O&T Event Works: Introducing International Sports League

O&T Event Works is expanding its business internationally by introducing an international sports league. The event will invite international players from different sports backgrounds, including retired players. The organization will fund the event through public funding and investors. The primary market for the event includes national and international sports personalities and big brands who want to promote their brand by sponsoring sports league and any player or team.

ENTREPRENUERSHIP
O&T EVENT WORKS

INTRODUCTION
 O&T Event Works is engaged in creating world-class event
experiences for corporate, entertainment, fashion, education and
not for profit spaces
 To expand their business internationally, organization has decided to
expand its operational area by introducing a special sports event
 All the international players from different sports background will be
invited to participate for making the event successful
 Retired players will also be invited in this event
 Organization will fund this event by multiple mediums such as
public funding, investors will be approached and the idea of
international sports event will be promoted to them.

MISSION & OBJECTIVE
Mission- “To be the service leader for Australia’ Audio Visual and Event
needs”
Objective- To be the service leader in the overall event industry and
for this, organization has decided to expand their operational area by
investing and introducing in an international sports tournament, which
will be launched under the name “International Sports League”.

PRODUCT OFFERINGS
 Event planning service
 Event organiser
 Major competitor for Bassett Events, MKG-New York, Colin
Cowie, etc (Event Manager Blog, 2018)

MARKET ANALYSIS
Threats of
substitutes
Threats of New
entrants
Bargaining power
of buyers
1. Weak
2. Very less substitutes
for the event
planning services
3. The only substitute
available is manual
handling of the
events by the host
party
1. High
2. Various big players
already exist in the
global event
industry
3. Setting goodwill in
front of the big
event organisers is
a challenging task
for the new
1. Weak
2. The scope for
buyers to switch
towards other
event companies
does not have
much scope.

CONTINUATION…
Bargaining power of suppliers Industry Rivalry
1. High
2. developing good relations with
their customers as well as with
their suppliers for sustainable
growth and development is
important
1. Moderate
2. Event industry is overloaded
with the competition and this
competition is a never ending
race.
3. With regards to the introduction
of sports league at international
level, level of competition is
quite low

COMPETITION
 Bassett Events
 MKG-New York
 Colin Cowie-New York
 David Tutera-New York
 A Perfect Event

PRIMARY MARKET
 The national and international sports personalities
 Big brands who want to promote their brand by sponsoring sports league and
any player or team
 Theme of this sports league will be quite similar to the theme of Olympic games
 It will be a big platform for the players who have talent and never got the
chance to showcase their skills yet
 Organization will target every customer segment that has certain level of
interest in the sports and happy to sponsor any player or team with the help of
sponsors.

MARKETING
 Product
 Decided to enter into sports event category
 The event organised by the O&T Event Works will provide
opportunity to all those people who have some skills and talent
but never got the appropriate platform to attain their goals
(Buathong & Lai, 2017)
 Price
 Fair pricing strategy will be adopted
 Prices for the tickets and passes will be set to the average amount

CONTINUATION..
 Place/distribution
 Centralised location
 Objective: enhancing organizational
image along with gaining positive and
desired goals (Ardolino, et. al., 2018).
 Promotion
 Social media platforms like Facebook,
Twitter, Instagram, Snapchat, etc.,
email marketing, third party website
promotion, search engines
 traditional marketing mediums such
as television and newspaper
 Integration marketing communication
tools

FINANCIAL PLAN
Resource Requirements
Resource Amount ($)
Sports equipment 50,000.00
Stadiums 75,000.00
Labour 15,000.00
Office Staff 25,000.00
Working capital 35,000.00
Total 200,000.00

O&T EVENT WORKS : SALES FORECAST FOR FIRST YEAR
O&T Event
Works : Sales Forecast for first
year
Product
Average
price
Total
Different
sport
equipmen
t
300,000.
00 30,00,000
Stadiums,
Power
backup 2500.00 25,00,000
Accessori
es 150.00 30,000
O&T Event Works
Profit & Loss Statement
Amount ($)
1st Year
Sales $5,530,000
Miscellaneous income $0
A. Total $5,530,000
B. Cost of Sales $2,212,000
C. Gross Profit (A-B) $3,318,000
D. Operating Expenses
Salary $40,000
Rent $12,000
Utilities $1,000
Insurance $500
Marketing $10,000
Maintenance & Repairs $5,000
Other $2,500
Total $71,000
Operating profit $3,247,000
Less: Interest $250
Profit before tax $3,246,750
Less: Tax @ 30% $974,025

CAPITAL RISKS
 The failure of the event as none event organisers have gone to this
big level for organising a sports tournament.
 The cost of conducting this event is very high organization will raise
the funds from different sources which could be a huge debt over
the organization if the idea of executing international sports league
will fail

REFERENCES:
 Ardolino, M., Rapaccini, M., Saccani, N., Gaiardelli, P., Crespi, G. and Ruggeri, C., 2018. The
role of digital technologies for the service transformation of industrial
companies. International Journal of Production Research, 56(6), pp.2116-2132.
 Buathong, K. and Lai, P.C., 2017. Perceived Attributes of Event Sustainability in the MICE
Industry in Thailand: A Viewpoint from Governmental, Academic, Venue and
Practitioner. Sustainability, 9(7), p.1151.
 Event Manager Blog. 2018. 100 Event Statistics (2018 edition) [online]. Available at:
https://www.eventmanagerblog.com/event-statistics [20/09/2018].
 Mizgier, K.J., Hora, M., Wagner, S.M. and Jüttner, M.P., 2015. Managing operational
disruptions through capital adequacy and process improvement. European Journal of
Operational Research, 245(1), pp.320-332.

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