Leisure entertainment

Clubhaus Pic. 97,218 January/02 Missed Interest Payment Leisure entertainment... 

The consumer goods sector is the third largest market for thermoplastics. (This sector is somewhat ill-defined and in later sections is divided between the household, office and entertainment appliances and sports leisure sectors.)... 

Leisure is not inactivity. It includes a variety of hobbies, travel, sports, educational entertainment, and social activities. 

No stand-alone entertainment or other leisure or social activities should be provided or paid for by member companies. At events, entertainment of a modest nature, secondary to refreshments and/or meals, is allowed. 

Hospitality shall not include sponsoring or organising entertainment (e.g. sporting or leisure) events. Companies should avoid using venues that are renowned for their entertainment facilities. 

Hospitality must not include events organised by the sponsor or entertainment programmes (i.e. involvement in sports or leisure time). Companies must avoid using establishments known for their leisure facilities. 

It must not include sponsoring, securing, or organising directly or indirecdy any entertainment, sporting or leisure events. 

It should be the programme that attracts delegates and not the associated venue or hospitality. Companies must not organise meetings to coincide with sporting, entertainment, or other leisure events or activities in venues that are renowned for their sporting, entertainment or leisure facilities. Any hospitality offered to healthcare professionals must ... 

The scientific goals must represent the main focus in the organisation of such meetings. Social or cultural aspects must not predominate and on no account must sponsorship or organisation of entertainment events include sport or leisure activities. 

Activity refers to ongoing, lifestyle and lifecycle related activities, sport and leisure, festive occasions and entertaining that create demands on food and nonfood budgets in any given week. 

That said some industries appear to value the use of strategy tools and techniques more than others. The top performance scores for both firm and function combined were recorded in the Basic Chemicals (0.80), the Confectionery (0.78), the Computer Hardware (0.76), the Media Entertainment (0.75), IT Solutions (0.73), and Construction (0.71) industry sectors. The lowest combined performance scores were reported in the Publishing (0.43), Transport Equipment (0.56) and Aerospace (0.57) sectors. In the middle performance rank came Power Water (0.62), Retail Financial Services, Telecommunications and Tourism Leisure (all scoring 0.63), Retail Distribution (0.65), Oil Gas (0.66) and, finally. Healthcare (0.69). 

Thus, companies that face relatively low strategic risk, like Media Entertainment (1.50 average uses) and Tourism and Leisure (1.88 average... 

Entertainment (0.80), Tourism Leisure (0.72), Publishing (0.71) and Basic Chemicals (0.69) were the most positive about the impact of tools and techniques on the performance of the firm. At the functional level Basic Chemicals (0.91), Computer Hardware (0.83), IT Solutions (0.77) and... 

Confectionery (0.76) were the most positive industry sectors about performance. Once again a pattern appears to emerge that is echoed in the strategy function survey. Sometimes, and especially at the firm level, industry sectors that do not normally use tools and techniques extensively - like Media Entertainment, Publishing and Tourism Leisure - are the very ones that report the highest levels of performance satisfaction when compared with those that use the tools and techniques extensively. 

It would appear that Media Entertainment, Publishing and Tourism Leisure have many of the preconditions for this type of approach and, therefore, opportunities for the successful use of tools and techniques that support market and environmental analysis and competence and product development marketing and sales business activities. In other words, the opportunities for tools and techniques to delight managers may in fact be industry specific. 

There was a somewhat lower percentage for operational effectiveness objectives in the project-based industries Aerospace (67%), Publishing (100%), Transport Equipment (72%), Construction (68%), IT Solutions (78%), Oil Gas (54%), Media Entertainment (29%) and Tourism Leisure (45%). Part of the reason for the lower scores in the project-based industries may well be because in these types of environment there is a need to find unique product offerings to provide differentiation. It is interesting in this regard to note that many of the project-based industries sectors recorded reasonable scores for the strategic objective of finding unique products Aerospace (20%), Transport Equipment (915), Construction (20%), IT Solutions (12%), Oil Gas (11%), Media Entertainment (36%) and Tourism Leisure (10%). 

These findings appear to support the view developed in the analysis of the strategy and marketing and sales functions that there is in fact an inverse relationship between high tool and technique use and performance satisfaction levels. It would appear that those who use tools and techniques the most are also those who are the most critical about them. This perhaps indicates the truth in the old saying that familiarity breeds contempt. On the other hand there is also clear evidence in the findings reported here that sometimes those that use them the least are the most satisfied. This appears to be the case for the Media Entertainment and Tourism and Leisure sectors, which uses tools and techniques infrequently but still appear to have a very positive view of their performance when utilised. 

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