rio2016 recommendations - spectator experience
DESCRIPTION
As part of our MBA program at the George Washington University, a group of students, including myself, spent 2 weeks in Brazil and 7 weeks in a class prior to departure completing a research and consulting project for the Rio2016 Olympic Committee. My group's research focused on the Spectator Experience. Enjoy!TRANSCRIPT
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TABLE OF CONTENTS
REPORT AUTHORS……………………………………………………………………………………….……....4
INTRODUCTION………………………………………………………………………………………….…...….8
BRAZIL……………………………………………………………………………………………...………...….11
COUNTRY OVERVIEW………………………………………………………………………….……12
BRAZILIAN CONSUMER…………………………………………………………………………......13
SPECTATOR ENGAGMENT………………………………………………………………………………….…17
OVERVIEW…………………………………………………………………………………………….18
HISTORY OF SPECTATOR EXPERIENCE……………………………………………………….……18
OPPORTUNITY FOR RIO………………………………………………………………………...……19
WHO IS THE OLYMPIC SPECTATOR?………………………………………………………………20
THE BRAZILIAN SPECTATOR…………………………………………………………………………22
SPECTATOR SURVEY…………………………………………………………………………………...………23
SURVEY RESULTS & ANALYSIS…………………………………………………………………….…24
SURVEY LIMITATIONS……………………………………………………………………………...…31
RECOMMENDATIONS…………………………………………………………………………….…32
SURVEY……………………………………………………………………………………………...…34
TICKETS…………………………………………………………………………………………………………..39
HISTORY………………………………………………………………………………………………..40
RECOMMENDATIONS……………………………………………………………………………….42
EXPERIENTIAL MARKETING…………………………………………………………………………………...47
MODEL…………………………………………………………………………………………………48
HISTORY………………………………………………………………………………………………..48
CHALLENGES………………………………………………………………………………………….49
RECOMMENDATIONS………………………………………………………………………………..50
OUT-OF-VENUE EXPERIENTIAL MARKETING………………………………………….…51
IN-VENUE EXPERIENTIAL MARKETING……………………………………………………53
MONTHLY SPORT PROMOTION…………………………………………………..………55
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SOCIAL MEDIA………………………………………………………………………………………………....57
INTRODUCTION……………………………………………………………………………………….58
OVERVIEW…………………………………………………………………………...………58
HISTORY………………………………………………………………………………………59
SOCIAL MEDIA CONSUMER MARKET………………………………………………...…60
SOCIAL MEDIA BUSINESS MARKET……………………………………………………….61
RECOMMENDATIONS………………………………………………………………………………..63
ESTABLISHED MEDIA OPTIONS……………………………………………………………………...64
ORKUT………………………………………………………………………………………...64
FACEBOOK…………………………………………………………………………………..65
TWITTER……………………………………………………………………………….………67
YOUTUBE………………………………………………………………………………..……67
LINKEDIN………………………………………………………………………..……………68
INTERACTIVE MEDIA OPTIONS…………………………………………………………………..…69
ZYGNA…………………………………………………………………………………….….69
FOURSQUARE…………………………………………………………………………….…70
MICROSOFT’S KINECT……………………………………………………………………...72
CREATORS……………………………………………………………………………………………..75
FROG METMORFOSE DIGITAL………………………………………………………….…75
VM2……………………………………………………………………………………...……76
IDEIA S/A……………………………………………………………………………………..76
RIOT……………………………………………………………………………………..…….77
IBM…………………………………………………………………………………………….78
SUMMARY………………………………………………………………………………..……………79
HOSPITALITY & TOURISM……………………………………………………………………...……………80
INTRODUCTION……………………………………………………………………………………….81
SITUATION………………………………………………………………………………………..…….81
HOTELS…………………………………………………………………………………...…………….82
INFRASTRUCTURE……………………………………………………………………………………..84
CONCLUSION………………………………………………………………………………………………..87
ENDNOTES……………………………………………………………………………………………………89
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REPORT AUTHORS
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REPORT AUTHORS
TIMOTHY FRIEND
For questions regarding Experiential Marketing, please contact:
+1.617.513.9834
MATTHEW MAKES
For questions regarding Brazilian Consumers and/or Brazilian Economics,
please contact:
+1.203.339.2677
LAURA MELCHOR
Laura Melchor is a first year Global MBA student at The George Washington
University School of Business concentrating in Luxury Brand Management and
Hospitality. Originally from Silicon Valley, Laura has extensive experience in
media, tourism and real estate development. Prior to starting her MBA degree,
she was an entrepreneur in Marrakech, Morocco where she started a
successful tourism company. She has lived in France, Spain, Italy, Argentina
and Morocco. Laura is trilingual in French, Spanish and English and in her free
time, she enjoys travelling.
For questions regarding Social Media and/or Hospitality & Tourism, please
contact:
+1.202.210.7376
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ANDREW NOWACK
Andrea Nowack is a first year MBA student at The George Washington
University concentrating in marketing and sports business. After obtaining her
undergraduate degree in Journalism with an emphasis on Documentary
Production and Public Relations from the University of Oregon, she began her
career at Waggener Edstrom Worldwide performing analyst and public
relations for Microsoft’s Online Services Business (Bing, MSN and Windows Live
services). In 2008 she moved back to Los Angeles and worked as a digital
marketing consultant at a mid-sized PR and marketing agency planning and
executing integrated marketing communication initiatives for clients such as
Pizza Hut, Ustream and Seattle’s Best Coffee. In her spare time she enjoys
snowboarding, running, traveling, and drinking lots and lots of coffee.
For questions regarding the Spectator Survey and/or Spectator Engagement,
please contact:
+1.503.499.3331
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ALEXANDER TRUITT
Alexander Truitt is a first year MBA student at The George Washington University
concentrating in sports business. After graduating from Syracuse University in
2002 with a Bachelor of Arts degree in Political Science, he spent eight years
working at a boutique construction and real estate law firm in New York City.
At the firm, he worked extensively on litigation and contract matters for a
variety of clients including major developers, hotels and school districts within
the New York area and also served on the firm's management committee. In
2010 he decided to pursue his passion for sports by furthering his education in
Washington DC. This summer he will be interning with the Washington Redskins
in their sponsorship department.
For questions regarding Ticketing, please contact:
+1.914.588.1493
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INTRODUCTION
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INTRODUCTION
For the Olympics, spectator experience is not only measured by
experience during the Games, but also by the ability of the host nation to
accommodate, update and construct the infrastructure critical to ensuring
the optimal experience for the spectator. Indeed, enduring legacies for
Sydney 2000 (“The Laid Back Games”) and Beijing 2008 (“The No Fun Games”)
have primarily taken root based on feedback from the attending spectators
experiences. As London prepares to be “Everybody’s Games”, it is crucial for
Rio2016 to preemptively establish the legacy it wishes to be remembered for
and to immediately commence formulating strategies, programs, and venues
towards an end that guarantees its achievement.
This paper analyzes various challenges and opportunities for
manifesting a favorable spectator experience for the Games of the XXXI
Olympiad in Rio de Janeiro. A holistic approach has been used to review the
most determining factors of any Olympic spectator experience and how they
relate to Rio2016, namely: selling tickets (including access for the local
population), managing venue attendance (ensuring tickets are not only sold
but also used), and engaging spectators (both inside venues and within the
Olympic community as a whole). This paper also includes a detailed review of
typical Olympic spectators as well as the identification of various qualities
unique to Brazilian consumers. Creating an environment that simultaneously
galvanizes locals and captivates foreigners is of paramount importance given
that the IOC forecasts approximately 70 percent of attendees will be from
Brazil. Additionally, this paper explores potential comprehensive technological
improvements through the use of social media by both administrators and
spectators.
Previously successful OCOG practices that are likely to be reused in Rio
de Janeiro have not been considered in this analysis unless it was determined
that they offered a specific and significant improvement opportunity for Brazil
and Rio2016. Since there is still considerable time before the 2016 Games
(including two more Olympic Games to test ideas), recommendations have
been focused towards unique concepts that could reasonably be
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implemented, and they are interspersed throughout the relevant sections of
the report.
It is important to note, however, that as Rio2016 continues to
accumulate sponsors, both TOP and national, more specific fan marketing
ideas, particularly those considered experiential in nature, will arise. This
situation is dynamic and possibilities for enhancing spectator experience
cannot be disregarded until well after the Games have concluded. For the
purposes of our analysis, we have considered “the spectator experience” to
be an individual’s universal and long-lasting opinion of Brazil, Rio de Janeiro,
and the Games, or “from touchdown to takeoff”, as we have taken to calling
it.
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BRAZIL
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COUNTRY OVERVIEW
Following more than three centuries of Portuguese rule, Brazil gained its
independence in 1822 and was officially proclaimed a republic by the military
in 1889.i After many years of both populist and military governments, in 1985
the military regime peacefully ceded power to civilian rulers,ii after which the
federal republic structure of today’s Brazil was created. Although there is still a
substantial income gap and crime rate throughout the country, particularly in
the major urban areas, Brazil has demonstrated a considerable (and
decidedly impressive) economic recovery in recent years. Though its
economic rise is likely due to its newfound ability to more efficiently utilize its
large labor force to commercialize its abundant natural resources and
agriculture, Brazil is looking beyond these measures as it charts its economic
future. Following the financial crisis from 2007 through 2009, Brazil was one of
the first emerging markets to enter recovery. However, concerns with the
country’s macroeconomic stability, namely its high inflation and interest rates
as well as its excessive currency appreciation, are current issues newly elected
President Dilma Rousseff has committed to resolve with the Central Bank of
Brazil. Periodically throughout this report, it will be useful to understand various
recommendations and solutions in the context of the Brazilian economy as a
whole.
Throughout the bid and selection process for both the FIFA World Cup
in 2014 and The Olympic Games in 2016, Brazil has, by default, mandated that
its existing infrastructure be improved immediately. As the largest country in
South America (and fifth largest in the worldiii), Brazil is setting a strong
precedent for its neighbors as they individually implement their own economic
recovery strategies, and continued improvement in the years leading up to
these two mega-events will be critical for the nation to fully reap the long-term
benefits of having hosted them.
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BRAZILIAN CONSUMER
Local citizen involvement is a critical component of an Olympic host
city’s ability to establish a long lasting impression on tourists who choose to
attend from afar. Facilitating a passionate local presence at the Olympics will
simultaneously provide tourists both the athletic and cultural experience of
attending. However, to maximize this spectator experience in Rio de Janeiro,
local participation must transcend merely purchasing tickets and should
include consistent and active attendance until each event’s conclusion. For
Brazil, a detailed analysis of exactly what the “Brazilian consumer” is must be
undertaken in order to ensure maximum engagement and attendance.
Although demand will vary greatly due to popularity of each sport, a
critical first step in establishing local consumer appeal is the availability of
tickets to the entire Brazilian market. Once tickets are sold, Brazilian consumer
patterns and trends can be analyzed to most favorably initiate activities and
concessions within the events themselves, in addition to the athletic
competitions, that capitalize on local tastes and preferences and underpin
strong national support for every Olympic-related initiative. A fully engaged
and captivated local cohort at events will enable the organizers to fully evoke
the event’s overriding sentiments of passion and transformation, which were
adopted by the city after its campaign to host the Games. Juxtaposing these
feelings upon all spectators present will create an Olympic experience unique
to Rio de Janeiro and memorable for those who have never traveled to Brazil
previously.
Until recently, the flourishing Brazilian economy functioned primarily on
a cash basis, particularly with private consumers, and little credit payment was
utilized by customers or accepted by merchants. However, in 2008 alone,
credit card transactions and total volume increased 19 and 26 percent,
respectively, and this trend is expected to continue.iv Additionally, as a more
current reference, there are now 153.4 million credit cards in circulation, which
is triple the amount from 2003.v These statistics have a significant impact for
ticket sellers, but they must be interpreted with a holistic understanding of the
Brazilian economy.
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Access to ticket sales for Brazilian demographics that readily use credit
cards is less complicated than for portions of the local population where cash
remains the primary medium of exchange. Accordingly, Olympic ticket
vendors cannot blindly interpret growth in Brazilian credit card use to mean
that all potential spectators possess the ability to make purchases in this form.
Disproportionately high interest rates have caused many Brazilians within the
population’s lower income strata to continue to rely on cash to purchase
goods and services. However it should be noted that the annual income
growth of the nation’s bottom 30 percent (in terms of wealth) now exceeds 9
percent per year, compared to half that for the upper 30 percent. vi
Nonetheless, ticket vendors should not isolate the growing middle class by
limiting payment options. In order to reach all potential spectators, Olympic
ticket vendors will require a strategic, two-pronged approach to ensure that
both credit and cash reliant consumers have access to ticket sales.
