Rodnim Events ACCA SBL Preseen – December 2024

SBL Insider: How Rodnim is Redefining Success in a Competitive Market

Preparing for the ACCA Strategic Business Leader (SBL) exam requires candidates to possess not only a solid grasp of strategic frameworks but also the ability to apply them in real-world contexts. The pre-seen material for the December 2024 sitting revolves around Rodnim Events, a small but ambitious events management business operating in Harland.

This document provides a detailed analysis of the pre-seen material, offering insights into the strategic position, operational challenges, and opportunities for Rodnim. The key objectives of this deep-dive are to:

1. Enhance Contextual Understanding: Equip candidates with a thorough understanding of Rodnim’s business environment and industry-specific challenges.
2. Bridge Theory and Practice: Facilitate the application of theoretical frameworks to the company’s real-world scenarios, sharpening decision-making skills.
3. Optimise Exam Performance: Support candidates in identifying potential exam themes, improving time management, and boosting confidence during the exam.

Key aspects analysed in this document include Rodnim’s operational model, competitive environment, and strategic options. Candidates are encouraged to read this document critically and relate its contents to the exam tasks.

Area 1 – Company Introduction

What Does the Company Do?

Rodnim Events is an events management company based in Harland, specialising in organising and delivering corporate and private events. Established six years ago, the company manages a wide variety of events, including:

• Corporate Events: Conferences, festivals, and music concerts.
• Private Events: Weddings, birthdays, and other celebrations.
• Virtual Events: A growing trend within the industry, particularly popular for conferences and workshops.

Rodnim focuses on providing high-quality services that meet client objectives, ensuring events run smoothly and successfully. The company’s emphasis on professionalism and innovation helps it stand out in the competitive Harland market.

Location of the Company

Rodnim operates from a single office in Harland’s capital city. This centralised location allows it to serve clients across the country while maintaining close proximity to key stakeholders, including suppliers, venues, and large corporate clients.

Corporate Status and Ownership

Rodnim is a partnership, owned equally by its two founders:

• Amanda Hope: Responsible for overseeing the event programme.
• Saffy Dubois: Leads marketing and customer service efforts.

The partnership structure allows Amanda and Saffy to retain full control over strategic decisions. However, it also exposes them to unlimited liability, making risk management critical for long-term sustainability.

Capital Structure and Sources of Financing

Rodnim operates without external equity financing, relying on:

• Personal Investment: Initial funding from the founders.
• Internal Revenue Generation: Fee income from managed events forms the core of Rodnim’s financial structure.
• Lean Financial Model: The company’s small size and partnership structure keep its operating model agile but may limit access to growth capital.

This capital structure enables control but may hinder scalability and the ability to compete with larger players in the market.

Performance insights

Overall Performance Overview

Rodnim’s performance reflects its focus on corporate and private events, which generate most of its income. Key performance highlights include:

Fee Income:

• Rodnim has shown steady growth in fee income, driven primarily by corporate clients.
• Events such as conferences and music concerts account for the bulk of revenue.

Tender Success Rate:

• In 20X3, Rodnim achieved a 45% success rate in corporate tenders, a slight improvement from the previous year.
• A significant portion of its corporate clients is acquired through the tendering process.

Client Satisfaction:

• Net Promoter Scores (NPS) have declined from 9.1 in 20X1 to 7.5 in 20X3, signalling a potential need to address client expectations and service quality.

Operational Efficiency:

• Use of integrated systems (event planning, ticketing, and marketing) streamlines operations.
• Despite efficiency gains, reliance on temporary staff introduces variability in service delivery.

Revenue

Rodnim generates its revenue primarily through the fees charged for managing corporate and private events. The revenue model reflects both the variety of events managed and the growing demand within the Harland events management industry.

Revenue Streams

• Corporate Events:
  • Corporate clients form the largest revenue stream for Rodnim, with events such as conferences, music concerts, and festivals.
  • These events are high-value contracts, often acquired through competitive tendering.
  • The fee structure is typically negotiated on a fixed-fee basis for private events or as a percentage (35%-40%) of ticket sales for public events.

• Private Events:
  • Weddings, birthday parties, and other personal celebrations contribute a smaller portion to Rodnim’s total income.
  • These events are priced based on individual client requirements, offering less scalability compared to corporate contracts.

• Virtual Events:
  • This growing segment, driven by advancements in technology, offers Rodnim an opportunity to diversify its revenue streams.
  • While currently contributing a small percentage, virtual events represent a strategic growth area, particularly with increased government interest in virtual conferences.

Revenue Performance

• Year-on-Year Growth: Rodnim has achieved consistent fee income growth since its inception, with corporate clients being the key driver.
• 20X3 Revenue Data: Corporate events accounted for the majority of fee income, reflecting the industry trend in Harland, where 73% of fee income is generated by corporate clients.

Customer Base

Rodnim’s customer base is diverse, segmented across three main categories: corporate, private, and public sector clients. Each client group has distinct needs and expectations, influencing Rodnim’s approach to service delivery.

1. Corporate Clients (Major Revenue Driver)

• Composition:
  • These clients include businesses, multinational corporations, and industry associations hosting conferences, music concerts, and festivals.
• Characteristics:
  • High revenue potential per client due to the scale and complexity of events.
  • Expectations include innovative and creative event management solutions tailored to their strategic goals.
• Challenges:
  • Competitive tendering processes make client retention a priority.
  • A declining Net Promoter Score (NPS) indicates potential dissatisfaction, requiring targeted improvement efforts.

2. Private Clients (Supplementary Revenue)

• Composition:
  • Individual clients hosting weddings, parties, and private celebrations.
• Characteristics:
  • Smaller scale and lower complexity compared to corporate events.
  • Tend to demand a highly personalised approach, focusing on aesthetics and attention to detail.
• Challenges:
  • Private events represent a small portion of total income and lack scalability.
  • Growth in this segment has stagnated over the past five years, highlighting limited market potential.

3. Public Sector Clients (Emerging Opportunity)

• Composition:
  • Government departments and public organisations hosting national festivals, sports events, and virtual conferences.
• Characteristics:
  • Increased demand for virtual events aligns with Rodnim’s capabilities.
  • Public sector clients value compliance, cost-efficiency, and alignment with regulatory standards.
• Challenges:
  • Public sector contracts are often awarded based on strict budget constraints and require compliance with regulatory and reporting standards.

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Summary of Revenue and Customer Insights

• Revenue:
  • Corporate events dominate, aligning with broader industry trends.
  • Virtual events present an opportunity for growth but require further investment in technology and client engagement.
  • Private events remain a small but stable source of revenue.
• Customer Base:
  • Corporate clients are key to Rodnim’s business, demanding sustained innovation and strong relationship management.
  • The private client segment offers limited scalability, while the public sector represents an underutilised growth opportunity.

