Key Components of Sport Implementation - Essay Example

The basic requirements for putting on a successful sports event are covered in the first of the course lectures (Lecture 1, 2010) and begins by underlining the importance of the role of the sports event manager – the person who is in overall charge - and has the ultimate responsibility for the success, or failure of the event. As there will be many different but interlocking facets the event manager is generally assisted by sport event coordinators each handling a specific range of issues.

Essentially the organization of a successful event requires an accurate appreciation of the intended scope of the enterprise,  ranging from minor directed towards local audiences to major [mega]events capable of attracting greater numbers and significant media coverage which targets international audiences and requires large public financial support. All of them have – to a greater or lesser degree – similar requirements [with differences in scale] and include the need to harness sponsorship, and the support of the relevant sports agencies as well as local, national, and international groups and federations. This is also handled in Lecture 2 (2010) and the requirements are portrayed in an elegant interaction diagram (Lecture 2, 2010) as is the organizational chart of the International Olympic Committee, together with its interaction with host country agencies. This is important since hosting an Olympic series is one of the pinnacles of sports events. Central to the event’s success is finance and sponsorship. The funding of the event can be secured through government and institutional grants, levies on associations, industrial and commercial sponsorship, rich individuals, and a multitude of large and small stakeholders as well as gate receipts (Lecture 2, 2010).

 The interview concentrated on factors important to successful sports event implementation all of which were covered in the lectures namely: what was essential for ensuring success? Brand creation was paramount followed by finance, marketing, and communication. In addition, the role and expertise of the organizer – the one in overall charge – were crucial as were an understanding of the importance of the skills which collaborators can offer, including sponsorship.

A brand is how the event is recognized and remembered (Lecture 8, 2010), and the theory behind its significance is that wherever and whenever it is seen, it will remind the viewer of the event. It must be clear and connected with the product or event, it should inspire loyalty and should remain constant throughout the run-up period and the duration of the event itself. An example is the Logo for the 2012 Olympics already familiar for many months already, but just complemented by a bizarre mascot; the “Wenlock and Mandeville” cartoon figures. The brand should be associated with all possible aspects of the event: products, planned media releases, unplanned media releases [word of mouth], and service messages [staff, transport, “the experience”].

These factors are the hub of the enterprise and need to mesh with those organizations and agencies which can underpin its feasibility and assist in the implementation of a situational analysis. These will include state and federal governments, local councils, and, of course, tourism agencies. The venue is important since the theory is that an entertained and occupied customer is a satisfied customer. Thus a good venue with plenty to do will not only attract spectators but keep them there as well. Marketing (Lecture 8, 2010) succeeds when the market’s likes and dislikes are known and communication helps to pitch the appeal in conjunction with the brand image. Lecture 8 (2010) uses the term “leverage” as a means of encouraging visitor spending.

The factors covered in the tw independent sources must now be considered.  The “Delhi Experience” (Majumdar & Mehta, 2010) and “Event Management” (Green, 2010). In the case of the former, where the 2008 Olympic torch relay had to pass through Delhi, the organizers [China} had to contend with the intense political and religious feelings of the Tibetans along the route. Green (2001) suggests “that sports events need to be conceived in terms of the quality and kinds of experience that those who attend [whether to participate or spectate] can obtain”. Security [against protests, strikes, riots, and terrorism] is also of vital importance (Lectures 1 & 8, 2010) and resonates with the experiences described by Majumdar & Mehta (2010). From what has been considered above, it is evident that the key to success lies in a strong and effective role played by the events organizer (Lecture 1, 2010) iterated under the heading “What do sport event managers do?” as is the administrative role of the sports co-ordinators and other supporting agencies.  The task is continuous and the approach must be flexible too – on the one hand – switch to more lucrative projects and – on the other – move swiftly to avoid disaster.