Developıng a wınnıng
.
TSE Consulting works at the senior executive level with a wide variety of cities
and regions. The company provides consulting services related to the develop-
ment, implementation and communication of sports event strategies, as well
A four-step approach for
.
as other strategic and communication services focusing on attracting major
.
by TSE Consulting
Developıng a wınnıng
sports event strategy
Edited by:
Lars Haue-Pedersen, Caroline Anderson
Contributions by:
Greg Curchod, Bettina Kuperman, Robin Courage, Dale Neuburger, Kenneth Quah, Jorgen
Hansen, Katia Popova, Debbie Szalejko, Grant Boles and Tanya Ng Yuen.
Published by
TSE Consulting Publishing
DEVELOPING A WINNING SPORTS EVENT STRATEGY
2
About TSE Consulting
With its head office in Lausanne, Switzerland, and regional offices in North
America, Europe, Africa, Middle East and Asia, TSE’s clients include both
national and international sports organisations as well as public sector
clients who are investing in sport. Working together with its clients in the
sports world and public sector, TSE connects these two partners allowing
cooperation and integration of their strategies for mutual benefits.
Over the years, consultants from TSE have published numerous articles
in various national and international publications. This is the second book
for the company. Its first book, The New Sports Organisation – eight es-
sentials for renewing the management of sport, was published in 2009.
www.tseconsulting.com
3
4
DEVELOPING A WINNING SPORTS EVENT STRATEGY
Contents
Acknowledgments 7
Step I – Researching 13
Chapter 1: Understanding the sports event industry 15
Chapter 2: Competitor analyses and positioning 27
Chapter 3: Securing support 43
Step II – Strategising 59
Chapter 4: Strategy development 61
Chapter 5: Setting up the structure 81
Chapter 6: Models for event appraisal 93
References 211
Links 215
5
6
DEVELOPING A WINNING SPORTS EVENT STRATEGY
Acknowledgments
It is my belief that this book truly captures the essence of our company’s
thinking and approach toward the public sector’s involvement in bidding
for and hosting sports events. Credit is due to the listed authors, all of
whom are consultants working within TSE Consulting, for drawing on
their knowledge and experience to put this book together.
We would also like to extend our gratitude to our clients. Without their
support and trust, we would not have had the opportunity to test our ideas
and learn from our experiences. We have been fortunate to work with
a vast mixture of public sector and sports clients, all of whom we have
learned from and been inspired by inspired by. A special thank you goes
to the Senior Executives who contributed to this book via interviews and
providing feedback for case studies.
While working with each of our clients we gain new insights and we hope
that our readers will also share their experiences and feedback with us as
well. Contact us at books@tseconsulting.com with comments, feedback
or stories.
Lars Haue-Pedersen
Managing Director, TSE Consulting
7
DEVELOPING A WINNING SPORTS EVENT STRATEGY
Introducing a four-step
approach for successful bidding
and hosting
It took private companies almost 25 years to find a business approach
that actually made investing in sport – and in sports events in particu-
lar – worthwhile. The route to finding a professionalised approach was
filled with mistakes that resulted in a lot of wasted time and money, but
ultimately led to a sophisticated, results-driven approach used by busi-
nesses undertaking sports sponsorship projects.
This book is meant to provide a shortcut for public sector bodies of all
sizes, experiences and resources to ensure that they do not waste the
same amount of time, money and resources in developing a winning ap-
proach for their investment in sports events.
It has been written for individuals and departments in the public sector
whose responsibility it is to enter the sports event market and who will need
to learn as they go. At the same time, however, we believe that rights holders
in the industry – those organisations supplying the events – can also use this
book to establish some guidelines on how to adjust their product offer when
dealing with cities to ensure a long-term benefit for their events.
8
rights holders and competing public sector bodies have had to adapt and
INTRODUCTION
learn quickly. As a result, bidding for sports events has become much more
professional and requires a magnitude of skills, knowledge and resources.
Hosting events has also become a professionalised business where hosts
are no longer expected to simply deliver on the technical demands of the
event; they are expected to develop the sport further and improve the event
so that it is a better product ready to be passed on to the next host.
