Department of Cultural Business
EVENTS IN A GLOBALISING WORLD
Case Study
Berlin in changing local and global environments
Prepared by David Litteljohn, Douglas Chalmers
1
Germany - the national context
Germany is an advanced market economy, the largest in Europe (though not the
highest per capita GDP). The Federal Republic was a founder member of the
European Union (European Economic Community) in 1957. Its immediate post-WWII
growth came primarily from its manufacturing industries where it has a well-placed
reputation for efficiency and technical innovation. Over the past two decades it has
also developed service companies (e.g. travel operators, finance).
The post second world war division into East (German Democratic Republic) and
West (Federal Republic) was made to accommodate world power balances – and
achieved stability, of a sort, for decades. But this political ‘stability’ was achieved at
a cost. For example, economically the division produced two different Germanies,
with the west experiencing much higher prosperity. Re-unification since the 1990s
has resulted in considerable costs – investment in industry and infrastructure in the
East has been necessary.
Berlin and its roles
The early twentieth century saw Berlin as the capital of an imperial nation in a
Europe of independent states. In the early 1940s it was the centre of an expanding
Nazi Europe. Post-1945 it became the symbol of a divided, Cold War, Europe - an
outpost of the Western world, albeit one that survived with a significant foreign
military presence and significant financial subsidy across its economies – both
Western and Eastern.
With the fall of the Wall in 1989 and an ensuing optimism, Berlin gained a symbolism
of unity and regeneration, often coupled to ambitious claims for its potential role and
growth (Eckardt, 2005). New forces of economic integration, pushing Eastern
Europe towards Western capitalism and creating new opportunities for the city,
matched the collapse of communism and fed this optimism.
Community and politics
Berlin is both Germany’s capital and one of the country’s 16 federal states (Länder).
Berlin (population 3.3 million) is governed by a Regierender Bürgermeister
("Governing Mayor"), who is Mayor of the city and head of the Bundesland. The state
government, the Berlin Senate, consists of the Governing Mayor and no more than
eight Senators. The House of Representatives elects the Governing Mayor, who
appoints the other members of the Senate. The Governing Mayor determines the
general guidelines of government policy, which must be approved by the House of
Representatives, and monitors their observance by the members of the Senate. The
population rises to 4.3 million with the inclusion of the surrounding Brandenburg
region. Berlin’s twinned partners are shown in Appendix 2.
Berlin’s government considers it could be strategically developed to a backbone of
the globalization of business and science. This would also involve the city’s cultural
offerings. (Source:
http://www.berlin.de/rbmskzl/staedteverbindungen/aufgaben_en.html). However,
currently there issues of equality, identity and social cohesiveness, as well as
economic issues that have to be included in the city’s planning.
2
For example, the amalgamation of eastern and western areas, each with previous
housing and commercial areas, through a city-wide strategy and a set of major
building projects means subtle as well as dramatic changes to the social
infrastructure and city life. Change in the older residential areas of East Berlin aims
to transfer property to private ownership, a highly complex process due to legal
factors and bureaucracy takes a long time. Currently only 10% of housing in Berlin is
owned privately (Sudjic, 2006).
There is significant polarisation between affluent and deprived areas with Kreuzberg,
Tiergarten and Wedding possessing high levels of social deprivation while numbers of
immigrants has continued to rise. Turkish people are the largest minority ethnic
community in Berlin (4–5 percent of the population, based in the former Western
districts). Re-unification has witnessed two trends which have impacted on lives and
personal expectations: increased economic uncertainty and elements of racism.
There has been a significant building programme (e.g. around areas which were
blighted by the presence of the Wall (1963 – 1989). However, despite some
impressive buildings, the city is still struggling to find greater unity and social life is
still, to many, fragmented. Gentrification, issues of community security and lack of
facilities for less affluent sectors of the population have been raised at local levels as
important issues that need a resolution.
Though there were hopes that Berlin and the surrounding region of Brandenburg
would eventually merge, that now seems a distant prospect, having been flatly
rejected by the latter in a 1996 referendum. Potsdam, Brandenburg's present-day
capital forms a virtually seamless whole with Berlin, and its wonderful palaces and
parks easily outdo those of its larger neighbour. Thus while there are many areas of
co-operation between the two local governments, they do remain separated.