In terms of the overall spectator experience, merely selling tickets is
insufficient. To ensure a lively and passionate ambiance, ticket holders must
both attend and remain for the full duration of the event. As mentioned
earlier, the difficulty of ensuring consistent stadium and venue capacity will
vary depending on an event’s popularity, but there are common elements
unique to the Brazilian culture that can be deployed more universally to ensure
full stadiums. Specifically, such techniques will focus on aspects of Brazilian
consumption that transcend both a specific sport’s popularity as well as
inherent boundaries created by the country’s wide (yet progressively
narrowing) income distribution.
Typical Brazilian consumers integrate shopping as a frequent and
necessary activity, distinguishing products by brand and status. They
appreciate markets that combine a wide range of commercial services with
some form of entertainment such as cinemas, cyber-cafes, and children’s play
areas.vii As such, it will be beneficial for Olympic event planners to provide a
similar level of variety in a form that is popular with Brazilian consumers, both in
and around the stadiums and venues. When reviewing the current list of
sponsors, Samsung, Panasonic, and Omegaviii stand out as recognizable
brands in the Brazilian consumer market; establishing a means for event
attendees to shop while at the competition might entice a greater number to
remain present for the duration. Since there is a considerable amount of time
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until the Games take place, strategic sponsorships and partnerships could be
pursued with the long-term goal in mind of increasing market share within
Brazil. Individual event planners should ensure significant resources are
dedicated towards establishing in-game attractions that are locally and
culturally relevant rather than relying solely on the competition for
attendance. Doing so will create a greater incentive for local spectators to
attend—an essential requirement for Rio de Janeiro to distinguish itself from
pervious host cities.
Moreover, given that the cultural experience of attending the
Olympics in Beijing was, by far, the second most appealing factor for
spectators (first was athletic competition),ix displaying aspects of Brazil’s unique
and vibrant culture during competition down time would attract both locals
and tourists to physically remain in their seats. For example, a dance discipline
known as capoeira, which is popular with both Brazilians and the international
community alike, could be incorporated into a thematic show for the
audience.x Not only would this potentially increase the quantity of spectators
inside the venue, it will further reinforce the city’s passionate and
transformational goals set forth by these Olympics, especially since 42 percent
of the country’s population is under the age of twenty.xi Additional
concessions and locally tailored cultural shows should be investigated and
incorporated into events where athletic downtime permits in order to maintain
a simultaneously energetic and authentic spectator atmosphere.
Generally, watching sports offers a certain degree of visual and mental
enjoyment to fans, and while successful teams often afford a sense of
vicarious accomplishment to their spectators, the aesthetic pleasure of
physically interacting with the event, rather than just viewing it on television,
cannot be understated. The relationship between those attending the various
Olympic events and the surroundings they encounter, above and beyond the
mere athletic competition, will serve as the foundation for their enduring
opinion of how Rio de Janeiro’s hosting of the Olympics is viewed through the
eyes of history. Indeed, evidence indicates that a spectator’s enjoyment of
sport stretches across their entire environment, including the venue, its region,
and the city itself.xii As such, it is a necessity that ticketing agencies provide
the entire country access to ensure an accurate cultural representation by
way of spectators. If this is done and ancillary entertainment and concessions
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are designed to complement the sports being contested, the spectator
experience in Brazil will be exactly as advertised – unique, passionate, and
transformational.
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SPECTATOR ENGAGEMENT
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OVERVIEW
The very first Olympic Games drew 20,000 spectators to the arena,xiii
and since that moment, attending an Olympic event has been the dream of
millions of people worldwide. When analyzing the spectator experience at the
Games, it is important to first take a step back and consider the audience who
attends them. Are they local, or do they come from far and wide? Are they
older or younger? Are they single or married? Do they have small children who
will need to be entertained? Do they embrace digital technologies, or do
they prefer to control their privacy? These are some of the questions we seek
to answer in this section of the report so that we can use our findings to further
define our recommendations in enhancing the spectator experience.
HISTORY OF SPECTATOR EXPERIENCE
People from around the world have tuned in to watch the Olympic
Games since the 19th century. Though there is some controversy surrounding
the “official” start date of the Games, it is most widely believed that they
commenced in Athens, Greece in the year 776 BC and featured events such
as running, pentathlon, boxing, wrestling, and equestrian.xiv The Olympic
Games of today have widely evolved since that first date, and what started as
a local event has transformed into one that involves athletes and National
Olympic Committees from 205 countries competing in 35 different sports (26
summer sports, soon to be 28 in Rio) and draws billions of spectators from
around the world who tune in to watch both in person and on television.xv
People watch and attend the Olympics for a number of different
reasons, but many people claim they watch the Games to feel included in the
triumph of the rings and intangible attributes they radiate. Every child dreams
of one day competing in the Olympics or attending an Olympic event simply
to take part in the spectacle of the world’s most highly-acclaimed mega-
event. For this reason, providing a superior spectator experience is an integral
part of the Olympic movement.xvi
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OPPORTUNITY FOR RIO
Prior to Rio de Janeiro winning the bid to host the 2016 Summer
Olympic Games, no Olympic Games have ever been held in South American
since the IOC was established in 1894. As a result, the 380 million people who
live in South America have not yet had the opportunity to make their mark on
the Olympic movement.xvii However, in a heated and somewhat controversial
race between Chicago, Madrid, Tokyo, and Rio de Janeiro, the IOC officially
announced on October 2, 2009 during the 121st IOC session in Copenhagen,
Denmark that the 2016 Olympic Games would take place in Rio.
The Brazilian city, most widely-known among businessmen for its quickly
emerging economy and by tourists for its temperate weather and beautiful
beaches, beat out Madrid 66 – 32 in the third and final round of voting.xviii In a
press release issued just a few days prior to the announcement, Orlando Silva
Jr., Brazil’s Minister of Sports, was quoted as saying, “As the only South
American candidate city, Rio de Janeiro’s bid is an opportunity to fully realize
the spirit of global community that defines the Olympic Games.” Among the
many reasons why Brazil was elected as the host country, the Brazilian Bid
Committee included a comprehensive legacy program outlined in its official
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bid that emphasized positive social, cultural, and economic change in Rio de
Janeiro.
Given its position as the host country for one of the most prestigious
worldwide events, Brazil has an opportunity to instill a sense of pride and
Olympic ideals amongst its population, as well as strengthen its global image
and, as a result, increase tourism, foreign direct investment and positive brand
awareness. And as the country continues to develop, Olympic ideals will be
the driving force behind economic, social and infrastructure development in
Brazil for years to come. But this objective can only be met through
accurately executing a comprehensive plan to involve spectators – local,
national, and international – in the Olympic experience, and ensuring that
their superior expectations are accurately met.
WHO IS THE OLYMPIC SPECTATOR?
In the past, some Organizing Committees have placed Olympic
spectators near the bottom of their priority list. The typical hierarchy that the
IOC and LOCOGs observe places Olympic attendees in the following order:
Olympic Family, Sponsors, Athletes, Media, and Spectators. The Spectator
category can be further broken down into the following categories: VIPs
(officials, sponsors), High Rollers (tend to spend 5 times that of Day Trippers,
and 2 times that of other groups), Sport Enthusiasts (follow sports on a regular
basis), Experientials (back packers or older families who show up with no real
plans), and Day Trippers (attend for the novelty).xix Given that spectator ticket
sales only make up about 8% of the Games’ overall revenuesxx, it is easy to
place a lesser emphasis on the spectator audience. However, providing a
superior spectator experience and actually filling seats is crucial for a number
of reasons including a better media experience for attendees tuning in via
digital mediums and for creating a positive legacy of the success of the
Games.
According to a study conducted by Dr. Lisa Delpy-Neirotti, when
looking at the breakdown in the classification of spectators attending the
Games, 45.9% define themselves as Sport Enthusiasts, 34.8% as Olympic Tourists,
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5.7% as Corporate Guests, and 13.6% as Other (See Figure 1).xxi While nearly
half of the spectator audience attends the Olympics to focus on watching the
sport, it is important to realize that nearly 35% of game-goers attend events for
the mere spectacle of being at the Olympics. As such, they may not be
interested in the particular sport they are watching as much as they are
interested in associated events that enhance the experience.
Figure 1: Classification of Olympic Spectators
Many people who attend the Games have also attended previous
Olympic Games-- a trend that is continuing to grow. For example, at the 2002
Salt Lake City Games, 14% of spectators attended a previous Olympic Game,
as did 22% of spectators polled at the 2004 Athens Games, 29% of spectators
polled at the 2006 Torino Games, and 33% spectators polled at the 2008 Beijing
Games.xxii This data suggests that it is essential to provide an optimal spectator
experience to encourage repeat customers. It also suggests the importance
of compiling a spectator database so that the IOC can open lines of
communication and encourage attendance in the future.
The study also found that the most appealing aspect of the Olympic
experience is as follows: Athletic Competition (44.3% Beijing 2008, 46.6 % Torino
2006), Cultural Experience, Patriotism, International Party Atmosphere,
Ceremonies, Educational Experience, Business/Networking, Historical
Significance, Meet & Mingle with Celebrities, and Other.xxiii
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THE BRAZILIAN SPECTATOR
Given that between 50 and 70 percent of Olympic spectators are from
the host country,xxiv we sought to better understand the spectator experience
through the context of the Brazilian sports fan. During our time in Rio, we spoke
with many Brazilians which enabled use to garner a more realistic picture of
the Brazilian spectator. With this knowledge, we tailored our
recommendations to serve this audience.
Though it is easy to make vast generalizations about sports fans and
Olympic spectators alike, it is important to consider cultural differences
between spectators in different regions to better assess how the ROCOG will
need to shape the experience to appeal to all attendees. According to
Alexandre Leitao, President of Octagon Brazil, Brazilian sports fans are
attracted to the game because of their loyalty to teams. If you are born a
Flamengo football fan, you remain a Flamengo fan for life, no questions asked.
Brazilians will follow the Olympics due to their love of sports and to
show that they are “not in it to win,” but to play the game. In contrast, fans in
the US are more attracted to specific players. Individual athletes in the US
become celebrities and if a fan’s favorite player gets traded, they may even
consider switching team affiliations. In regards to the Olympics, spectators in
the US do care about the sports, but not nearly as much as they care about
winning.xxv
However, no matter where Olympic Sports fans are coming from, there
is one crucial thing the ROCOG needs to keep in mind: the experience should
be all about the fan. The ROCOG needs to identify the emotional connection
that fans feel towards specific Olympic events to deliver an experience that
meets fans’ expectations. In other words, the ROCOG needs to first fully
understand the specific types of fans who will be in attendance, and then use
that information to work out a plan to engage them.xxvi
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SPECTATOR SURVEY
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SPECTATOR SURVEY
Given that between 50 and 70 percent of Olympic spectators are from
the host countryxxvii, we sought to better understand the spectator experience
through the context of the Brazilian sports fan.
In addition to conducting secondary research, we compiled a survey
(see page 34) to help supplement our research with original data. Over the
course of a two-week time period, we collected 123 responses through both
online and paper-based channels.
Our objective in distributing this survey was to better understand the
Brazilian sports fan in terms of which sports they will be most interested in
watching, how far they are willing to travel, how they prefer to purchase
tickets, and what medium will be the best way to reach them.
SURVEY RESULTS & ANAYLSIS
The first question we asked was “How would you rate the amount of
time you watched previous Olympic Games, on a scale from 1 to 5, 5 being a
lot and 1 being not at all.” The objective of this question was to get a broad
sense of the overall interest level Brazilians have in following the Olympic
Games. The answers we received were normally distributed, with a majority of
respondents selecting a response of 3 (moderate), and nearly ¾ (71.9%) of
respondents selecting a 3 or above. Age does not seem to affect past interest
in watching the Games, as the average interest level for all age groups is 3. A
full graph depicting responses can be found in Figure 2.
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Figure 2: Amount of time watching previous Olympic Games
The second question, “Where do you get your news?” reveals that a
majority of the population in Brazil receives news from the Internet (83.7%),
television (73.5%), newspapers (59.1%), and social media (53.1%) respectively.
These results contradict a survey that TVGlobo conducted in 2008, where
analysis found that only 13% of Brazilians regularly surf the Internet.xxviii As such,
we can conclude that internet usage in Brazil has rapidly grown over the past
three years, especially in terms of time spent online and as a dominant source
of information consumption (reference Figure 3 for a full breakdown).
