websites Interpersonal

recreation facility. Some of the best free

to consult for finding sport
event management and Communication Skills
www.teamworkonline.com; wwwv
jobs include
.ncaa.org: www.sportscommissions.org, www
Interpersonal skills allow a person to work effec.

important is the abil.

aahperd.org/careers; www.bluefishjobs.com; tively with others. Vitally
to get along
with others and to span divere
and www.nrpa.org/careers. In addition, there ity
relationships. As will be discussed later in ne
are a number of fee-based websites such as
event planners must network with a
http://sportsjobboard.com/index.html and www chapter,
wide variety of people
and organizations. Inter
workinsports.com. include written and verbal
personal skills also
communication. Event planners are required to

SKILLS, KNOWLEDGE, make numerous telephone calls and attend per.

sonal meetings. Developing written reports and
AND TRAITS FORSUCCESS task. The ability to listen
proposals is a common

Beyond the sport- and event-specific knowledge is another important skill that allows the event
necessary to run an event, a number of skills are to more effectively meet the needs and
critical ftor
planner
success in
sport event management. wants of a client.
Perhaps the most important skill is the ability
to manage and maintain a
strong personal lite. Time Management Skills
The long hours required by
many jobs within
the industry can have a detrimental effect on an When we suggest that an event planner should be
event planner's
personal life. In fact, you may not an effective manager of his time, we are essentially
have a professional career if you do not saying he should havee the ability to multitask.
effectively
manage issues such as interpersonal relationships Graham, Neirotti, and Goldblatt (2001) claim
and finances. The ability to the traits of sport event managers
organize, prioritize, most common
supervise, and delegate is second to the ability include the following
to manage your time and professional resources Comfortable with
efficiently and effectively (Goldblatt 2011). preparing and managing
Staging an event requires a multitude of man- a checklist of activities

agement and business skills, and event managers Projects a positive attitude
encompass skills that derive from a multitude of Can work
independently or as a member of
disciplines. Among others, event managers may a team
have backgrounds in law, marketing,
accounting, Accurate and quick
and human resource management (Masterman at details
2009). Event planning requires a great amount of Articulate the telephone and
on
and oral communication in written
attention to detail, and event
planners must have
the ability to
conceptualize, recognize, and imple- Creative and flexible
ment all the key details of the event. More
impor Capable of working under extreme
tant, these details must be coordinated within a for long hours pressure
limited time frame. Thus, you must be able to
Good at
ettectively manage your time and resources. As working with all levels of
people,
new
technologies continue to emerge, the ability including volunteers
to
manage and these technologies is critical
use
.Effective atbalancing multiple projects
for the
implementation and marketing ot an event. simultaneously
Event planners work within
and companies and
a network of
people Excellent time manager
wide variety of
must effectively
manage a Effective negotiator
interpersonal
section highlights some skillsrelationships.
This .Finance- and budget-conscious
that all students
should work to further Possesses good typing,
develop. other office skills word procesing, and

Has leadership ability
Quick problem solver
Good motivator
Has the desire
to learn and grow
A number of these traits involve the
ability
multitask and manage one's time. Many event
planners cnjoy their jobs because of the variety
of duties for which they are
responsible.
example, one day may entail traveling to a desti-
For
nation for a site visit, while another
day consists
of negotiating a contract, writing a
proposal,
or
attending meetings. Because of this wide
variety
of dutics and the deadlines imposed by an event,
planners must be good managers of their time.
Remember, once the date of the event arrives, an
event planner is either prepared or not. At
this
point, it is often too late to arrange for busing,
order decorations, prepare extra food, or negoti-
ate a hotel contract. These tasks must be done in
advance and require strong organizational and
time management skills.
Technology Skills
Students graduating from colleges and univer
sities in the 21st century should possess profi
cient technology skills; moreover, they are often
expected by their more senior coworkers to be
highly advanced in these areas. Of course there
are expectations that students will graduate with
an advanced working knowledge of social media
such as Facebook, Twitter, YouTube, and Four-
square. In addition, students should be familiar
with various software packages such as Microsoft
Ofice and other types of media such as blogs,
videoconferencing, and mobile applications.
However, students may graduate without learning
about the various software packages unique to
their particular industry. For example, many sport
organizations use ticketing packages such as Tick-
etmaster, SRO4, or Paciolan, which are not taught
in detail by most college or university sport man-
agement programs. In addition, an event planner
need to be able to mine for data, use various
may
project management and customer relationshipP
management (CRM) software packages, manage
and develop websites, and understand some aspect
of information technology (1T) security.
Understanding the Sport Event Industry 7
Students who know the type of jobs they will be
sccking after graduation should do some research
while they are still in school to determine the
technology skills required for their jobs of choice
Research can be done online through the Internet,
by visiting trade journals, or even during informa-
to
tional interviews that many students are required
to complete during their course work.
SPORT EVENTS VERSUS
NONSPORTEVENTIS
An event is a carefully crafted experience deliv
ered to make an impact on the person in atten-
dance. The event is staged and choreographed
with such precision and polish that the mechan-
ics are imperceptible to the consumer (Silvers
2004). Regardless of the type, event planning
requires people who can design the event, manage
human and material resources, plan strategi-
cally, conceptualize the logistics of the event,
manage time effectively, and forecast and budget
finances. People who have these types of skills
can effectively manage a sport or nonsport event.
For example, event planners are needed for non-
sport events such as corporate board meetings,
business meetings, client appreciation events,
executive Tretreats, fund-raising galas, incentive
travel and premium programs, product launches,
professional conferences, special events, telecon-
ferences, webcasts, conventions and expositions,
corporate shows, and trade shows (Allen 2009).
The fundamental skills necessary for planning
these types of events are no different from the
skills needed for planning a sporting event.
Sporting events are different from nonsporting
events in the sense that some form of competition
involving physical prowess is involved. They are
planned and organized throughout the world for
disabled and nondisabled men and women, using
single and multisport formats, offering various
competition formats (e.g, one-day tournaments
to year-round championships), and
catering to
various levels of ability (eg., elite athletes to rec-
reational users), and they are marketed to both
active participants and passive spectators (Master-
man 2009). The emotional element of sport is also
a unique characterist ic that distinguishes it from
 Understanding the Sport Event
displays, entertainment Industry 11
clinics, free autograph attractions, kids lootball
football sessions, and the
memorabilia show ever. corresponding
equipment (Fried 2009). Before an
largest event, the facility
manager may need to
certain field
specifications 1o provide
RELATICONSHIP and the
help coordinate the design andevent planner
layout of the
BETWEEN SPORT EVENT sport venue, In addition, issues
and concession and
merchandise
such as
security
MANAGEMENT AND SPORT
FACILITY MANAGEMENT
be discussed. The