The industry, therefore, continues to attract new cities to enter the market.
Many of these new cities, however, are simply following the crowd. As they
watch competing cities get international media coverage as a result of
bidding for and hosting events, they decide they also need to get involved
to remain a competitive city on a global level.
For cities to achieve their sports event objectives, they must view their
sports event strategy as an on-going process. A sports event should never
be a ‘one-off’ experience. Rather, a city should approach each event that
it bids for or hosts as an integral stage of a long-term strategic plan and
an opportunity to fine-tune its processes.
9
Event Strategy Wheel’, a simple, yet comprehensive four-step approach
DEVELOPING A WINNING SPORTS EVENT STRATEGY
RESEARCHING
look and listen
ACTIVATING 4 2 STRATEGISING
market and maximise plan and prepare
CAMPAIGNING
bid and benefit
The wheel has four spokes: Step I: Researching, Step II: Strategising,
Step III: Campaigning and Step IV: Activating. This book is structured to
follow these steps.
Of course, each city is different and will develop a different strategy, but
the steps, considerations and tools needed to succeed are similar from
case to case. There is a lot of common learning that can be shared, help-
ing each city to succeed in its own way.
10
The first three chapters of the book fall under Step I: Researching. Chap-
INTRODUCTION
ter 1 provides an overview of the international sports event industry and
introduces the key players, systems and how the industry works. Chapter
2 describes how a city can identify and analyse its competitors to position
itself properly within the market. Chapter 3 provides insight on how a city
can bring together all of its internal stakeholders to generate the appro-
priate support needed for the city to succeed.
In Step II: Strategising, cities plan and prepare to enter the competitive
market. Chapter 4 outlines the essential elements for developing the
right strategy. Chapter 5 sheds light on how to set up the best internal
structure to ensure the right people and processes are in place to im-
plement the strategy. Chapter 6 presents different models for event ap-
praisal that can help cities decide which events can help them to reach
their objectives.
Step III: Campaigning outlines the tactics and tools needed to campaign
effectively and win the right to host events. This step includes the most
visible activities that a city will likely undertake thus far in the wheel.
Chapter 7 explores the essential elements to consider when developing
an effective bid campaign strategy. Chapter 8 provides an overview of the
tools that can be used during a bid campaign. Chapter 9 looks at how cit-
ies can benefit from a bid campaign even if they do not succeed in winning
the right to host the event.
The final step, Step IV: Activating, takes place when events have been se-
cured and the city is gearing up to host the event. After all the research-
ing, strategising and campaigning, this is the time when a city needs to
ensure that the benefits of hosting an event are maximised. The chapters
in this step look at three different types of benefits that an event can gen-
erate. Chapter 10 looks into the international marketing opportunities
that hosting a prominent sports event can create. Chapter 11 provides a
framework for producing social benefits from an event. And Chapter 12
looks at how a sports event can activate environmental initiatives.
The industry is still evolving and much research still needs to be done.
Because research and documentation are limited, the industry as a whole
11
depends primarily on the experiences of a few key specialists. As such,
DEVELOPING A WINNING SPORTS EVENT STRATEGY
It may be a risk for us to put forth our opinions and offer our advice so
openly. We recognize these risks, but we truly believe that it is the right
time to document and share our ideas. We have included best practice
cases and interviews from industry insiders who have proven experience
and track records. We hope to present some practical ideas, but we are
not looking to set the theoretical framework for the entire industry.
We hope that the TSE Sports Event Strategy Wheel provides insight and
inspiration. It is a wheel, and therefore, it should turn continually. No mat-
ter where a city may find itself on the wheel today, it should be focused on
moving to the next step and continuing on its path to success. However,
each time it moves through a step it has experienced before, a city should
approach the step with more insight and understanding than it did the
first time. It is this continuous improvement, planning and learning that
makes a truly successful sports event city.