A more in depth analysis of the data reveals that there is a strong
correlation between age and news source, with only 45.8% of 18 – 23 year olds
receiving news from television versus 83.3% of people in the 41 – 60 age group.
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On the other hand, 90.9% of 18 – 23 year olds receive their news from the
internet, while only 72.2% of 41 – 60 year olds do. Given this data, one fact is
evident – the importance of the Internet to Brazilians as a dominant news
source is increasing across all age groups. As a result, the best way for the
ROCOG to reach local audiences with advertisements for tickets and locally
targeted messaging is through the internet, television, newspapers, and social
media, in order of value per impression. The ROCOG should also budget less
for radio advertisements, as this news medium is also not as efficient in
reaching local audiences.
Figure 3: News Sources for Brazilian Spectators
The primary objective of this survey was to identify which Olympic
sports would be most popular among local audiences in Brazil, and which
sports may present an issue for selling tickets and consequently filling seats. It is
internationally known that Brazilians love football, however, we sought to dig
deeper and pinpoint which sports Brazilians are truly excited about attending
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during the Games. Based on survey results, there are several sports that
overwhelmingly stand out as being “desirable” events for Brazilian spectators
to attend: Volleyball (71.5%), Football (63.4%), Gymnastics (52.0%), Aquatics
(48.0%), Tennis (33.3%), and Athletics (32.5%). One interesting observation we
noticed is that more Brazilians are interested in attending volleyball matches
than football. Follow-up conversations with a few people involved in the
Brazilian sports and tourism industry revealed that this could be due to the fact
that the star football players are not eligible to play in Olympic matches and
that Brazilian volleyball has historically done quite well at the Olympics. As with
the previous question, there were some disparities between different age
groups for sport preference as well. For example, the greatest majority of
people in the 41 – 60 age group identified gymnastics as the event they would
be most likely to attend (73.7%), while volleyball seemed to be the dominant
sport for people aged 18 – 40 (74.1% of 18 – 23, 69.2% of 24 – 30, and 85.7% of
31 – 40). 100% of people under the age of 18 claimed they would attend a
Football match, as did 70.7% of 18 – 23, 50% of 24 – 30, 78.6% of 31 – 40, and
52.6% of 41 – 60. Also, hockey, rugby and boxing seemed to be popular with
the 18 – 23 age groups, more so than in any other age groups. A full analysis,
broken down by age group, can be found in Figure 4.
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Figure 4: Olympic Events Popularity by Age
The fourth question we asked, “What would be your primary motivation
for attending an Olympic match?”, sought to determine the specific reasons
for local attendance. Interestingly, a majority of survey respondents cited
“Cultural Experience” as their primary motivation for wanting to attend the
Games (26.3%), while “Athletic Competition” came in second, followed by
“International Party Atmosphere” (19.5%)- although the latter was popular
among the 18 – 23 audience at 27.6%. No one plans to attend for the
“Educational Experience”, and only .8% of respondents plan to attend to
“Meet and Mingle with Celebrities.” “Business and Networking” (3.4%), and
“Ceremonies” (2.5%) were also low on the list. This information can also be
used to tailor local marketing messages. The ROCOG should consider crafting
messages that contain cultural, athletic, and international party references
29
targeted toward the younger adult population. Figure 5 displays a full
breakdown of reasons why Brazilians would attend an Olympic match.
Figure 5: Motivation to attend Olympic Games
The fifth question, “If you were interested in purchasing a ticket to an
Olympic event, which of the following purchasing methods would you be most
inclined to use?” sought to determine how Brazilians would prefer to purchase
tickets to matches (Figure 6). Given high interest rates on credit cards, and
increasing Internet penetration in the market, we sought to learn how many
Brazilians would actually purchase a ticket for an Olympic event online versus
alternative methods.
Despite our suspicions that a lower percent of Brazilians would be
willing and/or able to purchase tickets for Olympic events online, an
overwhelming number of respondents (86.1%) claimed they would prefer to
purchase tickets via the Internet using a credit or debit card. However, it is
30
also important to note that a greater amount of data is needed from a more
varied audience in order to come to a full conclusion regarding ticket
distribution methods as a large majority of survey respondents are from middle
and upper class families with ready internet access and financial accounts.
In order for this survey to truly provide the basis for ticketing decisions,
we would need to gather a greater number of responses from people and
families living in lower-income areas. Given that one of the ROCOG’s
objectives for the Games is accessibility for the entire population of Brazil,
Rio2016 will likely need to explore alternative distribution methods and
conduct further research on this topic.
Figure 6: Ticket Purchasing Preferences
31
The sixth question, “How far would you be willing to travel to attend an
Olympic event?” revealed that a small percent of Brazilians are willing to travel
more than 500 km to attend an Olympic event. 22.1% of Brazilians said they
would be willing to travel 100 – 500 km to watch a match, and 48.4% said they
would not travel more than 100 km to attend. As a result, filling seats at events
that take place in stadiums outside the city of Rio de Janeiro may be
challenging, especially at preliminary events. The ROCOG should channel a
majority of their advertising budget to local event attendance in areas 500km
or less from Rio de Janeiro in order to maximize reach and, as a result,
spectator attendance.
SURVEY LIMITATIONS
While surveys were collected professionally and impartially, we realize
that there were limitations to our collection methods that may have impacted
results.
First of all, a large portion of surveys were collected via online channels
(Survey Monkey) and as a result, our analytics may have automatically
excluded people who lack access to computers and the internet.
Additionally, a number of responses were collected via Facebook which may
have given preference to a younger more affluent demographic that is highly
engaged in social media.
Secondly, many surveys were distributed to University students and GW
alumni. Specifically, 48.6% of respondents are under the age of 23, and 72.9%
are under the age of 30. In order to fully round out the results and ensure that
no biases exist, we would need to allot additional time to distributing surveys in
all areas of Brazil, including business districts, low-income areas, and varied
age groups. This may also help explain why nearly half (49.5%) of respondents
placed themselves in the lowest income bracket (under $10,000), when, in
reality, University students probably still have access to enough disposable
income to be able to afford the price of a ticket to the Games.
32
RECOMMENDATIONS
At past Olympic Games, committees typically do not have a problem
selling tickets as demand greatly exceeds supply without a price adjustment to
compensate. However, it is important not only to sell tickets, but also to ensure
that corresponding seats are filled. At past Games, due to the lottery-style
distribution methods, many consumers ended up with tickets to events they
did not wish to attend. As a result, many seats, especially those for qualifying
events, remained unfilled. This might not make a huge difference for events
like football, but for events like fencing, where supply might exceed demand
(based on our survey results), it could make a notable difference. Simply put,
a full stadium provides for a favorable in-person viewing experience while an
empty stadium does not. Furthermore, while the spectator experience for the
fan who actually attends the Game is based on a number of different factors,
a full stadium being only one of the many factors that help shape their
experience, the spectator experience for the TV-viewing fan is much different
– it is based solely on the TV experience, with excited, roaring fans in the
stadium being one of the main highlights.
Based on both the above-discussed survey results, as well as research
conducted on our own through both academic articles and conversations
with local stakeholders and sports fans, we have a few recommendations we
would like to offer to help fill seats with local spectators:
It is easy to become blind sided by the initial enthusiasm among
Brazilians surrounding the Olympic Games, however, this survey proves that
there are some sports that, despite the lure of the Olympic brand, are not
interesting to the Brazilian consumer. As a result, the ROCOG should not
automatically set the expectation that all seats will be filled because, in reality,
there are certain sports, such as golf, fencing, and canoeing, that will not draw
enough passionate Brazilians to the seats.
The survey revealed that only 11.2% of Brazilians are interested in
attending an archery match. This event, however, will be held at the famous
Sambódromo stadium, a stadium that boasts 6,000 – 30,000 seats. The
ROCOG should pay particular attention to enhancing the spectator
experience at less popular events so that fans will be more enticed to attend.
33
Additionally, through our research on past Olympic Games, we learned
that, in general, local spectators are drawn to sports that are actively played
among athletes and children in the host country. In order to increase
attendance to lesser-known sports, we recommend that the ROCOG begin
working with local National Federations to ensure they are taking appropriate
steps to actively promote their respective sports in the host country. This
recommendation will be discussed later on in the report.
34
SURVEY
Website: www.surveymonkey.com/s/rio2016
Rio2016 Spectator Experience Survey Sair desta pesquisa
Thank you for taking the time to take this survey. Your anonymous responses will help us enhance thespectator experience at the 2016 Olympic Games to be held in Rio de Janeiro, Brazil.
Obrigado por tomar o tempo para responder a esta pesquisa. Suas respostas anônimas vai nos ajudar amelhorar a experiência do espectador com os Jogos Olímpicos de 2016 a ser realizada no Rio de Janeiro,Brasil.
1. How would you rate the amount of time you watched previous Olympic Games, on a scale from 1 to5, 1 being not at all, and 5 being a lot?
Em uma escala de 1 a 5, onde 1 equivale a nenhum tempo e 5 muito tempo, quanto tempo vocêpassou assistindo à jogos olimpicos passados?
2. Where do you get your news? (Check all that apply)
De onde você tira suas notícias? (Verifique todas as opções aplicáveis)
3. If given the opportunity to purchase Olympic tickets, what Olympic Sporting events would youattend during the 2016 summer Olympic Games in Rio? (Check all that apply)
Dada a oportunidade de comprar ingressos para as Olimpiadas, à quais eventos olímpicos vocêcompareceria durante os Jogos Olímpicos de 1026 no Rio de Janeiro? (Marque todas as opçõesvalidas)
1 2 3 4 5
Internet
Magazines (Revistas)
Mobile applications (Aplicações móveis)
Newspapers (Jornal)
Radio (Rádio)
Social media (Meios de comunicação sociais -Facebook, Orkut, Twitter, etc.)
Television (Televisão)
Word of mouth (De boca em boca)
Other (outros)
Aquatics (Esportes aquáticos)
Archery (Tiro com arco)
Athletics (Track and Field) (Atletismo)
Badminton
Judo (Judô)
Kayaking (Caiaque)
Modern Pentathlon (Pentathlon moderno)
None (Nenhum)
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4. What would be your primary motivation for attending an Olympic event? (Check one)
Qual seria sua primeira motivação em comparecer a um evento olímpico? (Check um)
5. If you were interested in purchasing a ticket to an Olympic event, which of the following purchasemethods would you be most inclined to use?
Basketball (Basquete)
Boxing (Boxe)
Canoeing (Canoagem)
Cycling (Ciclismo)
Equestrian (Hipismo)
Fencing (Cercar)
Football (Futebol)
Golf
Gymnastics (Ginástica)
Handball (Handebol)
Hockey (Hóquei)
Rugby (Rugby)
Sailing (Vela)
Shooting (Tiro)
Table Tennis (Tênis de tabela)
Taekwondo
Tennis (Tênis)
Triathlon
Volleyball (Voleibol)
Weightlifting (Halterofilismo)
Wrestling
Athletic competition (Espirito competitivo)
Business/networking (Redes de negócios)
Ceremonies (Cerimônias)
Cultural experience (Experiência cultural)
Educational experience (Experiência educacional)
Historical significance (Significado histórico)
International party atmosphere (Atmosfera de festa internacional)
Meet and mingle with celebrities (Conhecer e se misturar com celebridades)
Patriotism (Patriotismo)
Question does not apply as I am not interested in attending (Não se aplica como eu não estouinteressado em participar)
Other (Outros)
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Se você está interessado em comprar um bilhete para um evento olímpico, quais dos seguintesmétodos de compra você estaria mais inclinado a usar?
6. How far would you be willing to travel to attend an Olympic event?
Qual distancia você estaria disposto a viajar para participar de um evento olímpico?
7. Have you ever previously attended an Olympic Games? If yes, which games vs. events?
Você frequentou anteriormente a Jogos Olímpicos? Se sim, qual (s)?
8. If you answered yes to the previous question, please rate your experience at these Games, on ascale from 1 to 5, 1 being poor and 5 being excellent?
Se a reposta à questão anterior foi sim, como foi a sua experiência? Em uma escala de 1 a 5, onde 1equivale a ruim e 5 excelente.