Even the Berlin city government needs to develop a cohesive approach to planning
and provision in the city. Even given its significant regeneration activities it is
sometimes weighted down by its heritage of two city planning systems and its post
war Cold War dual provision – such as the fact that the demolition of East Berlin’s
main congress centre delayed modernization investment at the ICC.
Economy and city development since 1989
The post-WWII-1990 period has not been economically kind to the city. West
Germany had provided subsidies to the city and its businesses during the period of
‘isolation’, but this meant that Berlin was not well placed for structural change
brought on with re-unification. The centrally planned economic system operated in
the east was also inefficient and unsuitable to support many of the elements of a
modern, advanced society.
Berlin and its neighbour Brandenburg aim to be internationally placed as an
investment centre for innovative technologies (traffic technology, information- and
communication technology/ ICT, medical technology, biotechnology, optic
technologies). The region has 11 universities, 21 colleges and polytechnics as well
as 250 research institutes. Over the period 2000 - 2006 both parts of Berlin were
assisted through European Union transition region funding netting €717million.
While Berlin is now the centre of national government in a unified Germany (Bonn
had housed the West German parliament) other functions/economic activities cannot
3
be relocated so easily. For example other cities were successful during the post war
division and have gained competitive advantage over the capital while it was acting
as the Western outpost:
 Munich: Industrial strength, e.g. Siemens AG, BMW; Allianz (insurance); and
Munich Re (re-insurance). It is also a centre for biotechnology, software and
other service industries
 Frankfurt: Finance, international air transport hub (Lufthansa). It is considered,
along with London and Paris, as one of the top European financial centres and a
world player
 Düsseldorf: Advertising and fashion industries and, more recently, as a top
telecommunications centre
 Hamburg: The ninth-largest port in the world. It also is home to publishers and
media businesses.
Even in relation to government offices, some were kept at Bonn
(http://travel.roughguides.com/website/travel/destination/content/?titleid=31&xid=i
dh196988872_0749)
Thus Berlin has a somewhat uncertain economic base and currently suffers from high
unemployment (compared to the German norm of around 8%).
Considerable
investment and promotional effort is being made to project the city in terms of
media, innovation, fashion and culture as well as tourism. Much also is made of its
West-meets-East European and, to an extent, global, role.
Not all of this is
unsuccessful but, as Eckardt (2005) points out, global aspirations do not always
meet the realities of the Berlin’s urbanization processes. The following table gives
data for the city.
Table 3: Berlin - Economic Indicators, (end) 2007
Population growth (%)
Unemployment rate (%)
All Service employment (%)
Employment Growth (%)
GDP Growth (real: %)
GDP Nominal per capita (€)
0.2
14.2
85.9
85.9
1.9
23,700
Source: derived from Bundesagentur fur Arbeit; Statistisches Bundesmt; Statistisches
Landesamt, as quoted in Jones Lang LaSalle, 2007, City Profile Berlin, Q4, 2007 accessed at
http://www.research.joneslanglasalle.com/loadpage.asp?document_lang=1&countryid=76&locati
on=/showdocument.asp
In terms of its structure the city’s economy is service oriented (national figure for
service employment is 66.9%) and in terms of economic performance the city lags
behind the rest of Germany.
The city has recently strengthened further its artistic scene: ‘Since the collapse of the
Berlin Wall, the city's cheap real estate and bohemian spirit have attracted thousands
of artists and hundreds of galleries’ (Kazakina, 2008) – from other parts of Germany
and further a field. Related to this emphasis on arts and artists, Berlin also has a
reputation in innovative fashion. Every spring Designmai, Berlin's annual
international design festival attracts design experts from the world over. This
involvement in creative industries is enhanced by solid presence it has in general
media – for example the Springer publishing media company (largest newspaper
publisher and third largest magazine publisher) are headquartered in Berlin which
4
has also attracted national and international news agencies since its return as the
seat of federal government (Anon, 2008, Creative Industries Drive Growth, German
Business Review, 6, p 4)
Major building works have taken place as the city has begun the process of merging
into the ‘new’ national capital. Yet years of separate systems and geographies have
left the re-unified Berlin with different foci for commercial and cultural life. The inner
city, containing the cultural centre next to the southern side of the Zoo with modern
office/business complex (Potsdamer Platz) is linked to the western part of the city.