a site visit
layouts may
laciliny mnanager may also he
responsible for coordinating the
walk-through for
before the sporting event.
All sporting events
require functional host
a
ity. For event
the rights holders (e.g., AAU, facil-
event venue is the
TYPES OF
NCAA),
most
important factor for
determining the site of a nonfixed SPORTING EVENTS
that travels between sporting event Because of the broad
2009). Event
venues
(o'Connor and Martin scope of sport, numerous
planners are often types of sporting events can be
negotiating the type of venue responsible for various types of events planned. The
to be used may differ based on their
sporting event. As the event for the scope and scale along with the
type of market
with potential host planner they target. In this section, we discuss
realistic image facilities, she must negotiates
maintain a lowing types ot
the fol-
of the events:
prestige of the event. Event events, mega-events, multisport
venues
generally
are
either public or multiple-location
events, cross-cultural
public facilities mayprivately
owned facilities. The events, international events,
youth events, events
include for people with
venues such as
armories, disabilities, senior events, family
and arenas, convention municipal stadiums events, and extreme events.
centers, and
flexible in fairgrounds,
and they may be more
Supovitz 2005).
ity is the
An
example of
public facil-
a
negotiations Mega-Events
Kentucky Exposition Center. Privately Mega-events are large short-term,
owned facilities are
generally in the business of events high-profile
capable of having a significant
making money and are less flexible. Joe Dumars on their host communities impact
Fieldhouse in 2000). Sporting events such
or countries (Hiller
Shelby Township, Michigan, is a as the
Olympics and
good examnple of privately
a
owned sport facility.
the FIFA
FlFA World
World are
are Cup large enough to
Facility managers are key stakeholders as
as
mega-events because of their size in
to
qualify
within in
terms of
of
the sporting event
network, and event planners prestige, public involvement, social and terms
spend a significant amount of time influence, media coverage, and economicpolitical
them. A facility working with (Getz 2005). impact
manager may work for a stadium
authority, arena, convention center, armory, or any Mega-events can have significant economic
a
other of a number of facilities.
He is responsible impact through tourism, infrastructure
for
coordinating all the ments, and economic improve-
involved in the facility to ensure
employees
and entities
also attract interest far development. Mega-events
they meet both
example, it is estimatedbeyond
the event itself. For
short and
long-term goals. In some cases, the that 50,000
tacility manager must work with outside ven- to the
Super Bowl's host city each peoplewho
travel
will
dors or attend the game year not
government entities to secure permits. Host
(Super Bowl XLVII New Orleans
The
facility manager may also be responsible for Committee 2012). These
building design and thus may choose material attend people travel to
meetings, parties, and other
color surround the festivities that
schemes or purchase new event.
Beyond the economic impact
equipment. He
may also need to ensure that contracts are fulfilled these evenis
generate, often create a
in addition
to
maintaining the building
and all
legacy in the city or mega-events
country where they are held.
For
example, local organizers of the 2010 FIFA
 World Cup in South Africa hoped the event would
leave a lasting legacy much more important than
soccer. According to Danny Jordan, executive
director of the organizing committee, the event
was about nation building and country branding.
Through the event, they hoped to drive trade,
investment, and tourism to the country (Allmers
and Maennig 2009).
Events ofthis nature involve extensive logisti-
cal planning and require significant political and
taxpayer support to be successful. For example,
the bidding process for the Olympic Games is
lengthy and costly. Brazil spent approximately $50
million (U.S.) just on its bid for the 2016 Olympic
Games and plans to spend $14.4 billion hosting
the games (Courcoulas and Hay 2009).
Multisport Events
Multisport events feature competitions in a host
city or host region in a variety of sports. These
events often bring together participants from dif-
ferent sports competing under a common theme
or organized for a specific
community. Although
the Olympics are the most notable multisport
event, numerous others exist to serve different
purposes. Examples of multisport events include
the following:
Pan American Games: an event open to coun
tries in North, South, and Central America
Maccabiah Games: an event for Jewish ath-
letes
World Police and Fire Games: an event tor
active and retired police officers and fire-
fighters
Amateur Athletic Union's Junior Olympic
Games: the largest national multisport event
for youth in the United States
Hosting a successful multisport event requires
long-term planning, a variety of competition
venues, available hotel space, and willing commu-
nity partners. Although the logistics of managing
several different sporting events can be
the advantages of
daunting,
having all the athletes compet-
ing in one location can be substantial.
these events tend to draw more Specifically,
participants and
spectators, creating a more exciting event and
better economic return for the host (Chavis 2008
The Louisville Sports Commission, host of the
2010 NCAA Division II National Championships
Festival, estimated the event would attract 70
teams and 800 athletes competing for six national
championships, generating an economic impact
of $3.5 million (Grant 2009).
Multiple-Location Events
Events spanning multiple locations present spe
cial challenges. Competition may take place in
several different cities (e.g., soccer's World Cup)
or in the same city but in multiple venues (e.g.
the Olympics). Smaller events can also take place
in multiple venues. For example, a volleyball
tournament may be staged in multiple gyms, and
ancillary events such as practices, banquets, and
awards ceremonies may take place in additional
facilities. The complexity of managing multiple
sites makes it difficult for one person, or one
group of people, to efficiently manage all opera
tions at once.
To manage multiple-location events, event
organizers often assign a management team to
each venue, creating events within an event. This
type of structure allows for more immediate deci-
sion making and tighter control over activities.
Venue-specific staffing allows the flexibility to
deal with issues unique to that location or activ
ity. Typically, venue staff are given the authority
to deal with local issues. Larger issues are the
responsibility of the main event staff.
Cross-Cultural Events
Cross-cultural events involve interactions
between members of different cultural
groups-
These types of events
bring people of differ-
ent backgrounds together give people of one
or
culture an opportunity to
experience anothe
culture. When staging a cross-cultural event, i
isimportant to understand the cultural norms o-
the participants and the location. Event
organizer
need to appreciate differences between culture
because something acceptable in one
country ma
be unacceptable in another. For
example, religio
differences may prohibit play on Sundays or lim
a
dietary options.
 Understanding the Sport Event Industry 13