In-person at venue or ticketing center - cash (Pessoalmente na sede ou no centro de emissão debilhetes - dinheiro)
In-person at venue or ticketing center - credit or debit card (Pessoalmente na sede ou no centro deemissão de bilhetes - cartão de crédito ou débito)
Internet - credit or debit card (Internet - cartão de crédito ou débito)
Mobile device - credit or debit card (Dispositivo móvel - cartão de crédito ou débito)
Mobile device - cost of ticket added to mobile device bill (Dispositivo móvel - custo do bilheteadicionado ao projeto de lei do dispositivo móvel)
Other (please specify)
Less than 100 km (Menos de 100 km)
100 – 500 km
500 – 1000 km
1000 – 1500 km
1500 – 2000 km
More than 2000 km (Mais de 2000 km)
Yes (Sim)
No (Não)
If yes, which games vs. events (Evento(s))
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9. Please list the reason(s) for your rating to the above question.
Aliste por favor as razões para sua avaliação à pergunta acima.
10. Any additional comments?
Quaisquer outros comentários adicionais?
Demographics Information: The following information will only be used to gather demographics data and willbe kept strictly confidential.
Informações demograficas: as seguintes informações só serão utilizados para recolher os dadosdemográficos e serão estritamente confidenciais.
11. What is your gender?
Sexo?
12. What is your age?
Idade?
13. What is your approximate annual income, in Brazilian reals?
O que é o seu nível aproximado de renda?
1 2 3 4 5
Male (Masculino) Female (Feminino)
Under 18 (Menores de 18
anos)
18-23
24-30
31-40
41-60
60+
Less than 10,000 (Menos de 10,000)
10,001 - 20,000
30,001 - 50,000
50,001 - 100,000
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14. What is your country of residence?
Pais de origem?
Concluído
20,001 - 30,000 More than 100,000 (Mais de 100,000)
Brazil (Brasil)
Argentina
Paraguay (Paraguai)
Uruguay (Uruguai)
Other (Latin America) (Outro (América Latina))
Other (non-Latin America) (Outro (non-LatinAmerica))
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TICKETS
40
HISTORY
Tickets to Olympic events are sold through a multi-step process. First,
interested fans are asked to pre-register with their country’s National Olympic
Committee (NOC) for events they are interested in attending. Each country’s
NOC is allotted a certain amount of tickets and fans can submit applications,
along with their payment information, to as many events as they desire and up
to the price level they would like to pay. Once the pre-registration process is
over, tickets for events in which demand is less than the amount of tickets
available are allocated to those fans who requested the tickets, although not
necessarily at the primary price point at which the fans requested. (Applicants
note the price limits that they are willing to pay on their applications.) At the
completion of the application, the payment for the tickets is processed
immediately by the NOC or its Authorized Ticket Resellers (ATR), and fans are
notified shortly thereafter regarding the tickets they received. If there are
events where the supply of tickets is less than demand for the event, a “ballot”
selection process is instituted in which ticket winners are randomly selected.
The ballot system is intended to maximize the amount of different users who
are allocated tickets.xxix
As mentioned above, to aid in the distribution of tickets through the
NOC’s, ATR’s are often used. The London Organizing Olympic Committee
(LOCOG) has appointed multiple ATR’s, including CoSport, which sells
individual event tickets, ticket packages and consumer hospitality packages
to constituents in Australia, Austria, Bulgaria, Canada, Norway, Sweden and
the United States.xxx Other countries around the world are serviced by
different ticket resellers who have already been appointed or who will be
appointed by the end of 2011.xxxi LOCOG also offers an ATR verification
system on their website wherein ticket seekers can verify that ticket re-seller
websites are authorized by LOCOG through simply entering the URL in a
search box.xxxii
The secondary ticket market offers another avenue in which fans can
obtain tickets, although this distribution channel has only been recently utilized
by the Olympics. Re-selling of tickets to events, such as sporting matches and
concerts, became popular during the late 1990s and early 2000s when online
41
ticket reselling companies, such as Ticketmaster and StubHub, began serving
as platforms where people could meet online to buy and sell tickets. Previous
to the online market, scalpers and ticket brokers offered resale services,
however, these avenues did not offer the same speed or security that the
online market could. Scalpers, especially, were often associated with
counterfeit tickets and price gauging, which made potential consumers
sometimes leery to purchase tickets. Ticketmaster and StubHub, among
others, made it safe and easy for buyers and sellers to exchange tickets.
Today, the secondary online ticket market is a heavily used platform to
exchange tickets, and the market share that was once held by ticket scalpers
and brick-and-mortar ticket brokers, has eroded. Many professional sports
leagues and teams use online sites for the resale of their tickets, such as Major
League Baseball who uses StubHub as its exclusive secondary ticket reseller,
where buyers and sellers can attempt to obtain and sell tickets at the price
points at which they desire.xxxiii
The Olympics have been slower to enter the secondary market in part
because the reselling of tickets does not necessarily fall in line with Olympic
values. However, due to counterfeiting issues that arose with Olympic tickets,
such as with the 2008 Beijing Olympics where non-authorized ticketing websites
did not deliver supposed Olympic tickets to buyersxxxiv, for the 2010 Games the
Vancouver Organizing Committee (VOCOG) realized it would be more
worthwhile to embrace a secondary market than trying to fight it.xxxv
Furthermore, the Olympics had an inherent problem with their ticketing
process which misallocated tickets at high prices to unrequested events.
Additionally, ticket holders, who could not attend an event after purchasing
their ticket, did not have a quick and secure method to sell or provide their
tickets to others. As a result, some Olympic events could be sold out but many
seats were, in fact, left empty. By implementing an official secondary ticket
market, the Olympics would be able to further uphold the values of the
Games by attempting to reduce counterfeit tickets, while also increasing
attendance at events.
VOCOG implemented an official secondary ticket market by
partnering with the online ticketing site Tickets.com to use the ProVenue
Ticketing Managing System (ProVenue), which enabled sellers who could not
attend an event to post their ticket(s) to the site to sell to fans who were
42
interested in attending the event. Sellers were not limited to the cover price of
the ticket and could ask for whatever price they wished. Once a sale was
made, VOCOG and Tickets.com took a combined 10% service charge, which
was instituted to cover the operational costs of implementing and running the
ProVenue system. Additionally, the site enabled sponsors to consign their extra
tickets to VOCOG at face value and then VOCOG could reissue the tickets to
the public at the same cover price. Sponsors also had the option of selling or
trading their tickets to other sponsors.xxxvi According to organizers, sales on the
site exceeded all expectations and the first-ever Olympic sanctioned
secondary ticketing system was a resounding success. These sentiments were
echoed by Larry Witherspoon, CEO of Tickets.com: “We were pleased that the
introduction of official secondary ticketing for the Games enjoyed such robust
sales…”xxxvii
Following the success of secondary ticket market in Vancouver,
LOCOG has announced that they will also be offering a secondary ticketing
system at the 2012 Games.xxxviii The system to be implemented in London has
not been officially released yet, but it is likely to be similar to Vancouver’s as
tickets will be able to sold on an exchange through the London 2012 resale
program. A few notable differences are that tickets will only be allowed for
resale at face valuexxxix, and LOCOG is working with eBay (owner of StubHub)
to ensure that Olympic tickets will not be sold through their marketplace at
above the cover price, which is a measure that was not taken at the
Vancouver Games.
RECOMMENDATIONS
With the success of the secondary ticket market in Vancouver and the
upcoming implementation of a secondary ticket market in London, we
recommend that Rio 2016 implement a secondary ticket market for the 2016
Games to ensure maximum attendance at events and reduce counterfeit
tickets. Through discussions with IOC member Alexis Gros-Piron, it is evident
that one of the main goals of the IOC going forward is to fill as many seats as
43
possible at all events. An official secondary ticket market undoubtedly can
provide a useful means to do this by supplying a secure and easy way to
exchange tickets. Furthermore, an official secondary market would be a
valuable tool to fight counterfeiting as buyers can be assured they will receive
real tickets. However, if an official secondary ticket market is instituted for the
2016 Games, we have several recommendations as to how it can be most
effectively implemented.
An official secondary ticket market will be successful if the tickets
allowed for sale are limited to those events that are expected to be near or at
capacity. For instance, volleyball, as noted previously, is expected to attract a
large number of fans and as a result, the venues for these matches will likely
be full. Tickets to these events should be allowed to be resold through the
official Rio 2016 secondary market, but tickets to golf which, as previously
noted, is not expected to be heavily attended, would not be sold through the
official secondary market. The reason for this is that people could wait to buy
tickets to the less popular events from the secondary market and entirely skip
purchasing tickets from the NOC or ATR. If this were to happen, the NOC
could see decreased revenues and attendance at the less popular events.
Secondly, it will be important for Rio 2016 to have in-person ticket
purchase centers available throughout the city for those people who prefer to
purchase tickets with cash. According to Bloomberg, only 43% of the Brazilian
population uses a credit card.xl At the Vancouver Games, one reason that the
secondary ticket market worked so smoothly was that buyers were able to
easily access the tickets through a secure website and purchase the tickets
online. Even though in Rio there will be some locals and a contingent of
international fans who will have the ability to easily access the secondary
market online, there will undoubtedly be a portion of fans who will not have
easy access to secondary tickets. A system needs to be put in place wherein
those who do not have access to a credit card can purchase secondary
market tickets. Authorized ticket offices and kiosks should be in place
throughout the city, especially near the sites of the events, where those who
wish to purchase tickets in cash can do so.
Additionally, a relatively new sustainable technology that could prove
successful to the Olympic ticketing system is paperless ticketing. With a
paperless ticketing system, when a ticket is purchased to an event there is no
44
actual paper or electronic ticket produced, but rather the “ticket” is assigned
to the purchaser’s electronic identification (such as a credit card or driver’s
license). The purchaser then only has to bring his or her electronic
identification to the event to gain entry. This technology is a very effective
way to address counterfeit tickets, as counterfeiters would be extremely hard
pressed to be able to transfer tickets to an electronic identification without
using the official ticketing system. A company that currently provides
paperless ticketing is Veritix, which offers clients their own client-branded
website where tickets can be purchased. Not only does the client-branded
website offer primary purchasing of tickets to events, but it also provides the
ability for a secondary market where initial buyers of tickets can go to resell
their tickets. If Rio 2016 were to use this system they would be able to be able
provide their ticketing services all on one site, both primary and secondary
purchasing. Furthermore, another advantage of paperless tickets is that more
accurate information can be obtained about spectators attending events.
Paper or electronic tickets can be exchanged after the initial purchase is
made and it can be hard to trace who is actually sitting in the seats. Paperless
tickets provide accurate information about who is actually sitting in each of
the seats as an electronic identification is used for entry to the event. This
information could be very beneficial in terms of marketing for future Games.
The secondary market can also be maximized through the use of
mobile devices. Most recent statistics from The World Bank suggest 89.79% of
the Brazilian population have a mobile phone subscription.xli These statistics
have seen astonishing double-digit growth since 2000 and it is expected to
continue for the foreseeable future. This provides a valuable opportunity for
Rio 2016 to engage potential fans looking for tickets. Numerous companies
worldwide have opened mobile ticketing services, where consumers can use
their mobile devices to purchase tickets. ESPN recently partnered with
StubHub to offer mobile ticketing services by which fans can go to ESPN’s
mobile website and be directed to StubHub’s Ticket Center where they can
purchase tickets to events.xlii To purchase a ticket, consumers use StubHub’s
mobile checkout, where they can either sign into their StubHub account, or
enter their PayPal or credit card information to pay for tickets.xliii If this system
was implemented in Rio, fans would not only be able to access tickets easily
and securely, but also very quickly. For instance, if a fan was walking by an
45
Olympic event in which they were interested in attending but did not have a
ticket, they could quickly use their mobile device to see if any tickets were
available to the event. If so, they would be able to purchase a ticket within
minutes and go directly to the event, only needing to show the ticket barcode
on their phone at the gate to gain entrance.
Mobile ticketing can also be further enhanced through the use of
JAGTAG. JAGTAG is an integrative technology, wherein advertisers can place
a QR code (essentially a barcode) on their print advertising, and mobile
device users can scan the QR code with their mobile phones to
instantaneously obtain detailed information on the advertisers’ product.xliv For
those mobile users whose devices do not have QR technology (currently many
mobile devices do not have this technology), they can simply take a picture
of the QR code on the advertisement, text or email that picture to JAGTAG’s
servers, and product information will instantaneously be sent back to the
mobile users’ device. This system could benefit Rio 2016 in terms of selling
tickets to events. Rio 2016 could arrange for print advertisements (with QR
codes on them) for events to be placed around the city and then fans would
be able to use the JAGTAG technology to easily access information on the
events. The secondary ticket system in place for the Olympics could easily be
linked with the information provided by the QR code, and fans would be able
to quickly purchase unused tickets.
Lastly, it will be important for Rio 2016 to monitor fraudulent ticket sales.
