University Event Management: Australian Open Strategic Plan Report

This report analyzes the strategic plan development for the Australian Open, a major sports event in Australia. It begins with an executive summary and table of contents, followed by an introduction that outlines the report's focus. The discussion and analysis section delves into client requirements, including brand partners like Kia and ANZ. It covers authorization, approval, and funding, along with a comprehensive stakeholder list and their needs. The report formulates mission and vision statements, goals, and objectives, using SMART objectives to enhance sponsor engagement. Theme design and venue analysis, including pros and cons of Melbourne Park, are also explored. A SWOT analysis is employed to identify strengths, weaknesses, opportunities, and threats. A strategic framework for event execution is provided, and the report concludes by highlighting the Australian Open's global success and the importance of strategic decision-making in event management. References and an appendix, including a stakeholders register, are included to support the analysis.

Running Head: EVENT MANAGEMENT AND OPERATIONS
Topic- Development of Strategic plan of a real event in Australia
Student name
University name
Author notes

2EVENT MANAGEMENT AND OPERATIONS
EXECUTIVE SUMMARY
The paper evaluates the various strategic aspects of event management in Australia. For
the report one real event happening in the country is chosen which is the biggest sports event, the
Australian Open. Various aspects of its strategic planning and execution techniques are evaluated
to have an in-depth understanding of the importance of event management holistically. A
strategic framework supporting vision, mission and goals is developed and tools of analysis like
SWOT analysis are used to have a clear understanding of the gap between what is desired and
the current position. And evaluation of all aspects proved the increased success and popularity of
Australian Open as one of the mega tennis events all over the globe.

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TABLE OF CONTENTS
Introduction......................................................................................................................................4
Discussion and analysis...................................................................................................................4
Understanding and analysis of client requirements.....................................................................4
Clients.......................................................................................................................................4
Authorization, approval and funding of the event....................................................................4
Comprehensive stakeholders’ list and their needs...................................................................5
Mission and vision statement.......................................................................................................5
Mission.....................................................................................................................................5
Vision.......................................................................................................................................5
Goals and objectives.................................................................................................................5
Theme design for the event..........................................................................................................6
Venue analysis.............................................................................................................................7
Pros and cons............................................................................................................................7
Application of strategic planning tool for the event....................................................................7
Strategic framework for event execution.....................................................................................9
Conclusion.......................................................................................................................................9
References......................................................................................................................................10
Appendix........................................................................................................................................11

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Introduction
The report focuses on the strategic plan development of the biggest sports event in
Australia, the Australian Open. The plan will incorporate development of a strategic framework
along with mission and vision statement of the mega sports event. The major areas of discussion
are provided in the next section.
Discussion and analysis
Understanding and analysis of client requirements
Australian Open is the biggest sports events in Tennis organized by Grand Slam Events.
Every January the event draws worldwide Tennis fanatics and spectators from round the world to
be a part of the exciting Grand Slam Tournament (Masterman, 2014). The location of the event is
Melbourne Park, Melbourne, Victoria. The event is held annually in the last fortnight of January
from January 14-27.
Clients
The clients are generally the brand partners associated with the sport of Tennis and Grand
Slam events. The major clients are leading luxury car manufacturer Kia, Australian and New
Zealand Banking Groups, official timekeeper of the event Rolex, Chinese distilled spirit Luzhou
Laojiao, Accor hotels, pasta brand Barilla, Blackmores vitamin and supplement brand, CPA
Australia, Emirates Airlines, Garnier, Infosys, Mastercard, Optus, Toshiba, Yonex and Landor
Australia (Brouwers, Sotiriadou & De Bosscher, 2015).
Authorization, approval and funding of the event
The International Tennis Federation own and organize the Grand Slams. The Grand Slam
Board approves the event and the Australian Sports Foundation authorizes the event. Funds for

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the event are raised by ticket sales, sponsors, auctioning broadcast rights, advertisements and
other merchandises.
The requirement here is to develop a strategic plan for the event focusing on strategic
framework development and mission and vision statements formulation for the event.
Comprehensive stakeholders’ list and their needs
A comprehensive framework consisting the list of major stakeholders is provided in the
appendix section.
Mission and vision statement
Mission
The mission statement of Australian Open revolves around Tennis 2020 which focuses on
nurturing tennis prospects and increased partnership with member associations, government and
other stakeholders.
Vision
The long-term vision statement of Australian Open is to be the number one Grand Slam
event across the Globe.
Goals and objectives
The major goals of Australian Open are,
 Better planning to support better strategies.
 Betterment of National infrastructure.
 Supporting better management practices.
 Engage more sponsors and stakeholders in event management.

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The SMART objectives aiming to have more sponsors for the sport event Australian Open
are as follows,
S- focus on specific type of sponsor for the event. Here focus on more financially viable
sponsors are emphasized that have global recognition.
M- measurable here means sponsor budget limit. Generally, national and international sponsors
are focused upon in Australian Open. The budget for this Sport event is very high so high
budgeted sponsors are recommended.
A-the objective of high budgeted sponsor support is achievable here in the case of Australian
Open as the event itself is of high-profile range.
R- the goal is very relevant and is highly linked to other goals of the event like betterment of
infrastructure, increased stakeholder engagement and strategic planning (Mair & Whitford,
2013).
T- the goal is time-sensitive and is deadlines are set in accordance to various sport projects. For
example, for the coming 2020 Australian Open, sponsors from now on need to be focused upon
so that a minimum time of 10 months is available to adjust them to the timeline.
Theme design for the event
The common theme of Australian Open is Tennis but it varies from year to year. For
example, the theme for 2019 was focused on the bilateral ties between Australian and Korea and
so Australian Open was focused on Australia Day. The upcoming 2020 Australian Open theme
will be based on ‘state of the art player facility’ and will focus on innovation.

