Event Management for Sochi Winter Olympics - myassignmenthelp

Question: Discuss about theEvent Management for Sochi Winter Olympics. Answer: Introduction A planned and systematic functioning of an important public occasion at determined time and place is an event. Study of present and future impacts of an event on the host is event analysis. In this paper, such event evaluation will be done and event management principles will be explored. The event chosen is Sochi Winter Olympics, 2014. Olympics is a massive multi-sport event that is held every four years sponsored by different countries. It attracts a large number of participants from numerous sports along with massive spectators around the world. To organize an event of such level, a country has to make big investments (Biersack and OLear, 2014). Hosting nations citizens get a lot of infrastructural, transportation, occupational and communication benefits that place a long term impact on countrys economy. The aim of this research will be to analyze all the aspects such as formation, growth, and staging. The investigation will be done regarding future development of Russia due to the event and issues like the sustainability of event (Biersack and OLear, 2014). Further discussions will include few suggestions keeping in mind the interest of sponsors or stakeholders that may be followed to sustain such huge events. Analysis of Event Life Cycle Stages Concept This phase is about designing and planning a strategy for a smooth transition of the event. It gives direction to the event organizers. Dmitry Chernyshenko was event president. The scope of the event is defined, stakeholders and investors are selected, management team selection is done, and an overview statement is designed that covers all zones of the event. Major event organizers joined hands to organize Sochi Olympics. International Olympic Committee (IOC) supported the chief organizers. ATPI Sports Events contributed in the planning segment (De Vries And Shekshnia, 2008). Various sponsors were selected such as MacDonalds, Aeroflot, Coca-Cola, PG, Visa, GE, Samsung, AtoS etc. Strategic team comprising Area leaders, Partners, executives was formed to run the event efficiently. Five mascots were chosen for games. Sponsorship helped in raising over $ 1.2 billion (De Vries And Shekshnia, 2008) Co-ordination Co-ordination involves the development of a policy to follow in order to make the event a success. It also incorporates suppliers and outsources dealers. Team management is done regarding booking, designing and confirming the event plans. Sochi Olympic Park was planned to be structured with a seating capacity of 75,000. About 5000 performers for Sochi Winter Olympics 2014 were expected. Torch relay planned to cover 65000 KM including 2900 towns and cities transiting through various modes of transportation (Trubina, 2014). 98 events were scheduled to organize at different locations and time. As per pre-planned configuration, the event had to be for 17 days followed by 9 days of Paralympic games. Considering logistical standpoint, Federal Custom Services was hired to co-ordinate with Sochi organizing committee in order to manage all freight transportation (Trubina, 2014). Control This stage is often followed consecutively with all stages. The organizing committee and the suppliers or service providers have to maintain a professional and trustworthy relationship in order to control the event (Cornelissen, 2010). This phase encompasses budgetary controls, status reviews, and making decisions to solve any sort of conflicts or incidents. Operational control focuses on the testing of plans in the real time setups. Sochi 2014 games introduced a strict anti-doping programme. World-class sports complexes were designed (Cornelissen, 2010). Separate control committee was selected to control all sections and ensure a flawless event. Culmination It embraces the entire management of the pre-designed and booked programs. Both frontline and backend management with right teamwork is vital at this moment. Team co-ordination is the key to the success of an event. All teams such as stakeholders, planners, organizers, and participants have to put their plans into action. New rails and road links were aimed for the safety of athletes (Cornelissen, 2010). Various educational, health and recreation facilities were incorporated. Residential area for sportsmen was structured with a capacity of 25000 rooms. The opening ceremony was held at Fisht Olympic Stadium. Six players jointly used the torch to light the Olympic Cauldron. 88 nations qualified to compete at the event. Russia earned 33 medals and remained on top (Cornelissen, 2010). Closing Under this level of event life cycle, the evaluation of the whole event takes place. Reviews and final reports are submitted to the selected committee. The cost examination and impact on the society and environment if any is reported in this conclusion account (Brownell and Besnier, 2016). Total costs in Sochi event were calculated as $ 51 billion. Some of the large infrastructure projects including stadiums, hotels, and other venues were considered to be of no use after completion of the event. Sochi Olympic Games were considered more than a mega event. It gave a huge regional pitch to the location and expedited the development. On the other hand, it Presented host country to the world as a modern and developed