International Events and family members, which can generate signifi-

Many major sporting events are cant business for restaurants and hotels as well
in nature. It is now casier international as organizers. For example, the Columbia Invita-
than ever for athletes
to play in other
countries and for fans to tional Memorial Day soccer tournament attracts
access
events taking place in other approximately 9,000 youth athletes to Maryland,
countries (Lizandra
and Gladden 2005). Some events generating a sizeable economic impact (Sharrow
such as the
Olympics, Asian Games, Pan American Games, 2009). Indianapolis attracted 155,000 visitors for
and Commonwealth Games have amateur sport events from 2009 to 2011 who paid
different coun-
for approximately 62,000 hotel room nights and
tries competing in
multiple sports. Other
inter
national competitions bring spent an estimated $62 million (Cutter 2009).
countries
together multiple Sponsors also see opportunities with youth
competing
in one
sport, such as world
championship sports. The inaugural ESPN Rise Games featured
events. Others, such
the Tour
as
de France and the British competitions for athletes 10 to 19 years old in the
Open, feature the best sports of baseball, basketball, field hockey, and
individual athletes from around the world.
From a marketing standpoint, the track and field at Disney's Wide World of Sports
global appeal
of these sports can be very attractive to Complex in July of 2009. Media companies such
broadcast-
ers and sponsors. For
example, Formula One, an
as ESPN,
along with sponsors Target, Champion,
auto racing series
Powerade, and Under Armour, saw this event as
featuring drivers and race teams an opportunity to reach young consumers while
from around the world, can be watched either live
or by tape
they are making brand decisions (Mickle 2009).
delay in more than 200 countries. Races Management of youth sport events can differ
attract millions of viewers across Europe and in
significantly from adult sporting events. Martens
other major markets such as China and Brazil.
(2001) identifies several issues that affect sport
International events can also be used to pro- programs. First, the needs of the participants
mote a sport or sport entity. American sports have
must be balanced against the needs of the adults.
extended their reach beyond borders through
Although the events are for the young athletes,
international exhibitions or tournaments. The it is often the parents or coaches who make the
World Baseball Classic, created by Major League events possible and make decisions as to whether
Baseball in 2006 and sanctioned by the Interna- or not their athletes or teams participate. Second,
tional Baseball Federation, provides a format for the role of competition can vary greatly across
the top players from around the world to compete youth sport events. Each event has to address
while promoting the sport internationally. The whether the focus is competition, with winning
National Football League hosted international being the ultimate reward, or whether the event
exhibitions, called the American Bowl, from 1986 is recreational, emphasizing participation over
to 2005 in countries such as Great Britain, Ireland, winning. The following is a list of some of the
Germany, Japan, Spain, Australia, and Canada
larger youth sport governing bodies:
to promote the sport abroad. Since then the NFL
has hosted regular-season games in Mexico City Amateur Athletic Union
and London. American Junior Golf Association
American Youth Soccer Association
Youth Events Babe Ruth Baseball
The youth sport market has been steadily growing Little League Baseball
Over the last decade, making youth sports a lucra- Pony Baseball and Softball
tive industry. According to the National Council
of Youth Sports, participation in youth sports has
Pop Warner
grown from 23 million in 1997 to 44 million in U.S. Youth Soccer
2008. In addition to the participants, youth sports USA Football
also tend to attract significant numbers of coaches .USAHockey
 Events for People
With Disabilities
A variety of sporting events exist for
persons with
either physical or intellectual disabilities. Some
are traditional
sports adapted for people with
physical disabilities (wheelchair basketball and
sledge hockey), while others have been created
specifically for disabled participants (goalball
and torball).
The preeminent event for
persons with physi-
cal disabilities is the
Paralympic Games. The
Paralympic Games are a
multisport, multicountry
event governed
by the International Paralympic
Committee (IPC) and held in
the Olympic Games.
conjunction with
Originally staged for reha-
bilitation, the Paralympics have grown into a
major international sporting event featuring the
top disabled athletes in the world. According to
the IPC, 4,237 athletes from 164 countries
par-
ticipated in London in 2012. Athletes compete
in 26 different summer and winter
sports in six
different classifications according to their disabil-
ity: amputee, cerebral palsy, visual impairment,
spinal cord injuries, intellectual disability, and a
group that includes all those who do not fit into
the aforementioned groups.
Similarly, the Deaflympics is an elite sport
competition for people with hearing impairments.
Summer and winter games are held every four
years, and athletes compete in 25 sports. Accord-
ing to the International Committee of Sports for
the Deaf, the 21st Summer Deaflympics in
Taipei
in 2009 attracted 2,493 athletes from 77 countries
competing in 20 sports.
The Extremity Games are an extreme
sport
competition for people with physical impair-
ments. Organized by the Athletes With Disabili-
ties Network (ADN), the Extremity Games have
many of the same sports you would fhind in other
extreme
sport events. Extremity Games 4 (eX4) in
Michigan included competitions in skateboarding,
rock climbing, wakeboarding,
tain biking, and motocross.
kayaking, moun-
The most
prominent event for people with
intellectual disabilities is the
Founded as a series of summerSpecial Olympics.
camps by Eunice
Kennedy Shriver in 1962, the event grew into an
international competition by 1968. Today there
arelocal and national competitions in more than
160 countries, with more than 2.5 million
athletes
competing in 30 different sports. The even1s are
based on a philosophy that people with
intel.
lectual disabilities can learn and benefit from
participation in sports.
Senior Events
Numerous senior events exist for older partici
pants. The Summer National Senior Games are
the largest multisport event in the world for
seniors. The games are organized by the National
Senior Games Association, a nonprofit member
of the United States Olympic Committee. The
2009 National Senior Games in San Francisco
attracted more than l10,000 athletes over the age
of 50 to participate in 18 medal and 7 demonstra-
tion sports. Organizers estimated 20,000 visitors
attended the games, generating $35 million in eco-
nomic impact (Dremann 2009). The 2007 games
in Louisville, Kentucky, attracted
approximately
12,000 athletes and 25,000 additional friends
and family members. In addition to the national
games, the organization supports and sanctions
member-state competitions.
According to the Louisville Senior Games
organizers, senior events are lucrative because
senior athletes tend to have
high incomes, eat at
upscale restaurants, and take advantage of local
attractions (Shafer 2007). Even smaller senior
events canhave a significant impact on the local
economy. The Senior League Softball World Series
costs $225,000 to organize and operate, but it
delivers an estimated economic impact of $1.2
million (Shortridge 2009).
Family Events
Family events provide families with opportunities
to gather and
enjoy sport. In these events, family
togetherness and educational components often
take precedence over
competition. An example ot
an event often
designed with family in mind is a
fishing derby, where adults and youth spend time
together fishing. Many of these events will have
games, contests, and educational components on
watersafety and fishing techniques. Another good
71.

example is the All-American Soap Box Derby. active consumers. For

sponsors and young,
Since 1934 children have built and raced nonmo-
example, Gatorade recently became naming rights
torized cars (All-Anmerican Soap Box Derby 2009) sports tour. Now
sponsor for an amateur extreme
Winners of local events carn move on to race in Gatorade
known as the Gatorade Free Flow Tour,
the world championship finals. In addition to the has an opportunity to extend its brand beyond
races, there are several educational and entertain- 50 and 10
traditional sports through summer

ment programs for families. 2009).

