2  

TABLE OF CONTENTS

REPORT AUTHORS……………………………………………………………………………………….……....4

INTRODUCTION………………………………………………………………………………………….…...….8

BRAZIL……………………………………………………………………………………………...………...….11

COUNTRY OVERVIEW………………………………………………………………………….……12

BRAZILIAN CONSUMER…………………………………………………………………………......13

SPECTATOR ENGAGMENT………………………………………………………………………………….…17

OVERVIEW…………………………………………………………………………………………….18

HISTORY OF SPECTATOR EXPERIENCE……………………………………………………….……18

OPPORTUNITY FOR RIO………………………………………………………………………...……19

WHO IS THE OLYMPIC SPECTATOR?………………………………………………………………20

THE BRAZILIAN SPECTATOR…………………………………………………………………………22

SPECTATOR SURVEY…………………………………………………………………………………...………23

SURVEY RESULTS & ANALYSIS…………………………………………………………………….…24

SURVEY LIMITATIONS……………………………………………………………………………...…31

RECOMMENDATIONS…………………………………………………………………………….…32

SURVEY……………………………………………………………………………………………...…34

TICKETS…………………………………………………………………………………………………………..39

HISTORY………………………………………………………………………………………………..40

RECOMMENDATIONS……………………………………………………………………………….42

EXPERIENTIAL MARKETING…………………………………………………………………………………...47

MODEL…………………………………………………………………………………………………48

HISTORY………………………………………………………………………………………………..48

CHALLENGES………………………………………………………………………………………….49

RECOMMENDATIONS………………………………………………………………………………..50

OUT-OF-VENUE EXPERIENTIAL MARKETING………………………………………….…51

IN-VENUE EXPERIENTIAL MARKETING……………………………………………………53

MONTHLY SPORT PROMOTION…………………………………………………..………55

  3  

SOCIAL MEDIA………………………………………………………………………………………………....57

INTRODUCTION……………………………………………………………………………………….58

OVERVIEW…………………………………………………………………………...………58

HISTORY………………………………………………………………………………………59

SOCIAL MEDIA CONSUMER MARKET………………………………………………...…60

SOCIAL MEDIA BUSINESS MARKET……………………………………………………….61

RECOMMENDATIONS………………………………………………………………………………..63

ESTABLISHED MEDIA OPTIONS……………………………………………………………………...64

ORKUT………………………………………………………………………………………...64

FACEBOOK…………………………………………………………………………………..65

TWITTER……………………………………………………………………………….………67

YOUTUBE………………………………………………………………………………..……67

LINKEDIN………………………………………………………………………..……………68

INTERACTIVE MEDIA OPTIONS…………………………………………………………………..…69

ZYGNA…………………………………………………………………………………….….69

FOURSQUARE…………………………………………………………………………….…70

MICROSOFT’S KINECT……………………………………………………………………...72

CREATORS……………………………………………………………………………………………..75

FROG METMORFOSE DIGITAL………………………………………………………….…75

VM2……………………………………………………………………………………...……76

IDEIA S/A……………………………………………………………………………………..76

RIOT……………………………………………………………………………………..…….77

IBM…………………………………………………………………………………………….78

SUMMARY………………………………………………………………………………..……………79

HOSPITALITY & TOURISM……………………………………………………………………...……………80

INTRODUCTION……………………………………………………………………………………….81

SITUATION………………………………………………………………………………………..…….81

HOTELS…………………………………………………………………………………...…………….82

INFRASTRUCTURE……………………………………………………………………………………..84

CONCLUSION………………………………………………………………………………………………..87

ENDNOTES……………………………………………………………………………………………………89

  4  

REPORT AUTHORS

  5  

REPORT AUTHORS

TIMOTHY FRIEND

For questions regarding Experiential Marketing, please contact:

Timothy.w.friend@gmail.com

+1.617.513.9834

MATTHEW MAKES

For questions regarding Brazilian Consumers and/or Brazilian Economics,

please contact:

Matt.makes@gmail.com

+1.203.339.2677

LAURA MELCHOR

Laura Melchor is a first year Global MBA student at The George Washington

University School of Business concentrating in Luxury Brand Management and

Hospitality. Originally from Silicon Valley, Laura has extensive experience in

media, tourism and real estate development. Prior to starting her MBA degree,

she was an entrepreneur in Marrakech, Morocco where she started a

successful tourism company. She has lived in France, Spain, Italy, Argentina

and Morocco. Laura is trilingual in French, Spanish and English and in her free

time, she enjoys travelling.