There is no single solution that works for each city. It is up to each city to
decide on their own strategy and decide how they will get the wheel mov-
ing. The key is to set the wheel in motion and make sure it continues to
turn even faster, producing more benefits every year.
12
STEP I: RESEARCHING
Step I:
RESEARCHING
RESEARCHING
look and listen
ACTIVATING 4 2 STRATEGISING
market and maximise plan and prepare
CAMPAIGNING
bid and benefit
13
internal functions of the city, including the objectives and needs of each
DEVELOPING A WINNING SPORTS EVENT STRATEGY
There are many different aspects of research that are important. We have
chosen three distinct, yet inter-related aspects on which a city should
focus.
A valuable part of the research step is analysing the competitors and de-
veloping a competitive position within the market. This is what Chapter 2,
Competitor analysis and positioning, examines. There are always more
cities that want to host events than there are events to host, so identify-
ing a position that is differentiated from the rest is a true key to success.
The final part of the research step examines how a city can secure in-
ternal support for its involvement in sports events. Chapter 3, Securing
support, highlights the internal perspectives that must be aligned be-
fore entering the market. This means not only understanding who all the
stakeholders are, but also ensuring that they are united in a common
mission to succeed.
In Step I, a city will start to turn the wheel in the right direction by taking
the time to look and listen.
14
STEP I: RESEARCHING
1 nderstanding the sports
U
event industry
The organisation of international sport is actually quite basic. With few
exceptions, the global, regional and national structure of sport is similar
across all sports and fairly simple to understand.
It was primarily in Europe in the late 1800s that the organisers of national
sporting competitions saw the need for a governing authority to admin-
ister their sport on an international basis. This way all participants from
all countries would know they were playing on a level playing field under
the same rules. And so it was that the first international federations were
formed at the end of the 19th century.
Because all the major sports are governed in a similar fashion, we will
use just one sport as an example.
15
FIFA at a glance
DEVELOPING A WINNING SPORTS EVENT STRATEGY
Sport (like many other industries) has adopted acronyms to identify its
governing bodies. Most of these governing bodies tend to believe, wrongly
in our opinion, that the whole world will immediately identify with them
and attach value to this often random collection of letters. However, one
international governing body generally recognised by its acronym around
the globe is FIFA.
The chart below identifies the global structure of football (soccer), with FIFA
as its governing body at the top of the pyramid. The national associations
(e.g. the English Football Association, the Cameroon Football Association,
etc.) are the contracted Member Associations of FIFA. These national as-
sociations are often described by other sports as ‘national federations’ or
national governing bodies (NGBs). Member Associations agree to abide by
the rules of the game and organise themselves under the FIFA constitu-
tion. Every two years, Member Associations attend the FIFA Congress, a
meeting of the members to vote on any changes to the rules of the game,
the election of its governing officers or any changes to the constitution.1
FIFA
Continental
Associations
National
Associations
1 See: www.fifa.com
16
These Member Associations are organised into Continental Associations,
STEP I: RESEARCHING
or Confederations. For example, the Continental Association in Europe
is UEFA, and in Africa it is CAF (both acronyms are based on the French
spelling of their organisations, which is common among international
sports organisations).
At the FINA 2009 World Championships in Rome, there were 2,556 ath-
letes from 185 countries taking part!2 It’s not really surprising, therefore,
2 See: www.fina.org
17
that every IF needs all the help and support that it can get from its part-
DEVELOPING A WINNING SPORTS EVENT STRATEGY
As the governing bodies for their sport, IFs are responsible for the devel-
opment of their sport on a global basis. This means they also have to be
responsible for the organisation of World Championships for the lower
age groups participating in their sport (e.g. World Junior Championships,
World Youth Championships, etc.), as well as World Championships for
both sexes. Additionally, IFs manage the organisation of a number of ‘cir-
cuit’ events every year, events that take place throughout the year, every
year, featuring national teams or individuals representing their countries.
These circuit events include World Cup Skiing, Volleyball World League
(for men), Volleyball Grand Prix (for women), the FITA (Archery) World
Cup, etc.
