Avenue Event Management: Tennis Camp Administration and Sponsorship

This report, prepared for Avenue Event Management, Ontario, Canada, details the administration of a tennis camp program for children aged 6-12. The report explores a direct delivery model, outlining key administrative responsibilities such as participant management, advertising, official selecti...Read More

Spring and summer season has been always a source of joy for doing outdoor activities. Families would
like to make some outing in this season with their children to enjoy the weather most probably at
beaches, events organized by their municipality. These events are ultimately source of generation of
revenue in by offering recreation and some sports. Recently I am working as Assistant manager at the
Avenue Event Management, Ontario, Canada. The organization provide support to recreation and
cultural services department to organize healthy events in the different municipalities.
How would you administrate this program if you decided to offer it
as a direct delivery program in your municipality? How would a
grant support your direct delivery model?
Recently my manager gave me task to investigate opportunities to offer tennis camps for ages 6-12
years old in your municipality at outdoor public tennis court locations for next summer.
First I would like to elaborate the importance of sport events. In the development of society, these
events have played a major role and sometimes the key individuals who have started from the bottom,
have now reach at the top of sports industry. These sports events also play significant role in interaction
of members of society with each other so that social interaction increases.
Now comes to the administration responsibilities of mine to offer the tennis camps, if I decided to offer
these camp as direct delivery program in our municipality. Direct delivery program is basically offered
by the recreation and cultural services across the municipality in different spaces and facilities. These
programs are delivered by any organization or municipality (Shank, 1999).
While administering these program, I must have kept some important point in my mind which are given
below:
Participants
Sportsmen and women are the only potential participants considered in the sports event. They are the
real stakeholder of the event, without them the may be well worse. In the tennis camp, we are targeting
the sportsmen between 6 to 12 ages who can play tennis at the court location provided by municipality
in the daytime. We will use the city website for the purpose of participant registration.
Advertising
Awareness of the program among the society is very useful tool to attract the audience in the event. In
this regard, we are planning to create attractive brochure which can be delivered to the overall society
and our volunteer team will have a minute door to door session with the people to aware them more.
Moreover we are going to publish this event on a social platforms like Facebook, Twitters and Instagram
to get more audience.
Officials
Officials are those who can be scorers, recorders as well as they can be act as an umpire and referee
that are required to make decision and to keep scores stable. They are also the stakeholders of the
event as they watch and observe the event and in their free times, they avail events’ product and
services by paying their own money. Thus this can lead to the revenue generation in sports or
recreation. In this regard, we will target experienced official for our event to make the event unbiased

and all the participants agree on their decision. For this, we will talk with the tennis federation to
provide us experienced professionals.
Suppliers:
As we are organizing event which is purely based on sports, we will look forward to the suppliers who
can provide us all the services and equipment including tennis racquets and balls which are already not
in appropriate quantity. To maintain the quality of event, we will source those suppliers who can
provide all the equipment and services on time without any delay. Caterers, sponsors and security
services all come into this category.
Staffing
While managing this camp, we must look for the professional and educated staff for table waiting, ticket
selling, stewarding and being a part of ball boy/girl team. They are also paid casual workers who
supervise the camp in all kind of roles. We have decided to hire these staff from the targeted
municipality specially students so they can gain benefits by earn some money and by giving them
certificate of participation so they can add this into their professional portfolio as well.
Spectators
Spectators are the ones who watch the event by paying for tickets. Their payment covers the large area
of revenue generation from the event. The interaction of fans and their responses are the fundamental
part of camps, besides these responses camp will look dull. We will invite the audience from all over the
city to enjoy this camp. The spectator in the free time can enjoy catering services, entertainment stalls
by spending few money. This is the responsibility of me and my management team to sell all the tickets
and fill all the seats before the camp starts.
Grant/Funding Model
Now comes to the grant or funding which is the most crucial part of organizing any event. Community
camps are basically funded in variety of methods. Sometimes the government supports the program,
sometimes the organizing body funds it. The development outcomes of the event can be affected by the
nature of program funding. To prepare grant model we would like to break our model in four stages
which are given below;
Stage 1: Objectives
We breakdown our objectives into two categories. Firstly, organizational objectives that are desired by
event owners for the accomplishment of future direction of the organization. Secondly, business
objectives that are focus towards the maximization of profit and maximization of sales to generate
revenue.
Stage 2: Strategic Decisions
In accordance to organizational objectives, the decision is made for the future organizing activities. In
the tennis camp, we will interact with the audience and give them some questionnaire to fill it. Then we
will analyze our weakness and strength to facilitate in our continuous improvement program in the
future.