winter competitions (Mickle
Some organizations have added
family-friendly
elements to their events in order to widen their
aDDeal. The National Soccer SUMMARY
Festival, a collegiate
sOCcer event in Fort Wayne, Indiana, draws some Sport event has evolved from the
management
end of the
of the top collegiate soccer teams in the
country. early days of athletes celebrating the
Organizers have turned this into a family event harvest by traveling from city to city within
by adding activities attractive to youth soccer ancient Greece to the lucrative and specialized
par-
ticipants and their families. To appeal to families, industry it is today. As the sport industry con-

the event features live music, youth soccer clinics,
activities tor kids, and a variety of food vendors
in addition to autograph and photo sessions. This
combination of activities has created an event that
draws large crowds in addition to quality competi-
tion (Bogle 2008).
Extreme Events
In recent years, new extreme sport events have
emerged. Some of the more popular extreme sport
events are the Dew Tour and the X Ganmes. The
Dew Tour hosts five multisport skateboarding,
BMX, and motocross events across the United
States. The Winter Dew Tour features freeskiing
and snowboarding events. The X Games are an
Olympic-style extreme sport event hosting annual
summer and winter competitions. The focus on
emerging extreme sports makes these events
attractive to a new generation of sports fans.
More important to event organizers, these
events provide a valuable connection between
tinues to grow, so do the number of sport-related
event management jobs. Almost every professional
sports franchise and collegiate athletic program
hires some type of event manager. Today's sport
event planner must be able to manage his personal
life alongwith having strong conceptual, interper-
sonal, technical, and time management skills. The
event planner must also be able to negotiate with
sport event venues and recognize the importance
of sport tourism and the need for collaborating
with a wide variety of network organizations.
Sporting events can also be quite diverse, and
each type of event presents its own opportunities
and challenges for event organizers. Events vary in
size from small local events to mega-events such
as the
Olympics and the FIFA World Cup. Events
also vary in the groups they reach, as
competi-
tions for young
participants, seniors, and disabled
spectators each appeal different
to
demographic
groups. The challenge for event organizers is to
be flexible to the needs of different and groups
different sports.

LEARNING ACTIVITIES
 Event Conceptualization 21

out on the goltcourse, but there is so little golf in

being played. That gives us a Q:What are the biggest challenges you face
great opportunity planning this event?
1o engage the
speclators and enhance their
experience outside of just A: The biggest challenges are keeping everybody
watching golf. Some informed of what is going on and making sure
of the things we have done is put together an
900
extensive video board and entertainment everyone gets the proper say. There are
pro- Medina mnembers and 200 PGA staff members
gram. We have Teally switched things out so that
at PGA headquarters, so letting all people know
people who are waiting for golf to come through what's going on is a challenge because there are
are going to be entertained in a
whole new way
so many different things happening from day to
they have never experienced before in a
golf day. Other challenges are related to preparing
tournament. It's going to be a lot more festive.
We for the unexpected. A large amount of parking
going to have things such as face paint-
are
ers and official Ryder and security planning takes place. You need
Cup ambassadors to make to have a backup plan for your backup plan.
peoples' experience teel a little more
patriotic. You need to prepare for weather you may not
We are looking to add all sorts of
things to focus
see coming. You need to prepare and make the
on the spectator, because
ultimately they're event as safe and easy for people to get in and
your customer and you want them to keep on
coming back. We are hoping this will be one of out of as absolutely possible while preparing
the greatest spectator for things you hope never happen. There are
experiences people have
ever had at a golf tournament. so many things that can happen that are out
of your hands that you may need to react to.

EVENTPLANNING Table 2.1 Event Planning Model

Planning for sporting events can be quite com- Event phase Tasks
plex when you consider the number of decisions Event development phase Event is envisioned.
that have to be made and the number of Event organization is cre-
people ated.
involved in those decisions. Specifically,
multiple Event operational plan- Internal and external envi-
stakeholders are involved (local organizing com-
ning phase ronments are analyzed.
mittees, participants, sanctioning bodies, facili- Goals and objectives are
ties, sponsors, and so on), and multiple tasks have set.
to be undertaken (such as Key decisions are made.
logistical planning, Event implementation,
marketing, and leadership). Further, events go Resources are gathered
monitoring, and manage- and allocated.
through multiple stages, and event planning takes ment phase Staff are trained.
on different roles at each stage. Mallen and Adams
Activities are managed.
2008) outline an event planning model with Event evaluation and Results are matched to
tour different phases: (1) the event development Tenewal phase
objectives.
phase; (2) the event operational planning phase; Plans are modified based
on results.
) the event implementation, monitoring, and
management phase; and (4) the event evaluation
and renewal Supovitz (2005) argues that successful
phase (table 2.1). event
During the first phase, the event development planning must involve stakeholders such as spon-
pnase, organizers envision an event and
event sors,broadcasters, communities, and facilities
champion the intention to hold an event (Wanklin throughout the event planning process. Large
2005). During this phase, the event organization events will frequently
utilize a local organizing
S
established to facilitate the planning process, committee (LOC). These groups are often made
 Events
22 Managing Sport
ocur or situations
may
the plan.C
incidents
hecause to
groups changes
menbers lrom
dillerent slakeholder necesitating

up of and hange, can lail id event oryanizers

with the task ol planning ideas, il
nismanaged,
effectivel.
and are cnlisted what it 1akes to
understand
managing an event do not
L0C made up of a variety ol implement the event
an
Tor exanple, in evaluatjon phase, results are
stakeholders with a wide range of cxperience During the the
NCAA to ensure event
cvents was created for the 2010 matched with
objectives
hosting assss variu
l Men's Baskethall Championship first Event organizers
Division
in Bulfalo,
going as planned. the e v e n t and
after the evens

and second-round games being played throughout

being achieved, 1
activities

New York. The group chose

former Buffalo mayor desired results
are
to ensure
the event
of the committee planned during
Anthony Masicllo as chair
as

members ofthe things are not going readjusted. If at the end

(MAAC Sports 2009). The other need to be
plans may not match the objec.
commitec included the following: event the results do
of the
need to amend, modify, or
Metro Atlantic tives, organizers may
Representatives from the for the next event. in
Athletic Conference completely change plans be asking
always
should
local universities addition, event planners
Athletic directors from two
the event better. This is vital
how they can make
Representatives from the local
media will expect more, better, or
because c u s t o m e r s
A representative from the local police depart- different experiences
from the next event
ment
Frontier
Representatives from the Niagara LEADERSHIP
Transportation Authority
.The director of special events for the City AND DECISION MAKING
of Buffalo IN EVENT MANAGEMENT
Representatives from the Buffalo Niagara
Convention & Visitors Bureau Strong leadership is frequently the key to a suc-

cessful event. Without good leadership. event

The director of amateur athletics for the Buf-
planners can be left directionless and unmoti-
falo Sabres hockey club
vated. Therelore it is important to understand