LOCOG has initiated policies with eBay to prevent the re-selling of Olympic
tickets above face value on their site. Furthermore, the Metropolitan Police of
London have set up a focus group called Operation Podium, which is currently
in the early stages of developing a strategy for avoiding fraud at the London
Olympics.xlv By implementing preventative measures early, London is
preparing itself to reduce the occurrence of fraudulent tickets sales. It would
be advisable for Rio 2016 to undertake a similar policy with the local police
department well before the Games begin. Additionally, although LOCOG is
attempting to limit the resale price of tickets to the initial price, it appears
advisable for Rio 2016 to let the market determine ticket prices. By doing so,
there will be less of an incentive for people to use other channels to exchange
tickets, and the ability to reduce counterfeit tickets will be further enhanced as
more people would be inclined to use the official secondary ticket site. If Rio
46
2016 is able to limit fraud they will also uphold the integrity of the Olympic
Games, but if fraud occurs at a high level it will detract from the spectator
experience and potentially discourage fans from attending future Games.
47
EXPERIENTIAL MARKETING
48
MODEL
For most spectators, simply having the opportunity to witness
professional athletes compete at the highest level is the primary reason to
attend the Olympic Games. The excitement of watching the competition
unfold creates memories that will last a lifetime for the individuals lucky enough
to attend the event. However, not all sports are created equal. Some sports
are more exciting than others and therefore create larger ticket markets. The
key for the Olympics is to generate more excitement for the sports that are not
as popular (synchronized swimming) as well as for the more mainstream sports
(basketball). One way to do this is by implementing experiential marketing. If
used effectively it will not only help improve the spectator’s experience, but
also enhance the sponsor’s investment.
The goal of experiential marketing is to appeal to five different types of
experiences in an effort to retain the spectator’s attentionxlvi. First, sensory
experiences appeal to the five basic senses a human can experience.
Affective experiences connect to a person’s emotions and link the brand to
strong emotions. Creative cognitive experiences present the person a
problem-solving situation and challenge them to be creative with their
solutions. Physical experiences get people to try things that they have never
done before or shows them a new way to doing something. Finally, social-
identity experiences help people relate to a reference group or culturexlvii.
Combining more than one of these experiences will connect a positive
memorable experience to a sponsor’s brand while enhancing the spectator’s
experience.
HISTORY
The use of experiential marketing at the Olympic Games has become
extremely important to companies that are looking for a high return without
having to pay for expensive media spots. However, it is extremely difficult for
companies to accomplish traditional marketing with the clean venue policy of
49
the Olympic Games. This policy has resulted in sponsors using creative
methods to market their products and services. For example, at the 2004
Games in Athens, Coca-Cola decided to sponsor the torch relay. They
created a virtual 15,000-mile long rolling street party that aimed to connect
people emotionally to the Games. As a result, Coca-Cola sold more than
three million bottles of Coke and more than 500 million media impressions were
madexlviii.
Another example of experiential marketing comes from the 2010
Games in Vancouver. Bell Canada, the exclusive 2010 Olympics
telecommunications partner, built a temporary 3,000 square foot glass
enclosure and invited spectators to escape the cold weather, watch the
games live on TV, and watch live interviews with the athletes. Fans were given
a unique perspective of the Games and felt more involved as a result of this
marketing effort. Another example from Vancouver involved the Hudson’s
Bay Company partnering with Coca-Cola. Hudson’s Bay Company owned an
existing structure where they hosted a collectibles trade show and they also
hosted a nightly parade through one of the city’s main retail centersxlix. Events
such as these create excitement before the actual event and also promote
the three pillars of the Olympics: sport, culture, and the environment.
The London 2012 will continue the experiential marketing trend. With only a
limited number of experiential marketing rights going to sponsors, bidding for
premier locations, airports in particular, is currently underway. The idea is to
target spectators at a time when they are most excited and willing to take part
in Olympic activitiesl.
CHALLENGES
Experiential marketing started to become popular when “badging” a
brand all over an event did not provide the necessary returns to justify the
investmentli. However, it is important to understand that while experiential
marketing can be extremely rewarding, there are several challenges a
marketing officer must confront. First, developing customer insights requires a
significant amount of time upfront. Exposing customers to the product or
50
service to understand their feelings about it will help the company learn how
to cater to all of their customers’ needs and to provide feedback for
improving the offering. Recognizing the needs of the stakeholders is also a
challenge. While customers provide insight from an end-user perspective,
developing insights from other stakeholders such as franchisees and distributors
will also help the company understand how to effectively engage prospective
customers through experiential marketinglii.
In addition, getting “buy-in” throughout the company presents an
internal challenge. Communicating to marketing executives, R&D, and sales
staff the overall strategy and importance of a particular experiential marketing
event is necessary in order to provide a total product experience to the
customers. For the Olympics, it is important to also communicate to the IOC
how a particular event will also benefit their cause. Finally, the ongoing
training of staff presents challenge. This is necessary in order to provide a
consistent product wherever the experiential marketing event is heldliii.
Training requires effective leadership, training investment and significant
capital investment. A successful event will challenge every level of a
company, but there is the opportunity for a much higher return on investment
compared to traditional marketing effortsliv.
RECOMMENDATIONS
The Olympics and the World Cup are traditionally viewed as mega-events
that feature the world’s top athletes competing at the highest level.
Unfortunately for the sponsors, the average spectator does not want to have
the official Olympics’ sponsors “pushing” their products or experiences.
However, experiential marketing allows the Olympics and their sponsors to
work towards their respective goals, which are to provide the best possible
spectator experience and increase brand awareness. More importantly, both
the IOC and the sponsors want to be able to connect with as many people as
possible. The use of in-venue and out-of-venue experiential marketing should
be leveraged to provide this critical connection with Olympic fans.
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OUT-OF-VENUE EXPERIENTIAL MARKETING
Given the restriction of marketing within the Olympic sports
venues, sponsors must capitalize on opportunities outside of the
venues. TOP sponsors such as Samsung and Panasonic have the
ability to provide technologies with state-of-the-art visual and
sound systems. One way they can do this is by building areas
around the venues for people to watch live action of the actual
events. These live sites have proved to be popular at events such
as Wimbledon, and could easily be replicated. Not only will live
sites help connect spectators to the Olympics, but they will also
give the sponsors an opportunity to engage spectators with the
technologies they are marketing.
Given the popularity of Brazil’s Carnival, celebrations and
nightlife should be showcased as important aspects of the Brazilian
culture. Celebrations, such as parades and concerts are an
excellent ways to engage customers while communicating the
messages of the Olympics and their sponsors. Just as Hudson’s Bay
Company did in Vancouver, hosting Carnival-like parades is a
great way to incorporate the Carioca culture into the Olympics. It
would provide safe, educational, and energetic atmosphere to all
that attend. This would be especially important to international
spectators and it would create vivid memories for them.
The sustainability efforts of Rio2016 should most certainly be
on display for spectators to see. Sponsors such as Dow and Proctor
& Gamble should create sites that explain the efforts they have
made to make the Games sustainable. Just as GE did at the Beijing
Games, the sustainable products from Dow and P&G will be
important components at every venue. Therefore the location of
the experiential sites should be in close proximity to the venues
themselves.
Since Copacabana, Ipanema, and Barra beaches are the
epicenter of recreational athletic activity Rio, it is in the ROCOG’s
best interest to use them as a marketing platform. Their size,
52
accessibility, and location have the potential to expose spectators
to experiential marketing events and sport promotions. For
example, the ROCOG can use the beaches to promote sports that
are not as popular to Brazilians. Sports such as taekwondo,
archery, and even table tennis can have temporary platforms on
the beach that host exhibitions, demonstrations, and fan
participation events. The lifeguard stations can serve as the
location, making it easy for spectators to locate the events. The
sites can also distribute unsold tickets.
Although this strategy may be useful in promoting less popular
Olympic sports, acquiring permit approvals will take a considerable
amount of time. For a better understanding of what this permit
process is like, it will be helpful to contact the managers of the gym
on Copacabana Beach near Leme. It is important to take
advantage of the amount of time available leading up to 2016 in
order to negotiate a fair contract with the city. Utilizing Rio’s
beaches as sites for Olympic sport demonstrations will ignite
spectator interest and include those that may not have the
opportunity to witness Olympic competition in person.
Any out-of-venue experiential marketing used during Rio
2016 should be representative of characteristics that define the
country. Being active and energetic are examples of these
characteristics. Including spectators in activities associated with a
particular sport is an excellent way to improve their experience and
promote Olympic sports. Developing out-of-venue sites with
interactive video game technology, such as Microsoft’s Kinect
technology, is one example of how to incorporate this into an
experiential marketing strategy. With Games such as volleyball and
tennis, spectators can have an exciting and active experience with
a sport they may have otherwise been unfamiliar with.
Using a golf simulator is another example of using
interactive technology to promote a sport. Since this will be the first
time golf has been an Olympic sport in over 100 years, there will be
a tremendous amount excitement over the competition.
Technologies such as the AX Golf Academy simulator will give golf
53
novices an understanding of the sport’s difficulty. Although it is
expected that golf enthusiasts worldwide will be attending the
competition, those unfamiliar with the sport will be encouraged to
attend the event through the use of this type of technology.
Another proven way to connect the fans to the Games is to
host events where fans can meet former Olympians. After speaking
with Alexandre Lietao, the President of Octagon Brazil, it was made
clear that the Brazilian fans focus on the athletes and their
achievements during the Games. Winning is not the most
important factor for Brazilians at the Olympic Games. Giving fans
the opportunity to meet any former Brazilian Olympians would be
an experience that would last a lifetime. Given that the majority of
fans will be from Brazil, it would make sense to feature athletes such
as Torben Grael, the accomplished sailor. Olympic partners in a
central location could sponsor these live sites. For certain sites, it
may be appropriate for these former athletes to hold panels or
press conferences. Athletes could also bring the medals they have
won and even allow spectators to hold them or take pictures with
them. Allowing spectators to see the medals that the Olympic
champions will be earning during the 2016 Games is a fantastic
opportunity as well. Either way, giving spectators the chance to be
so close to former Olympians would be the chance of a lifetime for
some.
IN-VENUE EXPERIENTIAL MARKETING
With any experiential marketing effort, it is important to
connect with the culture and lifestyle the region represents.
Unfortunately for sponsors, they have no ability to do this within the
sport venues. For many Olympic sports, there is a considerable
amount of downtime. This would be the most appropriate time for
experiential marketing efforts.
The use of in-venue video is one example of how the Rio
organizing committee could improve spectator experience. The
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content of the video would be different between venues, but they
should all have similar messages. Some videos should be produced
with Brazilian tourism in mind. Given the large number of foreigners
that will attend the Games, highlighting Brazil’s tourism destinations,
such as the Amazon and Iguazu Falls, will encourage spectators to
visit areas outside of Rio. Additionally, the videos can be
approached more artistically to display the themes of the Games:
passion, transformation, and energy.
Another way to improve spectator experience is by
including Olympic history within the videos. Since many people will
be unfamiliar with many of the sports, it will be important to
educate spectators about what they are watching and who the
athletes are. Sports such as handball, wrestling, and weightlifting all
have rich histories and some of the most entertaining aspects
about them are the stories about the journey the athletes have
made to get where they are today. This is especially important for
Brazilian athletes. The people of Brazil are proud of their country
and even more proud of the athletes that represent their country.
Done properly, the videos will captivate spectators and give them
a reason to focus on the competition.
While some sponsors may develop out-of-venue sites that
provide a virtual interactive experience of a sport, there are
opportunities for in-venue interactive experiences. For sports such
as volleyball and archery, there is typically excess space within the
venues where spectators can participate in the actual sport. This
would be best if the sites are catered to children and through
scaled down versions of the sport. This will be especially true for
sports that are not as exciting.
If spectators are given the opportunity to understand just how
difficult the sport is, they may gain a much greater appreciation for
the athletes that compete at the Olympic level. Keeping safety in
mind is paramount in order for sites such as these to be successful
though. There are countless ways to improve the spectator
experience through experiential marketing. Gathering the right
information and developing a systematic strategy is the key to
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each event’s success.
MONTHLY SPORT PROMOTION
A unique pre-Games marketing plan we recommend for
Rio2016 is a publicized campaign for less popular sports. Through
this, we envision utilizing the three most popular methods of mass
communication (as evidenced by our survey results and meetings
attended while in country)- internet, television, and newspapers- to
inform the greater population about monthly “sport highlights”. For
example, January 2012 could be “Rugby month”, and during this
time, both the rules of the game and the details related to the
Olympic competition could be taught to an audience that is
currently unfamiliar with the sport. Each subsequent month would
switch to another sport creating a learning environment for local
spectators that would build momentum as the Games approach.