Stage 3: Operating Decisions:
These decisions in our funding model are related to level of service and prices that are being offered in
the camp. These decision will be aligned with the strategic objectives that has been set in stage 1. The
member of management known as event/camp treasurer will be responsible for operating these types
of expenditure and revenue.
Stage 4: Monitoring and Correction
To manage the tennis camp efficiently, we will include the reporting system in or grant model so that
individuals can report on accurate performance against the budget so that any misleading facts can be
avoided. By avoiding these variations, essential management decisions can be taken.
How would you administrate this program if you chose a
partnership? Explain what important considerations would need to
be agreed upon in terms of the partnership. How would you
administrate this fit with delivery of tennis camps?
Before starting partnership in our tennis camp event, I would look into the following considerations;
It can be very profitable for both the revelries and can be the source of a exclusive way of collaborate
and bring the best out of the business and brand to progress the experience of camp. Beside this, the
partnership cannot be taken lightly at all because I am sharing my services with them, brand with them
and after all our reputation can be effected by this partnership.
Event Partnership and Event Sponsor: People make blunder while taking these two
things as same. The main difference is that your partner bring the creativity in your event, while event
sponsor bring finance for your camp (Masterman G. , 2003). Moreover, your partner is mostly involved
in overall planning and realize the event as of its own and make all efforts as you do.
Align my Message and Values with Partner: I would make clear my objectives
and values with my partner before getting into practical partnership. It is important to align the message
in the starting so that sloppy advertising and lack of content cannot confuse attendees. Aligning values is
also important because both the parties are single unit in front of media or any other social platform
Know My Partner’s Stats
Before rushing into partnership, I will strongly look into their stats like how they perform previously
especially in sports related campaign. The customer reviews are the major source of evaluating the
partners, because after all customers are the sole source of generating revenue (Hall, (1997)). Beside
this, it is important here to note that stats are not everything, you can sometime avoid their weakness
because they are bringing capital and resources to boost your camp awareness.

Prepared for Strategic Relationship with partners
A partnership within any scenario must be carefully planned and everything must be in written form so
that both parties can have proof. It is crucial business practice to have written contractual agreements
and it doesn’t matter how well we trust and know each other.
Avoid Partnership with Social Contacts and Friends
I am surely avoid any type of social partnership for our tennis camp. Because this can put me in really
tough situation. You are always in pressure to say something to your partner if he is your friend and it
can affect your long term relationship as well.
Partners Asking Question
The interest of my partner in partnering with me can be determined by the amount of question they ask
about our tennis camp, the more they want information, the more likely their interest would develop
(Watt, 1998). If partners are not interested and are not asking question, then this could be a sign of
warning.
Leave the Money Behind in Partnership
Sometimes, there are some things that are more important than finance in business. So I would not
discount my partner in any cause because due to my tennis camp they are penetrating and reaching the
mass customer market, which can be more valuable than providing any discount.
Above are the some points which I will keep in mind before rushing down into any partnership. Because
tennis camp is very important for our organization and we just can’t take any risk (Emery, 2001). We will
analyze our partners thoroughly, tell them about our ethics, objectives and values, and if they agree to
work with us, we will surely make partnership with them.
In terms of volunteers. How would you administrate the hiring and
placement and value to the program?
It takes planning and time to get the right volunteer for the right job, but it is
essential if I want my tennis camp fill with the productive and happy
volunteers. I will make it clear to all the volunteers that there is a selection
criteria and it is not possible that all of them will be selected. I will advertise
the position of volunteering in my tennis camp in several places like social
platforms etc. I will ensure that application for the job of volunteering is
remain simple and anyone who is eligible can apply for the post online, by
email or by phone. I will make selection procedure appropriate to all the
candidates and they need to go through the same process.