Increase in Active Customers

Rodnim has seen a gradual increase in its active customer base over the years, particularly among corporate clients. This growth is driven by its strategic focus on high-value contracts, consistent tendering success, and the growing demand for professionally managed events in Harland.

Factors Contributing to Growth in Active Customers

1. Corporate Client Retention and Acquisition:
   • Rodnim’s tender success rate improved marginally in 20X3 to 45%, reflecting its ability to secure new contracts while retaining existing clients.
   • Repeat business and word-of-mouth referrals from satisfied corporate clients have been key drivers of customer growth.
2. Diverse Service Offerings:
   • The addition of virtual events to Rodnim’s portfolio has attracted a new segment of customers, particularly within the public sector.
   • Tailored solutions for private and corporate events help cater to a wide range of client needs, encouraging repeat engagements.
3. Market Dynamics:
   • The Harland events management industry is experiencing an 11% annual growth in revenue, providing a favourable environment for client acquisition.
   • Rodnim has successfully positioned itself as a reliable partner for corporate clients looking for high-quality event management services.
4. Use of Technology:
   • Advanced event planning systems, integrated marketing tools, and data analytics enable Rodnim to personalise services and improve client engagement, fostering long-term relationships.

Challenges Associated with Increasing Customers

1. Service Quality:
   • The Net Promoter Score (NPS) decline from 9.1 in 20X1 to 7.5 in 20X3 suggests that while the number of clients is increasing, satisfaction levels are falling. This could lead to higher churn rates if not addressed.
   • Scaling operations to meet the needs of a growing customer base without compromising quality will be critical.
2. Resource Constraints:
   • Rodnim’s reliance on temporary staff for event execution introduces variability in service delivery, which may affect customer satisfaction as the client base grows.
3. Competitive Pressure:
   • Larger competitors dominate 74% of the market in Harland, making client acquisition and retention increasingly challenging.

Strategies to Sustain and Manage Growth in Active Customers

1. Enhance Client Experience:
   • Implement targeted initiatives to improve satisfaction, such as feedback-driven service enhancements and loyalty programmes.
   • Use data analytics to anticipate and address client needs more proactively.
2. Invest in Capacity Building:
   • Expand the team with full-time staff to reduce over-reliance on temporary workers.
   • Leverage partnerships with complementary businesses to strengthen operational capacity.
3. Focus on Differentiation:
   • Strengthen Rodnim’s value proposition by offering innovative and sustainable solutions that resonate with both corporate and public sector clients.
   • Position the company as a leader in virtual and hybrid events, capitalising on growing market trends.

Summary of Active Customer Growth

The increase in active customers is a positive indicator of Rodnim’s market positioning and growth potential. However, declining client satisfaction and operational challenges must be addressed to ensure sustainable growth. By focusing on enhancing service quality and operational efficiency, Rodnim can continue to expand its customer base while maintaining loyalty and reputation.

Percentage of Revenue Per Service

Rodnim’s revenue is derived from various types of events, reflecting the trends and dynamics of the broader Harland events management industry. The breakdown of revenue by event type highlights key areas of focus for the company.

Industry-Level Revenue Breakdown (20X3)

The Harland events management industry generates fee income across several categories of events, which can be summarised as follows:

Rodnim’s revenue distribution is expected to mirror these industry trends, as its primary focus is on corporate events such as conferences, festivals, and music concerts.

Key Observations and Implications

Insights from Revenue Distribution

1. Revenue Concentration:
   • Rodnim’s revenue is heavily concentrated in corporate events, which aligns with the industry norm but exposes the company to risks such as economic downturns and heightened competition.
2. Growth Opportunities:
   • Virtual events represent a significant opportunity for growth, especially given the industry-wide trend of increased adoption. By investing in this segment, Rodnim can diversify its revenue streams.
   • Expanding its services in public sector events (e.g., national festivals, government conferences) could also provide a boost to revenue.
3. Private Events as a Stable Base:
   • Although private events contribute less to overall revenue, they provide a stable and predictable source of income. This segment could be enhanced with targeted marketing to attract more high-net-worth clients.

Key Takeaways and Recommendations

1. Optimise Corporate Events:
   • Continue focusing on high-revenue corporate clients but improve service quality to address declining client satisfaction.
2. Expand Virtual Event Capabilities:
   • Invest in technology and marketing to capture a larger share of the growing virtual events market.
3. Explore Public Sector Opportunities:
   • Pursue government contracts for virtual and in-person events to diversify client segments and reduce dependency on corporate clients.
4. Maintain Private Events:
   • Use private events as a supplementary revenue stream while exploring ways to increase average fees through premium services.

Business model

Rodnim Events operates as an events management company specialising in delivering high-quality, customised event solutions for corporate and private clients. Its business model is built around five key pillars: client-centric service delivery, technology integration, efficient operations, a lean organisational structure, and adaptability to industry trends.

Revenue Streams

Rodnim earns revenue primarily through:

1. Corporate Events:
   • Largest revenue driver, accounting for the majority of fee income.
   • Fees are charged based on contracts negotiated with corporate clients, typically fixed fees or percentages of ticket sales for larger events.
2. Private Events:
   • Revenue is generated from smaller-scale personal events such as weddings and birthdays, priced on a fixed-fee basis.
3. Virtual Events:
   • Growing segment, with revenue from virtual conferences and hybrid events.
   • Virtual events are cost-efficient and attract clients from both corporate and public sectors.

Value Proposition

Rodnim aims to provide value to its clients through:

Customisation	Tailored event planning and execution that meets client-specific goals
Professionalism	Commitment to delivering smooth, memorable experiences
Innovation	Integration of advanced tools, such as QR codes and live-streaming technologies, for seamless event management
Sustainability	Focus on environmentally friendly practices, aligning with client expectations and industry trends

Operational Model

Rodnim’s operations are structured around a clear event lifecycle:

1. Tendering:
   • For corporate clients, events are typically acquired through competitive tendering. The tender process involves drafting proposals, negotiating terms, and securing contracts.
2. Event Planning:
   • Includes venue sourcing, resource procurement, and scheduling.
   • Supported by robust information systems for detailed budgeting and logistical arrangements.
3. Event Execution:
   • Coordination of staff, suppliers, and venues to deliver events that meet agreed specifications.
   • Use of temporary staff ensures flexibility for varying event scales.
4. Post-Event Review:
   • Comprehensive evaluation of event success based on client feedback and performance metrics.