The former eastern centre of the inner city district is located between the
Brandenburg Gate and Alexanderplatz east of the Zoo with the Federal Government
buildings and the Parliament (the former Reichstag building, rebuilt to designs by
Norman Foster).
There have also been major debates about many of the key developments, including
the Potsdamer Platz (opened in 1998 includes 5.3 million square feet of floor space,
including theatres, a shopping mall, luxury apartments, and office space spread
across 10 streets- financed by Daimler); the road tunnel under the Tiergarten park
area; and the development proposed for the Alexanderplatz large scale, mixed use
development including high rise buildings, shopping centres, cinemas/entertainment
and public space - where diminution of private housing stock has been a particular
issue).
Transport
Access to the city contains a legacy of the cold war, as well as its easterly location.
For example, it currently has three airports: Berlin-Tegel International Airport,
Berlin-Schönefeld International Airport and Tempelhof International Airport. But
Berlin is not a hub for the national airline, Lufthansa (78% of all Lufthansa flights
connect to one of two hubs at Frankfurt and Munich). In 2008 75 different airlines
link Berlin to 112 destinations in 44 countries (2008).
Berlin has excellent national/international rail and road links. Major redevelopment
intends to boost its inter-city accessibility through road developments and an
impressive new railway station (opened in 2006) which intends to link between
western and Eastern Europe. While the station is state of the art and could operate
as an important hub (assuming that the East puts resources into its own rail
networks) currently, at a city level, the trans-continental railway does not fully interconnect with the local transport systems.
There is new airport development. Berlin-Schönefeld International Airport will be
transformed into Berlin-Brandenburg International Airport (BBI) in 2011 while both
Tempelhof and Tegel will close. In 2006, the airport served 6,059,343 passengers;
after conversion to BBI, up to 25 million passengers could be handled. However,
there is still considerable local attachment to Tempelhof Airport, and its closure and
possible demolition are still contested and require further planning and a likely
referendum.
Within the city there is an efficient underground and regional/suburban rail system –
with signs of the former East (e.g. trolleys/trams) West divide. Day tickets etc are
cheap by city capital standards and relatively easy to buy from offices or automated
multi-lingual kiosks. There are good municipal bus city and airport services, with
good city tours and the more idiosyncratic Trabent Safaris.
5
Culture, Events and Tourism
An overall visitor impression to the city is that it is spacious, well provided with
public transport and things to do, with an interesting mix of German and other
nationalities and a relatively relaxed way of life.
Overall visitor figures are provided in Table 4. These are derived from the Berlin
Tourism Marketing records, as shown more fully in Appendix 4. In total for 2007 it is
recoded that a total of 7.585 million visitors generated 17.285 million bednights in
the city.
Table 4: Visitors to Berlin, 2007
Germany
Europe
Foreign,
excluding
Europe
Total
Visitors
5,029,588
1,928,743
626,696
% total visitors
66.3
25.4
8.3
Nights
10,671,866
4,971,802
1,642,169
% total nights
61.7
28.8
9.5
7,585,027
100.0
17,285,837
100.0
Source: accessed from
http://www.visitberlin.de/english/presse/e_pr_pressemeldungen.html, 2008)
Berlin has a vibrant cultural scene. It is a principal centre for city breaks (domestic
and international markets), cultural and major business events. An overview of the
city’s tourism profile is available at
http://www.businesslocationcenter.de/en/B/ii/4/seite0.jsp.
Visitor information is
available at http://www.visitberlin.de/english/berlin-infos/index.php
It rates internationally as a major location for European education, culture,
innovation and entertainment. World-class museums contain treasures from Ancient
Egypt, to the late 19th century to iconic contemporary art. Significant new
memorials/exhibits have been added – for example, the Holocaust Museum (opened
2001) and Holocaust Memorial (2005).
The city has eight major symphony
orchestras, including the world famous Berlin Philharmonic. Berlin’s Wintergarten
and Chamäleon theatres and the Friedrichstadtpalast (Europe's largest revue
theatre) provide musicals and light entertainment.