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Another theme that could be effective is to support Green Sports that is eco-friendly and
will have positive impact on the global audiences (Masterman, 2014).
Venue analysis
Pros and cons
The main pros of the venue for Australian Open that is Melbourne are its sporting capital
title, sport-loving culture, sunny climate and good management support.
The major cons are its sored temperature in the month of January when Melbourne
experiences the rarest intensity of heatwaves and the Australian Open suffers from the same
problem every year. Melbourne is also the second highest expensive city in Australia and so
general public find it hard to be a part of the events sponsored in Melbourne.
But Melbourne has been fixed as the official venue of Australian Open since 1988 and its
capacity to attract biggest patronage has made it the most suitable venue for the event. Also, the
Melbourne Park has both hardcourt surfaces of grass and clay required for tennis (Müller, 2015).
Application of strategic planning tool for the event
In order to fill the gap between what is expected and what is in currently the gap analysis
tool of SWOT analysis has been used and some competitive plans has been benchmarked (Nufer,
2013).
Strengths
Major strengths are global sponsorships, venue advantages of Melbourne Park, National
support from Tennis Australia and high rate of participation (Thompson et al., 2017).
Weaknesses

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The climatic conditions in January are creating issues for the tournament. Melbourne
experiences intensified heat waves during his time and players find it difficult to cope with the
same. Moreover, it starts just after Christmas and New Year and players cannot deliver their
fullest due to lack of proper training (Woratschek, Horbel & Popp, 2014).
Opportunities
Increased management support helped in infrastructural development and as a result the
capacity to attract biggest patronage has increased which is the best opportunity to be utilized.
Threats
May lose its popularity after the advent of Men’s ATP tours in the country and increased
popularity of Cricket events.

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Strategic framework for event execution
Conclusion
Thus, to conclude it can be said that Australian Open has come far from its initial days of
struggle and is able to prove its fame among Tennis fans around the world where it is now same
in level of popularity among other three Grand Slams. And the strong strategic decision-making
in effective event management is the reason of worldwide success of the event (Shank &
Lyberger, 2014).
Mission, Vision,
Objectives and Goals
Grand Slams and
Tennis Australia
Australian
Government
Strategic plan and support platform
Infrastructural development
Communication and resource
planning
Marketing and Sponsoring
Stakeholders’ engagement
Australia
Open 2020

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References
Brouwers, J., Sotiriadou, P., & De Bosscher, V. (2015). An examination of the stakeholders and
elite athlete development pathways in tennis. European sport management
quarterly, 15(4), 454-477.
Mair, J., & Whitford, M. (2013). An exploration of events research: event topics, themes and
emerging trends. International Journal of Event and Festival Management, 4(1), 6-30.
Masterman, G. (2014). Strategic sports event management. 3rd ed. Routledge.
Müller, M. (2015). What makes an event a mega-event? Definitions and sizes. Leisure
Studies, 34(6), 627-642.
Nufer, G. (2013). Ambush marketing in sports. 1st ed. Routledge.
Shank, M. D., & Lyberger, M. R. (2014). Sports marketing: A strategic perspective. 5th ed.
Routledge.
Thompson, A. J., Martin, A. J., Gee, S., & Geurin, A. N. (2017). Fans’ perceptions of
professional tennis events’ social media presence: Interaction, insight, and brand
anthropomorphism. Communication & Sport, 5(5), 579-603.
Woratschek, H., Horbel, C., & Popp, B. (2014). The sport value framework–a new fundamental
logic for analyses in sport management. European Sport Management Quarterly, 14(1),
6-24.

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Appendix
Event: Australian Open
Venue: Melbourne, Australia
Stakeholders register
Stakeholders Objectives Expectations
Host organization:
International tennis
Federation Grand slam events
Developing, growing and
promoting Tennis all round
the world.
Global support for Tennis like
sports so that it rules the sports
industry.
Organizer:
Tennis Australia
To make Australia the
greatest Tennis Nation of
the Planet.
To be the leading revenue
generator in sports in the
country.
To be the most successful
sports event in the country.
The Tennis administrators are
expecting to cross the
boundary of AFL, NRL and
Cricket Australia and be
number one in terms of
revenue-generation from
sports.
Competitors:
Wimbledon
The French Open
The US Open
To be number one grand
slam event of the four.
Previously Australian Open
was far behind the three other
grand slams but now it became
the tennis oasis and is hoping

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to lead other three grand slams
soon.
Athletes To win the Australian Open
Champion title.
Be a part of the prestigious
event.
To promote Tennis
worldwide.
Play to the best of ability.
Maintain healthy relationship
with other players.
Professional outlook to
challenges.
Win both title and prize
money.