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National Research University - Higher School of Economics

The MICE Industry [Master Program ([Experience Economy: Hospitality and Tourism Management)]

The Government of the Russian Federation

The Federal State Autonomous Institution of Higher Education

"National Research University - Higher School of Economics"

Faculty of Management

Course Title

«The MICE Industry»

Master Programme Experience Economy: Hospitality and Tourism Management

Author: Spring HyunJeong Han , Ph.D., Professor , [email protected]

Approved by the Academic Committee of the specialization Hospitality Management and Tourism

of the Master Programme Experience Economy: Hospitality and Tourism Management

«___»____________ 20

Head of the Department

Chair Filinov N.B. _________________________

Recommended by professional board UMS in management

«___»____________ 20 г

Chair Titova N.L. _________________________

mailto:[email protected]


The MICE Industry [Master Program (Experience Economy: Hospitality and Tourism Management

Moscow, 20_

This document may not be reproduced or redistributed by other Departments of the University

without permission of the Authors.



1. Course Summary

There has been a growing groundswell in many countries to encourage companies,

corporations, organizations and associations to continue to organize meetings, conferences, tradeshows

and other MICE (Meetings, Incentive, Conventions and Events/Exhibitions)-related activities, even in

the face of worsening economic conditions. Members of the MICE industry have banded together to

lobby both the federal governments as well as business sectors in an effort to generate MICE activities.

This is important as MICE events actually benefit a wide range of businesses in the cities they are

held.

This course gives students an overview of the MICE sector of the tourism industry. Students

will understand the managerial and operational aspects pertaining to MICE industry. The purpose of

this course is to acquire an in depth knowledge about the specialized field of "MICE industry" and to

become familiar with management techniques and strategies required for successful planning,

promoting, implementing and evaluating of events within a MICE context.

2. Area of Application and Regulatory References

This course provides fundamental principles and practices associated with researching,

planning, managing and delivering events and conventions. It discusses the key components for

staging an event, from its original concept to its evaluation. It covers topics ranging from initial

budgeting to venue selection, providing a holistic and hands-on approach.

This course will develop the ability to prepare student for a professional career in MICE

industry.

This course is designed as one of the courses of the specialization Hospitality Management and

Tourism of the Master Programme Experience Economy: Hospitality and Tourism Management.

3. Course Goals

Course Goals of ―The MICE Industry‖ are as follows: to provide a conceptual overview and a

systematic study of MICE programming, management, human resource management, marketing, and

practical applications and, foster professionalism in MICE management, covering the knowledge base,

theory, methodologies and ethics, fostering leaders who have creative and independent research capa-

bilities and global skills

4. Students' Competencies to be developed by the Course

The student is supposed to:

Know

• The main streams of the latest researches related to MICE context

• Basic concepts, methods and tools of quantitative and qualitative analysis of the economic

aspects of strategic decision-making in the MICE context

• Developed and comprehensive understanding, practical know-how and a complete over-

view of the MICE industry

• Marketing, communications and public relations tools of the MICE industry

• The reasons to establish MICE events’ objectives before planning and designing events

• The impact of strategic sourcing strategies on the changing role of MICE managers

• The technology tools that can be deployed to support the goals of the events

• Recent initiatives to accredit and certify service standards with convention bureaus

• Cross-cultural communication challenges and roadblocks in MICE industry



Be able to

• Explain the economic and social impacts generated by MICE industry

• Make discussions regarding the project phases, and strategies used for each of the phases

• Analyze and manage the risks of MICE events

• Identify the project stakeholders and build a ―politically correct‖ action plan to satisfy the

stakeholders of MICE events

• Understand about scientific inquiry (including the ability to plan and conduct a simple in-

vestigation) in MICE context

• Create measurable MICE objectives for the events

• Analyze financial reports and make decisions based on findings for the specific events

• Apply the lessons learned in asset identification and valuation to similar situation in

MICE events’ practice

• Explain the opportunities for the best practices collaboration among stakeholders of MICE

context

• Utilize a program committee in planning and implementation of MICE events

• Select the most efficient and effective technology services on-site to meet the goals and

objectives of the event

• Discuss the different resources available to help make international events successful

Gain skills (experience)

• Skills of independent scientific and research work related to MICE context

• Skills of qualitative and quantitative analysis for management decision-making

• Essential Skill Level for each of the six categories (planning, HR, professionalism, pro-

gram, process, and production) of the PCMA’s PoPP (Principles of Professional Perfor-

mance)

