Marketing Systempartner Beispiel 1

Transcrição

Organisation von Sportgroßveranstaltungen
Organisation von Sportgroßveranstaltungen – Vorlesung SS 2007
Vorlesung SS 2007
Marketingarbeit, Nachhaltigkeit von SGV
Was sind Sportveranstaltungen?
Bewerbung von Sportgroßveranstaltungen
Lehrveranstaltung
Mittwoch, 16.05.2007
Stakeholdermanagement
Projektmanagement
Finanz- und Personalmanagement
Mag. Martin Schnitzer
Sport- und Venue Management
Technik – Logistik
Marketingarbeit
Nachhaltigkeit (Legacy)
2
Marketing bei Sportgroßveranstaltungen
anhand der Beispiele:
Frauen Handball Weltmeisterschaft Trentino/Südtirol 2001
Winteruniversiade Innsbruck/Seefeld 2005
Olympische Winterspiele Turin 2006
Überblick:
¾ Eckdaten zu den jeweiligen Veranstaltungen
¾ Vergabe, TV- und Marketingrechte, Partner
¾ Kernprodukte und Folgerungen
¾ Folgen für den Veranstalter im Bereich Marketing
¾ Schlussfolgerung und Diskussion
Leopold Franzens Universität Innsbruck
16.05.2007
Martin Schnitzer
Martin Schnitzer
SMTCONSULTING
SMTCONSULTING
Eckdaten:
Typ
WM
2001
WU
2005
OWS
2006
Aus
richt
er
IHF
FISU
IOC
Marketing Systempartner Beispiel 1:
Dauer
04. - 16.
Dez.
12. - 22.
Jan.
10. - 26.
Feb.
Dele
gatio
nen
Sport
art
Be
wer
be
Haupt
amt
liche
Frei
will
ige
24
1
1
5
500
50
10
69
22
804
80
15
84
2500
18.000
Martin Schnitzer
SMTCONSULTING
IHF
FIGH
Canal +
Hostbroadcaster
TV Vetrieb
IMG
Marketingrechte
ZOK
„Clean“
Venues
Lokale
Sponsoren
TOP
Sponsoren
rtrag
gsve
n
u
n
Marketing rken
0
e
200ZHSA
InhouseZu
FISU
Sponsor
NBC
WU
2005
TV
Produktion
TV
Sender
9,
199
iele ct
r Sp
ra
e
Host
City
t
d
n
o
e
gab City C
Ver
st
Torino Ho
2006
NOK
IOC
TOBO
Venues
Sponsoren
TV
Vetrieb
Security TOROC
8
Stand: 25. 02. 2005
WINTER UNIVERSIADE INNSBRUCK | SEEFELD 2005
Vergleich TV / Marketing:
Typ
Tickets
TV Zusch.
ca. 150
Mio
4 Mio.
WU
85.000
Haus2005
Halte
OWS
ca.
900.000
2006
2,5 Mrd
WM
2001
20.000
Verb.
Spon
soren
Ja
Beispiel 1:
Visib. Repr.
Spon Host
soren City
teil
hoch
weise
Ein
bind
ung
LOG
Mittel
kaum
Nein
sehr
hoch
stark
Hoch
wichtig
Ja
keine
sehr
stark
eher
nieder
sehr
wichtig
Martin Schnitzer
Martin Schnitzer
SMTCONSULTING
SMTCONSULTING
Beispiel 2:
Beispiel 3:
Martin Schnitzer
Martin Schnitzer
SMTCONSULTING
SMTCONSULTING
Kernprodukte der Veranstaltungen
Branding
Stand: 25. 02. 2005
Look of the Games
Merchandising
Stand: 25. 02. 2005
Stand: 25. 02. 2005
Stand: 25. 02. 2005
Stand: 25. 02. 2005
Look of the Games
Marketing
Ticket layouts
- Souvenir ticket layout -
- Ceremonies ticket layout -
Folgen für das Organisationskomitee:
¾ Welche Rechte und Pflichten sind durch Zuerkennung
enthalten?
¾ Welche Partner (Agenturen, TV-Anstalten) sind
bereits vertraglich gebunden?
¾ Welche Gestaltungsmöglichkeiten sind offen?
¾ Wie können institutionelle Partner (Gemeinden, TVB
u.ä.) positioniert bzw. vermarktet werden?
¾ Welchen langfristigen Nutzen haben
Anspruchsgruppen durch die Veranstaltung?
Martin Schnitzer
SMTCONSULTING
Sportaccord 2005
Major Sports Events
Effective legacy planning and
implementation
Sustainable benefits for all stakeholders
Peter Mann
Executive Chairman
Effective legacy planning and implementation
What legacy is not
¾ referring just to the ‘after use’ or exit strategies for key
facilities
¾ building permanent venues and then trying to find a use for
them post event
¾ listing a wide range of infrastructure projects that are unlikely
to be sustainable in the long term
¾ expenditure rather than investment
What legacy is
¾ ensuring that as many sustainable benefits as possible are
generated by the event for the host city, region and country
Planning
Event
Legacy
x
¾ delivering these benefits well before, during and long after
the event for all stakeholders and communities
Event
¾ having a legacy vision and plan to leverage every possible
opportunity
legacy planning & implementation
9
Sporting legacy
Soft
The legacy agenda of sustainable
benefits
¾ sporting
Increased sports participation
in the host country at all levels
of the continuum from
participation to excellence
¾ social
¾ economic
¾ tourism
¾ environmental
Best practice examples
Sporting legacy
Soft
Vision
‘To create sustainable legacies for athletes, sports development, our host
communities, our country and the global Olympic family by hosting an
outstanding Olympic and Paralympic Winter Games.’
Playground to Podium
Sporting legacy
Soft
¾ Ryder Cup 2014
¾ every youngster 7-14
introduced to golf prior to
2014
¾ Commonwealth Games
2014
Sporting legacy
Hard
Sporting legacy
Hard
sustainable stadia and facilities
Event
Event Mode
Mode
Legacy
Legacy Mode
Mode
business
plan
design and
construction
operation and
management
24 - 7
7 - 52
Sporting legacy
Hard
Social legacy
Soft
Social regeneration
Beijing Olympic Stadium 2008
Singapore National Stadium &
Sports Hub