Examples of successful circuit events are in sports where the athetes’ as-
sociations for those sports have become the organisers. For example, the
Association of Tennis Professionals’ ATP Tour or WTA Tour operate under
the rules of their IF, the International Tennis Federation, but manage the
organisation of their annual circuits themselves. A similar situation exists
with golf, where the various continental player associations (USPGA, etc.)
organise their own tours, including the PGA Tour in the United States and
the PGA European Tour in Europe. The rules of play for these tours are
governed by the IF, or in this case, two IFs – the United States Golf As-
sociation and the Royal & Ancient – which are the joint governing bodies
for the rules of golf.
Circuit events often take place in the same host cities each year. Examples
include Formula 1 Grand Prix events or tennis Grand Slams). This natu-
rally eases the pressure on the event owner or governing body, as they
deal with the same venues, the same organisers and the same hotels. It
becomes a tried and tested way for the IF to develop true partnerships
18
with their host cities. It also provides both parties with the opportunity to
STEP I: RESEARCHING
develop that particular sport in that city as part of a long-term strategic
plan.
Sports also compete in multi-sport events, which have their own or-
ganisations. As their name implies, these multi-sport event organisers
are responsible for the organisation of events that feature more than
one sport. The best known example is the International Olympic Com-
mittee (IOC), the organiser of the modern Olympic Games. Other multi-
sport events include the Commonwealth Games, Asian Games, World
Games, etc. These events fall into a simple global, continental and na-
tional structure. However, there are also a number of large multi-sport
events created to suit some other form of geographical grouping (e.g.
the Games of the Small States of Europe, the Mediterranean Games or
the South Pacific Games), or to provide an opportunity for other social or
professional groups to compete against each other on a regular basis.
This event started as the Extreme Games in 1995, with the winter edition
added two years later. The events are organised by the US broadcaster,
ESPN, and are held annually, attracting up to a quarter of a million spec-
tators and global television coverage.3 Interestingly, several disciplines
pioneered at these events have been adopted by Olympic IFs and have
become mainstream Olympic events. The International Skiing Federation
(FIS) has successfully introduced snowboarding and freestyle skiing to
the Olympic Winter Games schedule, and UCI has brought BMX to the
Summer Olympic Games.
The IOC has its own national members (National Olympic Committees,
3 See: www.espn.go.com/action/xgames
19
DEVELOPING A WINNING SPORTS EVENT STRATEGY
IOC
IFs NOCs
20
in major events. Sport became reliant on sponsors, who fought continu-
STEP I: RESEARCHING
ally for greater exposure for their brand at such events.
With the growth of new technologies came the growth of satellite televi-
sion and competition among broadcasters around the world to secure the
rights to major events and attract an audience and advertisers to their
channels. Suddenly, there was a new and valuable competition for what
had historically been seen only as “a nice extension of our event” by get-
ting it on television.
Owners of major events realised that they could charge huge fees for
the broadcasting rights and duly did so. Sponsors were happy with the
added exposure for their brands, but their financial support became less
important to the event owners as television had suddenly become the
major investor in these events.
Only in the past decade have event organisers realised that it is actually
their partners in the public sector who can provide financial support and
massive investments in infrastructure and value-in-kind. The public sec-
tor can play a partnership role with sport that can truly provide a win/win
situation for both parties.
Having worked with many cities around the world, and having devel-
oped close relationships with many of the leading international sports
organisations, we know how important it is for any city entering the
sports event market to build strategic relationships with the interna-
tional sports world.
Only Member Associations used to propose their city to host their respec-
tive IF’s world championships or world cups events. However, the world
has changed and most international governing bodies are not only happy
to speak directly with potential host cities, but actively encourage such
dialogue.
21
DEVELOPING A WINNING SPORTS EVENT STRATEGY
IFs have realised that their public sector partners can play a huge
role in hosting their major events and developing their sport in that
city and region. IFs are also starting to realise that they need to be
more flexible in the way their events are structured and presented so
their partnerships with host cities can be a two-way relationship that
benefits both parties.
