Comprehensive Marketing Analysis: Olympic Winter Games Torino 2006

This report provides a comprehensive analysis of the marketing program implemented for the 2006 Olympic Winter Games held in Torino. The report begins with a background on the games and their objectives, including promoting Torino and its culture, and then delves into the key features of the marketing program, such as promotional strategies, sponsorship, ticketing, and licensing. It explores key trends, strategic areas, and the integration of marketing components, including broadcasting, TOP partnerships, and domestic sponsorship. The report examines policy objectives, stakeholder roles, communication strategies, and performance indicators, assessing the program's success in generating revenue and attracting audiences. Furthermore, the report includes an executive summary evaluating the program's performance against objectives, measuring profitability, customer satisfaction, and identifying areas for improvement, concluding with recommendations for future marketing strategies and emerging trends.

MANAGE THE MARKETING
PROCESS

Table of Contents
TASK 1............................................................................................................................................1
PART 1............................................................................................................................................1
Background.................................................................................................................................1
Key features of market program.................................................................................................1
Key trends and strategic areas.....................................................................................................1
Integration of various marketing components.............................................................................1
Key strategic aspects of marketing programs and objectives.....................................................2
Policy objectives for commercial initiatives...............................................................................2
PART B............................................................................................................................................3
Aim and objectives......................................................................................................................3
Key stakeholders.........................................................................................................................3
Communication strategy.............................................................................................................3
Communication tools and Channels............................................................................................4
General code of conduct..............................................................................................................4
Feedback Mechanism..................................................................................................................4
Role, responsibility and accountabilities of stakeholders...........................................................4
Legislation...................................................................................................................................5
Key performance indicators........................................................................................................5
TASK 2............................................................................................................................................7
Executive report..........................................................................................................................7
Measurement of performance.....................................................................................................7
Marketing outcome against objectives........................................................................................8
Gap between fundamental objectives and reported marketing performance..............................8
Performance review....................................................................................................................8
Recommendations.......................................................................................................................8
New emerging trends..................................................................................................................8
Requirement of staff training......................................................................................................8
Recommendations for future marketing strategy........................................................................8
REFERENCES................................................................................................................................9

TASK 1
PART 1
Background
Olympic Winter games have been organized by TOROC in the year 2006. The main
mission of TOROC was to spread speciality of Torino and its mountains across the world.
Another objective of organizing this Olympic games in the country was to valorise culture of the
country. In this international game approx 2550 athletes have participated. In 16 days
international game 85 nations have actively participated.
Key features of market program
One of the main feature of marketing program of Olympic Winter games was
promotional strategy of the marketer. Olympic broadcast partnership was the main element that
has helped in distribution of Olympic movements. Sponsorship, ticketing and licensing strategy
of the marketer was quit effective that has supported in generating high revenues. In the tickting
process organizer has used random selection system. Apart from this providing additional
vouchers to the buyers that attracted many live audiences towards the event. Online selling of
ticketing was another major feature that has made convenient for the public of international
event.
Key trends and strategic areas
During 2005 to 2008 top six brands have provided their full support to Olympic Winter
games in Turin. Top six partners of this international games were Coca Cola, Atos origin,
Omega, Samsung, Kodak, Visa etc. This partnership have helped in meeting with the
requirement of funds in organizing this international game in the country.
Pricing was the main concern of authorities, they have ensured that people get tickets of
the event at affordable market price. For marketing of the Olympic games authorities have used
broadcasting method. They have communicated with the audience through internet. Internet
surfing has made this event more popular. People were allowed to book their ticket on its
website. Apart from this, tickets were sent directly to home address of the customer. Markets
also provides vouchers to consumers.
Integration of various marketing components
Marketing components were integrated with the overall marketing objective of the
Olympic game 2006. Olympic broadcasting was managed by International Olympic committee.
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After this event 49% of revenues that are generating by the game has been distributed to
organizing committee of this game. Rest 51% revenues were distributed to international
federation of Olympic sports. As the main objective of organizing this event in the country was
to generate more revenues thus, objective has been completely fulfilled because this has
generated US$833 million. Broadcast contribution to TOROC was US$408 million. This shows
that marketing has helped in meeting with the objective.
TOP partnership was the main component of this marketing program in which many top
brand have become partners of this event. This TOP program has generated revenues of US$866.
Domestic sponsorship revenues generated through this international game was 271.5 million.
TOBO was the full service broadcast organization, TOBO has provided news of this game on
international radio, televisions etc.
Key strategic aspects of marketing programs and objectives
Main objective of market Olympic games was to generate revenues and attract people
towards Torino. Spread culture of the nation across the world was another objective of this event.