• Establish benchmarks for the MICE events and how to use them

• Skills of recognizing the types of items that should be included in a site inspection check-

list

• Creating a MICE program planning timeline

The Course develops the following competencies:

Competencies

NC/NRU

-HSE

Code

Descriptors - the learning outcomes

(the indicators of achievement)

Teaching forms and methods

of that contribute to the de-

velopment of a competence

Ability to identify and

formulate research prob-

lems arising from the cur-

rent practices in Russian

and international compa-

nies in the fields of tour-

ism and hospitality man-

agement, evaluate and

summarize national and

international studies in

these fields (PC-1)

PC-1

Contribute more value through

personal effort as a result of in-

creased professional capacity

Able to research and gather data

from a variety of sources, includ-

ing economic development or

market research studies, from cen-

sus report, or from environmental

studies

Lecture, Seminar, Home

assignment

Ability to carry out re-

search projects in MICE

industry in Russian con-

text(PC-2)

PC-2

Able to identify the current issues

related to Moscow tourism indus-

try Able to discuss the impact of increas-

ing tourists to destination Russian

Home assignment, team

project and field study



Competencies

NC/NRU

-HSE

Code

Descriptors - the learning outcomes

(the indicators of achievement)

Teaching forms and methods

of that contribute to the de-

velopment of a competence

context Possession of skills in theory

building, ability to use prop-

erly the methods of quantita-

tive and qualitative data

analysis (PC-4)

PC-4

Recognize the types of items that

should be included in a site inspec-

tion checklist

Describe the difference between stra-

tegic partnerships and event sponsor-

ships in MICE industry

Lectures, Seminars, Home

assignment, Team project

Ability to present results

of a study in a research

report, academic article,

executive summary or in

oral presentation with

multi-media presentation

support tools (PC-5)

PC-5

Able to demonstrate good volume,

and eye contact

Able to present in manner of en-

thusiasm and confidence.

Able to control the presentation

time to fit into the time allotment

Lecture, Seminar, Home

assignment, Team project

Ability to make valuable

contributions to development

and implementation of stra-

tegic programmes and

projects (PC-12)

PC-12

Able to create an integrated market-

ing strategy that includes direct mail,

press relations, advertising, and the

internet

Lecture, Seminar, Team

project

Ability to develop organiza-

tional structures and

processes, to carry out such

activities as work flow anal-

ysis, tasks analysis, job re-

design, organizational mod-

eling, sketching new organi-

zational schemes etc. (PC-

13)

PC-13

Able to develop appropriate ways to

educate and develop volunteers and

staff

Able to identify the characteristics of

meeting planners

Able to discuss and develop human

resource plans and training for MICE

events


project, Field study

Ability to retrace the last

trends in management

techniques and tools, to

select relevant tools and to

master them constantly;

willingness and ability to

participate in development

of new management tech-

niques and tools (PC-15)

PC-15

Able to identify the eight basic

steps in the site selection process

for MICE events

Able to develop a volunteer pro-

gram for meeting management

and support functions for relevant

MICE events

Able to discuss the factors to be

considered when choosing facility

and destination for events



Ability to propose effec-

tive solutions of the iden-

tified problems, to offer

valuable recommendations

and advice for a client

(PC-18)

PC-18

Able to develop appropriate guide-

lines through the events

Able to set up risk management pro-

cedure





5. How the Course Fits in with the Curriculum

This course provides students with comprehensive introductions to the diverse aspects of man-

aging MICE events including corporate meetings, incentive activities, international conventions and

the international exhibitions and trade shows. Students will get development of detailed educational

courses based on the International EMBOK (Event Management Body of Knowledge) model and ex-

isting convention educational programs.

Upon completion of this course, students will gain knowledge and become competent in skills

from a broad range of highly-developed operational, supervisory and management skills specific to the

Master Program ―Tourism and Hospitality Management‖.

The Course is to be based on the acquisition of the following Courses: • Strategic Tourism Management

• Introduction to Financial and Managerial Accounting for the Hospitality Industry

• Operations Strategy of Tourism and Hospitality Industry

• Tourism Marketing Management

The main provisions of the Course should be used for further studies of the following

Courses:

• The Business Environment of Tourism and Hospitality Industry

• Tourism Planning and Policy

• Applied Tourism Management

• Tourist Behavior

• Tourism Research

6. Course Schedule

№ Topic

Total

amount

of hours

Classroom Activities

Self-Study Lectures Seminars

1 Overview of MICE industry 13 2 2 9

2 The Role of MICE in the Tourism industry 13 2 2 9

3 MICE destinations and facilities 13 4 0 9

4 Stakeholders of MICE industry 13 4 0 9

5 Types of Events 13 4 0 9

6 Process and Management 17 8 0 9

7 Marketing of MICE 13 4 0 9

8 Human Resource Management of MICE 15 4 2 9

9 Budgeting of MICE 13 2 2 9

10 Ethics in MICE industry 13 2 2 9

11 Field trip 8 0 2 6

Total 144 36 12 96

7. Forms and Types of Testing



Type of

testing Form of testing Deadlines Parameters

Current

(week)

Home assignment 6 weeks

3 modules

Evaluation of Moscow city as a MICE desti-

nation, 3-5 A4 pages, individual task.