¾ developments embedded with
existing projects, schools,
agencies and partnerships
¾ pride, ownership, self-esteem,
involvement
¾ using cultural initiatives to bring
disparate communities together
¾ training and capability building
¾ empowering local communities
¾ social legacy is all about the
stakeholders
Soft Social legacy
Social legacy
Hard
Physical regeneration
¾ ArtsNow
¾ LiteracyNow
¾ VolunteersNow
One of the most successful
volunteer programmes ever
¾ the development of an area of
the City not just putting flagship
developments within it
¾ avoiding a mismatch between
the event facilities and
infrastructure requirements and
the long term need of the host
community
Hard social legacy
Hard social legacy
Regeneration Case Study – East Manchester, England
Pre-Commonwealth Games 2002
¾ run down housing
¾ poor transport links
¾ no real community focus
¾ high unemployment
¾ minimal sports facilities
¾ a ‘no-go’ area for visitors
Post-Commonwealth Games 2002
¾ successful mixed-use
developments
¾ excellent transport system
¾ low unemployment
¾ Sport city – sustainable
stadium, aquatics centre,
velodrome, community
leisure centres
Wembley Stadium
¾ 40 million income to the Exchequer
each year
¾ £80 million in physical regeneration
around the stadium
¾ 4000 people will work at the stadium
on major event days
¾ Generate a surplus of millions for the
Governing Body
¾ Create a major new charitable trust
for ‘good causes’
¾ Create £229 million of visitor
expenditure each year
¾ Create 7,540 permanent jobs directly
attributed to the stadium
¾ a real transition
Economic legacy
Best practice examples – Hard social legacy
Employment:
An excellent example of a
stadium development
acting as the catalyst for
the physical regeneration of
an area – residential,
commercial, employment,
social, cultural and leisure
Emirates Stadium-Arsenal FC
¾ low skills supply issue
¾ training programmes – employers and
employees
¾ additionality not displacement
¾ sustainable ventures long past the Event
Business, trade and inward investment:
¾ spotlight on the city/region
¾ creating new and improved trade links
¾ brings public and private sectors together
Best Practice Examples - Economic legacy
¾ 41 events (4,000 attendees) over the 16 days of
the Games
¾ over 7,000 Members post Games
¾ 14,000 user sessions on website in November
2004
¾ built on the success of Sydney Business Club
‘model’
¾ interest from Melbourne, Toronto, Arizona and
Barbados
¾ linked into North West Royal Events
Tourism legacy
¾ No doubt one of the biggest and most important sustainable
legacy benefits to accrue from major sporting events
¾ To maximise the opportunities, the planning should
commence once the decision is made to bid
Liverpool Capital of Culture
2005 UEFA Women’s Championship
2006 British Open Golf
2007 Manchester International Festival
¾
¾
¾
¾
¾ helps develop an ongoing event culture
Best practice examples – Tourism legacy
Best practice examples – Tourism legacy
¾ 1.5 million additional international
tourists
upto 2006
¾ generating an additional $2.7 billion in
tourism exports
¾ put the City and the North West of
England
‘on the map’
¾ pre 1992 Olympics – Barcelona 16th most
popular tourist destination in Europe
¾ 1999 Æ
3rd
- bidding to be a Host City
Legacy planning
- 50,000 sustainable stadia
- new transport system
- economic and social development
- environmental improvements – green, safety
most popular
¾ 2005 Æ lead City in the short break
Port Elizabeth
market
- extensive
tourism development plan
Environmental legacy
Worst practice examples – Tourism legacy
“ We
don’t want to encourage tourists – we
don’t have enough hotels as it is and our
congestion is bad enough already “
Why did you bid?!
¾ an IOC aim that the Games should not have a negative
impact on the environment
¾ not fully met yet?
¾ let’s turn it around – an event must have a positive
impact on the environment
¾ this is not just achieved by short-term palliatives such
as one off greening of the site by ‘Olympic’ Parks
¾ we need green technology, technical sustainability,
financial sustainability
¾ we need a proactive delivery process with all agencies
and stakeholders working together well before and
long after the event
¾ we need well maintained green, safe, public art,
inclusive and accessible landscapes
Legacy – The way forward
¾ The real value that major sporting events
bring to a city, region and country is not just
about the 16 day ‘feel good factor’
Sporting
So, how do we deliver these legacy benefits?
Social
¾ Just looking at the event per se, in its own
right is a wasted opportunity that cannot
justify the investment, time, energy and
emotion
Economic
Tourism
Environmental
Start with the selection process (ranking and grading the bids)

