• limited liability

• easy buying and selling shares to any shareholders

reservoir - a large natural or artificial lake used as a source of water supply

• advantage

  • limited liability

  • ability to raise capital from the sale of shares to family, friends and employees

• disadvantage

  • capital cannot be raised to the general public

  • difficult for shareholders to sell shares

line manager- a person directly responsible for achieving the objectives of the organization

2016- GVN converted from private limited company (ltd) to public limited company (plc)

>> a business that is owned by shareholders who are often members of the same family; this company cannot sell shares to the general public

define the term public limited company

>> a limited company with the legal right to sell shares to financial institutions and the general public; its share price is quoted on the national stock exchange

define the term freelancers

>> freelance worker / a person who is self-employed

• temporary roles resulting in lower commitment and high turnover rates

• temporary worker may not feel fully integrated into company's culture leading to a lack of connection

• lead to inefficiency as there is lack of communication among permanent workers and temporary workers

Mix Marketing:

• Promotion (Through social media)

• Pricing strategy ( because of the operation cost is kind of high)

  
  

• Growing Popularity indicates positive social trend and market opportunity.

• Community Engagement involved

Technological

• Exploration of solar power to reduce environmental impact and energy costs.

• Use of credit card payments is essential for processing high volumes of ticket and on-site sales.

Economic

• Conversion to a Public Limited Company (PLC) to raise capital for expansion.

• Interest rates and economic climate affect disposable income and customers' willingness to use credit cards for ticket purchases.

• Revenue is concentrated from May to August, creating cash flow challenges.

The worst global health crisis in living memory caused by the novel coronavirus in late 2019, impacting economies, healthcare systems, and people's daily lives across the world

- Targeted marketing improves sales revenue

- Efficient allocation of marketing resources

- Pricing strategy

The ability of an economy or society to maintain the use of its renewable and non-renewable resources without jeopardising opportunities for future generations

2. Define the term expansion (line 6)

The growth of business due to an increase in the size of the organization and/or growth in the market as a whole.

-60 permanent employees , relies on temporary workers and freelancers

-HR issue : balance btween 2 types of employees to handle seasonal demand

2.organisational change

-Convert from Ptd to plc

-different culture and structure

example: the point where festival revenue from ticket sales equals total costs. No profit, no loss.

High Fixed Costs:

• $100,000 per festival to farmers for the land.

• $250,000 per festival for clean-up.

• This means GVN has very high fixed costs.

The Implication:

• GVN must sell a very large number of tickets for each festival just to cover these costs before making any profit.

• This is a high-risk model – if ticket sales are low, losses are large.

possible solutions:

1. Increase Ticket Price: Fewer tickets needed to break even, but might reduce sales.

2. Reduce Fixed Costs: Finding a way to lower the $250,000 clean-up cost (e.g., better waste management) is key to lowering the break-even point.

Advantages of E-ticketing

1. Improved efficiency and convenience

E-ticketing simplifies the ticket purchasing process by allowing customers to buy and access tickets online. This reduces waiting times, manual checks, and the need for physical ticket printing, enhancing customer satisfaction and potentially increasing ticket sales.

2. Cost reduction and environmental benefits

By eliminating paper tickets, GVN can reduce printing and distribution costs. This aligns with GVN’s focus on environmental sustainability, as it lowers paper waste and carbon emissions — an important consideration given the company’s reputation challenges regarding environmental impact (e.g., waste and clean-up costs).

3. Enhanced data collection and security

Digital ticketing systems allow GVN to collect valuable customer data (age, preferences, location), which can improve marketing strategies and audience targeting. Additionally, e-tickets can reduce fraud and counterfeiting through the use of QR codes or secure apps.

4. Flexibility and scalability

Since GVN organizes multiple large-scale festivals, e-ticketing offers centralized control and can handle high sales volumes across different locations, making it scalable as the company continues to expand internationally.

Disadvantages of E-ticketing

1. Technological limitations and cyber risks

Relying on digital systems introduces risks such as server crashes, data breaches, or app malfunctions — which could damage GVN’s reputation if customers face difficulties entering festivals or lose access to tickets.

2. Exclusion of less tech-savvy consumers

Some festival-goers, especially older or rural customers, may struggle with online systems or prefer physical tickets. This could reduce inclusivity and lead to customer dissatisfaction.

3. Initial investment costs

Implementing e-ticketing requires software, cybersecurity measures, and staff training. These setup costs could be significant, especially since GVN already faces high operational expenses such as clean-up and site preparation.