Preparation time - 5 weeks.

Team Project 12 weeks

4 modules

Prepare a written master plan for a special event.

The plan should be comprehensive and detailed in-

cluding at a minimum the following information: title

of the event, purpose and goals of the event, descrip-

tion of the target population, plans for marketing, de-

tailed description of the nature of the event, organiza-

tional and staffing arrangements, financial arrange-

ments (expenses and sources of revenue) and a sche-

dule of major tasks and activities to be followed in

planning and conducting the event.

Performed in small groups (2-3 people).

Preparation time - 5 weeks.

Field trip report 12 weeks

4 modules

Submit a report after visiting MICE events. Re-

port should be included all information about the

events including pictures of team members.

Performed in groups (4~5 people)

Final Exam 4 modules Written exam.

Duration 90 minutes.

1.1 Grading Criteria

The evaluation criteria for home assignment, field trip report and team project

Home assignment is evaluated based on the below grading table

Grade Descriptors

Assessment

Criteria A B C D

Analysis of

Literature &

Research

(25%)

Critical application of a

wide range of relevant

sources, well understood

& fully appreciated.

High level of understanding

of main sources, well sum-

marized & used in a rele-

vant way.

Sound understanding of

the literature & a range

of source material con-

sulted.

Some evidence of read-

ing & understanding.

Synthesis &

Utilisation of

Evidence

(25%)

Original perspective on

the issues. Sets sources &

view-points in context &

systematically evaluates

contributions.

Methodological

understanding &

theoretical appreciation.

High level of appreciation

of main issues. Ability to

make appropriate critical

points. Methodological

awareness. Good

comprehensive commentary

on evidence & materials

used.

Sound understanding of

main issues. Methods of

data collection de-

scribed. Competent

commentary on

evidence & materials

used.

Mainly descriptive &

unsubstantiated points.

Uncritical explanation.

Integration of

Theory &

Practice

(25%)

Locates suitable concepts

& makes comprehensive,

critical assessment of is-

sues involved. Evaluates

the relevant theories,

ability to develop criti-

ques of them. Coherently

Good critical commentary

linking theory & practice.

Conclusions well developed

& based on relevant argu-

ment & evidence. Good use

& understanding of relevant

theoretical models.

Critical commentary

linking theory & prac-

tice. Generally sound

conclusions based on

appropriate argument &

evidence. Competent

use & understanding of

Introduction of basic

concepts & effort made

to relate them to the

question. Limited links

between theory & prac-

tice.



integrates them with

practice.

theoretical models.

Structure

(25%)

A clear, relevant & devel-

oped thesis statement.

Consistent use of accurate

constructions. Very good

selection, synthesis &

summary writing skills.

Very well structured with

clarity & cohesion.

Sustained & coherently

argued.

A clear & relevant thesis

statement. Accurate con-

structions. Good selection,

synthesis & summary writ-

ing skills. Well structured

with clarity & cohesion.

Sustained & coherently

argued.

A clear thesis statement.

Use of accurate con-

structions. Generally

sound selection, synthe-

sis & summary writing

skills. Structured with

clarity & cohesion.

Ability to handle argu-

ment coherently.

Sectioned information

with limited coherence.

Limited accuracy of

construction.

Team project and field trip report are evaluated based on the below grading table

Grade Descriptors

Assessment

Criteria A B C

Teamwork

(25%)

The team worked well together to

achieve objectives. Each member

contributed in a valuable way to

the project. All data sources indi-

cated a high level of mutual re-

spect and collaboration.

The team worked well together most

of the time, with only a few occur-

rences of communication breakdown

or failure to collaborate when appro-

priate. Members were mostly res-

pectful of each other.

Team did not collaborate or com-

municate well. Some members

would work independently, without

regard to objectives or priorities. A

lack of respect and regard was fre-

quently noted.