The Event Rights Holders, GAISF et al put
legacy delivery on a par with the event itself
– a parallel/twin-track process
1
¾ The real opportunity that major events can
bring is in delivering sustainable legacy
benefits across a wide spectrum
Government support, legal issues & public opinion
General infrastructure
Sports venues
Games village
Environmental conditions and impact
Accommodation
Transport concept
Safety and security
Experience from past events
Finance
Overall project and legacy
2
Bidding cities and LOCs put legacy planning
and implementation at the forefront of their
work
‘ The innovative approach to bid
development has helped Barbados to
produce a truly world class bid submission,
one of the best I have ever seen, and
which was truly deserving of the final of the
Cricket World Cup in 2007.’
Don Lockervie, Venue Development
Director of CWC 2007
Start with the selection process (ranking and grading the bids)

increase the weighting given to overall project and legacy

or better still
insist upon a robust legacy component for all the relevant categories – thus

General infrastructure
Sports venues
Games village
Environment
Accommodation
Transport

Safety/security

add in sporting, social, economic/tourism categories
How? – change the way LOCs think, plan and deliver
major events
The Event Continuum
Pre bid and legacy planning
Bid and legacy plan
Event planning
Legacy implementation
Event delivery
Legacy implementation
How? – change the way LOCs think, plan
and deliver major events
What an innovative LOC could look like
Board of Directors
¾ prepare, publish and
implement a Legacy Plan
¾ structure your LOC to
enable this to happen in a
parallel initiative with event
planning and management
Best practice example
CWG 2007
liaison
CEO
Operations
Event
management
• transport
• security
• accreditation
• volunteer
programme
• technology
• commercial
• event
services
• media/
broadcast
• accomodation
• catering
Stadium/
Facilities
Management
• Facilities
management
• venue fit out
• maintenance
• health and
safety
Finance & Legal
Operations
• pitch/
playing
conditions
• umpires
/refs
liaison
• match
facilities
requirements
Finance/legal/a
dmin
• procurement
• contracting
• Insurance
• risk
ICC
liaison
Corporate Affairs
Marketing/ PR
Cultural
• cultural
events
• non cricket
events
• marketing
communications
• public
relations
• creative
profile
Legacy
Government &
protocol
• protocols and
international
relations
• government
liaison
What an innovative LOC could look like
Candidate Cities 2012
Which ones will pass the legacy test?
Board of Directors
CEO
Operations
Finance & Legal
CWG 2007
liaison
Corporate Affairs
ICC
liaison
Legacy
Legacy Directorate
Legacy Manager
In-house team and
retained advisors
Skill transfer and
knowledge
exchange
Action not words
Mögliche Prüfungsfragen:
Wie können Events nach Freyer/Groß gegliedert werden?
Was sind die Wesensmerkmale von Hallmark Events?
Wie klassifizieren Müller/Stettler Sportgroßveranstaltungen?
Peter Mann
[email protected]
Thanks for listening
Nenne mindestens 5 Wesensmerkmale von
Sportgroßveranstaltungen!
Welche Arten von Bewerbungen gibt es nach Chappelet und bitte
erläutere diese!
Nenne mindestens 5 kritische Erfolgsfaktoren für die Bewerbung zu
einer Sportgroßveranstaltung und erläutere diese!
60
Hallmark Events
„major one-time or recurring events of limited duration, developed
primarily to enhance the awareness, appeal and profitability of a tourist
destination in the short and/or long term. Such events rely for their
success on uniqueness, status, or timely significance to create interest
and attraction attention.” (Richtie, 1984, s. 2)
Charakteristiken von Hallmark Events (Burns/Mules, 1986)
z
z
z
z
z
Eine große Anzahl von beteiligten Personen
Einfluss von Massenmedien & weltweite publicity
Langzeitwirkungen (nicht nur im ökonomischen Bereich)
Großteils der Nachfrage findet in relativ kurzem Zeitraum statt
Starke Miteinbeziehung von Körperschaften
61