Active artistic communities and private galleries complement the museums and
galleries. Continental café life, gay attractions (e.g. Christopher Street Day) and a
range of cultural events, fashion shows further extend its life style appeal. The Berlin
International Film Festival or Berlinale is well established and provides a two week
long, annual trade and audience event. It has a high standing in the media sector,
attracting up to 19,000 film professionals from 120 countries. Ticket sales to the
public numbered over 200,000 in 2007.
Capitalising on its changing skyline and new building work the ‘Schaustelle Berlin’
(‘Showcase Berlin’) programme was launched in 1996 with the slogan ‘trespassing is
allowed’, permitting access to construction sites through guided tours. It allowed
cultural events to be integrated around the building sites, featuring dance, street
music, theatre and fashion shows. This innovation was dubbed construction site
6
tourism (Haussermann and Colomb, 2003). Now (2008) much of the construction is
complete. In 2006 Berlin was awarded the accolade of UNESCO City of Design, one
of global city network which aims to promote pluralism and creativity as aspects of
economic development around the world.
A major tourism event for the city was as the main centre for the 2006 World Cup,
which gave it significant positive exposure on a world-wide stage.
Promotion and branding
Place marketing is a relatively recently application of branding theories which have
arisen from urban planning and tourism (Hankinson, 2004). Its novelty means that
there is still considerable work required to provide a rigorous analysis to theory and
application. Certainly practice is varied, often allied to national tourism programmes
and sometimes partnered (or even subsumed) into country branding campaigns.
Hankinson (2004a) in a tourism promotional analysis suggest the following points as
potential components of place brand personality in tourism: Functional attributes
 Museums. Art galleries, theatres and concert halls
 Leisure and sports activities and facilities
 Conference and exhibition facilities
 Public spaces
 Hotels, restaurants, night clubs and entertainment
 Transport infrastructure and access

Symbolic attributes
 Character of local residents
 Typical visitor profile (age, income, interests and values)
 Quality of service provided by service staff

Experiential attributes




How the destination makes visitors feel (e.g. relaxed, excites or fascinated)
Descriptors of the destination’s feel (e.g. vibrant or peaceful)
Characteristics of the built environment (e.g. historic, modern, green and
spacious)
Security and safety at the destination
Caldwell and Freire’s (2004) work comparing potential visitor perspectives of national
and regional (either cities or larger areas) images considered their perceptions along
two dimensions: (i) a representationality/personality dimension, related to their
personalities, roles, set of needs and emotions and (ii) functionality /technical
capabilities related to destination characteristics (both tangible and intangible). They
found that regions score higher on representationality while countries score higher
on functionality. Hankinson (2004b, 2005) in discussing image promotion makes the
point that destination image is a complex area but that conference/convention
visitors will value the same facilities and values as leisure visitors.
7
In terms of place marketing infrastructure for business travel often includes a
convention bureau (or similar) with the following functions: 
to develop an image to position the city in the marketplace as an attractive
destination for meetings and visitors
 to co-ordinate the constituent elements of the industry and public sector
 to work with meeting and group planners
 to represent both buyers (the demand side) and sellers (the supply), so that an
autonomous organization is required in order to avoid conflicts of interest
 to provide information and respond to visitor inquiries
(Source: Getz et al, 1998)
These functions may be provided in many different ways. For example, they may be
self-standing and identified in their own right, or they may be subsumed within a
wider destination marketing organization. However, dealing with conventions and
exhibitions usually has greater public involvement through investment by the public
sector in specialist, large scale facilities – often multi-purpose and also used for
entertainment, cultural and other civic, and sometimes sporting events.
In Germany, national tourism promotion is undertaken by a government sponsored
lead agency. At local level a number of different agencies exist, tied into local
government boundaries. The German National Tourist Board’s marketing priorities
are listed in Appendix 5: note objective 4 states that Germany must secure its
market leadership in the business travel sector against competition from Asia, whilst
ensuring that the country’s destinations must become more international in their
outlook.
Berlin Tourism Marketing GmbH (BTM), the city marketing body, was set up 1993. It
is a public/private partnership with a city government stake of 15%. Its current
promotional campaign is designed and operated with key public and private
stakeholders, and features and emphasis on events and cultural tourism.