the planning phase, the members of the differences between being a manager and a
During
the organizing group undertake activities to turn leader. Goldblatt (2008) explains that managers
their vision into reality. After careful situational are people who make decisions, assign tasks.
analysis of the organization and environment, allocate resources, and solve problems. Leaders.
they set goals and objectives for the event. In addi- on the other hand, motivate and inspire others
tion, it is during this phase that details related to to achieve the event's goals. A leader will be able
what needs to be done to meet those goals and to provide a vision of how to achieve the events
objectives are outlined. Key decision areas at outcomes and will be able to collaborate with
the planning stage include the name and theme others to achieve those outcomes.
of the event, the program or schedule of events, Some event leaders prefer to be very hands-on.
the timing and duration, and the location. These tocusing on every task and every decision. Others
decisions will lead to more decisions about budget
and personnel (Mallen and Adams 2008). may prefer a more democratic or collaborative pro-
cess. The effectiveness of each
Planning continues during the implementation on the
style often depends
phase. During this phase, event type of staff and organization. A staff with
organizers gather little experience or direction
resources, train staff, implement new (e.g.. employees
management volunteers) may need direction. requiring
procedures, and coordinate activities
(Wanklin
more
2005). Leadership is important more control from people in leadership positions.
to make sure all
during this phase Conversely. leaders with staffs of experienced or
activities come
should. Further, event together as they more
qualified people are more likely to cede more
plans need to be flexible
control to others in order to utilize their skills
 and engage them in
Event Conceptualization 23
the
is
especially irue of planning process. This
tasks are too large-scale
large for one events where
the Organizers also need
team, to handle on his person, or even a small ity and determine howto define levels of author
both short-term and
lcadership has to be more
own. In
these cascs, the long-term decisions are made
decision collaborative, giving ask who will(Supovitz
more control over Organizers have 2005).
to
the organization. have
making to others in
in
making decisions-the authority
Given the staff, committee, or task event manager, event
process and the complexity of the responsibilities
force.
for key decisionDefining
roles and
sions, it is essential decision-making
importance of making good deci-
a better
understanding of the
makers allows for
to
understand what goes into
making collaborative decisions. possesses (e.g., will this authority each unit
the person or committee
have
can be seen Successful events authority to hire personnel, commit
athletes, and
as
partnerships between stakeholders, chases, sign contracts, and so to
pur
on). Further, event
easier when spectators. Making decisions is much organizers will have to define which
event
organizers will have stakeholders
input into decisions (e.g., the
each party wants from understand what
the event. Each ing body, local sanction-
may have
expectations of what the event stakeholder government,
These questions can host, or
committee).
erate for them in will gen- often be
terms of
revenue, goodwill, or developing an organizational chart.addressed by
experience. Further, each stakeholder is tional chart is a An
organiza-
document that shows how differ
something in terms of money, risking
time, or support.
ent units are
related. In addition,
Understanding each party's expected benefits and
risks will facilitate the
charts define
reporting structures organizational1
who reports to whom. by illustrating
decision-making
process. sample organizational
Figure 2.1 illustrates a
chart. Supovitz (2005)

Event chair

Event
co-chair

Marketing Operations
director Finance
director director

Public relations Sponsorship

manager
|Asst. operations Ticket
manager manager manager

Community Sponsorship Facility Box office

relations sales supervisor manager

Sponsorship Competition Group sales

sales supervisor manager

Sponsorship Team liaison

fulfillment

Hospltality
supervlsor

Figure 2.1 Sample event organizational chart.

 argues that organizational charts are important Identifying sponsorship prospects
because they define areas of responsibility and .Conceiving additional sponsorship benefite
accountability, streamline decision making, and .Findingnew target markets
communicate how functional areas fit into the
Categorizing event risks
overall management structure.
ldentifying ways to recruit and reward vol.

BRAINSTORMING IN EVENT unteers

.Devising methods of developing community

MANAGEMENT support
Brainstorming is a useful technique for identily- Suggesting ways to maximize revenues
ing opportunities to make an event unique. In a
Locating areas to cut costs
typical brainstorming session, several members
Recognizing areas tor contingency planning
are
brought together to discuss and explore
concepts for an event. The team effort allows Generating customer service initiatives
members to encourage and stimulate each other's
thinking. For sporting events, brainstorming
sessions often incorporate multiple stakeholder PURPOSE OF THE EVENT
groups. For example, a championship golf event The purpose of the event will drive many deci-
may include representatives from the local sports sions related to event design and event
planning
commission and tourism board in addition to the Events can serve many purposes; therefore it is
local organizers. important for event organizers to clearly identify
To increase
creativity, Osborn (1963) suggests what they want to accomplish. Is the purpose of
that participants in brainstorming sessions focus your event to make money, create an image for
on
quality, withhold criticism, welcome unusual your community or cause, attract tourists, or
ideas, and improve ideas. While focusing on the provide memorable experiences? Purposes vary
objectives, members should try to say all the posi- widely among events. Beyond ompetition and
tive things that come to their minds. Negatives revenue, some of the other common purposes
can be saved for later. At this stage, it is include the following:
acceptable
to ignore restraints and dream
big, with the goal of Promoting an issue: The San Antonio Stock
finding the right idea (Bowdin et al. 2006). Some-
times the worst ideas lead to Show and Rodeo is an annual rodeo event that
good ideas; therefore raises awareness in
it is important to be
accepting of all ideas while support of agriculture edu-
leaving the feasibility questions for later. cation.
Brainstorming sessions are often the result Raising funds for a cause: The Maine Shrine
of an issue or crisis. For Lobster Bowl Classic is a
example, high school high school senior all-
athletic directors faced with star football
tight budgets might game sponsored by the Kora Shrine to
get together to brainstorm ideas to cut budgets raise funds for
orthopedic and burn care services.
without cutting sports. Or a new event
may bring Promoting an image for an organization: The
people together to develop a name and logo for the U.S.Army All-American Bowl is an all-star game
event. The
following is a list of potential issues showcasing the top high school football players.
thaf could be resolved through brainstorming. Event organizers must create the best possible
Creating an event brand experience for both players and fans. The broader
.Planning an effective event program purpose, however, is to promote the Army's posi
tive brand attributes.
Developing a SWOT analysis
Creating ideas for promotional Dfiving tourism and promoting
economic
programs impact: The Rose Bowl football game in Pasadena
Formulating effective pricing programs
annually matches two of college football's top
 anms: however, the Event Conceptualization 25
ttitc different. game's original
The event
Pasadena's Valley was started purpose by
Hunt Cub to
was
memlbers
A lew
examples of
by
showcasing the
region's great auract tourism National Federationgoverning
of State
bodies include the
Mccting sponsorship
.
weather. tions, USA Triathlon, the High School Associa-
hecr brand XXXX United States
objectives: Australian
Gold created Federation, and the United States Youth Equestrian
beach cricket and new a Association. Soccer
sponsors the XXXX sport called
Cricket Tri-Nations Gold Beach Consider an NCAA
event because they Series. They championship event. These
to takedevcloped the
events
Australians' passionwanted
have
multiple stakeholders
governing body, the community including the
companies had existing cricket, butadvantage
for oft the
other beer event, the host hosting
other major competitions.relationships with committee, and sponsors. The
the governing body, the NCAA, may be
with concerned
Promoting a
sport: The
World
providing an elite competitive environment
and an excellent
sic's purpose is to
The event featuresgrow
the game Baseball Clas- experience for participants. The
community's
different countries, participating internationally.
and media
teams from 166
event will
primary
most
purpose for supporting the
likely be to generate tax dollars
and economic
more than 200 countries coverage reaches impact through tourist
(Fisher 2009) Sponsors may be most concerned with spending
Further. event exposure product sampling. Event product
or
organizers should also consider
for whom the event have the task of organizers
is
planned because different their identifying
their stakeholders,
groups may have difterent stakeholders' objectives, and how
purposes for results. to deliver
ing an event. Theretore, it is support-
stand your stakeholders and imperative to under-
For
their primary needs. Questions to Ask When Assessing Your Stake-
example, each of the holders
may have different needs: following stakeholders
Who are your key
stakeholders? Do you have
Sponsors: Sponsors seek multiple benefits multiple stakeholders? If so, who the
including increasing sales of their products, primary stakeholders?
are