For questions regarding Social Media and/or Hospitality & Tourism, please

contact:

Laura@melchor.com

+1.202.210.7376

  6  

ANDREW NOWACK

Andrea Nowack is a first year MBA student at The George Washington

University concentrating in marketing and sports business. After obtaining her

undergraduate degree in Journalism with an emphasis on Documentary

Production and Public Relations from the University of Oregon, she began her

career at Waggener Edstrom Worldwide performing analyst and public

relations for Microsoft’s Online Services Business (Bing, MSN and Windows Live

services). In 2008 she moved back to Los Angeles and worked as a digital

marketing consultant at a mid-sized PR and marketing agency planning and

executing integrated marketing communication initiatives for clients such as

Pizza Hut, Ustream and Seattle’s Best Coffee. In her spare time she enjoys

snowboarding, running, traveling, and drinking lots and lots of coffee.

For questions regarding the Spectator Survey and/or Spectator Engagement,

please contact:

Andrea.nowack@gmail.com

+1.503.499.3331

  7  

ALEXANDER TRUITT

Alexander Truitt is a first year MBA student at The George Washington University

concentrating in sports business. After graduating from Syracuse University in

2002 with a Bachelor of Arts degree in Political Science, he spent eight years

working at a boutique construction and real estate law firm in New York City.

At the firm, he worked extensively on litigation and contract matters for a

variety of clients including major developers, hotels and school districts within

the New York area and also served on the firm's management committee. In

2010 he decided to pursue his passion for sports by furthering his education in

Washington DC. This summer he will be interning with the Washington Redskins

in their sponsorship department.

For questions regarding Ticketing, please contact:

Atruitt@gwmail.gwu.edu

+1.914.588.1493

  8  

INTRODUCTION

  9  

INTRODUCTION

For the Olympics, spectator experience is not only measured by

experience during the Games, but also by the ability of the host nation to

accommodate, update and construct the infrastructure critical to ensuring

the optimal experience for the spectator. Indeed, enduring legacies for

Sydney 2000 (“The Laid Back Games”) and Beijing 2008 (“The No Fun Games”)

have primarily taken root based on feedback from the attending spectators

experiences. As London prepares to be “Everybody’s Games”, it is crucial for

Rio2016 to preemptively establish the legacy it wishes to be remembered for

and to immediately commence formulating strategies, programs, and venues

towards an end that guarantees its achievement.

This paper analyzes various challenges and opportunities for

manifesting a favorable spectator experience for the Games of the XXXI

Olympiad in Rio de Janeiro. A holistic approach has been used to review the

most determining factors of any Olympic spectator experience and how they

relate to Rio2016, namely: selling tickets (including access for the local

population), managing venue attendance (ensuring tickets are not only sold

but also used), and engaging spectators (both inside venues and within the

Olympic community as a whole). This paper also includes a detailed review of

typical Olympic spectators as well as the identification of various qualities

unique to Brazilian consumers. Creating an environment that simultaneously

galvanizes locals and captivates foreigners is of paramount importance given

that the IOC forecasts approximately 70 percent of attendees will be from

Brazil. Additionally, this paper explores potential comprehensive technological

improvements through the use of social media by both administrators and

spectators.

Previously successful OCOG practices that are likely to be reused in Rio

de Janeiro have not been considered in this analysis unless it was determined

that they offered a specific and significant improvement opportunity for Brazil

and Rio2016. Since there is still considerable time before the 2016 Games

(including two more Olympic Games to test ideas), recommendations have

been focused towards unique concepts that could reasonably be

  10  

implemented, and they are interspersed throughout the relevant sections of

the report.

It is important to note, however, that as Rio2016 continues to

accumulate sponsors, both TOP and national, more specific fan marketing

ideas, particularly those considered experiential in nature, will arise. This

situation is dynamic and possibilities for enhancing spectator experience

cannot be disregarded until well after the Games have concluded. For the

purposes of our analysis, we have considered “the spectator experience” to

be an individual’s universal and long-lasting opinion of Brazil, Rio de Janeiro,

and the Games, or “from touchdown to takeoff”, as we have taken to calling

it.

