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117 Cards in this Set
- Front
- Back
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Africas Tournament was... |
The 2010 FIFA World Cup |
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The 2010 FIFA World Cup was the first ever.... |
Cup to be hosted by an African nation |
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Branding Challenges when hosting the World Cup in 2010 |
- Guilty by association with the rest of Africa - Crime, Civil war, famine, disease and corruption - Developing the business of sport |
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Vision of the 2010 FIFA World Cup |
To change the global perception of South Africa and the African continent |
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Concern with the 2010 FIFA was the ___ and the _______ of the event |
legacy, and long-term impact (both financial and social) |
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Outward-oriented development model |
the visual aspects of the spectacle itself as well as the Africian infrastructure, and was aimed at boosting foreign investment and tourism by attracting media attention, showcasing modernity, and circulating positive images of Africa to the world |
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Media Coverage of 2010 FIFA |
- 700 million people watching final and final draw attracting 206 television crews from around the world - bigger than inauguration of Obama - Biggest event in history to date - helped reach new markets in terms of tourism, trade and investment |
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The media attention that lead up to the 2010 tournament focused on... |
the negative aspects such as economic inflation, crime, xenophobia and racism |
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Media is seen as being |
adversaries or friends wth the power to convey either a negative or positive message |
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After the tournament no one talked about.. |
crime and thought it was safe (rebranding) |
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2010 FIFA World Cup legacy |
increased sense of pride, social cohesion and self-confidence |
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Legacies |
infrastructure and services such as upgrade to roads, improved public transport systems, and airport upgrades |
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Conclusion of the 2010 FIFA World Cup |
- South Africas brand image was transformed - Put the country on the global map - Favorable position - Development and depth of the South African brand - Increased local pride and confidence |
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Branding metrics |
to measuring the performance impact of brands |
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brand orientation |
an approach in which the processes of the organization revolve around the creation, development, and protection of brand identity in an ongoing interaction with target customers with the aim of achieving lasting competitive advantage |
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4 Brand Barriers |
1. Market Orientation Barriers (values, beliefs, assumptions) 2. Export barriers (export knowledge, internal resource constraints, procedural barriers, exogenous variables) 3. Internationalization barrier (managerial factors, external factors) 4. Brand barrier (limied resources to employ in developing their brands) |
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Innovation |
firms either creates new wealth-producing resources or endows existing resources with enhanced potential for creating wealth |
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Firm performance (2 measures) |
Objective measurements - profit such as return on investment and profit of sales - Sales-driven measures such as sales growth and market share Strategic objectives (goals focused on competitor) |
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Brand distinctiveness |
the art of being unique and desirable by target customers (competitive advange) |
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2 ways brands can be distinctive |
1. It can be a symbol of ownership for legal purposes 2. Identity that guarantees consistency of offerings with a consequence of becoming a shortcut in decision-making in the long run |
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Brand distinctiveness is different to product differentiation because |
the former is concerned about the differentiation of a brand in consumers minds, while the latter is very much based on physical product attributes |
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Construct Development (6) |
1. Innovation 2. Brand Orientation 3. Brand Distinctiveness 4. Brand Barriers 5. Brand performance 6. Financial performance |
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Hypotheses Development |
h1- brand orientation is a positive determent of brand distinctiveness h2- brand barriers is a negative determinant of brand orientation h3- brand orientation is a positive determinant of brand performance h4- brand distinctiveness is a postive determinant of innovation h5- innovation is a positive determinant of brand performance h6- brand performance is a positive determinant of financial performance |
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h1 |
brand orientation is a positive determent of brand distinctiveness |
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h2 |
brand barriers is a negative determinant of brand orientation |
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h3 |
brand orientation is a positive determinant of brand performance |
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h4 |
brand distinctiveness is a positive determinant of innovation |
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h5 |
innovation is a positive determinant of a firms brand performance |
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h6 |
brand performance is a positive determinant of financial performance |
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___ and ____ were found to be the two most critical factors influencing brand performance and in turn financial performance |
brand orientation, brand innovation |
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Branding metrics (3) |
1. A brand innovation metric 2. A brand orientation metric 3. A brand barrier metric |
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Sport is able to |
- unite culturally and ethically divided societies - promote active citizenship - generate healthy lifestyles - Alleviate problems of social exclusion and antisocial behavior - Develop community capacity and local empowerment |