erating awareness of gen-

brand, building an image
a Are there conflicts
of interest between stake-
for a brand,
reaching target markets, and provid- holders?
ing hospitality for key customers or
employees. What resources do
your stakeholders pos-
Broadcast partners: Broadcast partners seek
Lo maximize
sess?
viewership in order to maximize .What are your
stakeholders needs?
value for advertisers. tions? Expecta-
.The local community: What can you do to
seek to
Community partners meet
stakeholders
generate economic impact, attract tourists, expectations?
and create
exposure for the location. How can you positively
Charitable causes: Given that many events outcomes?
intluence stakeholder
have charitable connections, it is important to How can you avoid negatively inlluencing
understand the charity's needs, which may range stakeholder outconmes?
rom promoting its cause to raising funds for the

organization.
Sport governing bodies: Governing bodies
provide a regulatory function by providing
Oversight, setting rules, and sanctioning events.
he mission of
these organizations is to provide
Competitive opportunities or promote the sport.
CHOOSING
THE TYPE OF EVENT
Considering the many purposes tor staging events
and the many ditterent beneficiaries served by
events, it is important to choose an event that
26 Manoging Sport Events

will best meet relevant stakeholders' needs. To SWOT ANALYSIS

serve some purposes, a large full-scale cvent may
Information may be the most important resource
be necessary, while other purposes may be best
A valuable strategic plan-
served by smaller, local cvents. There are also during event planning. or SWOT analy.
ning tool is a situational analysis,
several diflerent formats for sporting events. will sis. The goal of this type of analysis is to identify
it be a tournament or a single-game event? Will
it be competitive or recreational? Will it be for factors to exploit (strengths and opportunities) or
and threats). A well-devel-
young participants? Will it include participants minimize (weaknesses
the
with special needs? oped SWOT analysis helps you analyze state
of your event or organization and prepares you
In addition. event managers need to consider
to make better decisions as you plan your event.
whether or not they have the resources (time,
Strengths and weaknesses are internal and may
money. people, and facilities) necessary to make
the event a success. For example, a local high include factors such as resources (human or finan-
cial), structure, and marketing efforts. Strengths
school may need to develop an event to raise
are resources, competencies, and advantages your
funds for abuilding project. Hostinga high-profile
organization or event possesses. Weaknesses
professional golf tournament would have the
on the other hand, are often direct opposites of
potential to attract a lot of attention and revenue;
however, it would not be feasible considering the strengths.
limited resources available to the school. Instead,
Potential Organizational Strengths
the school would be better off planning an inti
mate golf scramble to attract local donors; this Event characteristics
event would meet their purpose while making Financial capacity
use of available resources.
Swart (2005) suggests four additional factors
Staff experience
organizers should consider when selecting an Community support
event (see table 2.2). First, event organizers need Brand strength and awareness
to consider the
target market and must design Existing technology
activities hat will be appropriate for the target Available planning time
market. Second, they must consider the time
Facility and location
required to plan the event because larger events
require significantly longer lead times. Third, History and tradition
the timing of the event, including scheduling, Leadership skill
setup, and breakdown, should also be considered.
Potential Organizational Weaknesses
Fourth, organizers must take into account the
availability and size of the facility and the suit- .Eventlimitations
ability of the location.
Financial restrictions
Table 2.2 Factors to Consider During Event Planning
Factor Considerations
Target Who is your target market?
market What will have do
you to appeal to that target market?
to

Planningg How much time do you need to plan the event?

How much ume will it take lo organize all the activities necessary tlor this
Executon event to meet
How nuch time will it take to execuie the event? your expectations:
How much ume will need to br invested in
Location Do you have an
preevent and postevent activities?
appropriate laciliuy lor what you have
|Is the location appropriate lor what you have planned?
planned?
 Event Conceptualization
.Untrained staff
.Lack ofl community It is
support important to thoroughly analyze each factor
.Brandimage in order
to
appreciate any potential implications.
.Technological conmpetence Figure 2.2 gives brief example
associated with a SWOT
a
of
implications
.Short planning cycle analysis for
amateur golf tournament. regional
a

.Facility and location A SWOT

Lack of history analysis requires an honest assess-
ment of each factor.
All too often, event
. Leadership inexperience ers choose to
focus on the
organiz-
bad. This good and trivialize the
Once strengths and and,
shortsightedness leads to poor planning
weaknesses have been
identified and dealt with, the area
ultimately, poor results. For instance, your
organization is better may experience heavy rainfall in the month
able to handle opportunities and of May. 1f you
Neirotti, and Goldblatt 2001). threats (Graham, planning the
were
ment in the golf tourna-
threats are external to the Opportunities and previous example, this would be a
serious threat. You could
include factors related to organization and may
the and hope for
choose to ignore this
good weather, or you could take the
technical, legal, economic,
social, threat
or
competitive seriously, making contingency plans for
Opportunities often represent environments.
areas for
bad weather. If event
organizers believe weak-
efficiency or new growth. Threats are increased nesses or threats are
minor, they may be ignored.
entities that may endanger incidents or But if these
your event's success. weaknesses or threats are major,
Potential Environmental Opportunities appropriate steps should be taken to minimize
them. Consider another
world basketball example. For the 2002
Potential sponsors championships Indianapolis,
in
Potential partners organizers set a ticketgoal 244,000 based on
of
ticket sales at
Untapped resources and Athens. This
previous tournaments in Toronto
Underserved target markets assumption may have seemed
reasonable given Americans'
ketball and the fact most of the preference
for bas-
Copromotional opportunities would be
world's best players
Economic conditions participating (Moran 2002). However, a
closer look would have revealed
.Social trends weaknesses and threats. For troubling
some

example,
basketball fans do not have a American
Technological advances affinity for
Political and legal environment international basketball, and strong
the
the U.S. team not possibility of
Industry trends making the final rounds could
be catastrophic for ticket sales.
was held over Labor
Further, the event
Potential Environmental Weaknesses Day weekend, the traditional
end of summer and start of
football season. The
Competitors dilemma in this case is
determining which is more
Weather important. As it turned out, the weaknesses and
threats were serious, and attendance fell
Environmental concerns of organizers' goals.
well short
Community dissent
Labor, supplier, or transportation disputes
Unfavorable economic conditions DEVELOPING AMISSION
Political or legal uncertainty FOR THEEVENT
It is
not sufficient The event's mission provides it with direction
merely identity yur
to
rengths, weaknesses, opportunities, and threats. Without direction, planning and decision making
28 Managing SportEvents

Implication
Strength Include this aspect in promotional
The competition course is an
exclusive course and one of the finest materials. This may be a key factor in
in the region. Several professional recruiting participants
events have taken place on this course.