Key Resources

1. Human Resources:
   • A mix of full-time employees and temporary staff ensures operational flexibility and cost control.
   • The management team brings a blend of experience and new ideas to drive innovation.
2. Technology:
   • Event planning systems, ticketing solutions, and a management information system (MIS) streamline operations and improve decision-making.
3. Client Relationships:
   • Strong relationships with corporate and private clients drive repeat business and referrals.

Challenges in the Business Model

One of the primary challenges in Rodnim’s business model is its heavy dependence on corporate clients, which account for the majority of its revenue. While corporate events are lucrative, this reliance exposes the company to significant risks, particularly during economic downturns or when competing for tenders against larger players. The tendering process is highly competitive, and the inability to consistently secure contracts could disrupt cash flow and profitability. Furthermore, Rodnim’s reliance on temporary staff, while cost-efficient, introduces variability in service quality. Inconsistent performance by temporary workers could harm the company’s reputation, particularly as clients increasingly demand exceptional service and attention to detail.

The competitive pressures in Harland’s events management market further complicate Rodnim’s position. With four major players dominating 74% of the market, smaller companies like Rodnim face significant barriers to scaling and improving profitability. Larger competitors benefit from economies of scale, advanced technology, and extensive supplier networks, making it difficult for Rodnim to match their pricing strategies or operational efficiencies. Compounding this challenge, inflation and rising costs for venues, labour, and supplies increase the pressure on margins. At the same time, clients are demanding innovative and sustainable solutions, and failure to meet these expectations could result in lost opportunities, particularly in high-stakes tenders.

Another limitation in Rodnim’s business model is its narrow focus on corporate and private events, with limited diversification into newer or emerging segments such as virtual and hybrid events. While these segments are growing in popularity, they currently contribute only a small portion of revenue. Additionally, Rodnim lacks formal partnerships with venues, suppliers, or complementary businesses, which reduces its bargaining power and operational flexibility. This challenge is compounded by declining Net Promoter Scores, reflecting growing dissatisfaction among clients and a potential risk to future repeat business and referrals. Addressing these gaps is essential for Rodnim to remain competitive and capitalise on market opportunities.

Future Directions

Rodnim can enhance its business model by:

1. Investing in Technology:
   • Adopting AI and data analytics to further personalise client experiences and streamline operations.
2. Expanding Service Offerings:
   • Exploring hybrid events and niche segments such as team-building workshops or specialised training events.
3. Building Strategic Partnerships:
   • Collaborating with complementary businesses (e.g., venues, catering companies) to strengthen service delivery and improve bargaining power.

Prospects of the company

Rodnim Events operates in a dynamic and growing industry, presenting opportunities for expansion and innovation. However, the company must address operational and strategic challenges to sustain growth and remain competitive. This section outlines the key factors influencing Rodnim’s future prospects.

Industry Growth and Market Trends

1. Favourable Industry Growth:
   • The global events management industry is projected to grow by 11% annually over the next five years.
   • Harland’s market, which generated $39 billion in fees in 20X3, remains lucrative and offers opportunities for Rodnim to expand its market share.
2. Rise of Virtual and Hybrid Events:
   • Increasing demand for virtual and hybrid events provides a significant growth avenue.
   • Virtual events appeal to cost-conscious and geographically dispersed clients, particularly in the corporate and public sectors.
3. Sustainability Focus:
   • Clients are increasingly valuing environmentally sustainable event solutions, creating opportunities for Rodnim to differentiate itself.

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Strengths Supporting Growth

1. Reputation and Expertise:
   • Rodnim’s focus on high-quality service delivery and client satisfaction has helped establish its reputation in Harland’s competitive market.
2. Technological Integration:
   • Advanced tools, such as event planning systems, QR codes, and live-streaming capabilities, position Rodnim as a tech-savvy player in the industry.
3. Corporate Client Base:
   • A strong corporate client base provides recurring revenue and supports steady cash flow.

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Challenges Impacting Prospects

1. Intense Competition:
   • The Harland events management industry is dominated by four major players holding 74% of the market, making it difficult for smaller companies like Rodnim to scale.
2. Operational Limitations:
   • Reliance on temporary staff and a small management team may limit Rodnim’s ability to handle large-scale or multiple concurrent events.
   • Declining Net Promoter Scores (NPS) indicate potential dissatisfaction among clients, which could harm repeat business.
3. Economic Risks:
   • Harland’s worsening economic conditions, including inflation and rising interest rates, could reduce demand for both corporate and private events.

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Opportunities for Future Growth

1. Expansion into Public Sector Events:
   • The public sector’s increasing engagement with virtual events and large-scale conferences presents untapped potential for Rodnim.
2. Geographic Expansion:
   • Targeting underserved regions within Harland or neighbouring countries could diversify revenue streams and reduce dependency on the capital city.
3. Innovative Service Offerings:
   • Introducing hybrid events and AI-powered data insights for event planning can attract tech-forward clients.
   • Expanding into related services, such as corporate training or team-building activities, could generate additional revenue.

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Strategic Recommendations

1. Invest in Technology:
   • Strengthen virtual and hybrid event capabilities by upgrading current systems and exploring AI-driven solutions for personalisation and efficiency.
2. Focus on Client Retention:
   • Enhance client satisfaction through tailored services, feedback-driven improvements, and loyalty programmes.
3. Build Strategic Alliances:
   • Partner with complementary businesses (e.g., venues, catering, or AV service providers) to enhance service offerings and increase bargaining power.
4. Address Operational Challenges:
   • Expand the full-time workforce to reduce dependency on temporary staff and improve service consistency.
   • Formalise processes for risk management and quality control to maintain high standards as the company grows.

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Long-Term Outlook

Rodnim Events has strong prospects for growth if it can leverage its strengths and adapt to industry trends. By addressing operational limitations and capitalising on opportunities in virtual events and public sector contracts, the company can achieve sustainable expansion and enhance its competitive position in the Harland market.

Key Players and Market Structure

Harland Events Management Industry Overview

The events management industry in Harland is both lucrative and competitive, with significant opportunities for companies that can innovate and differentiate their services. The market is characterised by a clear dominance of a few major players and a large number of smaller firms catering to niche segments.

Key Players in the Market

1. Major Competitors:
   • Four large companies dominate approximately 74% of the market share (measured by fee income). These companies typically operate on a national and international scale, leveraging economies of scale and extensive networks.
   • These players focus on high-value events such as music concerts, festivals, and conferences and have established reputations, advanced technologies, and access to premium venues.
2. Smaller Events Management Companies:
   • The remaining 26% of the market is divided among smaller businesses like Rodnim, which often operate locally or regionally.
   • These businesses focus on private events, small-scale corporate events, or specific niches such as sports events or virtual conferences.
3. Public Sector Involvement:
   • Government agencies and public sector organisations play a dual role:
     • As clients for large-scale national events and virtual conferences.
     • As regulators influencing industry standards and compliance requirements.
4. Technology Partners and Suppliers:
   • Companies providing event-related technology, such as ticketing systems, live-streaming platforms, and data analytics tools, are key stakeholders in the industry.

