting among different
years and did not base on scientific basis. According to independent
survey data of the dissertation's author, the proportion of tourists that
will come back and have the high potential to come back to Halong
Carnaval was only in domestic tourists, on average was 44.6% and
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40.7% respectively. For foreign tourists, the response rate that they
will come back was lower, only 13.8%.
Summary chapter 4
Ways to apply the theoretical framework under the management
by process have clearly indicated the dissimilarities between political
objectives with the needs of the public, leading to the absence of
expression form in order to increase interoperability between
performers and audience. Halong Carnaval is changing in the direction
from internationalization (2010-2011) to localization (2012-2014) with
the participation of a large number of semi-professional actors and
amateurs partly contributing to the promotion of cultural signature of
ethnic communities in Quang Ninh. Carnival organization is gradually
moving towards professional, however, practical analysis, planning,
monitoring, and evaluation still have drawbacks and limitations.
Chapter 5
SUGGESTIONS FOR MANAGEMENT MODEL
OF HALONG CARNAVAL
5.1. General assessment of Halong Carnaval
Based on research by Hall, Colin M. (1989) in Hallmark Events
and the Planning and assessment report of Luong Hong Quang
(2009) in Hue Festival, Cultural heritage with integration and
development, the dissertation's author has adjusted and built am
evaluation diagram for Halong Carnaval on both aspects
achievements (+) and limitations (-).
5.1.1. Achievements
The basic achievements include 1) Branding, positioning and
promoting awareness; 2) Preservation of cultural heritage and
regeneration of traditional values; 3) Developing pride and attachment to
the community; 4) Promoting cultural exchanges; 5) Promoting the
development of destination and increasing the number of tourists; 6)
Generating higher income, creating jobs for a part of the population; 7)
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Promoting the development of administrative skills and event
management skills; 8) Contributing to infrastructure upgrading,
landscape and environment conservation.
5.1.2. Limitations
The basic limitations are 1) Lack of an effective, responsible
document system and management mechanism; 2) Lack of supervision
and risk management; 3) Loss of control over the community, heritage
was overused; 4) Negative image of the community; 5) Inflation rates;
6) Environmental pollution, wasteful investment.
5.2. Suggestion of interests balance management model
5.2.1. Objectives
The weakness of Halong Carnaval is the passive involvement of
residents and tourists. The management model should be directed to
satisfy the needs of the stakeholders, especially local residents and
tourists. The carnival must become community event instead of serving
political objectives, the aims of the delegates, sponsors or live broadcast.
5.2.2. Principles
These recommendations are the personal perspectives of the author
with the aim of completing management model of Halong Carnaval on
the following basic principles: 1) Changing role of the State and the
balance of interests among stakeholders; 2) To professionalize the
carnival organization as a special event; 3) Ensure participatory
approach, mutual sympathy of the audience and the performers - the
factor is considered as the essence of carnaval; 4) Create a series of
scientific activities and linkable in the event management process to
build a cultural product which is capable of attracting public; 5) Balance
between internationalization and localization.
5.2.3. Framework model
As analyzed above, the management model of Halong Carnaval
stakeholders needs to be changed in the direction of balancing and sharing
interests among stakeholders who are shown in the diagram below.
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Financial provider
+ The host
+ The sponsors
+ Marketing, crowdfunding
Partners
+ Communication Partners (coordination)
+ Arts and Culture Association (connection)
+ Local and international artists groups
(enrollment)
+ Service suppliers
Creative team
+ Art Director
+ Events organiser
Public
+ Local residents
+ Domestic tourists
+ VIP guests, sponsor
+ Foreign tourists
Diagram 5.1. Management model of Halong Carnaval
towards balance of interests
5.2.4. The conditions for implementing the model
5.2.4.1. Adjust and supplement policies
The above model is built on the principle of optimizing the balance
of benefits and responsibilities between involved parties. Appropriate
macroeconomic policies need to be adjusted and supplemented.
5.2.4.2. Change perspective of management
Top-down management model should be adjusted and changed
into the bottom-up model. That means the district/commune
authorities proactively participate in carnival, event organizer
develops strategies to implement event plans to ensure the required
objectives and tasks, then submit to the provincial/city authorities for
approval and implementation's support.
5.2.4.3. Improve the capacity of authorities
It would be helpful and useful to set up a specialized
department, which is responsible for managing the organization of
carnival instead of using municipal agencies and departments as at
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present. This department must be clearly stated in terms of form,
organizational structure, jurisdiction, functions and duties to increase
autonomy, avoid the current ask-approval mechanism of Quang Ninh
provincial People's Committee or the Halong city.
5.3. The solutions in the management process
5.3.1. Research, analyze event case-study
It is urgently required to implement large-scale surveys to better
understand the target public of the event. An independent survey of the
author initially introduced an overview of the public's needs. Due to
objective and subjective reasons, these figures may not cover all content.
5.3.2. Objective defining and event designing
Research findings and analysis of public and competitive events
give us the scientific reflections on the need to redefine the
objectives of the event.
5.3.2.1. Ensure profesional standards
It can be considered to organize the event every two years instead
of annually, extend the number of days instead of live broadcasting in
only 120 minutes. Another option is to organize in September to attract
international tourists instead of the peak season on the occasion of 30/4.
5.3.2.2. Ensure the interraction
Event venue should be open instead of closed space with many
entrances, stage, street parade, activities area. It is not necessary to build
wasteful grand stand, just need to spare the location for the audience.
It is necessary to have vision and long-term planning to define
development roadmap, avoid boredom, repetition, especially with
local residents - loyal public of the event.