Contribution

(25%)

All requirements and objectives

are identified, evaluated and com-

peted. The deliverable offered

new information or approach to

the topic under discussion. Like-

wise, the application is based on

stated criteria, analysis and con-

straints.

All requirements are identified and

evaluated but some objectives are

not completed. The deliverable of-

fered some new information or ap-

proach to the topic under discussion.

The application is reasonable; fur-

ther analysis of some of the alterna-

tives or constraints may have led to a

different recommendation.

Many requirements and objectives

are not identified, evaluated and/or

completed. The deliverable offered

no new information or approach to

the topic under discussion. Few

application considerations are ana-

lyzed and other factors were ig-

nored or incompletely analyzed.

Supporting

Material

(25%)

All relevant information was ob-

tained and information sources

were valid. Analysis and design

considerations were well sup-

ported by the information.

Sufficient information was obtained

and most sources were valid. Analy-

sis and design considerations we re

mostly supported by the information.

Insufficient information was ob-

tained and/or sources lack validity.

Analysis and design considerations

were not supported by the informa-

tion collected.

Speaking

Skills and

Participation

(25%)

Team members were poised and

had clear articulation. Every team

member spoke a n d participated

at a very high and balanced level.

Speakers demonstrated good vo-

lume, and eye contact. Enthusiasm

and confidence was exuded. The

presentation fit into the time

allotment of 15 minutes.

Team members were mostly audible

and/or fluent on the topic, but:1) not

all team members spoke and/or par-

ticipated in a high and balanced lev-

el; 2) speakers demonstrated fair

volume and/or eye contact was bro-

ken with audience; 3) light discom-

fort with public speaking was ex-

uded; and/or 4) the presentation

slightly went over the15 minute al-

lotment

Team members were often inaudi-

ble and/or hesitant and relied heavi-

ly on notes. Speakers made distract-

ing gestures with little or no au-

dience eye contact. A high level of

discomfort with public speaking

was exuded. The presentation went

over the 15 minute allotment.



The evaluation criteria for final exam:

Grade Descriptors Assessment Criteria

A

10

"A" indicates Exceptional Performance: comprehensive in-depth knowledge of the prin-

ciples and materials treated in the course, fluency in communicating that knowledge and

independence in applying material and principles.

B

8~9

"B" indicates Good Performance: thorough understanding of the breadth of materials and

principles treated in the course and ability to apply and communicate that understanding

effectively.

C

6~7

"C" indicates Satisfactory Performance: basic understanding of the breadth of principles

and materials treated in the course and an ability to apply and communicate that under-

standing competently

D

4~5

"D" indicates Minimally Competent Performance: adequate understanding of most prin-

ciples and materials treated in the course, but significant weakness in some areas and in the

ability to apply and communicate that understanding.

F

0~3

"F" indicates Failure: inadequate or fragmentary knowledge of the principles and materials

treated in the course or failure to complete the work required in the course.

8. The Course Content

Section Main Contents Learner Outcomes

1 . Overview

of MICE

industry

Introduction of MICE industry

Basic terms and concepts in MICE

The nature of MICE markets and demand for

facilities

The impact of MICE on local and national

communities

Overview of Russian tourism and hospitality

industry

Recognize relate the concept of

professional meeting manage-

ment

Contribute more value through

personal effort as a result of

increased professional capacity

<Required reading> Tony Rogers (2008). Chapter 2 - The structure of the conference industry. Conferences and

Conventions (Second Edition), 33-79

Tony Rogers (2008). Chapter 3 - The economics of conferences and conventions. Conferences and


2. The Role of

MICE in the

Tourism in-

dustry

Broader value of MICE; Educate and inform,

Promote, Network/Socialize

Attracting tourism

Improving the Destination’s image; Increase sales,

Improve performance

Support the Local Community; New skills and

knowledge, job creation, Infrastructure investment

Recognize the impact of

strategic sourcing strategies on

the changing role of meeting

managers

Explain the scheme of MICE

industry in tourism context

Discuss the impact of

inctreasing tourists to

destination

<Required reading>

http://www.sciencedirect.com/science/article/pii/B9780750685443500082




Martin Oppermann, Kye-Sung Chon (1997) Convention participation decision-making process

Annals of Tourism Research, 24(1), 178-191

Hui Chiu Chen, Cherng Ying Chiou, Chun Yuan Yeh, Hui Ling Lai (2012). A Study of the

Enhancement of Service Quality and Satisfaction by Taiwan MICE Service Project. Procedia -