Market Structure

The Harland events management industry operates as an oligopoly:

• Dominance of a Few Large Players:
  • The top four companies’ collective control of the market creates high barriers to entry for new firms.
  • These players compete fiercely on pricing, innovation, and quality, driving up the industry standards.
• Fragmented Lower Tier:
  • Smaller companies, including Rodnim, operate in a fragmented market segment, focusing on service differentiation and building strong client relationships.
• Competitive Dynamics:
  • Larger players have access to resources, technology, and networks that smaller firms often lack.
  • Smaller players can leverage agility, personalisation, and niche specialisation to compete effectively.

Rodnim’s Position in the Market

1. Competitive Advantages:
   • Rodnim’s focus on high-quality service and innovative use of technology helps it stand out in its segment.
   • Its reputation and expertise in managing corporate and private events allow it to compete with smaller and mid-sized firms.
2. Limitations:
   • Limited scale and resources restrict its ability to compete with larger players in terms of pricing and service breadth.
   • The lack of formal partnerships or strategic alliances reduces its market leverage.

Challenges in the Market Structure

1. High Competition:
   • Smaller companies face intense competition from both large players and other small firms, particularly in securing corporate clients through tenders.
2. Client Expectations:
   • Increasing demands for creative, sustainable, and technology-driven solutions require continuous innovation.
3. Economic Pressures:
   • Inflation, rising interest rates, and potential reductions in client budgets could lead to reduced demand for events.

Strategic Recommendations

1. Focus on Differentiation:
   • Strengthen Rodnim’s unique selling points (USPs), such as sustainability initiatives and personalised service.
2. Build Partnerships:
   • Establish alliances with suppliers, venues, and complementary businesses to enhance competitiveness.
3. Leverage Technology:
   • Invest in advanced tools like AI-driven analytics and hybrid event platforms to meet evolving client needs.

Summary of Key Players and Market Structure

Rodnim operates in a highly competitive and structured market dominated by large firms, with smaller players like itself targeting niche opportunities. To thrive, Rodnim must focus on differentiation, innovation, and strategic alliances to carve out a sustainable position within the Harland market.

Sales and Distribution Channels

Rodnim Events relies on a combination of direct engagement, digital platforms, and strategic networking to attract and retain clients. Its sales and distribution channels are designed to reach both corporate and private customers effectively while leveraging technology to streamline operations.

Direct Sales Channels

Direct Sales:

• Corporate Clients:
  • Rodnim actively participates in tendering processes for corporate events, which are a significant source of revenue.
  • The tendering process involves submitting proposals detailing services, pricing, and innovative ideas to secure contracts.
• Private Clients:
  • Direct interactions with private clients involve customised consultations to understand and meet their specific requirements.

Digital Marketing:

• Website:
  • Rodnim’s website acts as a central hub, providing information about its services, upcoming events, and company philosophy.
  • It also enables potential clients to contact the company and submit enquiries online.
• Social Media:
  • Social media platforms are used to promote events, share client testimonials, and highlight Rodnim’s expertise in the events management industry.
• Email Campaigns:
  • Email marketing campaigns target corporate and private clients to announce services, share updates, and highlight success stories.

Referrals and Word of Mouth:

• Repeat business and client referrals are critical sales channels, especially given Rodnim’s reputation for high-quality service.
• Satisfied clients, particularly in the corporate segment, contribute to new business opportunities through endorsements.

Distribution Channels

Event Delivery:

• Rodnim’s event delivery is hands-on, with dedicated teams managing the planning, coordination, and execution stages.
• The use of temporary staff enables flexibility in scaling operations for events of varying sizes.

Ticketing System:

• Rodnim employs a bespoke ticketing system that integrates with a mobile app. Features include:
  • Online registration and payment processing.
  • Digital tickets with QR codes for seamless venue access.
  • Seating allocation for events requiring assigned seating.

Virtual and Hybrid Platforms:

• For virtual and hybrid events, Rodnim leverages live-streaming technology to expand its geographic reach and cater to clients preferring online solutions.
• These platforms also enable interaction between participants and organisers, enhancing the event experience.

Challenges in Sales and Distribution

1. Tendering Competition:
   • The corporate tendering process is highly competitive, requiring continuous innovation and competitive pricing to secure contracts.
2. Client Retention:
   • Declining Net Promoter Scores (NPS) indicate challenges in maintaining client satisfaction, which could impact referrals and repeat business.
3. Technology Dependency:
   • Reliance on digital systems for ticketing and virtual events poses risks related to cybersecurity and system outages.

Recommendations for Enhancing Sales and Distribution

1. Strengthen Digital Presence:
   • Invest in search engine optimisation (SEO) for the website and targeted advertising on social media to attract new clients.
   • Use data analytics to track client engagement and optimise marketing campaigns.
2. Diversify Sales Channels:
   • Develop partnerships with complementary businesses such as venues and catering companies to access their client networks.
   • Offer loyalty programmes or discounted packages to encourage repeat business from corporate clients.
3. Optimise Distribution Systems:
   • Expand the functionality of the ticketing system to include post-event feedback collection and personalised event recommendations.
   • Enhance the capacity of virtual platforms to handle larger audiences and improve interactivity.

Conclusion

Rodnim’s sales and distribution channels effectively leverage direct engagement, digital tools, and client referrals to drive business. However, improvements in client satisfaction, digital marketing, and virtual event capabilities will be key to sustaining and growing these channels in an increasingly competitive market.

Area 2 – Governing Body and Ownership of the Company

Governing Body: Management Team

Rodnim’s governance and management structure are relatively straightforward, reflecting its status as a small business operating as a partnership. The management team consists of the two founding partners and three key managers. This structure ensures direct control and agility in decision-making.

Key Members of the Management Team:

1. Amanda Hope (Managing Partner):
   • Oversees the strategic direction and event programme management.
   • Responsible for business planning and corporate tendering processes.
2. Saffy Dubois (Managing Partner):
   • Focuses on marketing activities, client liaison, and website management.
   • Drives customer engagement and brand positioning.
3. Mirza Hosni (Head of Event Planning):
   • Joined three years ago with 20+ years of industry experience.
   • Manages scheduling, venue sourcing, and procurement for events.
4. Dika Nkosi (Head of Event Delivery):
   • A recent graduate responsible for project management and event coordination.
   • Handles on-ground execution and supplier management.
5. Jimmy Atros (Head of Business Support):
   • A qualified accountant with a focus on financial control, HR management, and IT systems.
   • Provides key support in analytics and operational reporting.

