Chris Solly

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Chris Solly
The Global Major Events Market

• DirectorWorld Academy of Sport

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Mr Chris Solly

• University Sport
• Australian Chef de Mission
• Olympic Winter Institute of Australia
• Olympic Games Knowledge Services (OGKS)
• Founder, Director Shareholder
• World Academy of Sport

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The 20 Min Agenda

• The Major Event Market Space
• Key Features of the Market
• What Event Organisers are looking to achieve
• The Knowledge
• Supply Characteristics

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The Major Event Market Space

• Event Acquisition
• Buy, Bid or Create
• Pros and Cons
• Supply/demand Economics of events
• Implementation
• Value drivers
• Innovation - changing paradigms
• Technology
• Culture change
• Affluence
• Entertainment
• Health

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The Position of Tourism in Dubais Industrial
Strategy
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Using Sport to Establish a Country as a Tourist
Destination

• Dubai
• Want to be the worlds no 1 in terms of travel
  and tourist destination
• Government has given land to developers to
  establish sports facilities
• How are these integrated to the sport and major
  event strategy?
• What are their roles and responsibilities in the
  model for sport in Dubai?
• Have now signed a contract with the World Academy
  of Sport to aid in the development process of
  Sporting Leaders
• Are prepared to buy events such as the Rugby
  Sevens

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Some Competitors

• Melbourne
• Have had excellent sporting facilities for some
  time
• Have established Victoria Major Events to bid for
  sports
• Using sport to build Melbourne as a tourist
  destination
• Manchester
• Function of sport to aid in regeneration of
  Manchester and Northwest
• Initially not focusing on elite performance but
  on community events
• Mix of bidding and creating
• eg Para-Olympic World Cup

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Summer Olympics Broadcast Rights ()US
Winter Olympics Broadcast Rights ()US
World Cup Football Rights (CHF)
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Key Market Features

• Global
• Relationship Driven
• Political
• Growing knowledge retention
• Multiple stakeholders

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Synapse Management
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LAING OROURKE

• Laing ORourke won the role of project manager
  for all facilities for the Olympic Games
• O.D.A. said Laing ORourke won the bid because
  they understood their requirements better than
  competition
• and demonstrated a better capability to deliver
• Laing ORourke believe this was due in part to
  their use of their Collaboration Centre where
  they bring together
• the architects and consultants novated to them
• the subcontractors
• Co-location and collaboration helped overcome the
  in-fighting that occurs with contractors
• and enabled the value proposition to be improved

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Strategy Formulation
What it Takes to Win
Alignment
Strategy
External Reality
Core Competencies
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Emirates Airlines

• What it Takes to Win
• Low cost base
• Superior customer service
• Route selection
• Hub location

• Strategy
• Invest in new aircraft
• Achieve high utilisation
• Counter cyclical investment
• No unions, but high staff
• commitment
• Focus on EastWest traffic
• Open skies policy

• External Reality
• Fierce competition
• Capital intensive
• Cyclical demand
• EastWest growth
• High regional growth

Alignment

• Core Competencies
• Deep pockets
• People management
• Skills
• Customer orientation
• Strong cost control

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International Events

• What it Takes to Win
• Understand the lifecycle where the DMU is at in
  it
• Deliver on time EVERY time

• Strategy
• Find a city/gov that is at a growth phase in
  events
• Partner with them
• Grow capacity international networks
• Employ expertise

• External Reality
• High barrier to entry yet low
• Cyclical demand
• Sometimes bureaucratic
• On show to the World IBM

Alignment

• Core Competencies
• ?
• ?
• ?
• Your time to work!

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Bid and Politics
117th IOC Session, 6 July 2005,
SingaporeElection of the Host City of the XXX
Olympic Games