This change in attitude has been difficult for the highly regimented early
sports administrators notoriously resistant to change. But these new
sports organisations, managed in a more businesslike manner, have ac-
cepted that change can be hugely beneficial. If a city is going to invest
considerable sums of money hosting an international sports event, then
quite rightly that city needs to be sure that this investment will reap sub-
stantial benefits.
Sport has become very big business, accounting for more than 2.5% of
GDP in western economies.4 It is encouraging to see that the number of
events increases each year as sports compete against each other for a
share of television airtime, sponsor funding and spectator appeal.
4 Chadwick, Simon (2009). Centre for the International Business of Sport at Coventry University
22
STEP I: RESEARCHING
CASE INTERVIEW
23
DEVELOPING A WINNING SPORTS EVENT STRATEGY
for Sport Event Denmark was hosting the 2009 IOC Session
and Olympic Congress in Copenhagen.
Lars Lundov (LL), CEO of Sport Event Denmark, has led the
organisation since its creation. He has a business background
from the financial sector, as well as sporting experience from
long-time involvement in Danish canoeing.
LL: It might sound obvious, but first of all, we just worked very hard.
We spent a lot of effort and resources being present in as many
places as possible as often as possible. We looked constantly for
opportunities to have face-to-face meetings with decision mak-
ers in the international sports world, sometimes just a 30-second
conversation. But this all adds up and suddenly you begin to create
an international network. When we succeeded in attracting many
major events to Denmark, we of course had a stronger platform to
showcase our capabilities and strengthen our relationships. The
hard part was getting started in the early years. Now we feel more
comfortable – but we still work hard every day!
24
STEP I: RESEARCHING
financial model is built on the same principle and we never
provide 100% of the finances needed for any project. We al-
ways require a financial commitment from the Danish host
city and the national federation must offer support in terms
of manpower, volunteers, technical expertise, etc. We feel
strongly that the results of both bidding for and hosting events
are much better when all three parties have to contribute. We
have also seen that the impacts we can create by hosting in-
ternational events – financially and in many other ways – are
much more significant when the host city and the sports or-
ganisations are involved from the very beginning.
25
DEVELOPING A WINNING SPORTS EVENT STRATEGY
TSE: What advice would you give to a new city or country about
the international sports event market?
LL: Every city or country has different objectives and will have
to choose their own approach. I would, however, say that a key
factor for anyone entering this competitive market is having
a well-defined strategy with a clear focus and some kind of
differentiation compared to your competitors. You can waste
a lot of time and money going after events that you later find
out are not possible to win because you moved too fast and
hadn’t built sufficient credibility in the market at the time you
launched your bid. At the same time, you need to be ambitious
and constantly look for short-cuts so that you can win some
important bids and gain credibility. You can say that you need
‘the chicken’ and ‘the egg’ at the same time!
26
STEP I: RESEARCHING
2 ompetitor analyses and
C
positioning
The previous chapter illustrated the myriad of options in the types of
sports events cities can choose from to achieve their objectives. However,
cities should not have the impression that the sports events industry is
a buyer’s market or that they can simply pick and choose what they like.
Even though there is a wide range of sports events to bid for and host, the
competition is tough. Bids for major world championships often feature
several cities, while the most highly coveted events – the FIFA World Cup
and the Summer Olympic Games – could have up to ten applicant cities.
If the sports events industry were a giant candy store, then there could be
hundreds of other kids in the store who want the very same things. You
are not alone!
27
any strategic planning process because competitive strategies need to be
DEVELOPING A WINNING SPORTS EVENT STRATEGY
based on the knowledge of who the competition is, their relative strengths
and weaknesses and their strategies.
Similarly for cities, a competitor analysis is a useful tool that can assess
the competitive environment and help generate decision-relevant insights
for the city’s positioning and the subsequent strategy that it should follow.
More specifically, the competitor analysis will help the city to:
• Understand the competitive advantages and disadvantages relative to
its competitors
• Gain an understanding of its competitors’ strategies
• Provide an informed basis to develop a positioning that will help the
city achieve a competitive advantage going forward
These insights will collectively provide the basis for developing a success-
ful sports event strategy.
