n, Soteriades & Dimou (2011) in an article titled “Special Events: Framework for Efficient Management” also designed a framework for events ‘overall planning. Efficiency means having a comprehensive approach to influence all parameters and factors considered as being crucial for events success. A strategic plan is needed in order to consistently ensure higher standards of event product delivery and to appeal to ever more demanding customers. (Soteriades & Dimou (2011).

More recently, Shone & Parry added that “Planning is the process by which the manager or organiser looks towards the event to discover what various courses of action are available to arrange it, and which course of action would be best”.

Figure 4: Authors ‘work, Source: Shone & Parry, 2019

By analysing the planning process of the relevant literature mentioned above, it is noted that proper planning is essential to ensure the success of any event. All three planning processes are intended to aid destination managers and tourism policymakers in adopting an integrated approach to events tourism (Soteriades & Dimou, 2011) and can be used to refine future event tourism development efforts (Bowdin et al. 2011).

An example of a successful strategic planning can be the 2012 Summer Olympic Games in London. According to Visit Britain, “between July and September 2012 the UK welcomed 8.9milion visits from overseas, with overseas visitors spending £6.4 billion in the country. With the positive economic gain, destination image and reputation of Britain after the 2012 Games, Visit Britain launched a destination marketing campaign, “Great Britain”, highlighting the best of Britain by promoting culture, heritage, field and sport. The aim was to turn spectators into visitors. According to Dawe, Chief Executive of Visit Britain stated that “From the moment the bin was won, our intention was not just to pro