Social and Behavioral Sciences, 40, 382-388

Andrew Bradley, Tim Hall, Margaret Harrison (2002). Selling Cities: Promoting New Images for

Meetings Tourism. Cities, 19(1), 61-70

3. MICE des-

tinations and

facilities

Destination management

A frame work for the study of destination

selection model

Identify the eight basic steps in

the site selection process

Recognize the types of items

that should be included in a site

inspection checklist

<Required reading> Balogiu, S., & Love, C. (2005). Association meeting planners' perceptions of five major

convention cities: The structured and unstructured images. Tourism Management, 26(5), 743-752

Chacko, H. E., & Fenich, G. G. (2000). Determining the importance of U.S. convention destination

attributes. Journal of Vacation Marketing, 6(3), 211-220

Seyhmus Baloglu & Ken W. McCleary (1999). A model of destination image formation. Annals of

Tourism Research, 26(4), 868-897

Cristina Bernini (2009). Convention industry and destination clusters: Evidence from Italy,

Tourism Management, 30(6), 878-889

Yoon, Y., & Uysal, M. (2005). An examination of the effects of motivation and satisfaction on

destination loyalty: A structural model. Tourism Management, 26, 45–56

4.

Stakeholders

of MICE

industry

Local community

Association / Exhibitors

Convention Bureau/ Destination Management

Organization (DMO)

Professional Conference Organizers (PCOs)

Venue and Hotels

Travel agency

Participants

Describe the difference between

strategic partnerships and event

sponsorships

Identify key components of

MICE stakeholers

Develope a volunteer program

for meeting management and

support functions

<Required reading> Bello, D. C.,& Lohtia, R. (1993). Improving trade show effectiveness by analyzing attendees.

Industrial Marketing Management, 22, 311-318.

Breiter, D., & Milman, A. (2006). Attendees' needs and service priorities in a large convention

center: Application of the importance-performance theory. Tourism Management, 27,1364-1370

Judith Mair, Karen Thompson (2009) The UK association conference attendance decision-making

process. Tourism Management, 30( 3), 400-409

Hye-Rin Lee, Bob McKercher, Samuel Seongseop Kim (2009). The relationship between

convention hosts and professional conference organizers. International Journal of Hospitality

Management, 28(4), 556-562

5. Types of

Events

Meetings

Incentives

Conventions

Events/Exhibitions

Discuss the factors to be

considered when choosing

facility and destination for

events

Describe the basic configuration

http://www.sciencedirect.com/science/article/pii/S0160738396000497









http://www.sciencedirect.com/science/article/pii/S027843190900036X




for each events

<Required reading> Witt, S.F., Gammon, S. & White, J (1992). Incentive travel: Overview and case study of Canada as

a destination for the UK market. Tourism Management, 13(33), 275-287

Kimberly J Shinew, Sheila J Backman (1995). Incentive travel: an attractive option. Tourism

Management, 16( 4), 285-293

6. Process

and Man-

agement

Types of events and the bidding process

Set a goal, Program development and design

Negotiating and best deal, Setting Up

Registration, Effective site management

Assessing and measuring event success

Customer satisfaction, Client service, Vendor

relations

Discuss appropriate guidelines

through the events

Summarize the importance of

keeping detailed plans for each

steps

Set up risk management

procedure

<Required reading> Hansen, K. (2004). Measuring performance at trade shows: scale development and validation.

Journal of Business Research, 57(1), 1–13.

Kim, S. S., Chon, K., & Chung. K. Y. (2003). Convention industry in South Korea: An economic

impact analysis. Tourism Management, 24, 533-541

7. Marketing

of MICE

MICE Markets attractiveness

Segmentation, Targeting and Positioning

Techniques

Marketing Plan Formulation

Discuss marketing strategies for attracting MICE

events in Russian context

Create an integrated marketing

strategy that includes direct

mail, press relations,

advertising, and the internet

Prepare a work plan and

timeline for implementation of

the marketing plan

<Required reading> Noel Yee-Man Siu, Penny Yim King Wan, Ping Dong (2012). The impact of the service scape on

the desire to stay in convention and exhibition centers: The case of Macao. International Journal of

Hospitality Management, 31(1), 236-246

Li Ling-yee (2007). Marketing resources and performance of exhibitor firms in trade shows: A

contingent resource perspective. Industrial Marketing Management, 36(3), 360-370 Timothy M Smith, Srinath Gopalakrishna, Paul M Smith (2004). The complementary effect of

trade shows on personal selling. International Journal of Research in Marketing, 21(1), 61-76

Pat Golden-Romero (2007). Chapter 4 - The Incentive, Smerf, and Other Markets. Hotel

Convention Sales, Services, and Operations, 57-96

8. Human

Resource

Management

Human resource plan and training

Event operating committee

Cast important guest speakers

Identify appropriate ways to

educate and develop volunteers

and staff

Identify the characteristics of

meeting planners

<Required reading> Krzysztof Celuch, Rob Davidson (2009). Human Resources in the Business Events Industry.