To do this effectively, messages must be communicated clearly
and quickly as each month comes and passes to ensure that the
“sports month” campaign does not go unnoticed by Brazilian
spectators.
There are several ways to ensure these “sports months” are
communicated effectively and in such a method that a sufficient
portion of the country is aware they are occurring, but we
recommend starting with local school systems. A portion of earlier
research touched upon the increasing power of children in
household purchasing decisions, and communicating Olympic
sport rules to children would perhaps lead to an increased amount
of spectators for all events in 2016. Although events such as
football and volleyball need little explanation with the local
audience, we feel utilizing the school systems is an effective way of
both increasing activity levels among the nation’s children as well
as creating a home grown fan base for events that currently lack
them. This method has been used in the United States for sports
such as handball (which several authors of this paper have had
56
personal experience with), and it has been effective. Since a
majority of spectators in 2016 will be from Rio de Janeiro (or more
generally, Brazil), fostering a local attraction to events identified in
our survey as less locally popular will be critical for establishing a fun
and active spectator experience.
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SOCIAL MEDIA
58
INTRODUCTION
OVERVIEW
A 2010 study of two hundred successful media companies
performed by Gartner Research attempted to offer a viable definition
for social media: “At its foundation, social media is a set of
technologies and channels targeted at forming and enabling a
potentially massive community of participants to productively
collaborate.”lv Anthony Bradley, the author of the study, enhanced this
definition to include the concept of perpetuation of information as
social media supersedes the classic sender-recipient model of
communication with new seamless channels to maintain an active
connection with an infinite audience.lvi In the past decade, social
media has become a powerful tool for communication and
dissemination of information. Many successful social media companies
have emerged as some of the most powerful companies in the world.
Brazil is a prime market for social medium with 79% of Internet
users participating in social networks.lvii Orkut, Google’s social network
is most popular amongst users, with Twitter, Facebook, Flickr, LinkedIn,
MySpace and YouTube following consecutively in terms of usage. With
potential abound, the ROCOG and IOC have the opportunity to not
only expand the Olympic brand presence during the Games, but they
also have the potential to gain momentum for the brand in the long-
term.
The Olympics charter is to promote the values of excellence,
friendship, and respect with a fundamental mission of “building a better
world through sport.”lviii In order to maintain this mission, it is critical that
key youth demographics are attracted to the brand so as to secure the
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long-term sustainability, viability and profitability of the Olympic Games
for generations to come. In a recent article, Alex Huot, the IOC’s Head
of Social Media in Lausanne remarked “we need to go where our fans
are and engage them on a level playing field where they can have
their say.”lix The question becomes: how do we attract and sustain
meaningful relationships with the Olympics’ target demographics in this
new globalized world? The answer is social media.
Although the IOC and NOC initiated official social media
presence at the Vancouver 2010 Olympic Games, a more
comprehensive media plan needs to be adopted and tailored in order
to capture the youth audience in the “playing field” they dominate:
cyberspace. With the many sites that already exist and with the
addition of new start-ups daily, the options are endless for the IOC in
how they wish to implement and enhance their brand through social
media.
HISTORY
At the Vancouver 2010 Winter Olympics, Facebook, YouTube,
Twitter and Flickr were all used to enhance social media presence. On
Facebook, the OCOG launched an official page one month prior to
the start of the games to promote the winter games.lx This page gained
over 1.5million fans resulting in over 200,000 million unique impressions.
Furthermore, nearly 70% of fans were under 24 years old, a key
demographic the IOC hopes to attract.lxi The page also offered an
official Olympic mini-game that provided an interactive experience for
Facebook members.
On YouTube, the commission launched a “Best of Us” video
challenge where YouTube visitors were able to compete in challenges
against Olympic athletes. One such example was whether you could
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hula-hoop longer than Olympic snowboarder Lindsey Jacobellis.lxii The
ten challenges launched were viewed over 750,000 times and received
positive feedback.
The official app, Vancouver 2010, produced by Xoxo Digital, was
the most downloaded sports event app of 2010.lxiii Nonetheless, The
Ultimate Sports Apps Awards of 2010, ranked the application sixth in the
Best Sports Event Apps category. The reason for this low ranking was
due to the “surprisingly limited content despite the event comprising
dozens of individual championships and thousands of competitors.”lxiv
Xoxo Digital, an award winning Canadian app producer, has little
experience in mega-sport event app production. Their expertise
remains in music festivals, art & culinary festivals, conferences and
tradeshows. lxv The Vancouver Olympics created a strong foundation
for a bolder social media presence at Rio2016.
SOCIAL MEDIA CONSUMER MARKET
According to 2010 ICT Facts and Figures Report, the number of
internet users globally has doubled since 2005 to 2 billion unique users
of whom 1.2 billion are located in the emerging markets. To
complement, mobile markets in developing nations have reached
saturation with an average of 116 subscriptions per 100 inhabitants. In
developing nations, subscription rates in mobile were expected to
increase 68% by the end of 2010.lxvi To enhance these extraordinary
figures, worldwide social media traffic increased 82% in year over year
statistics for 2009.lxvii These favorable numbers forecast lucrative
opportunities for global initiatives of the IOC and NOCs.
For Rio 2016, the national market represents a unique set of
opportunities and challenges. As mentioned previously, most recent
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statistics from The World Bank state that 89.7% of the Brazilian
population has a mobile phone subscription.lxviii These statistics have
seen astonishing double-digit growth since 2000 and it is expected to
continue for the foreseeable future. In 2010, one third of the country
was connected to the web, allowing social media to become the
premier medium choice for 79% of Brazilian web consumers.lxix
In a study conducted by Neilson, Brazil ranked in third place
globally for the largest number of social media and blog users with the
US and Japan ranking number one and two respectively. In Brazil
during December 2009, there were 31,345,000 unique users of social
media spending an average number of 4 hours 33 minutes and 10
seconds per person online during the month. lxx This is an exceptional
opportunity for the Committee to promote national interest, retain
spectators, and increase overall interest in the Games. Research
performed by ComScore shows that the number one most consumed
electronic in most major economies is the smart phone.lxxi These
consumer trends indicate that people are also relying more on their
phones as a source of access to applications and the web.
With a successful run of social media capabilities at the
Vancouver Olympics, Rio2016 presents a new occasion to render an
improved spectator experience both locally and globally. With a
technologically connected population already in place, the ROCOG
and the IOC can implement a structured plan to capitalize on viable
social media prospects.
SOCIAL MEDIA BUSINESS MARKET
Technological trends that have captured audiences around the
world in the past few years include mobile games, apps, and real time
62
interactive activities. A risk in the adoption of social media outlets is
that scope can become too broad and unmanageable; it is essential
to target and saturate efforts in mediums that will provide maximum
return. To create a plan that is plausible in both scope and
implementation, we suggest that the concentration be put in areas
that have either high traffic or are associated with sponsors or potential
sponsors that could be signed.
For Brazilian web use in 2009, highly trafficked social media sites
included (in order) Orkut, Twitter, Facebook, Flickr, LinkedIn and
YouTube.lxxii Although the IOC has initiated a well-established presence
on major social media outlets such as Facebook, YouTube and Twitter,
it will be important to enhance promotion on sites such as Orkut to
engage the maximum amount of local spectators. The next step is to
expand the brands reach in order to not only acquire new consumers,
but also to attract new sponsors and partnerships.
Recent trends have shown willingness on the part of social
media consumers to partake in more interactive media options. The
social media successes of companies such EA Sports, Zynga,
Foursquare, Microsoft and IBM demonstrate a captive market for
technologies that continue to forecast immense growth. The IOC
should leverage existing partnerships and contemplate new
partnerships in order to create value added offerings for current
spectators and target spectators via mobile and computing devices.
63
RECOMMENDATIONS
We propose three main goals in social media strategy for the IOC
and ROCOG in order to truly harness the power this medium provides.
Social media offerings should:
• Increase interest and excitement amongst spectators to promote
Ticket sales
Merchandise sales
Event attendance
• Transmit real-time information for instant consumer consumption.
• Offer seamless transactions and communication between ROCOG,
IOC, sponsors and consumers.
If the IOC in conjunction with ROCOG can harness these
capabilities, they will be able to reengage the Olympic spectator and it
will motivate new target markets to participate in the Olympic
community. With options abound in social media, it will be important to
follow the legal procedure as set forth by IOC contracts. The
overarching goal is to complement the Games with value added
activities both virtual and real that not only serve the spectators, but also
the IOC, sponsors, partners and the community.
64
ESTABLISHED MEDIA OPTIONS
ORKUT
Orkut, a social network created by Google in 2002, is the number one social
network in Brazil. Of 36,059,000 million unique Brazilian users visiting social
networks in August 2010, Orkut received an astounding 29,411,000 million
unique visits from these users. As a result, Orkut consumes 81.5% of social
network traffic in Brazil making this site the preeminent location to
communicate with national and local Olympic fans and spectators. To
enhance these statistics, unique users are spending an average of 275.8
minutes on the site per month with an average of 657 page views per person.
Moreover, unique users visit the site on average 35.8 times per month, while
Facebook only received 6.6 visits per unique user during the same period. This
astonishing data suggests that Orkut should be considered as the primary
social medium for attracting and retaining national interest in the Games.
TOP SOCIAL NETWORKING SITES IN BRAZIL BY UNIQUE USERS FOR AUGUST 2010
Total Unique Visitors
Average Minutes
per Visitor
Average Pages
per Visitor
Average Visits per
Visitor Total Internet (15+
years old) 37,527,000 1,561.0 2,109 58.0
Social Networking 36,059,000 252.6 585 32.4
Orkut 29,411,000 275.8 657 35.8 Facebook 8,887,000 29.3 55 6.6
Twitter 8,621,000 31.8 44 7.5 Comscore Media Metrix Study of Brazilian Social Network Users 15+ years oldlxxiii
65
Silicon Valley based Facebook holds the position of the number one social
network in the world. With over 680,000,000 users worldwide, this company is a
key medium to access, attract and engage Olympics fans before, during and
after the Games. Although not the top social network in Brazil, it still maintains
17,615,540 unique Brazilian users as of May 2011. This statistic represents a 8.76%
penetration in total Brazilian population with 23.20% in its total online
population. In the last six months, Brazilian Facebook profiles have more than
doubled from 7,000,000 in December 2010 to over 17,000,000 in May 2011. This
number is expected to increase rapidly as more adopt this technology.
Current statistics as of May 15, 2011lxxiv
In order to gain brand value, the IOC needs to attract and retain a youth
demographic to promote the games for future generations. 73% of Facebook
users are under 34 years old and 43% are under 24 years old. Furthermore,
Facebook represents gender demographics nearly evenly with males
representing 46% and females representing 54% of users in Brazil. Facebook
continues to be the preeminent global social network and the site should be
further leveraged for fan engagement and brand activation.
5% 6%
32%
30%
15%
8%
3% 1%
Age Distribution of Facebook Users in Brazil
13-15
16-17
18-24
25-34
35-44
45-54
55-64
65-0
66
’
Current Facebook followers as of May 16, 2011
ROCOG has already created an official Facebook page with over 300,000
fans. At five years out, this is an impressive number and can only be expected
to grow. However, a limitation must be noted with Facebook. Many times
people fan a page and never visit it again- it will be important for the ROCOG
to offer continual updates, games, and opportunities to increase loyalty
amongst current fans and to increase traffic per unique user.
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Current Twitter statistics as of May 16, 2011
Twitter is a San Francisco based social networking site where users can
“tweet” 140 character messages to followers. Currently the official Rio 2016
twitter feed has 1,093 followers, but with the possibility of millions of followers,
there is still room to grow. Due the ROCOG’s current position in the planning
stages, it will be important to increase traffic as the Games grow closer since
this social network represents a 23.7% penetration in the Brazilian market.
YOUTUBE
Fast becoming a primary source of digital video streaming around the
world, YouTube is an effective tool to reach not only local fans, but also
68
international spectators. With localized interface in over 25 countries and over
2 billion video views per week, this streaming technology will offer the ROCOG
a unique forum to provide interactive media opportunities to its growing fan
base.lxxv Currently, MysterGuitarMan and UniversalMusicBrazil hold the top
views in Brazil on YouTube.lxxvi Indicative of a national loyalty towards music, it
will be important to engage viewers with videos that are lively, exciting and
musically driven. Releases on Rio2016 YouTube channel can also leverage the
opportunity to showcase Rio and the Carioca culture.