As
previously indicated the logo and strap line build on the Football World Cup (2006)
promotion. Marketing is co-ordinated with German National Tourist Board. Major
city target markets are the UK, the Netherlands, Spain, Italy, Denmark, Switzerland
and the USA. Package deals for higher spend hotels are also marketed. Promotional
strategies include using celebrity appearances at festivals and other events.
The Berlin Convention Office of Berlin Tourismus Marketing GmbH (BTM) is the
official city representative for the MICE markets. Since 2001 BCO promoted Berlin
nationally and internationally. A team of two in its first year has grown to seven
permanent staff members and in 2008 won the ‘Pinnacle Award’ for foreign
conference bureau from the US trade journal ‘Successful Meetings’ (Berlin Tourism
press Release, 18 June, 2008) through its vigorous information and promotional
activities.
The city branding works on its solid cultural base. Its 2008 branding themes cover
the following:  Trend City – encapsulating life styles through design including architecture and
UNESCO design status, club scene, galleries, fashion, contemporary art and
music
 Entertainment in all its facets
 Opera and classical music
 Art – museums, large scale exhibitions
8
 Contemporary History
(Source: Berlin Tourism – Press releases: various September 2007 and in 2008)
The
City’s
general
tourism
websites
may
accessed
at
http://www.visitberlin.de/english/berlin-infos/index.php and the convention website
at http://www.visitberlin.de/bco/index.php?id=36&L=1 (English versions: including
English and German the general tourism website is available 11 languages while the
Convention site is available in German and English – December 2008).
The
promotional policy echoes the themes of the city branding. The site map for the
Convention Office is provided in Appendix 6.
Figure 1: City branding logos/themes
In event terms, the high profile and well-organised World Cup 2006 was a significant
success for Berlin attracting German and foreign visitors. While it was only one of 12
cities/stadia its status as the site of the football game final cemented its distinctive
status as a leading sporting venue. Berlin’s slogan for the event was Wir fahren nach
BERLIN (Everyone is going to Berlin), as shown incorporated below.
Figure 2: Berlin slogan and logo originally used in 2006
Indeed, it appears to be judged as so successful that as December 2008 it still has a
place in some of the city’s promotional activity.
The Role of Capital Cities
Page and Hall, 2003, note that capital cities represent a special case of urban
tourism. Borrowing on the work of Peter Hall, they go on to delineate nine different
types of capitals
1. Multifunctional capitals – combining most high level national functions (e.g. Paris)
2. Global capitals – representing supernational roles in politics, commercial life or
both (e.g. New York which is not a national capital)
3. Political capitals – created as seats of government, often lacking in many other
functions (e.g. Canberra, Brasila)
4. Former capitals – having a historical function, having lost the former political role
(e.g. Lenningrad/St Petersberg)
5. Ex-imperial capitals – often acting as gateways, having maintained a colonial
9
heritage and links around the world (e.g. Lisbon, Madrid)
6. Provincial/State capitals
7. Super-capitals – functioning as centres for international organizations – e.g.
Brussels
8. Cultural capitals – e.g. in Europe where cities of culture has been a prominent
policy initiative (e.g. Glasgow)
9. Brand capital – where a place defines itself in terms of a particular product
(Page and Hall, 2003, pp 180-181)
There is, arguably, at least one other capital – a sports capital, which may account
for a particular sport or a set of events.
Business/Conference Tourism in Germany
Euromonitor (2003) reports that Germany ranks fourth in the world in convention
and meeting facilities with a total of over 10,729 venues able to seat at least 20
people. However only 400 are purpose-built convention centres.
In 2000, a peak year, there were 1.15 million meetings, conventions, seminars, or
events held in the country. These attracted 63 million participants and generating an
estimated 65 million overnights and €43 billion of revenues. There were 7.5 million
inbound business trips (requiring accommodation) to Germany which highlights the
importance of business travel. Source markets of these markets are shown as
follows: France
Spain
Italy
UK
Germany
Other
12%
6%
15%
16%
18%
33%
Business travel is not immune to political and economic volatility. For example, the
number of national and international trade fairs in Germany fell to 133 in 2001 (148
in 2000) though they rebounded to 145 in 2002, though it has taken longer for
traveler numbers to bounce back.