International Perspectives of Festivals and Events, 241-252

Haemoon Oh, Hyeon-Cheol Kim, Kyung-Wan Hong (2009). A dynamic perspective of meeting

planners' satisfaction: Toward conceptualization of critical relevancy. Tourism Management, 30(4),

471-482

9. Bugeting Use of budget preparation, Estimating, Create a realistic functional

http://www.sciencedirect.com/science/article/pii/026151779500018J













Fixedand variable costs

Cash flow

Sponsorship and subsides

income and expense budget for

the events

Increase income and/or reduce

expenses in order to meet

financial objectives

<Required reading> Dwyer, L., Mistilis, N., Forsyth, P., & Rao, P. (2001). International price competitiveness of

Australia’s MICE industry. International Journal of Tourism Research, 3(2), 123–139

Carmen Berne, M.E. García-Uceda (2008). Criteria involved in evaluation of trade shows to visit.

Industrial Marketing Management, 37(5), 565-579

Kåre Hansen (2004). Measuring performance at trade shows: Scale development and validation

Journal of Business Research, 57(1), 1-13

Chang Hyun Lee, Sang Yong Kim (2008). Differential effects of determinants on multi-dimensions

of trade show performance: By three stages of pre-show, at-show, and post-show activities


10. Ethics in

MICE

industry

Ethical behavior practices in the MICE industry

Define a green meeting

Implement environmentally

responsible practice into future

meetings

<Required reading> Ralf Buckley (2012). Sustainable tourism: Research and reality. Annals of Tourism Research,

39(2), 528-546

Park, E., & Boo, S. (2010). An assessment of convention tourism’s potential contribution to

environmentally sustainable growth. Journal of Sustainable Tourism, 18(1), 95–113.

Students should read required reading articles before the class. They will be discussed in

class. Each student will be given a chance to summarize and make his or her own opinion

of the article for ten minutes.

Students also may find recent research results relevant in each section and dicuss them

during the seminar.

9. Educational Technologies

• Interactive lectures and seminars

• Analyses of practical problems from the field trip and case studies from the recent articles

• Discussion on current articles and other scientific publications

• Computer business game (developed by Harvard business school)

10. Methods and Materials for Current Testing and Attestation

10.1 Current Testing Assignments

Home assignment requirements

In order to make students creative, home assignment doesn’t have standard forms. Simply, they

can use their own assessment ways to evaluate critically. However, it needs to be well structured

with clarity and cohesion.

Team project requirements








In order to make students creative, team project doesn’t have standard forms. Meanwhile, team

project report should be including title of the event, purpose and goals of the event, description of

the target population, plans for marketing, detailed description of the nature of the event, organi-

zational and staffing arrangements, financial arrangements (expenses and sources of revenue) and

a schedule of major tasks and activities to be followed in planning and conducting the event.

Field trip report requirements

In order to make students creative, field trip report doesn’t have standard forms. Simply, they can

use their own assessment ways to evaluate critically. However, it needs to be well structured with

clarity and cohesion. It should be attached a picture of all of team members on site.

10.2 Examples of assignments for the intermediate / final testing

The final exam is conducted in writing and consists of tasks that require knowledge and

skills for all sections of the course.

11. Grading Procedures

Overall grades are based on work products that address grade level standards.

Grades should reflect student mastery of grade level content standards

Literature review should be included in home assignment, team project and field trip re-

port

Within each category, grades shall be determined and recorded using forms of home as-

signment, team project, and final exam evaluation table.

The University adopt the following scale of correspondence between qualitative and nu-

merical grades:

• For credit:

Credited – 4-10 points (on 10 point scale)

Failure – 0-3 points (on 10 point scale)

• For current testing and final exam:

Excellent – 8-10 points (on 10 point scale)

Good – 6-7 points (on 10 point scale)

Satisfactory – 4-5 points (on 10 point scale)

Failure – 0-3 points (on 10 point scale)

Percentage of each activity:

Current testing 80% + Final exam 20% = 100 %

Current testing ; Home assignment, Team project, Field trip report

1 = 0.2 Home assignment + 0.3 Team project + 0.3 Field trip report + 0.2 Final exam

Final control grade will be put in the diploma, which is the resultant assessment of academic

discipline.