Implication
Weakness Transportation plans must be
The course is in a
developed in order to move
remote location distant
participants, staff, and spectators.
from hotels and amenities.

Opportunity Implication
There is a large, growing Asian A relatively untapped market exists
population in the region that should be investigated. New activities
that has been underrepresented and marketing channels could be explored.,
in prior events.

Threats Implication
A major annual spring festival Schedule carefully to avoid overlapping
is scheduled for the same time other activities that may siphon participants
of the year. or volunteers.

Figure 2.2 SWOT analysis for a regional golf tournament.

can become difficult and ineffective. Given that Their mission outlines who
events can have
many purposes and serv many
they are and what
different stakeholders, it is vitally they promote:
important for
event
organizers identify and communicate
to To present a women's sporting event with a
their mission to ensure that decisions and
ties related to the event serve the
activi- foundation based on dedication to health,
event. To communicate the
purpose of the fitness, and the
competitive spirit; and
event's mission, an event which
embodies a realistically
organizations often develop mission statements. attainable level of athleticism that
A mission statement is a brief declaration could be
that readily identifiable to the general
describes who the organization is;
explains what well as to the most
ardent
public as
the sports enthusiast.
organization does; and communicates the
organization's purpose, philosophy, and values Sometimes an event's mission
(Hums and can be short
Maclean 2009). Good mission state- while still
ments convey a concise effectively
event should be all communicating what the
message understandable about. For
by everyone in the
organization. Every word sion of the example, the mis-
should have a
purpose. That said, mission state-
Wilmington
event, is direct but still
Grand Prix, a local
cycling
ments often take a
considerable amount of time guide event planning: communicates enough
to
to write and
finalize.
Women's Tri-Fitness is Toconduct a sporting event that
features female athletes a competition that on the national is respected
routines, fitness skills, andcompeting in fitness cycling circuit while creat-
an obstacle
course.
ing an urban festival that showcases Down-
town Wilmington.
 Event Conceptualization 29
SETTING GOALS
AND OBJECTIVES Objective 2: Sell 200 new all-tournament pack-
ages.
Goal sctting is a very Objective 3: Sell 1,200 single-session tickets per
important
ning process becausc goals and part of the plan- session.
dircction. Without direction, it isobjectives provide Goal 2: Attract the
important resources on activities possible to waste
that do not serve teams in the state.
highest quality basketball
the event's mission or
stakeholders. Further, Objective 1: Recruit at least four teams ranked in
and objectives define goals
a5 well as how the success orexpectations for the event the top 20 in the state.
failure of an event Objective 2: Recruit at least four local teams.
will be measured. Once
defined,
tactics can be developed that will strategies and Objective 3: Recruit at least two teams with a
vidual objectives. support indi- recognized star player.
At this stage ot the
process, it is important for
event organizers to envision the
event,
future of the
thinking about what needs to be achieved in
PLANNINGLOGISTICS
Several major logistical issues need be
order to realize the event's mission. to

terms often used

are
Although the addressed at the planning stage, specifically deci-
ing
interchangeably, the follow
examples define goals as broad statements
sions related to date, time, location, and duration.
and Remaining logistical issues will be addressed as
objectives as quantifiable statements that support the planning process proceeds.
individual goals.
Goals are broad, qualitative statements that
Date: Event organizers should consider
major
provide direction in support of the event's mis- local events, competing
sporting
events, or impor-
sion. Goals may be financial or
strategic. Exam-
tant holidays when scheduling. Other events can
ples of goals include the following be either a help or a hindrance. For
example, few
major events are scheduled around Super Bowl
Maximize attendance or participation. weekend because the game tends to dominate
Create value for sponsors. media coverage and attract most Americans' atten-
tion. However, the Ultimate Fighting
Create a positive image for the host com- Champion
ship (UFC) routinely schedules major fights in Las
munity. Vegas during Super Bowl weekend because that
Attract tourists to the region. weekend attracts large numbers of affluent sports
Raise money for charity. fans to the city. For outdoor events, time of the
year is especially important because weather can
Promote the sport and generate goodwill.
be either an advantage or a major deterrent to an
Increase overall customer service. event's success (the weather is great on the Gulf
Coast, except during hurricane season).
Objectives are specific, quantitative statements
that serve as measurable indicators of whether or .Time:When setting the time for events, event
not the organization is meeting its goals. Good managers need to consider how long each contest
will take) For events with multiple matches
objectives are specific, measurable, achievable, (e8
tournaments), managers need to consider the
Tealistic, and timely (SMART),The following is
thata number of contests, the time necessary to prepare
an example of some goals and objectives the facility between contests, and the amount of
high school basketball tournament organizing
rest competitors need between contests. Simi-
committee may use.
larly, you have to consider constraints your target
Goal 1: Increase attendance. market may face. Schedule too early in the day

Objective 1: Retain 90 percent of last year's all- and you may make it difficult for some to attend
because of work, school, or other commitments.
tournament package purchasers.
 Events
30 Managing Sport

Vendor relationships
be able to
nol
late and some nay
Schedule too
or Media relationships
tomorrow's work, school,
attend because of Locations
role in start Changing
other commitments. The media play a Advantages of
events becausc broadcasters
times for tclevised New consumers

viewers and fill

available time
seek to maximize of r e v e n u e
sources
New
slots. among sites
Location involves issues with the Healthy competition
Location{
host city is an
The Increased media coverage
host city and host facility.
whether or not Community enthusiasm
important factor in determining
need to consider
will attend. Organizers
people Larger scope
convenience of the
both the attractiveness and
influence the Event novelty
host city's location. Several issues
choice of facility such as size, occupancy, playing Flexibility
amenities, events may last
surlace, participant services, spectator Duration: Although many
lease basketball tournament.
accessibility, parking and transportation, one day, others (NCAA
terms, and cost. You may also
be faced with the festivals) may last weeks
decision to stay in one location, year atter year,
Olympics, various sports
ormonths. When deciding on duration, event
or to change locations. Each choice has its own
consider the type of competi-
managers need to
set of advantages and disadvantages. facility availability
tion, participants' travel needs,
Major Events That Stay in One Place and cost, availability of officials and staff, and
flexibility if delays due to weather or unforeseen
Kentucky Derby events occur.
College World Series
Daytona 500
THINKING CREATIVELY
Little League World Series
The Masters golf tournament AND PLANNING FOR
Rose Bowl UNIQUENESS
Major Events That Change Locations Considering the competition for spectators, par
Breeders' Cup ticipants, and sponsors, sporting event organizers
need to be unique to attract attention and separate
MLB All-Star Game
themselves from the competition. Why is it that
NCAA Final Four some events consistently draw more
spectators,
Olympics participants, and sponsors than others? Quite
U.S. Open golf tournament often, it is because organizers have developed or
WrestleMania highlighted special elements that make the events
desirable. Here are some
examples:
Advantages of Staying in One Place
The Big East men's basketball
Reputation is played in Madison
championship
Existing fan base Square Garden each
year to take advantage of the unique facility
History and tradition often hailed as "the World's Most Famous
Community support Arena." The arena's history with college
Event management expertise basketball provides an additional storyline,
Stafing and volunteer base making the event attractive to media.
Client relationships Location and timing contribute to the many
holiday basketball tournaments held in
 ðtl
focus
to
as a way
P L A N N I N G P R O M O T I O N A L