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Governance Practices

• Centralised Decision-Making:
  • Amanda and Saffy maintain ultimate authority over strategic decisions, ensuring alignment with the company’s mission and goals.
  • This hands-on approach helps maintain a consistent standard of service but may limit scalability.
• Team Collaboration:
  • The management team collaborates across functions to ensure seamless planning, delivery, and post-event analysis.
  • Cross-functional coordination allows the team to tackle operational challenges effectively.
• Governance Gaps:
  • Lack of external oversight or an independent board of directors limits objective scrutiny.
  • Absence of formalised policies for stakeholder engagement and risk management may increase vulnerability as the business grows.

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Effectiveness of the Governing Body

Strengths:

1. Experienced Leadership:
   • Amanda and Saffy bring industry-specific expertise and a clear vision for Rodnim’s growth.
2. Efficient Structure:
   • The lean structure ensures quick decision-making and agility in responding to client needs.
3. Dedicated Functional Roles:
   • The division of responsibilities among the management team supports efficient operations and accountability.

Weaknesses:

1. Overreliance on Founders:
   • Centralised control limits the ability to delegate and scale operations effectively.
2. Limited Strategic Oversight:
   • The absence of external advisors or an independent governance framework restricts long-term planning and risk mitigation.

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Recommendations for Governance Improvement

1. Introduce Advisory Support:
   • Engage external advisors or create an informal advisory board to provide strategic input and identify growth opportunities.
2. Formalise Risk Management:
   • Implement structured risk assessment and mitigation processes to address key operational, financial, and compliance risks.
3. Delegate Authority:
   • Empower the management team with greater decision-making responsibilities to reduce the dependency on Amanda and Saffy.

Area 3 – Ethics and Corporate Social Responsibility

Rodnim Events operates in a competitive industry where ethical practices and corporate social responsibility (CSR) are becoming increasingly important. As clients and stakeholders demand higher standards of sustainability, transparency, and accountability, Rodnim must ensure its operations align with these expectations.

Main Ethical Threats

Client Satisfaction and Overpromising:

• Declining Net Promoter Scores (NPS) suggest a gap between client expectations and service delivery.
  • There is a risk of overpromising in tenders to secure contracts, potentially leading to compromised quality or unmet client needs.

Data Privacy and Cybersecurity:

• Rodnim’s reliance on technology for ticketing, planning, and marketing exposes sensitive client and attendee data to potential breaches.
  • A cyberattack could harm its reputation and result in legal liabilities.

Treatment of Temporary Staff:

• The company’s heavy dependence on temporary workers raises concerns about fair wages, working conditions, and compliance with labour laws.
  • Any lapse in employee rights could lead to disputes or reputational damage.

Environmental Sustainability:

• Events inherently consume resources and generate waste, which can conflict with growing client and public expectations for sustainability.
  • Rodnim’s environmental impact may affect its appeal to eco-conscious clients.

Environmental, Social, and Technological Risks

Environmental Risks:

• Climate Change: Unpredictable weather patterns could lead to event cancellations or delays, particularly for outdoor events.
  • Resource Consumption: High energy usage and waste generation could harm Rodnim’s reputation unless mitigated.

Social Risks:

• Client Expectations: Increasing demand for creative and innovative events puts pressure on Rodnim to continuously improve.
  • Employee Welfare: Ensuring fair treatment and motivation for temporary staff is critical for maintaining service quality.

Technological Risks:

• Cybersecurity: Growing reliance on digital tools increases vulnerability to cyberattacks and data breaches.
  • Technology Obsolescence: Failure to adopt emerging technologies like AI or hybrid event platforms could reduce competitiveness.

Corporate Social Responsibility (CSR) Practices

Rodnim’s strategic aims reflect its commitment to CSR:

1. Sustainability:
   • Operating in an environmentally sustainable manner is a stated priority. This includes exploring methods to reduce waste, improve energy efficiency, and recycle event materials.
2. Ethical Business Culture:
   • Rodnim fosters an open and respectful work environment, promoting integrity in its dealings with clients, staff, and suppliers.
3. Community Engagement:
   • Although not explicitly stated, smaller businesses like Rodnim often have opportunities to support local communities through events or partnerships, enhancing their public image.

Recommendations for Strengthening Ethics and CSR

1. Enhance Sustainability Practices:
   • Introduce clear environmental goals, such as reducing event waste and increasing the use of eco-friendly materials.
   • Partner with green suppliers and venues to strengthen its sustainability profile.
2. Prioritise Data Security:
   • Invest in cybersecurity systems to protect client and attendee data, and provide regular training to staff on data protection policies.
3. Formalise Temporary Staff Policies:
   • Develop clear policies on fair treatment, wages, and working conditions for temporary employees.
   • Implement feedback mechanisms to ensure consistent service quality.
4. Client Transparency:
   • Manage client expectations by setting realistic deliverables and maintaining open communication throughout the event lifecycle.

Conclusion

Ethics and CSR are essential for Rodnim’s long-term success. By addressing ethical threats and embracing sustainable practices, Rodnim can strengthen client relationships, enhance its reputation, and differentiate itself in Harland’s competitive events management industry.

Area 4 – PEST analysis

The PEST framework analyses the Political, Economic, Social, and Technological factors that influence Rodnim Events and the broader events management industry in Harland.

Political Factors

1. Regulations and Compliance:
   • Harland has stringent health and safety regulations, requiring events management businesses to adhere to high compliance standards.
   • Data protection laws are becoming increasingly strict, necessitating robust cybersecurity measures.
   • Labour laws emphasising employee rights create additional obligations, particularly for managing temporary staff.
2. Government Support:
   • The government’s engagement with virtual and hybrid events presents growth opportunities, especially in public sector contracts.
   • Policy incentives for sustainable business practices could benefit Rodnim if it adopts eco-friendly measures.

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Economic Factors

1. Economic Conditions in Harland:
   • Harland’s prosperous and advanced economy provides a strong client base for corporate and private events.
   • However, high inflation and rising interest rates pose risks by increasing costs and reducing discretionary spending on events.
2. Industry Growth:
   • The global events industry is projected to grow by 11% annually, offering long-term opportunities for Rodnim to expand its market share.
3. Corporate Budgets and Client Spend:
   • Corporate clients’ budgets are key drivers of revenue; economic downturns could limit their spending on events.

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Social Factors

1. Changing Client Preferences:
   • Corporate and private clients increasingly demand innovative, memorable, and personalised event experiences.
   • Eco-consciousness is on the rise, with clients expecting sustainable practices in event management.
2. Demographic Trends:
   • Younger audiences and professionals are driving demand for technologically advanced, interactive, and hybrid events.
   • Private events like weddings remain culturally significant, providing a stable market segment.
3. Public Sector Influence:
   • Public sector clients require cost-effective and compliant event management solutions, including virtual conferences and national festivals.