4. Dependence on internet connectivity

In rural festival locations (farmland), poor connectivity may cause scanning delays or system errors at entry gates, affecting efficiency and customer experience.

advantages

• flexibility (adapt quickly to changes in attendance levels)

• cost savings (no overhead cost, no benefits package, recruiting cost)

• specialization and division of labour

• creativity and innovation (new perspectives and ideas - improve audience engagement)

disadvantages

• lack of continuity (inconsistencies in performance)

• lack of employee loyalty and commitment (results in high labour turnover rates)

• higher costs of recruitment and training (time consuming and expensive - specialized training)

- power obtained by harnessing the energy of the sun's rays.

• sustainable/replace current energy for a better future

credit card =

• a plastic card issued by a bank, financial institution

• allowing the holder to purchase goods or services on credit.

landfill site =

• disposal of waste materials by systematic burial and compaction

• designed to protect the environment from contamination

• Massive cleanup operations ($250,000/festival) and use of 25,000 waste bins highlight a huge waste footprint, with waste likely going to a landfill site.

• Use of bamboo plates and cutlery as biodegradable alternatives.

• greenwashing indicates a high risk of reputational damage if environmental claims are not genuine.

Political

• Operating on farmland and in public parks requires political permissions and compliance with local government regulations.

• Must adhere to strict health, safety, and security standards for large public gatherings.

• Governed by laws for Public Limited Companies, including financial reporting and shareholder rights.

• Bound by legal contracts with farmers for land use and with music performers.

• Must comply with laws regarding the rights of permanent employees, temporary workers, and freelancers.

Ethical

• An ethical duty to minimize ecological damage, beyond just legal compliance.

• The risk of greenwashing is a key ethical issue; making false or exaggerated claims about environmental efforts is unethical.

• Ethical responsibility to manage noise, traffic, and disruption for local communities near festival sites.

Strengths:

Experience & Reputation

Has organized music festivals since 2001, indicating established brand, experience, and reputation in the market.

High Scale of Operations

Organizes five music festivals each year, suggesting a significant presence and revenue potential. Has Secure Land Access contracts with five farmers to use their farmland, securing venues for its five annual festivals.

Weaknesses:

High Fixed/Operating Costs

High average clean-up cost of $250,000 per festival and high land-use fees ($100,000 per farmer).

Reliance on Temporary Staff

Relies on temporary workers and freelancers, which can lead to issues such as low employee retention, inconsistency of services and training as compared to permanent staff.

Opportunities:

Industry Growth

The overall market for music festivals is growing in number globally.

Market Development

Converted to a public limited company in 2016 specifically to raise finance for expansion, giving it better access to capital markets.

Sustainability Initiatives

Opportunity to improve its image and appeal by adopting eco-friendly practices (e.g., using bamboo plates and cutlery or solar power) to address its "significant challenge".

Threats:

Economic Factors

High interest rates could make it more expensive to borrow the finance raised for expansion.

External Crises

The COVID-19 pandemic serves as an example of a global health or safety crisis that could lead to mass cancellations, severely impacting the festival season (May to August).

• GVN spends an average of $250,000 per festival to clean up the site.

• This shows environmental responsibility, as the company restores the farmland after use, protecting local ecosystems and maintaining good relationships with landowners.

• The directors also “regard environmental sustainability as a significant challenge”, which suggests awareness and concern for the environment.

b. Long-term contracts with farmers

• GVN works with the same five farmers, which might indicate sustainable partnerships based on trust and consistent land care practices.

• This avoids excessive land switching that could worsen environmental damage.

3️⃣ Evidence that GVN does not prioritize the environment

a. Festivals held on farmland

• Large events on farmland likely cause soil compaction, littering, and ecosystem disruption.

• While cleanup helps, it occurs after the damage — showing a reactive rather than proactive approach.

b. Temporary infrastructure and waste

• Setting up and dismantling sites every few weeks creates high waste levels and energy consumption.

• The process takes two weeks to set up and one week to dismantle, implying significant environmental disturbance and carbon footprint.

c. Limited mention of sustainable practices

• The statement mentions cleanup costs but not initiatives like waste reduction, renewable energy use, or recycling programs.

• This suggests that while GVN acknowledges sustainability challenges, it may not be a strategic priority yet.

• low employee retention

• could increase cost of production (imployment costs and training)

• inconsistency of services

• lack of efficiency and motivation

Answer:

• Hygiene factors: Temporary workers and freelancers may lack job security because festival jobs are seasonal (May–August). If GVN improves working conditions (e.g., better facilities, predictable schedules), dissatisfaction can be reduced.

• Motivators: Giving workers autonomy during festival operations or recognition for successful festival management could increase intrinsic motivation.

Arguments for: Cost reduction in the long run If GVN reduces waste or adopts reusable equipment, it may lower its recurring clean-up cost. Currently:

$250000×5 festivals=$1250000 per year

Reducing waste through recycling systems or reusable facilities could significantly reduce this expense, improving profit margins in future years.