By 2007, international trade fairs in Germany registered their best results since
2000. Numbers of exhibitors increased by around 3% compared to 2006 – much
growth being generated from outside Germany, showing that companies continue to
see German locations as important for international events and prestige. Visitor
numbers showed an increase of 2.5% from the previous year: especially strong are
attendances at engineering fairs (development of new technologies) and investment
goods trade fairs (Source: http://www.aumamessen.de/_pages/e/06_Press/press07/gb-presse21-2007.html, accessed 200803)
Berlin accommodation
One estimate of total hotel and similar rooms in the city for 2005 gives a figure of
80,000 (Anon, 2005, Berlin, Successful Meetings, 54(4) April, p107).
10
According to Otus & Co’s hotel brand database (private data, given on request only:
http://www.standr.co.uk/index.html) the total stock of corporately owned
accommodation in Berlin amounts to 22,022 rooms. Of this approximately 12,000
(55%) is traded as branded by two of more hotels. This figure rises to over 84% of
all stock if other global brands which have one hotel in the city (e.g. Hilton, Park Inn,
Ritz-Carlton, Raddison) are added. Amongst the largest companies represented in
the city are Accor with over 4,000 rooms (Etap, Ibis, Novotel, Mercure, Sofitel and
Dorint); InterContinental (Express by Holiday Inn, Holiday Inn, Crowne Plaza,
InterContinental) with over 2,100 rooms; Marriott and NH Hoteles with over 1,000
rooms each. (NB these figures apply to the end of 2007).
The City’s Competitive Position
Berlin’s competitive position as a centre for major business events will depend on a
many different factors including its role as a global capital and associated image
factors, its infrastructure and transport as well as its standing relative to its
competition. Here competition may be considered on a regional and a global basis
rather than a purely national one. The factors shown below concentrates on a
regional view of competition, i.e. other major European cities, including Paris and
Vienna, two major conference and exhibition centres.
Table 5: Berlin’s place in the international and European Meeting market (2007)
Rank
1
2
3
4
5
6
8
9
10
(17
City
Vienna
Berlin
Singapore
Paris
Barcelona
Budapest
Lisbon
Beijing
Amsterdam
Madrid
London
Number of meetings
154
123
120
115
106
90
90
87
82
77
69)
Note: The ICCA rankings cover meetings organised by international associations
which take place on a regular basis and which rotate between a minimum of three
countries. The rankings do not cover size and value of events
(Source:
International
Congress
and
Convention
Association:
http://www.iccaworld.com/npps/story.cfm?ID=1577 20080729)
When tourism more generally is considered, Berlin generates a greater volume of
business than Vienna, but with a significantly smaller international visitor market
share. However, both are dwarfed by the role of Paris.
Table 6: Tourism in selected European Cities, 2004
City
Total bednights
(m)
Berlin
11.7
International
Bednights
(%)
32%
Air Passenger
Movements*
14.9
All graded
Hotel rooms
(end 2004)
24,078
11
Düsseldorf
Frankfurt
Hamburg
Munich
Paris
Vienna
2.5
4.1
4.7
7.2
31.6
8.4
42%
52%
26%
45%
86%
83%
15.1
50.8
9.9
26.8
73.5
14.8
9,101
16,134
13,089
17,839
75,000
19,064
 for Berlin refers to all city airports
Source: Jones Lang Lasalle Hotels, 2005, Digest – Europe, Jones Lang LaSalle, at
http://www.research.joneslanglasalle.com/loadpage.asp?document_lang=1&countryi
d=76&location=/showdocument.asp, accessed 200803
Competitiveness as judged by local Hotel prices is shown below.
Table 7: An indication of price competitiveness for selected hotel brands in selected
destinations (2004)
Note: Prices usually relate to Mid-May 2004
Source Rüdiger Leidner, March 2004, The European Tourism Industry
A multi-sector with dynamic markets- Structures, developments and importance for
Europe’s
economy,
Enterprise
Publications/EU,
Annex
A5,
p
74
at
http://europa.eu.int, accessed 200803
There are problems about the quality of the tourism experience in Berlin – some
suppliers appear less than well internationally oriented, though there are signs of
improvement. "There's a general lack of information in English in museums and the
like but it's all so much better than it was a few years ago …..There are definitely
fewer complaints now from tourists ……. Paris is probably more unfriendly."