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Technological Factors

1. Innovation and Adoption:
   • Technologies such as AI, QR codes, live-streaming, and navigation apps are reshaping event management practices.
   • Rodnim’s use of these tools enhances its operational efficiency and client experience.
2. Cybersecurity Concerns:
   • Reliance on digital platforms for planning, ticketing, and marketing exposes Rodnim to risks of cyberattacks and data breaches.
3. Hybrid and Virtual Events:
   • The growing popularity of virtual and hybrid events expands Rodnim’s market reach but requires continuous investment in technology.

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Summary of PEST Analysis

1. Opportunities:
   • Expansion into public sector contracts, particularly virtual events.
   • Adoption of eco-friendly practices to align with client expectations and government incentives.
   • Leveraging technology to enhance client satisfaction and reduce operational costs.
2. Threats:
   • Rising costs due to inflation and regulatory compliance.
   • Competitive pressures from large players with advanced technology and economies of scale.
   • Cybersecurity risks impacting reputation and client trust.

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Rodnim’s ability to navigate the PEST factors will determine its success in capitalising on opportunities while mitigating external threats. By embracing sustainability, investing in technology, and aligning with client preferences, the company can secure its competitive position in the Harland events management industry.

Area 5 – Ansoff’s Matrix

Ansoff’s Matrix provides a framework for evaluating Rodnim Events’ strategic growth options by exploring market and product dimensions. This analysis identifies opportunities for Rodnim to expand its client base and service offerings.

1. Market Penetration

Strategy:

• Focus on increasing market share within existing markets by enhancing client satisfaction and retention.
• Improve tender success rates through competitive pricing and innovative proposals.
• Expand marketing efforts to highlight Rodnim’s strengths, such as high-quality service and technological capabilities.

Opportunities:

• Deepen relationships with corporate clients, who form the majority of Rodnim’s revenue base.
• Target repeat business and referrals by addressing declining Net Promoter Scores (NPS).

Risks:

• Heavy competition from larger players limits the potential for significant gains.
• Overdependence on existing markets increases vulnerability to economic downturns.

2. Market Development

Strategy:

• Target new geographic regions within Harland, particularly underserved areas, to expand the client base.
• Pursue public sector opportunities, such as government-led virtual conferences and national events.

Opportunities:

• Diversifying the client portfolio reduces dependence on corporate clients.
• Expanding into new regions leverages Rodnim’s operational expertise and reputation.

Risks:

• Entering new markets requires additional resources, such as marketing and staffing.
• Public sector contracts may have lower profit margins and stricter compliance requirements.

3. Product Development

Strategy:

• Introduce hybrid event solutions that combine physical and virtual elements to meet evolving client needs.
• Develop premium services, such as AI-driven event analytics, to personalise client experiences and gain a competitive edge.

Opportunities:

• Hybrid events appeal to both corporate and public sector clients seeking innovative solutions.
• Offering advanced analytics can position Rodnim as a leader in tech-driven event management.

Risks:

• Significant upfront investment in technology and training.
• Misalignment with client preferences could result in weak adoption of new offerings.

4. Diversification

Strategy:

• Explore adjacent markets, such as providing training workshops or team-building services for corporate clients.
• Partner with complementary businesses, such as catering or AV service providers, to offer bundled services.

Opportunities:

• Diversification reduces reliance on core revenue streams and opens new growth avenues.
• Collaboration with complementary businesses enhances Rodnim’s service portfolio and client appeal.

Risks:

• Entering unrelated markets may stretch resources and dilute focus on core competencies.
• High uncertainty in untested markets or services.

Recommendation

Rodnim should prioritise Market Penetration and Product Development as balanced strategies to drive sustainable growth:

1. Market Penetration:
   • Focus on improving client satisfaction and tender success rates.
   • Enhance digital marketing efforts to attract more corporate and private clients.
2. Product Development:
   • Invest in hybrid event solutions and advanced analytics to differentiate services.
   • Align new offerings with client needs and industry trends for maximum impact.

These strategies enable Rodnim to strengthen its core business while innovating to meet future client demands.

Area 6 – Porter’s Diamond

Porter’s Diamond framework analyses the factors that contribute to Rodnim Events’ competitive advantage within the Harland events management industry. These factors include firm-specific capabilities, market conditions, supporting industries, and external influences.

1. Factor Conditions

• Human Resources:
  • Rodnim benefits from a skilled management team with industry expertise.
  • Temporary staff provide operational flexibility but may impact service consistency.
• Technology:
  • Advanced event planning, ticketing, and marketing systems enhance operational efficiency.
  • Reliance on off-site data storage and bespoke mobile apps introduces risks of cybersecurity threats.
• Infrastructure:
  • Operating from the capital city offers proximity to clients, suppliers, and key venues.
• Challenges:
  • Rising costs for temporary staff and event resources may strain profitability.

2. Demand Conditions

• Corporate Clients:
  • Corporate events form the backbone of Rodnim’s business, driven by high client demand for conferences, music concerts, and festivals.
  • Clients increasingly expect innovative, sustainable, and tech-driven event solutions.
• Private Clients:
  • Demand for private events like weddings remains stable but offers limited growth potential.
• Public Sector:
  • Government-led virtual conferences and national events present an emerging opportunity.
• Challenges:
  • Economic pressures, such as inflation and rising interest rates, may dampen demand across all client segments.

3. Related and Supporting Industries

• Venue Partnerships:
  • Collaboration with venue operators can provide Rodnim with exclusive access to premium locations.
• Technology Providers:
  • Strong relationships with tech suppliers enhance Rodnim’s ability to deliver innovative solutions like hybrid events and live streaming.
• Complementary Services:
  • Partnerships with catering, audiovisual, and logistics providers offer opportunities for bundled services.
• Challenges:
  • Limited formal partnerships reduce bargaining power and operational synergies.

4. Firm Strategy, Structure, and Rivalry

• Strategy:
  • Rodnim’s focus on high-quality service, client satisfaction, and technology integration differentiates it from competitors.
• Structure:
  • The partnership model allows for direct control and agility but limits scalability.
• Rivalry:
  • The Harland market is dominated by four large players controlling 74% of the market, creating intense competition for smaller firms like Rodnim.
• Challenges:
  • Competing on price is difficult due to limited economies of scale.