12. Teaching Method and Information Provision



12.1 Core Textbook

1. Professional Convention Management Association (2006) Professional meeting manage-

ment: Comprehensive Strategies for Meetings, Conventions and Events; Kendall/Hunt Pub-

lishing Company

12.2 Required Reading

1. Fenich, G. (2005). Meetings, Expositions, Events, and Conventions: An introduction to the indus-

try. New Jersey: Pearson Prentice Hall.

2. Kilkenny, Shannon (2006) The Complete Guide to Successful Event Planning, Atlantic Pub. Group

3. Schaumann, P. (2005) Practical advice from an event planner. The Guide to Successful Destination

Management. Wiley.

4. Hoyle, Dorf & Jones (1995), Meaning conventions & Group business. Educational institute of AH

& MA.

5. Getz, D. (1997). Event Management & Event Tourism. New York: Cognizant Communication

Corporation.

12.3 Supplementary Reading

1. Andrew Bradley, Tim Hall, Margaret Harrison (2002). Selling Cities: Promoting New Images for

Meetings Tourism. Cities, 19(1), 61-70

2. Baloglu, S., & Love, C. (2005). Association meeting planners' perceptions of five major conven-

tion cities: The structured and unstructured images. Tourism Management, 26(5), 743-752.

3. Bello, D. C.,& Lohtia, R. (1993). Improving trade show effectiveness by analyzing attendees. In-

dustrial Marketing Management, 22, 311-318.

4. Breiter, D., & Milman, A. (2006). Attendees' needs and service priorities in a large convention cen-

ter: Application of the importance-performance theory. Tourism Management, 27,1364-1370.

5. Carmen Berne, M.E. García-Uceda (2008). Criteria involved in evaluation of trade shows to visit.


6. Chacko, H. E., & Fenich, G. G. (2000). Determining the importance of U.S. convention destination

attributes. Journal of Vacation Marketing, 6(3), 211-220

7. Chang Hyun Lee, Sang Yong Kim (2008). Differential effects of determinants on multi-

dimensions of trade show performance: By three stages of pre-show, at-show, and post-show activ-

ities Industrial Marketing Management, 37(7), 784-796

8. Bernini Christina (2009). Convention industry and destination clusters: Evidence from Italy,

Tourism Management, 30(6), 878-889,

9. Dwyer, L., Mistilis, N., Forsyth, P., & Rao, P. (2001). International price competitiveness of Aus-

tralia’s MICE industry. International Journal of Tourism Research, 3(2), 123–139.










10. Haemoon Oh, Hyeon-Cheol Kim, Kyung-Wan Hong (2009). A dynamic perspective of meeting

planners' satisfaction: Toward conceptualization of critical relevancy. Tourism Management, 30(4),

471-482

11. Hansen, K. (2004). Measuring performance at trade shows: scale development and validation.

Journal of Business Research, 57(1), 1–13.

12. Hui Chiu Chen, Cherng Ying Chiou, Chun Yuan Yeh, Hui Ling Lai (2012). A Study of the En-

hancement of Service Quality and Satisfaction by Taiwan MICE Service Project. Procedia - Social

and Behavioral Sciences, 40, 382-388

13. Hye-Rin Lee, Bob McKercher, Samuel Seongseop Kim (2009). The relationship between conven-

tion hosts and professional conference organizers. International Journal of Hospitality Manage-

ment, 28(4), 556-562

14. Jin. X, Weber, K. & Bauer,T.(2012) Relationship quality between exhibitors and organizers: A

perspective from Mainland China's exhibition industry. International Journal of Hospitality

Management, 31(4), 1222-1234

15. Judith Mair, Karen Thompson (2009) The UK association conference attendance decision-making

process. Tourism Management, 30( 3), 400-409

16. Kåre Hansen (2004). Measuring performance at trade shows: Scale development and validation

Journal of Business Research, 57(1), 1-13

17. Kim, S. S., Chon, K., & Chung. K. Y. (2003). Convention industry in South Korea: An economic

impact analysis. Tourism Management, 24, 533-541.