  11  

BRAZIL

  12  

COUNTRY OVERVIEW

Following more than three centuries of Portuguese rule, Brazil gained its

independence in 1822 and was officially proclaimed a republic by the military

in 1889.i After many years of both populist and military governments, in 1985

the military regime peacefully ceded power to civilian rulers,ii after which the

federal republic structure of today’s Brazil was created. Although there is still a

substantial income gap and crime rate throughout the country, particularly in

the major urban areas, Brazil has demonstrated a considerable (and

decidedly impressive) economic recovery in recent years. Though its

economic rise is likely due to its newfound ability to more efficiently utilize its

large labor force to commercialize its abundant natural resources and

agriculture, Brazil is looking beyond these measures as it charts its economic

future. Following the financial crisis from 2007 through 2009, Brazil was one of

the first emerging markets to enter recovery. However, concerns with the

country’s macroeconomic stability, namely its high inflation and interest rates

as well as its excessive currency appreciation, are current issues newly elected

President Dilma Rousseff has committed to resolve with the Central Bank of

Brazil. Periodically throughout this report, it will be useful to understand various

recommendations and solutions in the context of the Brazilian economy as a

whole.

Throughout the bid and selection process for both the FIFA World Cup

in 2014 and The Olympic Games in 2016, Brazil has, by default, mandated that

its existing infrastructure be improved immediately. As the largest country in

South America (and fifth largest in the worldiii), Brazil is setting a strong

precedent for its neighbors as they individually implement their own economic

recovery strategies, and continued improvement in the years leading up to

these two mega-events will be critical for the nation to fully reap the long-term

benefits of having hosted them.

  13  

BRAZILIAN CONSUMER

Local citizen involvement is a critical component of an Olympic host

city’s ability to establish a long lasting impression on tourists who choose to

attend from afar. Facilitating a passionate local presence at the Olympics will

simultaneously provide tourists both the athletic and cultural experience of

attending. However, to maximize this spectator experience in Rio de Janeiro,

local participation must transcend merely purchasing tickets and should

include consistent and active attendance until each event’s conclusion. For

Brazil, a detailed analysis of exactly what the “Brazilian consumer” is must be

undertaken in order to ensure maximum engagement and attendance.

Although demand will vary greatly due to popularity of each sport, a

critical first step in establishing local consumer appeal is the availability of

tickets to the entire Brazilian market. Once tickets are sold, Brazilian consumer

patterns and trends can be analyzed to most favorably initiate activities and

concessions within the events themselves, in addition to the athletic

competitions, that capitalize on local tastes and preferences and underpin

strong national support for every Olympic-related initiative. A fully engaged

and captivated local cohort at events will enable the organizers to fully evoke

the event’s overriding sentiments of passion and transformation, which were

adopted by the city after its campaign to host the Games. Juxtaposing these

feelings upon all spectators present will create an Olympic experience unique

to Rio de Janeiro and memorable for those who have never traveled to Brazil

previously.

Until recently, the flourishing Brazilian economy functioned primarily on

a cash basis, particularly with private consumers, and little credit payment was

utilized by customers or accepted by merchants. However, in 2008 alone,

credit card transactions and total volume increased 19 and 26 percent,

respectively, and this trend is expected to continue.iv Additionally, as a more

current reference, there are now 153.4 million credit cards in circulation, which

is triple the amount from 2003.v These statistics have a significant impact for

ticket sellers, but they must be interpreted with a holistic understanding of the

Brazilian economy.

  14  

Access to ticket sales for Brazilian demographics that readily use credit

cards is less complicated than for portions of the local population where cash

remains the primary medium of exchange. Accordingly, Olympic ticket

vendors cannot blindly interpret growth in Brazilian credit card use to mean

that all potential spectators possess the ability to make purchases in this form.

Disproportionately high interest rates have caused many Brazilians within the

population’s lower income strata to continue to rely on cash to purchase

goods and services. However it should be noted that the annual income

growth of the nation’s bottom 30 percent (in terms of wealth) now exceeds 9

percent per year, compared to half that for the upper 30 percent. vi

Nonetheless, ticket vendors should not isolate the growing middle class by

limiting payment options. In order to reach all potential spectators, Olympic

ticket vendors will require a strategic, two-pronged approach to ensure that

both credit and cash reliant consumers have access to ticket sales.

In terms of the overall spectator experience, merely selling tickets is

insufficient. To ensure a lively and passionate ambiance, ticket holders must

both attend and remain for the full duration of the event. As mentioned

earlier, the difficulty of ensuring consistent stadium and venue capacity will

vary depending on an event’s popularity, but there are common elements

unique to the Brazilian culture that can be deployed more universally to ensure

full stadiums. Specifically, such techniques will focus on aspects of Brazilian

consumption that transcend both a specific sport’s popularity as well as

inherent boundaries created by the country’s wide (yet progressively

narrowing) income distribution.