country. Different Aspects of Event Formation Stage An operation and formation committee was selected for Sochi 2014. Sochi and Russian Olympic Committee signed joint Marketing Programme Agreement (JMPA) for advertisement. Comprehensive litigation endured to protect rights (School of Planning, Design and Construction, 2017). Compact sports concept was offered by Sochi city in support with Sochi Ice Cluster and Krasnaya Polyana Mountain Zone. Foreign expertise and infrastructure management agencies were consulted in the planning process. The Paralympic organizing committee was also approached. Growth Stage All the sectors covering medical, security, transportation, logistics, accommodation, infrastructure, media operations, cultural and event ceremonies were considered and steps were taken for the functioning of entire event immaculately (Brownell and Besnier, 2016). Torch relay started well in advance as per pre-designed route starting from the far east of Russia to reach Sochi. New road and rail networks were built considering environment friendly items. Ecology and Meteorology were well thought out during the growth stage. Staging Phase This is the most crucial segment of any event. Unfortunately, Sochi event could not yield out the desired results. The testing and real-time experiences in few events especially during the opening and closing sessions were not flawlessly staged (Brownell and Besnier, 2016). The event was a success, however, there were issues like environmental green corridor loss, transparency issues and unexplained expenses etc. raised in the closing report. Recommendations for Future Development and Sustainability Russia spent about $51 billion in preparation and functioning of grand event of Sochi Olympics 2014. It converted the resort city of Sochi into a grand wonderland. But the grand event turned out to be sustainability failure for Russia. It not only expressed operational errors but also lacking in social, ethical, economic and environmental aspects (Brownell and Besnier, 2016). After the completion of the event, the major challenge in front of host city was to manage the infrastructure, massive hotels, and roads in the future. Various political, environmental and geographic encounters were open in front of Sochi. To surpass the issues, host city and the stakeholders have to take few actions to avoid the post event loss. First of all, certain amendments should be done to the stadiums and game parks to use it further for any local sports activities in the city or beyond sports performances (Miyoshi and Sasaki, 2016). The venues built should be used further for any cultural or commercial activities. Secondly, some changes can be done to the marketing policy and advertisement should be done to attract more tourists to the host cities and basic travel amenities including boarding and lodging should be provided. Third, the contribution should be done towards sustainable heritage. Re-greening the big bald lands can generate long-term economic benefits. Opening recreational parks for locals or tourist attractions can use the area further. The Olympic village should be made more accessible and well connected with the main land and major cities (Miyoshi and Sasaki, 2016). Energy efficiency, green building, and agriculture are few more options that can be considered to make use of Olympic lands. Different parts of the Olympic parks can be transformed to use for diverse activities (Miyoshi and Sasaki, 2016). Steps can be taken to make money from the place once used for the Olympic event. Repurposing and reusing of venues secure the legacy justifies the costs involved and con secutively make them sustainable. Conclusion In the paper, the Sochi Olympics 2014 event is discussed in detail. The management of an event based on event life cycle is explained considering facts and figures of Sochi 2014. Planning Formulation, Growth and Staging phase discourse. Most of the Olympic host cities face economic, infrastructural and environmental sustainability burden after the completion of event that turns out to be a traumatic condition for stakeholders and investors. This particular event also faced the same fate. Few suggestions and recommendations have been given to deal with such conditions. References Biersack, J. and OLear, S. (2014). The geopolitics of Russia's annexation of Crimea: narratives, identity, silences, and energy.Eurasian Geography and Economics, 55(3), pp.247-269. Brownell, S. and Besnier, N. (2016). Sport Mega-Events and Global Political Economy.Anthropology News, 57(8), pp.e17-e20. Cornelissen, S. (2010). The Geopolitics of Global Aspiration: Sport Mega-events and Emerging Powers.The International Journal of the History of Sport, 27(16-18), pp.3008-3025. DE VRIES, M. and SHEKSHNIA, S. (2008). Vladimir Putin, CEO of Russia Inc.Organizational Dynamics, 37(3), pp.236-253. Miyoshi, K. and Sasaki, M. (2016). The Long-Term Impacts of the 1998 Nagano Winter Olympic Games on Economic and Labor Market Outcomes.Asian Economic Policy Review, 11(1), pp.43-65. School of Planning, Design and Construction. (2017).Mega Eventsplanning. [online] Available at: https://www.canr.msu.edu/spdc/global/mega_event_planning/mega_events_inside_the_2014_winter_olympics [Accessed 15 Sep. 2017]. Trubina, E. (2014). Mega-events in the context of capitalist modernity: the case of 2014 Sochi Winter Olympics.Eurasian Geography and Economics, 55(6), pp.610-627.