18. Kimberly J Shinew, Sheila J Backman (1995). Incentive travel: an attractive option. Tourism

Management, 16( 4), 285-293

19. Krzysztof Celuch, Rob Davidson (2009). Human Resources in the Business Events Industry. Inter-

national Perspectives of Festivals and Events, 241-252

20. Li Ling-yee (2007). Marketing resources and performance of exhibitor firms in trade shows: A

contingent resource perspective. Industrial Marketing Management, 36(3), 360-370

21. Martin Oppermann, Kye-Sung Chon (1997) Convention participation decision-making process

Annals of Tourism Research, 24(1), 178-191

22. Noel Yee-Man Siu, Penny Yim King Wan, Ping Dong (2012). The impact of the service scape on

the desire to stay in convention and exhibition centers: The case of Macao. International Journal

of Hospitality Management, 31(1), 236-246

23. Park, E., & Boo, S. (2010). An assessment of convention tourism’s potential contribution to envi-

ronmentally sustainable growth.. Journal of Sustainable Tourism, 18(1), 95–113.

24. Pat Golden-Romero (2007). Chapter 4 - The Incentive, Smerf, and Other Markets. Hotel

Convention Sales, Services, and Operations, 57-96

25. Poorani, A. A. (1996). Trade-show management: Budgeting and planning for a successful event.

Cornell Hotel and Restaurant Administration Quarterly, 37(4), 77–84.

26. Ralf Buckley (2012). Sustainable tourism: Research and reality. Annals of Tourism Research,













http://www.sciencedirect.com/science/article/pii/026151779500018J











39(2), 528-546

27. Rob Davidson, Tony Rogers (2006). Chapter 2 - The Marketing Environment for Destinations

Marketing Destinations and Venues for Conferences, Conventions and Business Events, 31-58

28. Ryan, C., Crotts, J., & Litvin, S. (2007). Convention center management—influencing the attendee

experience: The case of Charleston Convention Center. Tourism Analysis, 13(2), 157–169.

29. Seyhmus Baloglu & Ken W. McCleary (1999). A model of destination image formation. Annals of

Tourism Research, 26(4), 868-897

30. Timothy M Smith, Srinath Gopalakrishna, Paul M Smith (2004). The complementary effect of

trade shows on personal selling. International Journal of Research in Marketing, 21(1), 61-76

31. Tony Rogers (2008). Chapter 2 - The structure of the conference industry. Conferences and


32. Tony Rogers (2008). Chapter 3 - The economics of conferences and conventions. Conferences and


33. Weber, K., & Ladkin, A. (2004). Trends affecting the convention industry in the 21stcentury.

Journal of Convention & Event Tourism, 6(4), 47–63

34. Wei, Z., & Go, F. (1999). The meetings, conventions, and expositions industry in Beijing: Prob-

lems and strategies. Journal of Travel & Tourism Marketing, 8(1), 101–110.

35. Witt, S.F., Gammon, S. & White, J (1992). Incentive travel: Overview and case study of Canada as

a destination for the UK market. Tourism Management, 13(33), 275-287.

36. Yoon, Y., & Uysal, M. (2005). An examination of the effects of motivation and satisfaction on

destination loyalty: A structural model. Tourism Management, 26, 45–56

12.4. Electronic Resources:

Electronic library of articles, with free access to information:

http://www.sciencedirect.com/

http://library.hse.ru/e-resources/e-resources.htm

www.ssrn.com

www.elibrary.ru

http://www.iet.ru/publication.php?jel-code=L&folder-id=44

http://www.forecast.ru

13. Technical Provision

Various electronic resources will be used for supporting lesson development using the

student learning objectives including an AV equipment and a projector

14. Academic Integrity

Academic integrity essentially means "intellectual honesty": honesty in the use of information, in

formulating arguments, and in other activities related to the pursuit of knowledge and

understanding. Students are expected to author original and authentic work in the field of

learning or level of experience. Knowledge creation necessarily entails dialogue with an

intellectual community; acknowledging the role of particular contributors to one’s own work is a







http://www.sciencedirect.com/

http://library.hse.ru/e-resources/e-resources.htm

http://www.ssrn.com/

http://www.elibrary.ru/

http://www.iet.ru/publication.php?jel-code=L&folder-id=44



fundamental academic responsibility. Students are empowered and encouraged the individual to

discover and express his or her own intellectual voice in respectful dialogue with other voices.

Be original and thoughtful.

15. Accommodations for Students with Disabilities

The Higher School of Economics is committed to ensuring equal academic opportunities and in-

clusion for students with disabilities based on the principles of independent living, accessible

universal design, and diversity. I am available to discuss appropriate academic accommodations

that may be required for student with disabilities. Requests for academic accommodations are to

be made during the first three weeks of the semester, except for unusual circumstances. Students

are encouraged to register with Disability Services Center to verify their eligibility for appropri-

ate accommodations.

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