(Phalnikar, 2005)
12
Key Supporting Reading
Eckardt, Frank, 2005, In Search for Meaning: Berlin as National Capital and Global
City, Journal of Contemporary European Studies, Volume 13, Issue 2 August 2005,
pages 189 – 201 – sourced at
http://www.informaworld.com/smpp/content~content=a723852274~db=all~order=
page
Davidson, R. and Cope, B., 2003, Introduction to business travel, from Davidson, R.
and Cope, B., Business Travel, Prentice Hall, Harlow:
Chapter 1, pp 1-29.
http://www.gcal.ac.uk/library/digitisation_archive/07_08/MLLSM04/MLLSM04_64094
.pdf
Background
Law, Christopher M., 1993, "Organization and funding" from Law, C M.,
Urban
tourism
pp.143-153,
Mansell
Publishing
Limited
http://www.gcal.ac.uk/library/digitisation_archive/07_08/MLLSM04/MLLSM04_64093
.pdf
References
Atkins, Ralph, 2005, The Free trade challenge for German trade fairs, Financial
Times, August 24, downloaded from www.ft.com
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region and a city: Applying a Brand Box Model, Journal of Brand Management,
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Euromonitor, 2003, European Business Travel - Europe - The German Business
Travel Market - December (see GMID)
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convention and visitors' bureaux in destination planning and product development: a
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accessed
at
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saliency of organic images. Journal of Product and Brand Management, 13(1), pp. 614
Hankinson, G., 2005, Destination brand images: a business tourism perspective.
Journal of Services Marketing, 19(1), pp. 24-32.
Kazakina , K, 2008, Minks, Skinny Jeans Mingle at Berlin's Hot Galleries: Art News,
2008
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http://www.bloomberg.com/apps/news?pid=newsarchive&sid=afDNrngQf3Zw,
February 8, accessed 200803
Kulendran, N. and Witt, S.F., 2003. Forecasting the Demand for International
Business Tourism. Journal of Travel Research, 41(3), pp. 265-271
Messe Berlin – see website:
http://www1.messe-berlin.de/vip8_1/website/MesseBerlin/htdocs/www.messeberlin/index_e.html
Oppermann, M. 1996, Convention destination images: analysis of association
meeting planners' perceptions, Tourism Management, vol. 17, no. 3, pp. 175-182.
Oppermann, M. & Chon, K. 1997, Convention participation decision-making process,
Annals of Tourism Research, vol. 24, no. 1, pp. 178-191.
Phalnikar, Sonia, 2005, Berlin's English Problem, Deutsche Welle, 7 February,
Sourced at
www.dw-world.de/dw/article/0,2144,1478987,00.html 20080203
Sudjic, D, 2006, German cities: Success beyond Growth?, Urban Age, Sourced at
http://www.urban-age.net/03_conferences/conf_halle.htmlprocess, accessed
20080315
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Appendices
Appendix 1: The nature of Conference decision-making process, Oppermann
and Chon, 1999
15
Appendix 2: Berlin Partner International Cities
City
Date Link Formally Established
Los Angeles
27 June 1967
Paris
02 July 1987
Madrid
04 November 1988
Istanbul
17 November 1989
Moscow
12 November 1990
Warsaw
12 August 1991
Budapest
14 December 1991
Brussels
01 June 1992
Jakarta
22 April 1993
Tashkent
30 April 1993
Mexico City
01 September 1993
Beijing
05 April 1994
Tokyo
14 May 1994
Buenos Aires 19 May 1994
Prague
10 June 1995
Windhoek
06 July 2000
London
10 October 2000
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Appendix 3: Air transport links
Berlin’s three airports handled over 20 million passengers in 2007 and served 173
destinations
(01/2008)
-128
of
them
in
Europe
(http://en.wikipedia.org/wiki/Berlin#Transport)
Cities outside Germany with direct flights to Berlin (not Air Berlin), 2002
Amsterdam, Ankara, Athens, Barcelona, Basel, Birmingham, Brussels, Bucharest,
Copenhagen,
Geneva,
Helsinki,
Istanbul,
Kiev,
Lisbon,
London
(City/Heathrow/Stansted),
Lyon,
Madrid,
Malaga,
Manchester,
Milan
(Malpensa/Linate), Moscow, Paris, Prague, Sofia, Stockholm, St Petersburg,
Stuttgart, Tel Aviv, Thessaloniki, Venice, Vienna, Vilnius, Warsaw, Zabgreb, Zurich.