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Their potential in ability to live up to the exaggerated expectation projected by the sporting community... |
- increased attention to the social value of hosting sporting events for broader community outcomes - there is clearly a need for greater attention to the social value of events and the relationship between events and their host community - development efforts have shifted towards planning and implementing targeted strategies to achieve social change |
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Asset-Based Community Development (ABCD) |
Draws attention to the social assets of the community like: 1. Individual talent 2. Social capital inherent to relationships 3. Informal networks as well as formailized assets such as infrastructure, resources, human capital |
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ABCD approach aims to |
shift focus of event-led projects as a way to solve social problems to enhancing the existing abilities of the community |
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ABCD approach can |
empower citizens and improve the effectiveness of government by drawing on the resources, abilities and insights of local residents |
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ABCD approach suggests that |
community development activities centered upon event strategies must be citizen led with external resources acting in a supportive role |
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ABCD Framework |
1. Working with community members to identify strengths or assets (mapping) 2. Articulate a future direction and desired outcomes (visioning) 3. Working with community partners to mobilize strengths to help achieve goals (mobilizing) |
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Six-step ABCDE process (Mathie and Cunningham) |
1. Appreciating what is good 2. Organizing an ABCD initating group 3. Mapping the capacities and assets 4. Building a community vision and plan 5. Mobilizing assets 6. Leveraging activities and resources |
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Sports and events can act as... |
mobilizers for people to understand more about community strength and assets to be leveraged (opportunity) |
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External agencies drive the development agenda is an example of |
a challenge |
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ABCD approach helps... |
to refram the conversation about the role of sport events in community development (opportunity) |
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ABCD approach allows community to... |
take ownership and control of actions to effect social change (opportunity) |
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Refer to Week 10 slides for opportunies and challenges |
.. |
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Toronto Skydome |
- Opened June 3rd, 2989 - World's first fully retractable roof - Dedicated facility to male sport - Went from public to privately owned |
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Design of Skydome |
hotel of 70 rooms, 7 resturants and a bar, private fitness club, 5000 underground parking spaces - 50,000 baseball, 53,000 football |
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Dealing with debt- Skydome |
Financial problems from $300 million constructon - recruited firms - leasing of private boxes and club seats to make more $ - first four years lost $107 million - required both the province and DCI memebrs to contribute to any loss |
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3 Options for dealing with SkyDome debt |
1. REtain and operate SkyDome as a public corporation 2. Force the partnership with DCI 3. Sell it outright |
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What did they do about Skydome debt? |
Went with selling that would generate private funds, the terms were the province receive 151$ in cash and various provisions to protect it against a quick flip |
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Dilemma of public ownership for the Skydome |
- was planned anad managed as a revenue-maximizing business - no policy to attract and support non-profit groups - Corporate events paid the bills |
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A major event encompasses the following characteristics: |
- a clear-cut starting a findshing point - fixed deadlines - one-off organization - large risks - many opportunities |
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Major sports event can be defined as |
A sporting championship recognized by the appropriate governing body of the sport and attracting a minimum of 1000 spectators |
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Effective project management is |
balancing the constraints of time, cost and performance within an environment of external and internal political pressures |
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Environment of major sports event, involves all elements of Maylors project complexity |
1. Organizational complexity- the number of people, departments, organizations and nations involved 2. REsource complexity- the volume of resoures involves, time, capital processes 3. Technical complexity- the level of innovation in the product or the project processes |
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3 Developmental stages of the bidding process |
1. Gaining the councils approval 2. A competitive bid to the national sports governing body, and hopefully the acceptance as the winning bid 3. A competitive bid to the international sports governing body, and hopefully acceptance as the winning bid to host the event officially |
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Time bound franchisee |
the local authority of an event, who is a low level contractor who is normally expected to accept responsibility for nearly all of the projects risks |
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Raising the area profile |
- to promote the changing face/profile of the locality as an emerging new city - To promote awareness and investment opportunities and to extend the tourism season decimated by the collapse of the coal mining and steel industries - to extend the depth of the event portfolio of a focused sport and to celebrate the millennium significance |
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**** Cromptons 5 lines of argument to justify their involvement in major sport**** |