AND ANCILLARY

COMPONENTS
events
event, ancillary
the main
In addition to festivals, contests, youth
music
such as fan expos, to
a r e often planned
interactive e v e n t s
clinics, and event
objectives. The type of
t
further organizers'
ancil-
will dictate the type of
and its objectives
events. An event desiring positive
publicity
at lary
a preevent clinic for disadvantaged
ie may schedule
children in ordcr to gain positive precvent news Middle School Madness
coveragc. An cvent necding to add valuc for
NCAA and Feed the Hungry
participants may schedule a side trip to a local
attraction or other recreational activitics .Minority/Women Owned Business Fn
A prise (MWBE) Access Program
great cxample ot an ancillary cvent designcd
to promotc an organization and its signature event
is the World
In addition. organizers staged a
number
Wrestling Entertainment (WWE) other activities designed to
of
Hall of Fame ceremonv. WWE schcdules their provide additional
entertainment for event attendees and the local
Hall of Fame ceremony the
night bcfore Wrestle- community:
Mania in hopes of
increasing the grandeur of
their signature cvent and
cncouraging a few last- .Bracket Town
minute
pav-pcr-vicw buys. Similarly, organizers .Block Party at the Big Dance Concert Series
of the 20OS NHL Winter Classic
game between College All-Star Game
the Detroit Red and
Wings Chicago Blackhawks Final Four Dribble
at
Wrigley Field created the Winter Classic
Spectator Plaza. a free fan festival outside the .College Slam Dunk and Three-Point Cham-
historic stadium. The event offered fans a pionships
of interactive activities as a
variety
way to promote the
event (Tedesco 2008). Sometimes these
Pep Rally
events can be used to
ancillary
support a cause. In conjunc-
tion with the 2012 Super Bowl, the NFL held the DEVELOPING AN
NFL Charities Celebrity Bowling Classic
featuring
retired players and Pro Football Hall of Famers to OPERATIONAL TIMELINE
benefit NFL Charities Small events may require onlya few weeks to a few
months of planning, but larger events may
Many competitions will schedule numerous require
ancillary events to meet multiple objectives. For years of planning. The
key to success is to start
the Atlantic Coast Conference football early. Solomon (2005) suggests planning should
champion- start 18 to 24 months before the
ship. Charlotte scheduled a coaches luncheon, event in order to
work well with media,
awards banquet. and football
legends dinner in sponsors, and sites without
addition to a fan festival, pep rally, and concert. being rushed. When developing the operational1
These events were added to make Charlotte a timeline, it is vital to identify important tasks
and logistical needs and
more atiractive destination for the
conference's budget an appropriate
amount for
signature game (Spanberg 2009). completion. Important tasks left to the
Another example is the NCAA men's basketball last minute add time, costs, and stress.
Further.
Final Four, which hosts several events in addition tasks must be scheduled in relation to
each other
to the main event (the
championship game). For (eg.. promotional materials cannot be printed
the 2012 tournament until the date and site have been
in New Orleans,
organizers confirmed).
scheduled The following is a
a number of
ancillary reach
evenis to sample event timeline. Keep in
philanthropy objectives through charitable and mind that every event will have
different needs,
educational activities: and the leng1h of time to
complete
tasks will vary
according to the event. t is up to the organizers to
Career in Sports Forum identify needs and eftectively schedule operations.
USBWA Sports Writing Workshop One to Two Years Out
NCAA Final Four Youuh Day Determine the purpose of the
NCAA Youth Chnics event.
Investigate the feasibility of the event.
Four Courts in Four
ment)
Days (couru refurbish- Develop a mission.
Select the date and site.
 EventConceptualization 33

Six Months to a Year Out

and reduce the inconvenience
Start event program
to participants and
planning. spectators.
Start promotion planning. When developing contingency plans, it is first
Develop contingency plans. important to identify areas of concern and develop
Assess staffing needs. plans for how you would deal with each instance.
Typical situations needing advance preparation
Three to Six Months Out may include the following:
Arrange tor security, parking, transportation, and Fire, gas leak, or other emergency
vendors.
Order equipment.
Bad weather
Power failure
Contact printers.
Create
Equipment failure
a
publicity plan, and publicize the event. Scoreboard or scoring system failure
One to Three Months Out Larger than expected crowd
Confirm arrangements. Hostile crowd
Follow up with teams or Late-arriving team or official
participants.
Begin ticket sales and registrations. .Staff shortage
Contact officials. Ticket irregularities
One Week Out Medical emergencies
Perform on-site checks. .Food and beverage issues

Install equipment. Parking and transportation

Finalize event-day timelines. Although some occurrences are unlikely,
Continue staff and volunteer training. they should be planned for if the severity of the
occurrence would have a major impact on the
Schedule transportation for VIPs and guests. event. Consider a scoreboard failure at a
college
Event Day basketball game. Although this happens rarely.
this failure could bring an event to a close, and
Perform equipment checks.
therefore event managers should be
Perform preevent briefings. Even FIFA had a
prepared.
contingency plan in case delays
Conduct event. in stadium construction had
prevented South
Africa from hosting the 2010 World
Postevent
Once areas of concern have been
Cup.
Conduct postevent review. identified,
managers need to develop action plans detail-
Perform aftermarketing. ing what to do in each case. The plan should
also define the staff,
budget,
time, training, and
resources needed to deal with each situation.
PLANNING Some plans will be
more
complex than others
according to likelihood and severity of the prob-
FOR CONTINGENCIES lem being considered.
Depending on the problem,
Odds are that something planned will not go off
contingency plans may necessitate procedures for
as expected. Therefore, event managers should emergency access, evacuation
plans, conmunica-
1dentify what could go wrong and develop con- tion plans, security procedures, stalf responsibili-
tingency plans to address any possibilities. The ties, and plans for dealing with media.
goal of a contingency plan is to create a level of For example, many events have contingency
preparation so that you can minimize problems plans for weather-related issues. For outdoor