5.3.3. Planning, implementing and evaluating the effectiveness
The basic contents of this section focus on: 1) In terms of
improving artistic quality; 2) In terms of marketing and
communications; 3) In terms of attracting sponsors and investment,
4) Interm of crisis management and evaluating
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Summary chapter 5
Achievements are always in parallel with limitations, especially
in an annual event that has been held 9 times from 2007 to the
present period as Halong Carnaval. Applying stakeholders
management theories and management by process is a carefully
considered choice of the author to develop an optimal model based
on the principle of interests and responsibilities balance among
stakeholders as well as ensure the scientific and unified
implementation of activities.
CONCLUSION
Originated as the religious festival was held for the first time on a
large scale within the framework of Halong Tourism Week 2007,
Halong Carnaval has become the particularities of Quang Ninh province
with many changes in management as well as implementation.
1. Halong Carnaval is a novel research topic. On the theoretical
basis, the dissertation confirms the need of researching, managing
Halong Carnaval in particular, and some contemporary festivals in
general as a special event. The dissertation also poses urgent
requirements to consider and adjust current documents and/or
develop and promulgate new documents in order to complete the
legal framework for the organization and management of the State
towards festivals in general, contemporary festivals in particular, in
the context that these events are outside the regulatory scope of
issued festival regulations.
2. In the course of the research, the author has approached
many international academic materials, drawn theoretical lessons and
experiences from a number of world-famous carnivals for the
implementation and management of Halong Carnaval. Effective
application of international event management theories with
flexibility and appropriate adjustments in the practical context of
Vietnam is right and necessary direction.
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3. The author chose to research on the period of 5 consecutive
years from 2010 to 2014. Throughout observation and practical research
on a whole process will give an overview, as well as reveal how event
management model forms and changes over the event. The dissertation
has obtained the initial assessment of target public's needs, including
local residents, domestic and international tourists. The findings of the
dissertation are an important foundation to build the framework model
and management solution system for Halong Carnaval.
4. The results of the dissertation initially answer the key
question of the topic how the Halong Carnaval has been managed?
Carnival has a similar administrative management structure to other
cultural and artistic events, the State is the host, assigning tasks,
coordinating the implementation, supervising and monitoring.
Halong Carnaval tends to satisfy the objectives of the host and the
sponsors rather than the needs of other stakeholders.
5. Together with the system view of stakeholder management,
the author has applied the management by process theory to
analyze the current situation of the event management in many
aspects as the time, venue, theme, art activities, budget,
communications, sponsorship... Halong Carnaval has not become
an emotion-resonance, interactive, and enjoyable event for the
public, and it is somewhat regrettable the carnival is only regarded
as a live broadcast event.
6. On the basis of analyzing and assessing the current situation,
the dissertation makes recommendations to build a basic, fresher, and
more appropriate management model of Halong Carnaval as a
special event.
7. It is recommended that administrative management structure
changes in the direction of interests and responsibilities balance
among stakeholders. Implementing the optimal model requires basic
conditions such as adjusting, supplementing policies, enhancing
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capacity of authorities, changing management perspective to bottom-
up model instead of the top-down model as at present.
8. From the case of Halong Carnaval, many lessons are drawn
for the development of events, cultural tourism festivals with the aim
of attracting tourists, at the same time conserving cultural heritage,
boosting economy and society. Firstly, there must have a clear
definition on "special events" to distinguish them from traditional
festivals. Secondly, the vision for such a special event should be
reflected in both national and international aspects with the a long-
term roadmap for the project right from the idea and reinforcement in
every implementation step of the event. Thirdly, it is necessary to
formulate strategies to develop the appropriate steps in medium-term
and long-term. Fourthly, the central and local authorities should play
an appropriate role in managing special events from policy making,
infrastructure investment to patronage and sponsorship. Last but not
least, it is required to build professionalized human resources for
event operation.
Despite difficulties in the process of the research, the
dissertation's author has approached and handled large volumes of
information during 5 years to be able to evaluate, analyze in the most
general perspective on Halong Carnaval. The author also expects to
dedicate and contribute to roadmap for building a more effective
management model for this event. There may be some questions that
have not been satisfactorily resolved, or not come to the ultimate
conclusion. However, the author believes that these
recommendations, which have been built on a solid theoretical
foundation and closely connected to the practice of this science
project, are the effort to narrow the current gaps, so that Halong
Carnaval will become a more attractive event to the general public.
The author expects this research direction will continue to receive the
attention of researchers and administrators in the future.
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LIST OF PUBLICATIONS RELATED TO THE DISSERTATION
WRITTEN BY THE DOCTORAL CANDIDATE
1. Nguyen, T. T. (2013, June). Halong Carnaval - a point of view.
Vietnam Tourism Review, pp. 28-29.
2. Nguyen, T. T. (2014). Cultural rights in Vietnam festivals
management (Case study in Halong Carnaval). Journal of
Cultural Heritage, pp. 101-105.
3. Nguyen, T. T. (2014). Application of modern management theory
into management of organization/enterprise in the field of arts
and culture. Journal of Cultural Studies, pp. 26-33.
4. Nguyen, T. T. (2015, March). Jubilant carnival season. Vietnam
Tourism Review, pp. 48-49.
5. Nguyen, T. T. (2015). “Management and organization of carnival
in Vietnam, some issues raised in the context of international
integration", Proceedings of Scientific Conference Tourism
Training in the research Universities. Vietnam National
University Press, Hanoi, pp. 321-335.
6. Nguyen, T. T. (2015). “Applying traditional cultural values in
organization of tourism festivals towards sustainable
orientation”, Faculty of Tourism Studies – 20 years of
development, Vietnam National University Press, Hanoi.
