An Insight into The Australian Open
Discuss about the Event Management for Dynamics of the Australian Open.
Events can be considered as a symbol of heritage and culture of a community and nation. The presence of orientation makes an event a grand success (Quinn, 2013). One such example is The Australian Open, which provides a thrilling experience to the sports loving people. Introduction to an innovative theme preserves the enthusiasm among the people for sports. Within this, quality, tradition, hospitality plays an important role.
The accumulation of large number of audiences qualifies The Australian Open as a mega event within the threshold of Australia. The exclusive coverage on the performance of the famous tennis players reflects the wide-ranging scope and arena of the event (Müller, 2015). The enthusiastic performance of the players leaves a mark on the audience regarding being the beneficiary of such an intensified event.
Figure 1: Goldblatt’s Five W’s for The Australian Open
The word “open” in the name of the event links to the open invitation that is provided to the sports loving people. Countering this, financial stability needs to be assessed in order to accommodate mass public in the Melbourne grounds. Viewing it from other perspectives, the word “open,” relates to the open grounds, where the tennis players compete with their contemporaries to assess their current performance (Richelieu, 2014).
The prime objective of the mega events is to create history by involving mass public in events such as The Australian Open. The main objective for this kind of events is to raise funds for charity basis. Countering this, the main objectives in this kind of events should be to provide thrilling experience to the audiences by providing them the opportunity to witness the historic sports events such as tennis, badminton among others (Herstein & Berger, 2013). Countering this, focusing on badminton and other sports would act as a deviation from the requirements of the assessment. On the contrary, placement of focus on tennis reflects the appropriateness of the event, The Australian Open. Along with this, one of the main objectives of the mega events is to identify the targets for whom the events need to be planned (Woratschek, Horbel & Popp, 2014). Fulfillment of the identified stakeholders’ needs adds efficiency in the events, which simultaneously enhances the status of the event management industry within the competitive ambience of the market.
The outcome of mega events is the achievement of large-scale customer satisfaction. Typical example of this is The Australian Open, which enables the personnel of event management industry to generate high rising revenues and earn profit (Saayman, 2012). In the process of earning profit, the passion of the sport lovers is compromised. Introduction to lucrative plans affects the grasping power of the audience, which is a gradual progression towards the enrichment of the human resources of the industry. These plans can be equated with the stock of resources for the betterment of the industry.
Objectives
An event attains success when the key stakeholders are involved within the decision-making process. These plans help the event planners in presenting the event in a lucrative manner. For establishing accuracy in the events, identification of target stakeholders attains prime importance (Mair & Whitford, 2013). Mere identification is not enough, taking into consideration the viewpoints of the identified stakeholders is crucial in terms of producing successful events like The Australian Open. Adequate knowledge about influencing the stakeholders adds to the stock of human resources for the event planners. In order to lure the audiences, the event planners need to develop lucrative plans, which influence the visual power of the stakeholders. The previous sentences identify the audiences as the key stakeholders (Shank & Lyberger, 2014). Identification of the stakeholders enhances both the internal and external environment of the event management industry. Creation and development of plans, keeping in mind the passion of the audiences towards sports, adds to the vastness of the word “mega” in the type of the event. Exposure of consciousness in this direction creates a mark on the stakeholders, which is a gradual progression towards the preservation of customer loyalty, trust and dependence among others (Keller, Parameswaran & Jacob, 2011).
Prior planning by the event managers makes The Australian Open a grand event. Herein, lays the credit of the event managers in presenting the event in a lucrative manner to the audience. Within this, selection of Melbourne Park as the venue, enliven the passion of the players towards the sports. The selection of the venue raises the income of the event industry managers. This is owing to the other games, which takes place in the grounds of Melbourne Park. This selection is based on the convenience of the players (Masterman, 2014). Carrying out planning with the agency partners, stakeholders and shareholders proves beneficial for the event industry managers of Australia in terms of providing quality sports events to the customers. Herein, lays the symbolic significance of The Australian Open.
Time is one of the important factors for organizing an event. Exposure of conscious attitude regarding the convenience of the players is a wise step towards event management (Veal & Burton, 2015). Within this, advanced planning is crucial, as it is essential in case of emergencies, where the constructed plans need to be changed. In order to avert these kinds of emergencies, feasibility needs to be assessed. Hiring sponsors for the event acts as a savior for the event managers in times of financial crisis. Viewing it from other perspectives, it safeguards the management authorities from encountering financial crisis, which deprives the audiences from witnessing quality sports events, such as The Australian Open (Jones, 2014). This situation conjoins the social and economic parameter of the proposed heading.
Desired Outcomes
Political unrest acts as a barrier for the event industry managers to introduce quality sports events for the audience. For organizing an event, permission needs to be grant by the higher officials. Allowance in this permission is the green signal for conducting the event. Countering this, ensuring the financial flexibility is an important factor for organizing an event (Shank & Lyberger, 2014). Absence of consideration towards one parameter destroys the enthusiasm of the sports lovers. Imposition of harsh and orthodox policies aggravates the complexities of the event planners in terms of exporting and importing good quality sports item. This issue adversely affects the mindset of the players in terms of playing in an efficient manner. Herein, the parameter of social and cultural parameter gets affected. Lack of inadequate sports item deprives the players from giving their best performance. Exposure of spontaneity in this direction possesses flexibility for restoring the lost honor of the players. This spontaneity adds to the enthusiasm of the players to earn fame by playing in the venue selected by the event planners (Mair & Whitford, 2013). Within this, the encouragement of the audience is one of the crucial factors, which raises the thirst among the players to display their skills to the audience and earn fame.