1. Te region could accrue additional economic impact 2. Increased community visibility 3. Enhanced community image 4. Stimulation of other development 5. Improved psychic income |
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Key Factors behind successful bidding |
- relevant professional credibility - fully understanding the brief and the dcision making process - not assuming the decision makers are experts - customizing professional tangible products/services and exceeding expectation - knowing your strengths and weaknesses in comparison to competitiors |
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Desirability to host a event is based on more than |
personal and political conviction |
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Four major errors that lead to the dramatic over-estimation of major events |
1. Major events are usually held in larger metropolitian areas that are already tourist destinations 2. The numbers used to extol the benefits from hosting report aggregate spending even though a substantial portion of what is bought is imported for resale 3. The presence of a mega-event create temp demand for part-time labor 4. There is a level of intra-regional substition spending that occurs |
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Sport events vary in size and nature but have a strong appeal for |
domestic and foreign tourists |
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Opportunties of hosting mega sports events |
- creatin income, taxation, revenue and jobs - influx of fans, atheletes, officials, etc.. - branding, raising awarness - disseminate formally sanctioned and favorable images of hosting country - national and civic pride boosted,leaving social legacy - infrastrucuture improvements |
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Challenges with hosting a mega sports event |
- Events disrupts regular tourist activity - domestic and foreighn visitors may deter travel due to fear of over-crowding, inflated charges - Hosting mega- event is rarely repeated, therefore built facilities are generally under-utilized - event employement is temporary - promises of urban regeneration and economic development may be unfulfilled - Environmental cost - Critism and tarnished image should there be mismanagement |
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2010 FIFA World Cup stands out for |
the volume of sponsorships, branding, marketing and merchandising |
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2010 Local Organization Committee amed to (FIFA 2010) |
- To strengthen the African and South African image - Promote new partnership with the world - Drive our collective determination to be significant global players in all fields of human endeavor |
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Economic data from 2010 FIFA |
-tourist arrivals and projected fell short - number of created jobs will become available in time - pre-event economic estimates were overly optimistic - 2010 finals generated to the highest profits for FIFA in history |
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Opportunities for Qatar and the 2022 World Cup |
- economic sustainability and diversification - tourism, image and branding, social development - smaller states to exercise an influence on the world stage - sporting events are synonymouse with contemporary Arab identity - chance to promote Qatar foundations aims and showcase qatars modernity and progress |
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Qatar offers a ____ and ___ environment for sports events due to the poltical stability enjoyed since becoming a republic in 1971 |
safe, and secure |
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Mode of governing in Qatar |
democracy |
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In Qatar, large reserves of __ and ____ facilitated rapid development sine 1995 |
oil and gas |
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Qatari citizens are amongst the ____ worldwide |
wealthiest |
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The mission of the 2022 Qatar games is |
to turn Qatar into a financial and business hub with greatly enhanced regional economic, political and social-cultural status |
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Environmental and social responsbilities in Qatar bid book |
- the concentration of activities in a compact 60 km radius area - a commitment to zero carbon emissions |
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Risk of Qatar holding the 2022 cup |
stadium construction adn operation- medium risk team base camp facilities- high risk overall legal risk- low risk |
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______ billion was allocated for eight new and four upgraded stadia in Qatar |
3 billion |
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How much did the metro/rail system improvements cost Qatar? |
44 billion |
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Doha's airport expansion currently handles __ million passengers, and is scheduled to reach __ million |
30, 50 |
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Qatar- Marketing has intensified within and beyond the region and foreign tourists exeeded __ million in 2007, rising to almost ___ in 2014 |
1, 2.8 |
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How many tickets will be on sale for the 2022 World Cup? |
2.9 million, influx of 500,000 to 700,000 visitors expected |
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Qatar expects to see the expansion of the industry by ___ over the next 5 years and the target is ____ million tourists in 2030 |
20%, 7.4 million |
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Qatar was the first middle east country to hold the |
asian games in 2006, the largest such gathering after the summer olympics |
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What was the budget of the 2006 Asian Games in Qatar |
28 billion |
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Why is the climate of Qatar a concern for the World Cup |
potentially dangerous for the human health (high heat), espically for those engaged in open-air sports (football) - world cup usually held in june-july |
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Qatar won hosting rights agains Australia, Japan, South Korea and USA which let to accusations of |
bribery of FIFA officails, seset for some timy by rumors of corrupt practices |
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Alcohol was banned by Islamaic Sharia in Qatar because |
public drunkenness is a punishable offence |
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Cultural clashes, undemocratic goverment, gender inequalities, crimizinaliztion of homosexuality is predicted to happen between |