Promotional tactic was the main strategic aspect of this marketing program. For that
broadcasting was used. Broadcaster or broadcasting partners of this marketing programs were
national broadcasting company, Canadian Broadcasting corporation, Korea Pool, Sevemn
network etc. Partnership was another strategic key aspect of this marketing program in which
many big brand have participated in this event. Domestic sponsorship program was another key
aspect of this event, it was managed by TOROC. Tickets were available online and individual
can book it through its website. Selling channels of this event were Torino 2006 Call Center,
National Olympic Committees etc. IOC has taken initiatives to circulate news of game by
different media channels (Torino 2006 Olympic Tickets, 2006).
Policy objectives for commercial initiatives
The main objective was to conduct this international game commercially into the country
was to generate more profit. Commercial initiative of broadcasting is managed by IOC. It was
done to sharing of profit. After that 49% broadcasting revenues have been distributed to
organizing committee. Another policy objective for commercial initiatives in to attract more
people towards the game. Partnership and sponsorship was the main element of marketing
program. This has helped in enhancing brand image of these companies to great extent. This has
made this marketing program of Olympic 2006 successful.
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PART B
Aim and objectives
The main aim of this marketing program for Olympic games 2006 was to make this
international game successful. Objective of Olympic sponsorship was to enhance brand image,
increase sales revenues, motivate employees, enhance corporate reputation and build relationship
with consumers. Another objective or marketing program is to promote tourism and hospitality
business of Torino across the world. Fundamental objective of Olympic marketing was to ensure
independent financial stability of whole event. Another main objective of marketing program
was to eliminate the need of recreation of marketing structure. Control and limit the
commercialisation of games was another purpose of marketing programs (Torino 2006 Olympic
Sponsorship, 2006).
Key stakeholders
Stakeholders in organizing marketing program for Olympic winter games 2006 ware as
following:
 TOP sponsors
 Government
 Karen Webb (Head of marketing communication
 Scott Crevbbin (Director), Stefano Coscia (Marketing manager)
 Marketing team members
 Media partners (Broadcasting partners)
 TOROC
 Official suppliers (A.T. Kearney, Fontanafredda, Intercom Dr-Leitner etc.)
 Ticketing sales channels
 Olympic television archive office
Communication strategy
For communicating information about Olympic Winter games 2006 , marketing manager
of the program has taken support of digital technology. All stakeholders are being communicated
through social networking sites and medical channels.
Communication tools and Channels
Social networking sites, internet, media channels were main communication channels in
organizing marketing program for Olympic winter 2006 (Vanolo, 2015).
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General code of conduct
 Recording of income and expenditures of Olympic parties as per the general acconting
principles.
 Respect to the Olympic parties
 Reporting obligations need to be followed as per the guideline of article 18.
Confidentiality of all recorded information
 Disciplinary commission hearing
 Opinion of experts as per the guideline of article 17.
 Intervention by International federation concerned.
Feedback Mechanism
Audience survey was the feedback mechanism that was adopted by the marketing team of
Olympic winter 2006.
Role, responsibility and accountabilities of stakeholders
 TOP sponsors: They were responsible for invest money for the success of this program.
 Government: Authorities were responsible to create environment and provide legal
support to the organizers (Kuznetsova, Mustafina. and Morozov, 2016).
 Karen Webb (Head of marketing communication): Individual was responsible for
coordinating with all stakeholders and monitoring the entire marketing program for the
Olympic winter 2006.
 Scott Crevbbin (Director), Stefano Coscia (Marketing manager): Role of director and
marketing managers was to make coordination between all departments and follow
ethical, legal aspects.
 Marketing team members: Role of team members was to perform allotted work and
support the higher authorities well.
 Media partners (Broadcasting partners): Media partners were accounted for circulating
news of entire Olympic Winter 2006 through their channels.
 TOROC: It is the organizing committee which is responsible for stageing this
international game.
 Official suppliers (A.T. Kearney, Fontanafredda, Intercom Dr-Leitner etc.): They were
accounted for supplying necessary material that was required for the international game.
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 Ticketing sales channels: they were responsible for selling of tickets.
 Olympic television archive office: To monitor entire television broadcasting of this game
was the responsibility of this stakeholder (Karadakis, Kaplanidou and Karlis, 2016).
Legislation
Organizer of marketing program for the Olympic winter 2006 have followed legislative
aspects. Privacy has been maintained, all the data have been kept confidential. All the records of
income and expenditures have been recorded by following general accounting principles.
Key performance indicators
Quantitative KPI's
KPI for ensuring independent financial stability of Olympic movements
KPI for ensuring revenue distribution throughout entire Olympic movement
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Qualitative KPI's
KPI for creating and maintaining long term marketing programs by ensuring future Olympic
movements
Olympic winter 2006 can be successful if marketing program is being organized for long
term period. If it is for longer duration then it would be effective and be able to utilise resources
well (Rutty and et.al., 2015).
KPI for eliminating need to recreate marketing structure
If marketing plan is effective then it will support in minimizing chances of recreation of
marketing structure. Good planning will support in avoiding consequences for the future.