First, identify the market segment. Not every city that has a sports event
ambition is a competitor. Earlier, we mentioned the risk of governments
not realising the extent of the competition that they are up against. It is
equally as detrimental to view every city with an interest in hosting sports
events as competitors.
28
cities must clarify which market segment they are competing in within
STEP I: RESEARCHING
the sport events industry.
29
The final point to note in identification of competitors is the importance of
DEVELOPING A WINNING SPORTS EVENT STRATEGY
The analysis stage of the competitor analysis aims to gather data about
the competitors identified and obtain valuable insights that would be use-
ful for developing the positioning and subsequent strategy.
During this research phase, the data that is gathered and the analysis
conducted for each city is structured as follows:
30
1. Overview of city, key organisations and strategy
STEP I: RESEARCHING
2. Mapping a sports city profile hexagon
3. Summary of key strengths and weaknesses
The first section should contain all the background information pertaining to
each city. This includes any relevant information about the city, the key play-
ers within the city that will influence the strategic direction taken in sports
events and whether there is any known or perceived sports event strategy.
PRESENCE
POTENTIAL PLACE
PULSE PROPOSITION
PEOPLE
The second part involves the use of the sports city profile hexagon, a pro-
filing tool to plot the profile for each city. This tool has been adapted from
Simon Anholt’s City Brands Index Hexagon, which we have customised to
suit the application for sports cities.5 This is done by scoring and plotting
the hexagon formed by six criteria, which are:
5 Simon, Anholt (2007). Competitive Identity: The new brand management for nations, cities and regions
31
2. Place – This covers the physical aspects of a city, including general
DEVELOPING A WINNING SPORTS EVENT STRATEGY
4. Pulse – This has to do with the vibrancy and appeal that is an important
part of each city’s image, and in practical terms, has to do with how
exciting and fun the city is perceived to be.
5. People – The people determine the capabilities, work culture and tone
of the city and this criterion consists of components such as education,
skills, languages, work ethic, openness, friendliness, etc.
6. Proposition – This has to do with what the city can offer international
sports as its key value proposition and how attractive and unique that
offer is.
The scores will be mapped out on the hexagon model to provide a visual
representation for the profile of each city. Such a representation not only
provides a visual representation for comparing the city and its competi-
tors, but will also extract further insights at a later stage when looking for
strategic opportunities.
32
STEP I: RESEARCHING
Example of a city profile
PRESENCE
POTENTIAL PLACE
PULSE PROPOSITION
PEOPLE
In the third and final section, the analysis concludes with a summary of
the city’s key strengths and weaknesses (see example at the end of chap-
ter). This will form the most tangible and direct input for development of
the subsequent positioning and strategy.
After this analysis has been completed for each competitor, it should also
be conducted for the strategising city. However, it is important that this
analysis be conducted by an external party to ensure the analysis is ob-
jective.
After the analysis has been conducted for the strategising city and each
of its competitors, the analysis concludes with a matrix of scores for all
the cities across the six criteria. Looking at such a matrix, the strat-
egising city, City X, can then see where its comparative strengths and
weaknesses are relative to its competitors. This provides an indication of
which cities are City X’s strongest competitors and where City X stands
33
among this field.
DEVELOPING A WINNING SPORTS EVENT STRATEGY
Presence 5 2 4 3 3 3
Place 4 3 4 4 4 3
Potential 4 3 3 5 4 2
Pulse 4 5 3 4 4 3
People 2 4 2 4 2 3
Proposition 1 2 3 3 4 2
TOTAL 20 19 19 23 21 16
When all five competitive city profiles are superimposed onto a single
hexagon, City X can make observations based on the concentration of
scorings to explore opportunities for competitive advantage among the
field of competitors.
Using the example of City X, the observations that can be made are:
1. Competitors all have strong “places” – This implies that even though
City X may be strong in this criterion, it would not prove to be an effec-
tive differentiating advantage between itself and the rest of the field.
