Essay on Co-Creation in Sport Events: Strategies and Implementation

This essay delves into the concept of co-creation within the context of spectator sport events, emphasizing how involving stakeholders can enhance value and improve event experiences. It introduces a hypothetical event, "Support Your Team with a Fountain Quote," designed to engage fans and foster nostalgia through a writing activity. The essay outlines event planning considerations, including intensity, duration, and meaning, and highlights the importance of leadership, management, and effective communication for successful implementation. It also addresses crucial aspects of crowd management and customer relationship programs, emphasizing the need for proactive measures to ensure safety and build lasting connections with attendees. The essay draws on relevant academic literature to support its arguments and provides practical insights into incorporating co-creation elements into sports events to boost engagement and satisfaction.

Essay on Co-Creation in Sport Events
“Project management is the dynamic process of organizing and managing appropriate
resources in a controlled and structured manner to deliver the clearly defined work required
to complete a project within the given scope, time, and, often, cost constraints” (Aicher,
Newland & Paule-Koba, 2006).
Why and how might we incorporate co-creation
elements into a spectator sport event.
Co-Creation is a constructive process where different parties are involved to create
innovation which leads to increase in value. Co-creation approach is being used in business
researches, but in today’s scenario the adaptation in sports environment has not been done
adequately. Co creation can be stated as an automatic system which the recipients usually
don’t realise. Stakeholders create worth in sports. The most fundamental stakeholders in
sports are the participants, spectators, governing Bodies, Financial Stakeholders and
Community. ”Sport events are described as services that are demanded by different
motives. For example, sport spectators experience good stadium service quality by different
dimensions: perceived team performance, stadium service quality and spectator induced
atmosphere. Satisfaction is led by fulfilling all three dimensions” (Woratschek, Horbel &
Popp, 2010).
Event Plan
The co creation event plan is to organize an event called the “Support Your Team with a
Fountain Quote”, in a Football game, the core idea will be to engage people with the
nostalgia of writing using fountain pen. Fountain - pen always acts as a mode of nostalgia for
all age group because we may not use it on a regular basis but we all have used it at least
once in our lives, thus the Target Audience becomes vividly large. People will be competing
in groups of 5 writing down a simple 5 word quote I support of their favourite team best
quote wins fountain pen-set and runners get vouchers.
why the activity chosen can be considered co-creation.
The three factors which we need to determine before the implementation of the plan are
intensity, duration and meaning. The intensity of the project planned will leave a strong feel
of experience as it caters both the nostalgia of the pen and also the passion they will
express through their writing for their team, “a value is created by different parties.
Furthermore, value depends not only by the origin value creator. It is spread over several
participants. Business drifting integrates the customer into the value creation that leads the
customer to an active role of value creation” (Prahald & Ramaswamy, 2004). The tangibility
of the pen as a winning prize and the vouchers as compensation gifts will create a long-
lasting impression, and the souvenir will act as a token of experience for the future.

Incorporation
Incorporation of co creation in sports will need leadership and management requirements
for facilitation of effective operations. The skills required for an interpersonal leadership and
management communication skills to attend the target audience and explain them the
concept. “The interaction leads to a cooperation for innovations within the networks”
(Chesbrough, 2003), flexible, energetic, creative and innovative, keen eye for details, good
time management skills, passionate and enthusiastic.
The operations will require a team of people who understand the basic motive of the event,
the leaders in the hierarchy structure will have to express the mission and vison of the event
down the line, not much expertise man power will be required except that the top
management with expert event managerial skills.
Steps necessary crowd management, security, and customer
relations programs.
Crowd management
The increase in crowd-oriented accidents specially at sport events has been a topic of raising
eyebrows in the recent times specially when organisers are taking thing very seriously and
avoid and thing that may cause or has indication of leading to hybrid disasters.
To avoid any crowd-oriented disaster there should be six steps followed. Planning,
understanding the crowd, assessing the risk, communicating with crowd, communicating
with the team and finally an after-show review.
Customer Relationship Programs
The customer service “Customer retention is the only metric that matters. When you focus on
customer retention, you have to be exceptional at client care. In our instant gratification, online,
lowest-price-is-best mentality, those companies that focus on keeping their clients, over acquiring
new ones, will not only survive, they will thrive and see great profitability”(Raab & Resko, 2016)
customer relationship has always been a pillar of the company growth, in this event each and every
time a new entity will come to participate the camp team will collect his/her basic data and it will be
used for further analysis and customer remarketing to retain relationship.

Reference:
Woratschek, H. / Horbel, C. & Popp, B. (2010). Extending the Service - Profit Chain: The Role
of Identification and Co - Creation. Bayreuth: Wirtschaftswissenschaftliche
Diskussionspapiere.
Prahalad, C. K. & Ramaswamy, Venkat (2004). The Future of Competition - Co-Creating
unique value with customers, Harvard Business School Publishing Boston.
Chesbrough, H. (2003). The Era of Open Innovation. MIT Sloan Management Review (2011).
Top 10 Lessons on the NewBusiness of Innovation; Vol. 44; p. 35 - 41.
Aicher, T., Newland, B., & Paule-Koba (2006). A. Sport facility and event management. (From
text book)
Raab, G., & Resko, S. (2016). Customer relationship management (7th ed., p. 45). London:
Routledge.