Attachment of the parameter of tourism broadens the scope and arena of the assessment. Simultaneously, it enhances the aspect of event management. Provision of lucrative packages to the customers escalates the sales revenue of the event management industry. Inclusion of mega events, such as, The Australian Open along with refreshment, sightseeing tours, hotel accommodation are the typical examples in this direction (Getz & Page, 2016). These facilities provide thrilling experience to the customers, which add to the profit margin of the event management industry. Joint ventures between the tourism industry and event management industry lead to the addition of maximum value to the profit margin, which enhances the reputation of the event management industry. Organizing meetings and conferences with the stakeholders, shareholders and agency partners assist the event planners in assessing the effectiveness of the exposed performance in terms of the identified goals and objectives (Veal & Burton, 2015). This is also applicable for the tourism industry. This evaluation highlights the potential drawbacks, which needs to be amended for the attainment of large-scale customer satisfaction.
Adoption of social media helps the event management industry to increase the trafficking of the audience. Optimization of these audiences results in the identification of the target audience for whom the events need to be organized. This identification results in the production of quality events, such as The Australian Open (Jones, 2014).
Key Stakeholders
Consideration of the environmental parameter is one of the essential operations for companies and organizations. Consciousness in this direction reduces the emission of smoke, which is crucial for mitigating the level of pollution from the environment. Effective adherence to the environmental directives proves beneficial for the event planners in terms of mitigating the waste production (Mair & Whitford, 2013).
The above two headings emerges successful in providing an insight into the dynamic of mega events. The example of The Australian Open adds to the word “mega”. The subheadings desired outcomes, objectives reflects the vastness of the event. The heading stakeholders enhance the clarity in terms of the people for whom the events are planned (Masterman, 2014). The following are some recommendations, which might help the event industry personnel to achieve infrastructural development. Focus on various parameters possesses flexibility to upgrade the internal as well as external environment of the event management industry.
The parameter of social attains top most position in terms of the preserving the passion of the customers. Adopting means such as survey, feedback and customer portals would make the personnel aware of the specific tastes and preferences of the customers (Saayman, 2012). Maintenance of frequency in surfing these portals would bring noticeable improvements in the performance of the event management industry. Putting the plans on the social media would help the industry to increase the trafficking of the audience. Optimization of the audiences into the target customers would result in the production of quality events for the audiences (Andersson & Lundberg, 2013).
Along with this, adoption of proper waste disposal strategies would help the event planners in preserving the cleanliness of the venue. Viewing it from other perspectives, this motive would be one of the main factors for luring the customers towards the brand image. Within this, utilization of technologically advanced machines would help the personnel to regulate the amount of waste generated from the production of the sports items (Woratschek, Horbel & Popp, 2014).
Planning is an essential component, which possesses flexibility to bring efficiency in the products and services. Involvement of the stakeholders in the decision-making process would establish authenticity and validity in the operations of the event management industry. Organizing meetings and conferences for the creation and development of these plans enhances the stability between the event management industry and the associate partners (Herstein & Berger, 2013). This stability is essential for developing prospective plans for luring the customers. Mere planning is not enough, consistent evaluation helps in assessing the effectiveness of the exposed performance in terms of the identified and the specified objectives. The attitude of consistency adds to the word “management”, which enhances the beauty of events such as The Australian Open (Müller, 2015). One of the most important recommendations is the possession of efficient guards, who possesses the flexibility to ensure the security of the players from the attacks and unwanted incidents. This motive would directly upgrade the status of the event management industry on the customer grounds.
References
Andersson, T. D., & Lundberg, E. (2013). Commensurability and sustainability: Triple impact assessments of a tourism event. Tourism Management, 37, 99-109.
Getz, D., & Page, S. J. (2016). Event studies: Theory, research and policy for planned events. Routledge.
Herstein, R., & Berger, R. (2013). Much more than sports: sports events as stimuli for city re-branding. Journal of Business Strategy, 34(2), 38-44.
Jones, M. (2014). Sustainable event management: A practical guide. Routledge.
Keller, K. L., Parameswaran, M. G., & Jacob, I. (2011). Strategic brand management: Building, measuring, and managing brand equity. Pearson Education India.
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. Routledge.
Müller, M. (2015). What makes an event a mega-event? Definitions and sizes. Leisure Studies, 34(6), 627-642.
Quinn, B. (2013). Key concepts in event management. Sage.
Richelieu, A. (2014). Strategic management of the brand in the world of sport. Journal of brand strategy, 2(4), 403-415.
Saayman, M. (Ed.). (2012). Introduction to Sports Tourism and Event Management, An. AFRICAN SUN MeDIA.
Shank, M. D., & Lyberger, M. R. (2014). Sports marketing: A strategic perspective. Routledge.
Veal, A. J., & Burton, C. (2015). Research Methods for Arts and Event Management.
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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