Source: http://www.efa2002.org/index.html?flights.html 20080317
As from start 2008 Lufthansa offers the fasted London-Berlin flights (Tegel to
Docklands) – twice daily in winter and three times per day in the summer.
The city’s airports have other international destinations though, naturally, these vary
over time. There were a number of American links before 9/11, which were
subsequently closed as a consequence of the terrorism. However, by summer 2005
both Continental and Delta Airlines offered flights between New York and BerlinTegel. Direct flight to Bangkok and to Doha (Qatar Airways) advertised in March
2008 (http://www.berlinairport.de/EN/ReisendeUndBesucher/Reiseplanung/Flugplanung/suche.php?direction
=BW&airport=ber)
Currently (2008) Air Berlin, the major European budget airline flies to the following
major European Cities (currently from Berlin-Tegel): - Barcelona, Copenhagen,
Gothenburg, London-Stansted, Milan, Rome, Stockholm, Vienna and Zurich. Source
http://www.airberlin.com/site/aboutdata.php?LANG=eng 20080317. LTU, which is
part of the Air Berlin Group, opened the door to Asia by adding Bangkok to its flight
schedule. LTU other long-haul routes include the Dominican Republic (Punta Cana)
and Cuba (Varadero).
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Appendix 4: Berlin Tourists 2007
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Appendix 5: National Tourism Promotion Priorities
Key points that the German National Tourist Board announced in 2007 as
directing their marketing strategies were :
1. The international image of Germany will become more closely associated with
the image of Germany as a travel destination.
2. The main impetus for the growth of tourism in Germany comes from abroad:
faster growth in international arrivals than the European average must be
achieved
3. A core task in future is to create an integrated network of air, rail and road
transport.
4. Germany as a travel destination must secure its market leadership in the
business travel sector against competition from Asia and actively exploit the
country‘s advantages.
5. Germany must exploit the opportunities arising from the changing global
demographic structures in the industrial nations for more international trips to
Germany whilst maintaining its leadership in the domestic market.
6. Germany must build on its position as the second most important cultural
destination for Europeans in the global market and emphasise its strengths in
the diversity and uniqueness of its attractions.
7. All aspects of health & fitness from spa breaks to wellness must be actively
integrated into the marketing of Germany as a travel destination.
8. The challenges of global climate change must be considered in the
development of tourism products and services.
9. Germany‘s tourism destinations will have to become even more international
in future and invest in international marketing activities.
10. The use of all available sales channels (multi-channelling) is the key to
success for marketing Germany as a travel destination to customers around
the world.
Source: German National Tourist Board, Annual report, 2007, section: The
Importance of Tourism, download from http://www.germanytourism.co.uk/EGB/about_us/annual_report.htm (page 181)
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Appendix 6: Berlin Convention Centre Web presence, December 2008 Sitemap
* Home
* About us
o About us
o Our service
o The Team
o Where you can meet us
o Publications/Downloads
o Souvenirs
o Jobs/Applications
* Convention & Meeting planning
o Convention- & Meeting planning
o Convention Centres
o Locations
o Hotels
o Service partner
o Accompanying programmes
o Pre- und Post-Convention Tours
o Berlin WelcomeCard
o Convention highlights 2008-2010
o Inquiry form
* Convention contingents
o Convention contingents
* Incentives
o Incentives
o Incentive ideas
o Incentive providers
* Berlin facts
o Berlin facts
o Transport links
o Tourist information
o Event Calendar
o Restaurants
o Facts + Figures
o Online city map
o Picture Service
o Science Locations
o VAT/TAX
* News
o News
o Berlin Convention News
o Berlin Convention Office press releases
o Berlin Tourismus Marketing press releases
o Cooperation opportunities
o Convention statistics
o Meeting Place Berlin
o Newsletter
* Interesting links
o Interesting links
o Berlin links
o Associations & Organisations
o co-opertion partner
* Search
* Berlin Picture Service
* Imprint
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* Sitemap
* Service hotline
* Contact
(Source: http://www.visitberlin.de/bco/index.php?id=80&L=1, December 2008)
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