Improved brand image and competitive advantage Music festival attendees especially younger audiences, value environmentally responsible brands. Sustainability initiatives (recycling stations, green branding) can:

1. Attract more visitors

2. Justify premium ticket pricing,

3. Attract sponsors.

Better stakeholder relationships (farmers) GVN relies on farmland from five farmers. Sustainable clean-up and land restoration increase farmers’ willingness to continue leasing land, reducing negotiation costs and avoiding potential conflict.

Arguments against:

- High capital costs Sustainability may require significant investment (e.g., reusable stage materials, eco-friendly sanitation). For example, purchasing greener equipment might cost millions before savings appear.

- Shareholder conflict As a public limited company (PLC), GVN now faces shareholder pressure for short-term profit maximisation. Spending on sustainability may reduce short-term dividends, causing stakeholder resistance.

- Festival ticket demand may not increase immediately Consumers may value sustainability, but may not be willing to pay significantly higher ticket prices just for CSR initiatives.

2. CPA (preparation venue)

• could ask for pros and cons of gantt

• ask you to draw

• analyse the charts

• complete the table

• vendor rental

• camping spot rent

• merchandises

• ticketing

• lodging/ transportation

• Experience since 2001 → strong operational knowledge

• Public limited company → can raise finance to invest in sustainability

• Contracts with farmers → stable access to land

• Strong reputation → can negotiate sponsorships or partnerships

weaknesses

• High clean-up cost ($250 000 per festival) → financially unsustainable

• Heavy reliance on temporary workers → inconsistent execution

• 60 stages + 3000 toilets + 25 000 bins → high waste generation

• Short time frame (May–August) → operational pressure

opportunities

• Growing societal focus on eco-friendly events

• Government grants for sustainability

• New technology (solar power, biodegradable materials)

• Partnerships with environmental NGOs

threats

• Negative publicity if festivals damage farmland

• Farmers may cancel contracts due to soil damage

• Competitors offering greener festivals

• Stricter environmental regulations → fines, penalties

1. Outline two features of a public limited company.

Answer:

• Shares can be sold to the general public.

• The company has limited liability.

2. List two internal sources of finance

Answer:

• Retained profits

• Sales of unwanted asset

  
  

  3. List two external sources of finance

Answer:

• Loan

• Leasing

• 
  

  4. State two external growth methods that GVN may use to operate efficiently

     • strategic alliances

     • Mergers

       
       

  
  

• Invest in improved waste-management systems (recycling stations, reusable cups).

• Use biodegradable materials to reduce landfill waste.

• Collaborate with farmers to repair soil and manage land responsibly.

• Introduce renewable energy sources (solar lighting, energy-efficient equipment).

• Reduce water waste through better sanitation systems.

• Train temporary workers on sustainability procedures.

• Partner with environmental NGOs for expertise and credibility.

• Introduce customer initiatives (deposit refund for cups, waste-sorting incentives).

• Use long-term sustainability equipment to reduce annual clean-up cost ($250 000).

• Overall: upfront cost is high but long-term operational cost savings and improved reputation strengthen sustainability.

• 1. Product (core experience + physical features)

  • GVN can improve the festival product by offering cleaner facilities (better toilets, improved waste systems), more organised camping areas, and eco-friendly features such as reusable cups.

  • Enhancing product quality directly improves customer satisfaction, especially since GVN currently manages 3000 toilets and 25 000 waste bins, which strongly affects customer experience.

  Pros:

  • Better hygiene and environmental standards increase customer comfort and safety.

  • Improves brand reputation and can attract more environmentally conscious customers.

  Cons:

  • High investment required for better equipment and sanitation.

  • Additional operating costs may increase ticket prices, potentially reducing demand.

  2. People (staff, temporary workers, volunteers)

  • GVN relies heavily on temporary workers, so improving staff training can significantly improve customer experience.

  • Training could include customer service, sustainability practices, emergency handling, and crowd management.

  Pros:

  • Better service quality increases customer satisfaction and perceived value.

  • Well-trained staff reduce operational errors, improving safety and efficiency.

  Cons:

  • Training temporary workers each season is costly and time-consuming.

  • Staff turnover may reduce the long-term effectiveness of training.

  3. Process (service flow, customer journey, convenience)

  • GVN can streamline entry processes, ticket scanning, waste-sorting systems, and shuttle bus movements.

  • Digitising processes—such as digital tickets or mobile apps for schedules/maps—can make the festival easier to navigate.

  Pros:

  • Shorter queues and smoother movement improve overall customer experience.

  • Digital processes reduce paper waste and support sustainability aims.

  Cons:

  • Technology investment is expensive and may malfunction under heavy use.

  • Customers who are less tech-savvy may find digital processes inconvenient.