2. Opportunity to exploit “people” – Aside from one other city, the competi-
tion scores low in this criterion, as reflected by the rather “empty” space
34
Combined profiles of ‘City X ‘ competitors
STEP I: RESEARCHING
PRESENCE
POTENTIAL PLACE
PULSE PROPOSITION
PEOPLE
6 Ries, Al and Trout, Jack (1981). Positioning: The Battle for your Mind
35
Thus, a city’s positioning should be based on the relative differences be-
DEVELOPING A WINNING SPORTS EVENT STRATEGY
tween the city and its competition, emphasizing the positive differences.
Positioning should also address the challenges a city faces and leverage
the opportunities it has.
While the work up to this point has been quite methodical and expli-
cable, the actual formulation of a positioning extends into the creative
dimension. As such, it is virtually impossible to document in a way that
can be useful to the reader. However, we want to provide a few guide-
lines for positioning that have served us well in our many assignments
with city clients.
36
3. Is Unique – The positioning should be unique to the city and not some-
STEP I: RESEARCHING
thing that can be copied easily. This ensures that the city stands out
from the crowd with its value proposition. Very often, this is about find-
ing a city’s combination of strengths and unique qualities to position
the city apart from the rest.
As more cities step into the arena to battle for sports events, the importance
of conducting a competitor analysis before strategising becomes ever more
critical. This idea is nicely summed up by Sun Tzu in the Art of War, "Know
your enemy and know yourself, and you will fight 100 battles without peril.”7
CASE STUDY
7 Sun-tzu and Michaelson (2001) Sun Tzu: The Art of War for Managers - 50 strategic rules
37
DEVELOPING A WINNING SPORTS EVENT STRATEGY
The effort
In response to SSC’s needs, TSE undertook a six-month study
on behalf of the organisation. The main components of this
study were:
• Survey
• Market Overview
• Competitor Analysis
• Positioning Strategy
Survey
A TSE Survey was the first step of the study to obtain qualita-
tive feedback from key players in international sport (e.g. sen-
ior executives from IFs, sport businesses, sports media and
other key influencers) about their perception of Singapore as
a sporting destination.
A few key findings in this survey were: (1) high levels of con-
fidence in Singapore’s ability to operate as a sports business
centre and in the organisation of events; (2) perception of
Singapore as a highly attractive destination for meetings and
conventions; and (3) room for improvement in Singapore’s re-
lationship with the international sports world.
38
STEP I: RESEARCHING
These findings helped SSC to understand how Singapore was
perceived by a specific target audience. These insights were
factored into the subsequent positioning strategy by building
on positive perceptions and addressing negative ones.
Market Overview
The Market Overview involved research of the different areas
that make up the sports industry as a whole (e.g. sports events,
sports administration, sports medicine and science, sports com-
mercial services, etc.). This part of the study explored the market
for each of these areas and identified synergies between them
to facilitate understanding of the dynamics of this eco-system.
The market overview for each of these areas used the follow-
ing framework:
Competitor Analysis
The main purpose of the Competitor Analysis was to analyse
the competitive environment to generate decision-relevant
insights for the subsequent positioning strategy. This proc-
ess involved the identification of Singapore’s competitors, fol-
lowed by research and analysis that explored the background,
39
DEVELOPING A WINNING SPORTS EVENT STRATEGY
Dubai, Doha, Seoul, Hong Kong and Kuala Lumpur were iden-
tified as competitors because they are each Asian cities and
they have either an existing industry-focused approach or a
profile that poses a strong potential threat. Besides uncover-
ing the key strengths and weaknesses of these competitors,
the analysis revealed opportunities in the “people” and “prop-
osition” criteria where Singapore can capitalise on its relative
superiority in these areas to gain a competitive advantage.
Positioning Strategy
In this core section of the study, conclusions were formed that
led to the development of a strong positioning strategy.
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STEP I: RESEARCHING
Based on these strategic considerations, the following po-
sitioning statement for Sporting Singapore was proposed:
“Transforming sporting plans and ideas into new successes”
Key learnings
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