Top YouTube Channels in Brazil as of May 26, 2011lxxvii
The most requested video on the official website was a short clip regarding
job opportunities at the ROCOG. LinkedIn is an international social network
dedicated to professional networking and recruiting. LinkedIn will provide a
valuable channel to funnel general communications to potential talent.
Moreover, the official page can also be leveraged by internal and contracted
recruiters to find individuals to fill positions at the ROCOG in the coming years.
Currently, ROCOG’s official LinkedIn page has 213 members and this number is
expected to grow and demand for human capital grows.
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INTERACTIVE MEDIA OPTIONS
ZYNGA
The viral success of Zynga’s mobile game, Cityville, a game with
over 100 million users, shows the capacity for these products to create
instant appeal. Zynga, although not currently a producer of sport or
event related games, is considered one of the preeminent mobile
gaming companies with a recent market valuation of $10 billion after
only four years in service.lxxviii If the Olympics were to sign such a
company as a licensee, the ability to partner and create successful
joint programming with an already established global fan base would
be lucrative with instant returns.
lxxix
With Zynga, the ROCOG could release a CityVille Rio inspired
app with added capacity to create the Olympic village and sites. This
70
would be an incredible forum to integrate spectators into the
experience prior to arrival and it would increase excitement with fans
no matter location or ability to participate. Moreover, if the ROCOG
were to release a series of mobile games prior, during and after the
Olympics, they may be able to yield not only a sustainable relationship
with their consumers internationally, but they would also generate PR
that would increase international awareness of Brazil.
As an added value to International Federations, this opportunity
could be used to create games for less popular sports such as Modern
Pentathlon. If Zynga produced a game based on this sport with an
appealing and engaging platform, sports currently in need of
additional interest could be resurrected for profitable inclusion in future
Olympic Games.
These application and game offerings can be disseminated via
the Official Olympic websites, Android and Apple app stores for free or
for a charge. Furthermore tie-ins could be created with already
established sponsors like Samsung who just recently released the
Galaxy Tab and who may want to use this mobile opportunity to
promote its new tablet computer product line in Brazil. Another
opportunity would be to offer games free of charge only to Samsung
phones and computers users as a promotion to incentivize the
consumption of Samsung products.
FOURSQUARE
Another successful application that could be adapted for the
Olympics is Foursquare. Foursquare is an application that allows users
to designate their real-time location so as to alert other members of
their movements. As a benefit, with increased use, the program allows
71
you to win badges and free prizes. With mobile adoption of this app,
this program could be adopted at the Olympic village and satellite
sites as a way to link spectators not only virtually, but also in real time as
it relays the location of its members to other members, participants and
organizers in the vicinity.
During the Games, the ROCOG could use Foursquare as a way
distribute unsold tickets as prizes or as a way to alert spectators of open
seats in Games that are lacking spectators. Foursquare would provide
ROCOG and IOC with continuously updated analytics as illustrated in
the chart below.
Statistical information rendered by Foursquare for businesseslxxx
In terms of data, analytics that such apps gather will offer the
IOC real time information regarding traffic at the sites and will offer
opportunities to adapt offerings in real time to better engage
spectators. A drawback is the fear that privacy will be violated;
however as a member, a user is actively agreeing to this tracking. In
order to eliminate the “big brother” aspect of this type of technology,
72
an app could be adapted to be anonymous or to use personally
untraceable user names selected by participants. Also, the Olympics
could create their own closed circuit version of this app to protect the
information from unsavory usage.
A potential benefit of such a technology is to geo-target and
tailor offerings to promote areas which may lack adequate spectators.
Tickets could be redistributed wirelessly to individuals in order to move
spectators to venues lacking adequate spectators. Additionally,
sponsors will have more channels to attract their target consumers in a
manner that circumvents the stringent rules regarding visual marketing
inside the venues.
MICROSOFT’S KINECT
Another lucrative activity for Olympic spectators is Microsoft’s
Kinect. Kinect is an intuitive camera that works with Microsoft’s Xbox in
creating a real life game experience without physical controllers. This
interactive unit could be used on premise to allow spectators the
opportunity to try games, share games and interact with fans around
the world in challenges. Moreover, a potential opportunity would be to
allow fans to learn the official dance for the official song of the Games
and upload it to kinectshare.com.
The beauty of this technology is there is no physical contact with
the technology as it captures your movements via intuitive camera
technology that translates instantaneously into the game. Furthermore,
it is a fun activity for individuals of all ages. The IOC could use its
already existing partnership with EA Sports to produce a Kinect
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exclusive Rio 2016 Olympic game that could be adopted by the 50
million Xbox owners around the world.
An added bonus of this technology is that Alex Kipman, a 31
year-old Brazilian Microsoft engineer, created it. Moreover, the
project’s top-secret name prior to launch was Project Natal after the
Brazilian city of Natal, the hometown of Kipman. lxxxi With the challenges
to integrate more cultural activities into the Games, the promotion of
Microsoft’s Kinect would not only be fun for spectators, but it would also
promote Brazilian education and innovation as exhibited by Kipman’s
technological achievement. This spectator experience would also be
in line with the Olympic values and it would offer national pride to Brazil
and its youth.
Kinect’s Launch with secret name Project Natallxxxii
Alex Kipman, Brazilian National, Director of Incubation at Xbox and Time 100
Nomineelxxxiii
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Microsoft’s relationship with the Olympics has been in formation
during recent years. During the 2010 Vancouver winter Games,
Microsoft sponsored two bloggers to live blog throughout the 10 day
Games.lxxxiv With Microsoft already behind NBC’s online Olympic
coverage, it would be a seamless proposition for Microsoft to join the
Olympic family as a TOP sponsor. Its extensive product offerings
complement not only consumer preferences, but also Olympic
technological needs. The benefit of Alex Kipman only seals the need to
pursue this company for a lucrative and enduring contract.
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CREATORS
FROG METAMORFOSE DIGITAL
Website: www.agenciafrog.com.br
Our top choice, Agencia Frog Metamorfose Digital, is an award
winning Sao Paulo based digital media company specializing in analytics,
social networks, monitoring/web mapping, campaign creation, custom app
solutions, website production and technological solutions. With their
exceptional interface and production capabilities, they have attracted such
clients as current Olympic sponsors Bradesco Seguros, McDonalds and Coca-
Cola. Frog has produced an application for international giant Pizza Hut
which has received accolades from the industry for its ingenuity and simplicity.
This company demonstrates a unique ability to create esthetically pleasing,
easy to use, and content rich interactive media solutions.
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VM2
Website: www.vm2.com.br
Agencia VM2 interatividade digital is a full service interactive media
agency based in Sao Paulo, Brazil. With experience in over 1000 projects for
over 110 national and global brands, this company has significant experience
in creating, building and delivering custom social media solutions to the
market. Already servicing many of the Olympic brands including Bradesco
and Samsung, this marketing communication company can serve in a
capacity as a third party supplier for the execution of the ROCOG social
media plan.
The ROCOG has already used this company in a consulting capacity
to direct the strategic plan however this company could continue to be used
in a capacity to create exclusive software to serve social media opportunities.
By creating new proprietary social media games and interactive apps, the
Olympics will bypass any privacy issues that may occur with licensing to
companies such as Foursquare and Zynga.
IDEIA S/A
Website: www.ideiasa.com
77
With such clients as Sony Music and GloboSat, Sao Paulo based Ideia
S/A is a strong Brazilian social media communication company with significant
experience in consumer activation via social media. The agency particular
specialties include monitoring analytics, deployed social media publicity,
creating social media application, building private social media networks.
Although smaller than Agencia VM2, Ideia offers creative options to engaging
spectators and fans on the leading social networks around the world.
RIOT
Website: www.riot.com.br
Sao Paulo based Riot’s current clients include Pepsico, Itau, Renault,
Nokia and Phillips. Many of these companies are direct competitors of current
Olympic sponsors so this agency is not the best choice for outsourcing media
production.
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IBM
IBM Wimbledon App: Picture technology (“augmented reality”) to map locationlxxxv
Another essential social media product that must be created is
an official app for the Rio 2016 Olympics. In 2010, past Olympic
sponsor IBM produced four of the most successful mega-sport event
apps of the year including Wimbledon, the Australian Open Tennis
Tournament, the US Masters Golf Tournament and the US Open Golf
Tournament.lxxxvi These application offered comprehensive access to
content regarding spectator resources (food/bev/facilities/ATMs),
logistics (real time transportation), interactive maps, sport data
(historical/real time stats and information), interactive games and
video/audio commentary. The offering was neatly contained in a user-
friendly interface that received accolades from both spectators and
industry leaders.lxxxvii By re-partnering with a company like IBM that has a
proven track record in successful mega sport event applications, the
IOC and Rio2016 can secure a vital and successfully proven tool for the
spectator experience.
79
SUMMARY
There are infinite opportunities to engage spectators via social
media offerings. These offering not only meet the needs of spectators
attending the Olympics, but also the billion+ spectators tuning in
around the world. These seamless real-time technologies will allow a
community to be formed amongst the diverse market to which the
Olympic Games cater. Social media not only fulfills the many business-
focused demands of the Games, but it also meets the fundamental
mission of the Olympics: to build a better world with friendship, respect
and excellence.
80
HOSPITALITY & TOURISM
81
INTRODUCTION
Since 1995, Brazil has experienced a 150% increase in
international arrivals from 2 million to 5 million in 2006 while the
worldwide national average for the same time period was just
56.5%.lxxxviii In 2010, domestic tourists grew to 217 million, representing a
significant movement towards travel amongst the new consumer class
of Brazil.lxxxix With expected increased demand in national tourism and
known forecasted international demand, the market is assured, but
supply and quality of supply of tourism related products remains
questionable.
SITUATION
Rio de Janeiro, or Ciudade Marivaillosa as it has been fondly
titled, is the capital city of the State of Rio de Janeiro in southern Brazil.
Located near the Tropic of Capricorn, the city experiences warm
tropical climates year round with temperature averages between 18-31
Celsius.xc Coupled with the city’s ideal climate, the cityscape offers
numerous economic, natural and man-made offerings that have
enticed a booming tourism industry. Beyond the main tourist beaches
of Copacabana and Ipanema, Sugar Loaf Mountain, Christ the
Redeemer and the Maracana stadium have proven to be the top
tourist destinations in Rio by volume.xci In 2007, Riotur, Rio’s official
tourism ministry, counted 6 million tourists spending on average US$90
per foreign tourist per day and US$56 per Brazilian national per day to
be a strong contributor to the economic development to the region.xcii
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Although traditionally branded in the international tourism
community as an urban tropical destination, the recent growth of
Brazilian business has been a driving force for economic development
in the region. Housing many of Brazil’s major companies, the resulting
categorization of tourists shows that 55% of tourism in Rio was business
related while 31.4% was attributed to leisure.
Tripadvisor’s User Choice Awards rate Rio as the #5 best
destination in the world to visit.xciii With the World Cup in 2014 and
Olympics in 2016, the number of leisure related travel is expected to
increase. Rio de Janeiro has the foundations for a robust tourism
industry however many infrastructure improvements and hospitality
offerings are needed.
HOTELS
Per 2010 data, Rio currently houses 107 hotels offering a total
supply of 13,526 rooms.xciv Many major international hotel companies
have a presence in Rio including Accor, Marriot, Sheraton, Pestana,
Intercontinental and Windsor. Moreover many independent hotels exist
to serve the bustling tourism industry. As exhibited in the chart below,
per the Guia 4 Rodas, the current situation shows that the majority of
hotel offerings are one and two star classes.xcv
83
These statistics, indicative of past demand, forecast a need to
improve infrastructure for the impending mega-events that will put Rio
de Janeiro and Brazil in the international spotlight. The World Cup and
particularly the Olympics will swarm the city with tourists seeking higher-
end hospitality offerings. Many presidents, including President Obama,
have publicized their intentions to attend the opening ceremony and
with many other dignitaries, business executives and governing body
representatives expected to attend the Games, additional offerings will
need to be made available to house these individuals and their
entourages.xcvi A clear concern of Rio is the fear of creating oversupply
for the long-term strategic tourism plan.
Riocentro, South America’s largest conference space at 570,000
square meters, represents an attractive space for mega-conferences.
In 2010, 15% of the business travelers could be attributed to
conferences taking place at this space and with continued
development and marketing of this opportunity to global business
providers, mega-events and continued increased tourism can occur in
order to maintain the need for increased supply.xcvii As Riocentro will
be used as an Olympic venue, creating more hospitality offerings in this
neighborhood would not only be welcome, but also sustainable as
visitor demand will continue to grow in this region due to the
conference center and business parks that will remain post-Games.
