Comment on how the variable ‘facility planning’ and ‘physical evidence’ apply to the different sections of this case study.
When participating in facility planning for a large event one of the major aspects of consideration is costs and funding. For a big event, the facilities must be able to fit the amount of spectators comfortably and must be in association with the expected attendance numbers. When applying this to the Sydney Olympic Games, deciding on a facility for a smaller, less attended sport, the person planning must compensate by using a smaller venue to consider the amount of people attending. If they were to use a venue too big, it would cost more and they would most likely not sell all the the seats available and have a loss of revenue. Sporting venues are also now considering adding extra things that could produce revenue such as bars, nightclubs, hotel rooms, office spaces, arcades, retail stores and restaurants.
The physical evidence of a sporting stadium is important for the “awe” factor of making events. The architecture of the stadiums can be used as a tool to separate a stadium from the majority by using more aesthetically pleasing stadiums designs. This is also a good way to make the stadium more functional for attendees. Good views of the sporting action is important and should include television screens, good seating and possibly some sort of in-seat interaction for the people attending.
Comment on how the variables ‘people’ and ‘process’ apply to the different sections of this case study.
The amount of people attending these sporting events have been on the incline with more people becoming more aware of different sports. The Sydney Olympic park authority is aiming to increase the number of people visiting the site from 2000 to 10000 per day, with the redevelopment. The amount of people can also represent the delivery of good staff and the quality of customer service the staff provides.
The process in which the arena needs to deliver good quality and services. This will keep the customer satisfied and hopefully want to return to the arena. They do mention that the facilities are much better now, they offer more than just a game.
Can you think of other standards that may replace ‘cost per seat’ as a better means to account for facility construction costs? justify your answer.
The cost structure of building a new stadium is usually based on ‘cost per seat’. Another standard to replace this would be not just thinking about one sport played during the week, but getting other sporting organisations to play there during the week. They need other games their and facilities that can make a stadium money.
Given the different distribution channels presented in figure 7.5, can you argue the most likely (future) distributing channel for spectator sport? You may want to consider the strategic distribution principle of ‘vertical integration’.
Looking at alll tables i feel that table B is the most appropriate for spectator sports. The distribution of using both television stations and facility owners are a good means to deliver the product to customers. The need for vertical intregation is used to reduce costs and improve efficency. In context to spectators sports, they need to use this distribution to satisfy customers needs and wants, by reducing costs and improving efficency, the sport will become more attractive in thier eyes.
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