Sochi 2014 Olympics: A Case Study

This assignment examines the Sochi 2014 Winter Olympics through the lens of the event life cycle, focusing on planning, growth, staging, and legacy. It analyzes the economic, infrastructural, and environmental impacts of the Games, highlighting the sustainability challenges faced by host cities after major sporting events like the Olympics. The paper suggests recommendations for mitigating these burdens and ensuring a lasting positive legacy.

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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 O’Lear, 2014). Hosting nation’s
citizens get a lot of infrastructural, transportation, occupational and communication
benefits that place a long term impact on country’s 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
O’Lear, 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

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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 MacDonald’s, Aeroflot, Coca-Cola,
P&G, 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.

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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

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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.

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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

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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 consecutively 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

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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.

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References
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Cornelissen, S. (2010). The Geopolitics of Global Aspiration: Sport Mega-events
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Miyoshi, K. and Sasaki, M. (2016). The Long-Term Impacts of the 1998 Nagano
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[online] Available at:
http://www.canr.msu.edu/spdc/global/mega_event_planning/mega_events_inside
_the_2014_winter_olympics [Accessed 15 Sep. 2017].
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