I will have diverse force of volunteer in my tennis camp to make the event
more dynamic and excited. Age and gender doesn’t matter when it comes to
volunteer in our tennis camp. For older people, I will make them feel honor
for the extraordinary skills they have. I will make sure them age is not a
barrier for them to communicate with others. I will teach selected volunteer
how to manage their respective work. In order to make them feel motivated,
I will offer them varying roles, which will benefit them in overcoming
challenging task. Moreover, I will try to reimburse them in advance so they
can never left out of pocket.
Finally, explain how sponsorship could provide revenue/and or
product and services for the camps.
To answer this, first we need to know the basic of sponsorship at any sports’ event. The successful
sponsorship is one that accomplishes all the independent target of both the sponsor and the event but
for this mutual relationship buildup is very necessary (Masterman G. , 2004).
We are well aware of the fact that ton of revenue for our tennis can be brought in by the high image
sponsors, but in exchange sponsors will collect the data of your customer and email database.
So how can we bring more revenue with sponsorships? We have established some strategies in order to
get this.
Planning: This is the crucial stage, if you have to sell your advertise and more lead time so you can
generate enough revenue. Plan your promotion which are on the basis of generating revenues and
interactive program by using planning calendar.
Package: Create a package that can attract sponsors and agree to encompass all of your channel like
social media, emailing etc. We are also looking to sell interactive content and bundled promotion for our
tennis camp like ballots and quizzes
Prospect: Identify which sponsor will benefit you the most in particular promotion of interactive
content. You may need to conduct need analysis conversation with sponsors to design a package that
meet their desired needs and determine their goals.
Promote: We will promote our interactive content and promotions related to tennis camp heavily in
order drive the desired result for our sponsors. We will do everything possible to show our advertiser
that we are making efforts continuously to get their desired results.
Following are the some benefits we can achieved by sponsorship;
Development of Sales: The development of sales opportunities can be increased by the sponsors.
Customer Loyalty: The possibilities of strategic relationship with the customer increases.

Market Penetration: Our tennis camp can be converted into brand and penetrate into
markets.
Market Development: The formation of our camp awareness in raw markets.
New Product: By the help of sponsor, we can launch new camps which can be more attractive
and more revenue generation can be achieved by this strategy.
Community Relations: The enhancement of the local community’s relationship with the
organization. It is one of the important concern when sponsoring the event because it impacts directly
to the stakeholders of the camp (Masterman G. , 2003).
Now after we came to know the basic of sponsorship, now we will let you know how sponsor could
provide revenue or product to the camp.
We will target some well renowned sponsor which are related to sports industry like Nike, Adidas, and
Puma. These sponsors have their own brand image and are known internationally. We will convince the
sponsor to contract with us in organizing events by providing them the complete portfolio of our
organization, Avenue Management.
After convincing one of the sponsor, we will make some payment terms with them. These payment
terms will include their commission, method of payment etc. We will create booths, signage or other
displays to promote the sponsors. The sponsor has also the opportunity to reach a favorable market
attending our tennis camp. The audience of tennis camp will also be entertained by watching such high
qualified branded sponsor in their events and they can pay even little bite higher for this.
I would say that for a successful sponsorship it is important that mutual relationship between sponsor
and organization must be established to nourish each other’s requirements. Ultimately, both the
sponsor and we will want to know the effective us of budget spent in the event by keeping ethical and
clearly defined objectives in mind.
References
Emery, P. (2001). Bidding to host a major sports event: strategic. Sport in the City: The Role of Sport in
Economic and Social, Chapter 7.
Hall, C. ((1997)). Hallmark Tourist Events – Impacts, Management. London, Bellhaven Press.
Masterman, G. (2003). Major international sports events: planning for long-term benefits. Sport, Leisure
and Social Inclusion., 58-62.
Masterman, G. (2004). A strategic approach for the use of sponsorship in the events industry: in search
of a return on investment. Festival and Events Management: An, 87-95.
Shank, M. (1999). Sports Marketing: A Strategic Perspective. The Olympic Games: A Social Science, 110-
140.
Watt, D. (1998). Event Management in Leisure and Tourism. Major Events: A Blueprint for Success., 99-
112.