5. Government

• Support:
  • Government initiatives promoting virtual events and sustainability align with Rodnim’s capabilities.
• Regulations:
  • Stringent health and safety, data protection, and labour laws increase compliance costs but set a high standard for quality and ethics.
• Challenges:
  • Navigating regulatory changes and maintaining compliance requires continuous investment and monitoring.

6. Chance

• Opportunities:
  • Rising popularity of virtual and hybrid events creates a new revenue stream.
  • Emerging trends in sustainability offer differentiation opportunities for environmentally conscious clients.
• Risks:
  • Economic downturns, inflation, or adverse regulatory changes could negatively impact demand.

Rodnim’s competitive advantage depends on leveraging its strengths in technology, client relationships, and service quality. Key opportunities lie in expanding virtual and hybrid event capabilities, building partnerships with supporting industries, and targeting new client segments. However, economic and regulatory challenges, combined with intense competition, require a proactive and adaptive strategy to sustain growth.

Area 7 – Porter’s Generic Strategies

Porter’s Generic Strategies framework explores how Rodnim Events can achieve competitive advantage in Harland’s events management industry. The three strategies—Cost Leadership, Differentiation, and Focus—are analysed in the context of Rodnim’s capabilities and market position.

1. Cost Leadership

Rodnim cannot effectively pursue a cost leadership strategy due to its small size and limited economies of scale. The Harland market is dominated by large players with significant resources to lower costs and undercut smaller competitors.

Limitations:

• High reliance on temporary staff increases operational variability, impacting cost efficiency.
• Customised services for corporate and private clients limit standardisation, preventing cost reductions.
• Competing on price alone would erode margins, especially in a competitive tendering process.

Conclusion: Cost leadership is not a viable strategy for Rodnim given its current scale and operating model.

2. Differentiation

Rodnim’s existing strengths align with a differentiation strategy, focusing on providing unique, high-quality services that set it apart from competitors.

Key Differentiation Factors:

1. Service Quality:
   • Emphasis on personalised, client-centric event planning and execution.
   • High standards of professionalism and attention to detail across all events.
2. Technological Integration:
   • Use of advanced tools like QR codes, event planning systems, and live-streaming platforms.
   • Potential to introduce AI-driven analytics for client insights and event personalisation.
3. Sustainability Practices:
   • Commitment to environmentally friendly operations appeals to eco-conscious clients.
   • Opportunity to partner with green suppliers to strengthen the sustainability proposition.

Benefits:

• Allows Rodnim to charge premium prices for its services.
• Builds client loyalty and enhances the company’s reputation in the market.

Challenges:

• Sustaining differentiation requires continuous investment in technology, staff training, and innovative practices.
• Larger competitors with more resources could replicate Rodnim’s differentiators.

3. Focus Strategy

Rodnim’s current approach already incorporates elements of a focus strategy by targeting specific segments and event types.

Focus Areas:

1. Corporate Events:
   • Rodnim specialises in conferences, festivals, and music concerts, aligning with its core capabilities and revenue drivers.
2. Private Events:
   • Smaller-scale private events offer a stable, albeit limited, revenue stream.
3. Virtual Events:
   • Increasing focus on virtual and hybrid events allows Rodnim to serve cost-conscious and geographically dispersed clients.

Opportunities:

• Further specialisation in niche markets, such as hybrid events, can strengthen its competitive position.
• Expanding its focus to include public sector clients aligns with growing demand for government-led virtual events.

Risks:

• Over-reliance on niche markets could limit growth potential.
• Intense competition from large players in corporate tenders may threaten market share.

Recommendation

Rodnim should pursue a Differentiation Strategy supported by a targeted Focus Strategy to sustain its competitive advantage:

1. Differentiation:
   • Continue investing in technology and sustainability to deliver innovative, high-quality services.
   • Strengthen its reputation for professionalism and customisation to build client loyalty.
2. Focus:
   • Prioritise corporate clients and hybrid events while exploring opportunities in the public sector.
   • Expand its service offerings within niche markets to enhance client appeal and revenue streams.

This dual approach allows Rodnim to leverage its strengths while addressing specific market needs, ensuring a sustainable competitive advantage.

Area 8 – Porter’s Five Forces

Porter’s Five Forces framework examines the competitive forces shaping the events management industry in Harland. Understanding these forces helps evaluate the challenges and opportunities Rodnim faces in its market.

1. Threat of New Entrants

• Barriers to Entry:
  • Established players dominate 74% of the market, creating high barriers for new entrants.
  • Significant investment in technology, branding, and client relationships is required to compete effectively.
  • Strict regulations (e.g., health and safety, data protection) increase operational complexity for new firms.
• Opportunities for Entrants:
  • Smaller niches, such as private events or virtual events, offer entry points for new businesses.
• Threat Level: Moderate
  While new entrants can disrupt niche segments, competing with established players like Rodnim requires considerable resources and expertise.

2. Bargaining Power of Suppliers

• Key Suppliers:
  • Venue operators, temporary staff agencies, and technology providers form the backbone of the supply chain.
  • Dependence on temporary staff gives suppliers moderate leverage during peak demand periods.
• Impact on Rodnim:
  • Limited formal partnerships reduce Rodnim’s bargaining power, especially with premium venues and tech providers.
• Threat Level: Moderate
  Rodnim’s reliance on external suppliers introduces vulnerabilities, especially during high-demand periods.

3. Bargaining Power of Buyers

• Corporate Clients:
  • Dominant client segment accounting for the majority of revenue, giving them significant bargaining power.
  • Tendering processes allow clients to compare multiple offers, increasing price sensitivity.
• Private Clients:
  • Lower bargaining power due to smaller budgets and less frequent engagements.
• Public Sector Clients:
  • High bargaining power due to strict cost controls and compliance requirements.
• Threat Level: High
  Rodnim’s dependency on corporate and public sector clients makes it vulnerable to price competition and shifting demands.

4. Threat of Substitutes

• Alternative Solutions:
  • Clients can organise smaller events in-house or use DIY tools, particularly for private celebrations.
  • Advances in virtual event platforms offer alternatives to traditional in-person event management.
• Impact on Rodnim:
  • Substitution risk is higher for smaller-scale events, where clients may prefer cost-effective alternatives.
• Threat Level: Moderate to High
  The availability of substitutes challenges Rodnim to offer superior value through innovation and customisation.

5. Rivalry Among Existing Competitors

• Market Dynamics:
  • Four major players dominate the Harland market, intensifying competition for smaller firms like Rodnim.
  • Price wars, tendering competition, and innovation battles are common among competitors.
• Rodnim’s Position:
  • Differentiation through quality, innovation, and sustainability helps Rodnim stand out but requires constant investment.
• Threat Level: High
  The competitive intensity in the Harland market forces smaller firms to focus on niche specialisation and client loyalty.