27%
5%
4% 25%
39%
Rio de Janeiro Hotel Distribution Per Star Category
3 Star
4 Star
5 Star
1 Star
2 Star
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In Barra da Tijuca, hospitality offerings are currently limited and
expected to remain limited for the foreseeable future. With the
development of major hotels in Sao Conrado (Hotel Nacional) and
Gloria (Hotel Gloria), Barra di Tijuca only has one major hotel opening
slated for 2011—Accor Hotel’s 186-room Novotel Barra. With Novotel
and Sheraton currently holding the district’s major hospitality offerings,
a clear demand for further supply still remains.xcviii BNDES, Brazil’s
national development bank, has provided lucrative financing options
for future tourism projects, however only time will tell if this opportunity
will be seized to increase supply.xcix Although the opportunity to rent
apartments in the area will probably be high during the Games, it
important to remark the lack of viable hospitality options in the area as
many visitors may hope to attain the additional amenities that a hotel
can provide.
INFRASTRUCTURE
Infrastructure is of critical importance to the success of the
Olympics. Without a seamless transportation system, spectator
experience can be dramatically hindered resulting in not only
unfavorable reviews of city, but also decreased future demand from
potential tourists. With a confusing privatized bus system and scattered
metro and tramway offerings, it will be necessary for both local and
federal government to invest significant amounts in improving the
logistics of the city.
85
Rio de Janeiro State Budget: The Main Infrastructure Investments
Investments Amount Forecasted (millions)
Electrical Energy USD 868.58
Environmental Care Actions USD 501.90
Information, Internet, and
Communications Systems USD 549.90
Labor Force USD 385.20
Media Centre USD 915.90
Olympic Village USD 481.60
Ports and Airports USD 1,129.00
Roads and Railroads USD 1,207.00
Security USD 412.85
Sports Facilities USD 358.10
Barra da Tijuca, the location of the Olympics, is an area currently
experiencing intense development. With high-end residential and
business parks being constructed, it is clear that this area will be home
to a vast population by 2016. Furthermore, the move of many major
national and multinational firms from Centro (downtown) to
commercial space in Barra da Tijuca indicates an important move of
business in the Rio region. These commercial moves, coupled with the
announcement of Olympic locations, have fueled prices in the
community to record highs. This development is concerning as it will
price out many Brazilians from this upscale neighborhood which could
potentially result in a price prohibitive area for the masses.
With the important expected influx of event tourists, business
tourists, residents and business people in the area, it will be of critical
importance to improve transportation options between Barra da Tijuca
and the rest of Rio. A plan already in development is the BRT, or Bus
Rapid Transportation system.c As currently proposed, the plan will be to
construct four exclusive BRT bus lanes to link the different districts of the
city. An additional option, the 14km No. 4 subway line, is currently
86
under construction and in 2016, this line is expected to link the coastline
districts of Barra da Tijuca with Sao Conrado, Gavea, Leblon and
Ipanema. Moreover, expected daily capacity is estimated at 240,000
passengers, a number which will alleviate street traffic significantly.ci
With dedicated financial backings publically in place for
infrastructure improvement, bureaucracies need to be streamlined to
push projects through the pipeline. Time is working against the volume
of renovation that needs to take place and without public and private
cooperation, the likelihood of being prepared for the Olympics much
less the World Cup is only negligible
87
CONCLUSION
88
CONCLUSION
Historically, spectators have been considered the least important
stakeholder at the Olympic Games. However, as illustrated in this report, it is
clear that spectators are an integral part of the current and continued success
of the Olympics. In order to reinvigorate the fan base and to increase interest
amongst potential spectators, it will be essential to modernize and integrate
offerings to activate and engage spectators. With technologies abound, the
possibility of seamlessly linking both spectators in venue and spectators around
the world is possible.
Today’s world is driven by entertainment and the brands that succeed
are able to successfully capitalize on experiences and technologies that
translate to their audiences. It will be critical to create an experience that not
only upholds the pillars of the Olympics, but also exemplifies Brazilian culture
and hospitality. At five years out from the Games, it remains to be seen what
advances will be made in spectator experiences. Nonetheless, it will be
essential for the ROCOG and IOC to follow and adopt new trends as they
become popular amongst their fan base. Rio2016 is Brazil’s moment to
spotlight its success on the world platform. Spectators are the foundation of this
platform and by assuring an exceptional experience for these stakeholders,
the legacy of Rio2016 will be extraordinary.
89
ENDNOTES i CIA World Factbook. https://www.cia.gov/library/publications/the-world-factbook/geos/br.html ii Ibid. iii Ibid. iv Grover, Eric. (2009, September 15). Shifting Tides for Brazil’s Credit Card Waters. The Deal Magazine. Retrieved April 10, 2011, from http://www.thedeal.com/magazine/ID/030088/community/shifting-tides-for-brazil's-credit-card-waters.php. v Ragir, Alexander and Dawn Kopecki. (2011, January 10). Brazil’s Credit Boom Could End in Tears. Bloomberg Businessweek, Issue 4212.
vi Fraga, Arminio. (2010, January 18). Brazil’s Consumer as a Driver of Growth: A One-Legged Stool. The Financial Times. Retrieved April 10, 2011, from http://blogs.ft.com/economistsforum/2010/01/brazils-consumer-as-a-driver-of-growth-a-one-legged-stool/.
vii PricewaterhouseCoopers. (2007). From Sao Paulo to Shanghai: New Consumer Dynamics, The Impact on Modern Retailing, Retrieved April 10, 2011, from http://www.pwc.com/en_GX/gx/retail-consumer/pdf/brazil.pdf. viii http://www.rio2016.org/en/the-games/the-event ix Dr. Deply-Neirotti, Lisa. “Olympic Spectators.” Rio21016 International Residency. George Washington University. Washington, DC. Presented 4/6/2011. x No Author. (2005, January). Reaching Brazilian Consumers. Brand Strategy, Issue 188, 48 – 50. xi PricewaterhouseCoopers. (2007). From Sao Paulo to Shanghai: New Consumer Dynamics, The Impact on Modern Retailing, Retrieved April 10, 2011, from http://www.pwc.com/en_GX/gx/retail-consumer/pdf/brazil.pdf. xii Smith, Aaron and Bob Stewart. (2007, November). The Traveling Fan: Understanding the Mechanisms of Sport Fan Consumption in a Sport Tourism Setting. Journal of Sport and Tourism, Volume 12, Numbers 3 – 4, 155 – 181. xiii Davis, J. The Olympic Games Effect: How Sports Marketing Builds Strong Brands, (2008) xiv “Ancient Olympic Events,” Tufts University. http://www.perseus.tufts.edu/Olympics/sports.html xv www.Olympic.org xvi Funk, Daniel C. Consumer Behaviour in Sport and Events: Marketing Action (2008). Burlington: Elsevier Ltd. xvii Silva Jr., Orlando. “Passing the Torch: Brazil’s Olympic Dream.” 7/1/2010. Retrieved on May 13, 2011 from http://www.brasil.gov.br/para/press/press-releases/february/4passing-the-torch-brazil2019s-olympic-dream xviii Macur, Julia. “Rio de Janeiro is Awarded 2016 Olympics.” The New York Times. 10/2/2009. http://www.nytimes.com/2009/10/03/sports/03olympics.html xix Dr. Deply-Neirotti, Lisa. “Olympic Spectators.” Rio21016 International Residency. George Washington University. Washington, DC. Presented 4/6/2011. xx Rosner, Scott R. and Kenneth L Shropshire. (2004). The Business of Sports. MA: Jones and Bartlett Publishers. xxi Dr. Deply-Neirotti, Lisa. “Olympic Spectators.” Rio21016 International Residency. George Washington University. Washington, DC. Presented 4/6/2011. xxii Ibid. xxiii Ibid. xxiv Conversation with Alexis Gros-Piron
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xxvi Ibid. xxvii Conversation with Alexis Gros-Piron xxviii Luiz Fernando Lima. “Panel discussion with George Washington University and Pontifical Catholic University.” Pontifical Catholic University. Rio de Janeiro, Brazil. xxix Porter, Laura. ‘London 2012 Olympic Tickets. Retrieved from http://golondon.about.com/od/london2012olympics/a/2012OlympicsTickets.htm. May 5, 2011. xxx CoSport. https://www.cosport.com/. April 12, 2011. xxxi London 2012 Olympic Games. http://www.tickets.london2012.com/eligibility_p2.html. April 12, 2011. xxxii Nguyen, Anh. February 18, 2011. ‘London 2012 to Launch Website Checker.’ Retrieved from http://www.computerworlduk.com/news/security/3261708/london-2012-to-launch-website-checker/ xxxiiiBranch, Jr., Alfred. ‘StubHub!! and MLB Strike Precedent-Setting Secondary Ticketing Deal.’ http://www.ticketnews.com/news/StubHub!-and-MLB-Strike-Precedent-Setting-Secondary-Ticketing-Deal8227. August 2, 2007. xxxiv CTA.cv. “Fake Olympic Ticket Websites Shut Down by U.S.” http://www.ctv.ca/servlet/ArticleNews/story/CTVNews/20080805/olympic_Scam_080805/20080805?s_name=beijing2008. August 5, 2008. xxxv McWilliams, Kelly. “Vancouver Olympic Committee (VANOC) Today Launched Its Own Olympic Ticket Resale Site.” http://getpresales.com/olympic-ticket-resale-site-launched-by-vanoc/. December 23, 2009. xxxvi Brooks, Dave. January 21, 2010. “The Olympics Take a Stab at Secondary Tickets.” Retrieved from http://ticketsdotcom.blogspot.com/2010/01/olympics-take-stab-at-secondary-tickets.html xxxvii Kastelein, Archer. “Secondary Ticketing Marketplace a Huge Success at Vancouver 2010 Olympic and Paralympic Winter Games.” http://www.euticketnews.com/20100331547/secondary-ticketing-marketplace-a-huge-success-at-vancouver-2010-olympic-and-paralympic-winter-games.html. March 31, 2010. xxxviii Kastelein, Archer. “LOCOG Plans to Create Secondary Ticket Marketplace like Vancouver for London Olympic Tickets.” http://www.euticketnews.com/201102201114/locog-plans-to-create-secondary-ticket-marketplace-like-vancouver-for-london-olympic-tickets.html. February 20, 2011. xxxixLondon2012.com. March 2, 2011. ‘London2012 Customer Help’. Retrieved from http://tickets.london2012.custhelp.com/app/answers/detail/a_id/31549/session/L3RpbWUvMTI5OTk1MjE5Mi9zaWQvSUc1aFBMb2s%3D xl Dantas, Luri and Mario Sergio Lima. “Brazil Boosts Tax on Overseas Credit Card Purchases.” http://www.bloomberg.com/news/2011-03-28/brazil-boosts-tax-on-overseas-credit-card-purchases-correct-.html. March 28, 2011. xli “World Development Indicators.” World Bank. http://data.worldbank.org/indicator/IT.CEL.SETS.P2?cid=GPD_43. Retrieved May 25, 2011. xlii Kats, Rimma. June 9, 2010. ‘ESPN Offers Mobile Ticketing Service, Partners with StubHub!.’ Retrieved from http://www.mobilecommercedaily.com/2010/06/09/espn-announces-mobile-ticketing-service-partners-with-StubHub! xliii Ibid. xliv JAGTAG. Retrieved from http://www.jagtag.com/. May 6, 2011. xlv Berman, Chloe. 2009. “Beat the fraud games.” Travel Weekly (UK). EBSCOhost (accessed April 12,2001). xlvi Schmitt, B. (1999). Experiential Marketing. Journal of Marketing Management, 15(1-3), 53-67. Retrieved from EBSCOhost.
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liv EXPERIENTIAL MARKETING: working the front lines. (2009). Adweek, 50(35), S2-S12. Retrieved from EBSCOhost. lv Bradley, Anthony J. (January 2, 2010). A New Definition of Social Media. The Six Core Principles of Social-Media-Based Collaboration Report. http://blogs.gartner.com/anthony_bradley/2010/01/07/a-new-definition-of-social-media/ Retrieved April 5, 2011.
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lviii Olympic.org. (no date) Olympism in Action- Olympic Values and Programmes. http://www.olympic.org/olympism-inaction Retrieved April 6, 2011. lix Kendall, Nigel. (April 8, 2011). Community Spirit. Olympics.org-Media-Latest News. http://www.olympic.org/media?articlenewsgroup=1&articleid=124280&searchpageipp=10&searchpage=1
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