KPI for ensuring Olympic Games can be experienced via free over-the-air television by all
viewers throughout the world
Use of televisions would support in spreading its information across the world. By this
way more people will take interest in buying its ticket which will assist in recovery cost of entire
marketing programs.
KPI for controlling and limiting the commercialisation of the Olympic Games
Controlling over commercialisation will assist in gaining more revenues and it will assist
in reducing cost as well. By this way it will be completed within stipulated period of time. Cost
per lead is the main KPI that can support in calculating acquisition cost in marketing. Through
limiting commercialisation costing can be minimised.
KPI for protect the equity that is inherent in the Olympic Image and ideal
Customer value is the KPI that can assist in identifying Olympic image in the mind of
customers. By this long term marketing planning marketing manager will be able to create values
for the consumers that would attract more people towards this international game.
KPI for support of Olympic marketing partners in the promotion of the Olympic ideals
Website traffic can be increased through this marketing program. This will promote
marketing partners of Olympic ideals. If traffic is increasing continuously that means marketing
program is effective and successful (Leung and et.al, 2016).
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TASK 2
Executive report
The study discusses about performance of marketing programs of Olympic winter 2006.
Several key variables is being taken into consideration that shows that overall marketing
program has given positive results.
Measurement of performance
KPI supports in analysing performance of the marketing program so that overall success
can be measured effectively.
Marketing strategy matrix
The overall performance of marketing program of the Olympic Winter 2006 have given
positive results to the organizers. Ticketing and licensing programs has developed interest of
consumers to great extent.
Profitability and ROI
The Olympic winter 2006 has generated profit of US$833 million from broadcasting but
it was assumed to be US$800 million. Marketing program was successful and it has achieved
more than its target. Broad cast contribution to TOROC was US$408 million but it was expected
to be US$400 million. It has met with the target. Revenue contribution was 40% but it was
assumed to be 35%. Thus marketing program has become able to generate expected results over
its investments. Cost of entire marketing program was 5% high as it was expected.
Customer satisfaction
It was expected that 75% tickets will be sold through its website but actually 80% tickets
were sold through this medium and after that consumers have given their positive review on the
website. Ceremony ticket price range was between 250 to 850 but people were in que for buying
this ticket that shows the positive performance of the Olympic game.
Marketing outcome against objectives
The main objective of entire event was to generate high revenues that have been achieved
through this marketing programs. It has generated expected results.
Gap between fundamental objectives and reported marketing performance
It is identified that broadcasting, media channels will cost high amount but actual results
was more than its expectation. This was the main gap. This game has consumed 16300 hours
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coverage but earlier record was 10416 hours of coverage that shows 57% increase from previous
records.
Performance review
Olympic Winter 2006 has earned expected profit but cost of entire marketing program
was 5% high as it was expected.
Recommendations
Marketing team is required to improve control over cost by increasing digitalization. Use
of internet more than television broadcasting can be beneficial in reducing cost. Effective
utilization of resources can also help in completing the t project within stipulated period of time.
New emerging trends
Use of social networking sites, use of advance communication technologies are emerging
tools that can support in minimizing cost of future marketing programs.
Requirement of staff training
There is little need to provide additional training to existing team members, so that they
can understand new technologies and its uses. By this way they will be bale to plan marketing
activities effectively.
Recommendations for future marketing strategy
In the future marketing team should take support of strategic initiatives such as more
communication by using social media etc. can help in reaching to mass audience. This can help
in enhancing revenues and reducing cost. Minimization of radio broadcasting and increase in
digitalization can assist in reducing cost and gaining more revenues over the investments.
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REFERENCES
Books and Journals
Karadakis, K., Kaplanidou, K. and Karlis, G., 2016. Host and non-host resident awareness and
perceptions of legacies for the 2010 Vancouver Winter Olympic Games. Loisir et
Société/Society and Leisure. 39(2). pp.195-209.
Kuznetsova, Z. M., Mustafina, F. Z. and Morozov, A. I., 2016. Different Areas of the Games of
the Olympiad and the Olympic Winter Games Positive Legacy. History, Problems and
Prospects of Development of Modern Civilization. pp.678.
Leung, X. Y. and et.al., 2016. Overseas Tourist Movement Patterns in Beijing: The Impact of the
Olympic Games.
Rutty, M. and et.al. 2015. Weather risk management at the Olympic Winter Games.Current
Issues in Tourism. 18(10). pp.931-946.
Vanolo, A., 2015. The image of the creative city, eight years later: Turin, urban branding and the
economic crisis taboo.Cities. 46. pp.1-7.
Online
Torino 2006 Olympic Sponsorship, 2006. [Online]. Available through
<https://stillmed.olympic.org/Documents/Reports/FR/fr_report_1144.pdf>
Torino 2006 Olympic Tickets, 2006. [Online]. Available through
<https://stillmed.olympic.org/Documents/Reports/FR/fr_report_1145.pdf>
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