Summary of Five Forces

1. High Threats:
   • Bargaining power of buyers and rivalry among competitors exert significant pressure on Rodnim.
2. Moderate Threats:
   • Threat of new entrants and supplier power are manageable but require strategic planning.
3. Opportunities:
   • Differentiation and innovation can mitigate the impact of substitutes and enhance Rodnim’s market position.

Strategic Recommendations

• Strengthen Client Relationships:
  • Focus on enhancing customer loyalty through tailored solutions and exceptional service.
• Build Supplier Partnerships:
  • Form strategic alliances with key suppliers to reduce costs and improve service consistency.
• Differentiate Offerings:
  • Invest in advanced technology and sustainability practices to stand out in a crowded market.

Area 10 – SWOT

The SWOT analysis evaluates Rodnim’s internal strengths and weaknesses, as well as external opportunities and threats. This comprehensive view helps assess the company’s strategic position and potential for growth.

Strengths

1. Experienced Leadership: Amanda Hope and Saffy Dubois bring extensive industry expertise, driving strategic direction and operational efficiency.
2. Technological Integration: Use of advanced tools such as QR codes, live-streaming platforms, and data analytics enhances operational efficiency and client satisfaction.
3. Corporate Client Base: A strong focus on corporate events, which generate the majority of revenue, provides a stable and lucrative income stream.
4. Reputation for Quality: Rodnim’s emphasis on professionalism and customised service delivery has established its reputation in a competitive market.
5. Agile Operations: The company’s small size allows for flexibility and quick decision-making.

Weaknesses

1. Overdependence on Corporate Clients: Heavy reliance on corporate events exposes the company to sector-specific risks and competition in tendering.
2. Declining Client Satisfaction: A drop in Net Promoter Scores (NPS) from 9.1 in 20X1 to 7.5 in 20X3 indicates potential service quality issues.
3. Limited Scale: As a smaller player, Rodnim lacks the economies of scale and resources of its larger competitors.
4. Reliance on Temporary Staff: Dependence on temporary workers introduces variability in service quality and operational consistency.
5. Lack of Formal Partnerships: Absence of strategic alliances with venues or complementary service providers reduces market leverage.

Opportunities

1. Virtual and Hybrid Events: Rising demand for virtual and hybrid solutions provides an opportunity to expand revenue streams and attract new client segments.
2. Public Sector Contracts: Increasing engagement with virtual conferences and national events presents a growing market for Rodnim to explore.
3. Sustainability Focus: Adopting eco-friendly practices and green partnerships can attract environmentally conscious clients and align with regulatory incentives.
4. Geographic Expansion: Expanding services to underserved regions within Harland or neighbouring markets could diversify the client base.
5. Technological Advancements: Leveraging AI and data-driven insights can personalise services, enhance client experiences, and improve operational efficiency.

Threats

1. Intense Competition: Dominance of four major players controlling 74% of the market makes it challenging for Rodnim to scale and secure larger contracts.
2. Economic Pressures: Inflation, rising interest rates, and potential reductions in corporate budgets could impact demand for events.
3. Regulatory Compliance: Stringent health and safety, data protection, and labour laws increase operational costs and complexity.
4. Cybersecurity Risks: Dependence on technology for ticketing, planning, and client communication exposes Rodnim to potential data breaches and cyberattacks.
5. Substitution Threat: DIY event planning tools and virtual platforms offer alternatives for smaller clients, increasing substitution risks.

Rodnim’s strengths in quality service, technology, and reputation provide a solid foundation for growth. However, to fully capitalise on opportunities such as virtual events and public sector contracts, the company must address its weaknesses, including client satisfaction and scalability. Proactively managing threats like competition and economic challenges will be essential for sustaining long-term success.

Area 11 – Mendelow’s Matrix

Mendelow’s Matrix is a tool used to categorise stakeholders based on their power (influence over the company) and interest (level of involvement in the company’s activities). For Rodnim Events, stakeholders are mapped to determine the appropriate strategies for engagement and management.

	High Interest	Low Interest
High power	Government and Regulatory Authorities	Technology Partners and Suppliers
	Corporate ClientsPublic Sector Clients	Venue Operators
Low power	Temporary Staff	General Public
	Private Clients	Small Competitors

A: Minimal Effort (Low Power, Low Interest)

Stakeholders:

1. General Public: Their interest is limited to the perception of events managed by Rodnim.
2. Small Competitors: Other small players in the market are not directly influential unless they collaborate or compete in niche segments.

Engagement Strategy:

1. Maintain a positive brand image through ethical and sustainable practices.
2. Monitor competitors for potential collaboration opportunities.

B: Keep Informed (Low Power, High Interest)

Stakeholders:

2. Temporary Staff: They play a critical role in event execution but have limited influence on strategic decisions.
3. Private Clients: Represent a smaller portion of revenue but require personalised engagement to ensure satisfaction.

Engagement Strategy:

2. Provide clear communication and feedback mechanisms for temporary staff to improve service consistency.
3. Focus on customer service and personalised support for private clients to drive satisfaction and repeat business.

C: Keep Satisfied (High Power, Low Interest)

Stakeholders:

3. Technology Partners and Suppliers: Essential for operational efficiency but may not be deeply invested in Rodnim’s overall strategy.
4. Venue Operators: Key partners for event execution, especially for premium locations.

Engagement Strategy:

3. Build long-term partnerships with suppliers and technology providers to ensure reliability and better pricing.
4. Foster strong relationships with venue operators to secure exclusive access to premium locations.

D: Key Players (High Power, High Interest)

Stakeholders:

4. Corporate Clients: Rodnim’s largest revenue source, accounting for the majority of fee income. Their expectations and satisfaction directly impact business performance.
5. Public Sector Clients: Emerging as an influential segment with growing demand for virtual and hybrid events.
6. Government and Regulatory Authorities: Set the legal and compliance framework for Rodnim’s operations, impacting costs and operational standards.

Engagement Strategy:

4. Prioritise corporate clients through innovative, high-quality services and strong relationship management.
5. Engage public sector clients by offering tailored solutions for virtual and cost-efficient events.
6. Maintain proactive compliance with government regulations to avoid penalties and build credibility for public sector contracts.

Summary of Mendelow’s Matrix

• Key Focus:
  • Corporate and public sector clients should remain the primary focus, with tailored engagement strategies to ensure retention and growth.
• Opportunities:
  • Strengthen partnerships with suppliers and technology providers to enhance operational efficiency.
• Risks:
  • Ignoring lower-power stakeholders, such as temporary staff, could lead to operational inefficiencies and reputational risks.

Mendelow’s Matrix helps Rodnim identify and prioritise stakeholder engagement efforts, ensuring alignment with its strategic goals and operational needs.