visitors and citizens |
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Qatars limitation as a tourist destination |
- nternational arrivals relatively small in number - lengths of stay is short as 3.5 nights and almost 70% of visitor spending is attributatable to business - vactioners make up only 10% demand - low score for its natural and cultural resources - lack of awareness outside the region - terrorism is persistent |
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For Qatar financial gains are less urgent, and they want.. |
recognition as a significant actor on the interational stage |
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REad strengths and weakenesses in week 8 slides |
--- |
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Olympic bid for 2022 |
LA and PAris are the remaining citites - 6 countries pull out - governments contribute to IOC offers but members are appointed and books are off the record |
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___% of TV and sponsorship of Olympics kept by IOC |
68% |
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Defining Sport Tourism |
- 5.2 billion annual industry in Canada - Fastest growing segment - Trends include event portfolios, medium-small scale events, cross-promotion with cultural and non-sport related events (beer run) |
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Time Switchers |
if someone plans to visit Guelph in any case but adjusted travel time to coincide with the event |
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Casuals |
a non-local resident whose primary propose was not the event, but ended up participating |
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Substitutions |
occur when spectators or residents spend their money at an event instead of at other activities orbusinesses in the local community |
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How do we measure impact? |
Canadian measurement tool: STEAM (sport tourism economic assessment model - input-output modelling based on visitor expenditture - generates estimates such as overall impact, jobs and salaries supported, taxes, visitor expenditures |
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Challenges with econmic impact assessments |
- multipliers - reporting of results - Who is conducting the study - Whats in the literature |
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How do we measure impact (social)? |
Social excahnge theory- there is an exchange that happens with event participants (tangible or intangible) - psychological and behavioural motivator |
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Impact (environmental) |
Multiple tools- no standarized approach - input-output models (c02) |
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Bid Committee |
responsible for the submission of the bid - cross-section of individuals and organizations with various skills and expertise |
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Rights Holders |
governing bodies of a specific sport or multi-sport games - multi-sport organizations vs. single sport organization -responsible for oversight of bid process, awarding the host community and the overall management of event |
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Host Organizing Committee (HOC) |
- formal vs. informal - legal considerations - transferred rights and responsibility of delievering the event |
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The process of bidding to host can be |
comprehenive and lengthy, depeneding on size and scope - can include several components including submission of documents, in-person presentations, one or more site visits |
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Bid Guidelines |
details of the bid process, timelines, hosting standards, bid documents requirements and selection process |
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Resource documentation |
transfer of knowledge from other HOC and the Rights Holder |
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What are Rights Holders looking for? |
- Motivation to host - Community profile - Partnerships - Host competition venues - Marketing and communications - business plan - Operational plan - Servicing the athletes/teams - host experience |
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Accommodations in bidding and hosting |
- most critical component to participant satisfaction - highest expense - multiple stakeholders who require - tiered accommodation types |
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Transportation in bidding and hosting |
- one of the most challeneging components to manage - most critical component of a successful event - very difficult to manage (arrivals, departures, delays) - costly |
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Risk Management in bidding and hosting |
- Most overlooked componenet of event - Security - Medical - Insurance - Critical for facilities, participants, and the organizer |
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Sponsorships and Grants in bidding and hosting |
- one of the highest revenue generators for many events - 'discovery' finding a fit that works for both |
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Volunteers and Staff for hosting |
- structure - clearly defined roles - thankless tasks -outfitting- food, apparel and gifts - importance of recognition - face of the event |
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Post event reporting |
- surplus/defcit - sponsor/grants - marketing and comms- total likes, views, shares, web traffic - operational logisitics- what worked well, what did not? |
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Making an event pitch involves |
- stakeholder consultation - defining a collective vision - identifying potential roles of each stakeholder - budget considerations - impacts -legacy - who is the audience |
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Stakeholder Management Theory |
identifies the various players that have some degree of influence on an event - roles could include organizer, politicans, tourism agency, sponsors, participants |
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Examples of private, public and non-for-profit sectors in sport |
public- municipal/provincial gov, educational insititutions Not-for-profit- Hockey Canada, Ontario Womens Hockey Association Private- Sponsors (RBC, NIKE), facility owners (Meridian Centre) |
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Overview of the North American Indigenous Games (NAIG Games) |
- July 2017 - 6000 participants - 12 mill budget - 14 sports |