Typical Brazilian consumers integrate shopping as a frequent and

necessary activity, distinguishing products by brand and status. They

appreciate markets that combine a wide range of commercial services with

some form of entertainment such as cinemas, cyber-cafes, and children’s play

areas.vii As such, it will be beneficial for Olympic event planners to provide a

similar level of variety in a form that is popular with Brazilian consumers, both in

and around the stadiums and venues. When reviewing the current list of

sponsors, Samsung, Panasonic, and Omegaviii stand out as recognizable

brands in the Brazilian consumer market; establishing a means for event

attendees to shop while at the competition might entice a greater number to

remain present for the duration. Since there is a considerable amount of time

  15  

until the Games take place, strategic sponsorships and partnerships could be

pursued with the long-term goal in mind of increasing market share within

Brazil. Individual event planners should ensure significant resources are

dedicated towards establishing in-game attractions that are locally and

culturally relevant rather than relying solely on the competition for

attendance. Doing so will create a greater incentive for local spectators to

attend—an essential requirement for Rio de Janeiro to distinguish itself from

pervious host cities.

Moreover, given that the cultural experience of attending the

Olympics in Beijing was, by far, the second most appealing factor for

spectators (first was athletic competition),ix displaying aspects of Brazil’s unique

and vibrant culture during competition down time would attract both locals

and tourists to physically remain in their seats. For example, a dance discipline

known as capoeira, which is popular with both Brazilians and the international

community alike, could be incorporated into a thematic show for the

audience.x Not only would this potentially increase the quantity of spectators

inside the venue, it will further reinforce the city’s passionate and

transformational goals set forth by these Olympics, especially since 42 percent

of the country’s population is under the age of twenty.xi Additional

concessions and locally tailored cultural shows should be investigated and

incorporated into events where athletic downtime permits in order to maintain

a simultaneously energetic and authentic spectator atmosphere.

Generally, watching sports offers a certain degree of visual and mental

enjoyment to fans, and while successful teams often afford a sense of

vicarious accomplishment to their spectators, the aesthetic pleasure of

physically interacting with the event, rather than just viewing it on television,

cannot be understated. The relationship between those attending the various

Olympic events and the surroundings they encounter, above and beyond the

mere athletic competition, will serve as the foundation for their enduring

opinion of how Rio de Janeiro’s hosting of the Olympics is viewed through the

eyes of history. Indeed, evidence indicates that a spectator’s enjoyment of

sport stretches across their entire environment, including the venue, its region,

and the city itself.xii As such, it is a necessity that ticketing agencies provide

the entire country access to ensure an accurate cultural representation by

way of spectators. If this is done and ancillary entertainment and concessions

  16  

are designed to complement the sports being contested, the spectator

experience in Brazil will be exactly as advertised – unique, passionate, and

transformational.

  17  

SPECTATOR ENGAGEMENT

  18  

OVERVIEW

The very first Olympic Games drew 20,000 spectators to the arena,xiii

and since that moment, attending an Olympic event has been the dream of

millions of people worldwide. When analyzing the spectator experience at the

Games, it is important to first take a step back and consider the audience who

attends them. Are they local, or do they come from far and wide? Are they

older or younger? Are they single or married? Do they have small children who

will need to be entertained? Do they embrace digital technologies, or do

they prefer to control their privacy? These are some of the questions we seek

to answer in this section of the report so that we can use our findings to further

define our recommendations in enhancing the spectator experience.

HISTORY OF SPECTATOR EXPERIENCE

People from around the world have tuned in to watch the Olympic

Games since the 19th century. Though there is some controversy surrounding

the “official” start date of the Games, it is most widely believed that they

commenced in Athens, Greece in the year 776 BC and featured events such

as running, pentathlon, boxing, wrestling, and equestrian.xiv The Olympic

Games of today have widely evolved since that first date, and what started as

a local event has transformed into one that involves athletes and National

Olympic Committees from 205 countries competing in 35 different sports (26

summer sports, soon to be 28 in Rio) and draws billions of spectators from

around the world who tune in to watch both in person and on television.xv

People watch and attend the Olympics for a number of different

reasons, but many people claim they watch the Games to feel included in the

triumph of the rings and intangible attributes they radiate. Every child dreams

of one day competing in the Olympics or attending an Olympic event simply

to take part in the spectacle of the world’s most highly-acclaimed mega-

event. For this reason, providing a superior spectator experience is an integral

part of the Olympic movement.xvi

  19  

OPPORTUNITY FOR RIO

Prior to Rio de Janeiro winning the bid to host the 2016 Summer

Olympic Games, no Olympic Games have ever been held in South American

since the IOC was established in 1894. As a result, the 380 million people who

live in South America have not yet had the opportunity to make their mark on

the Olympic movement.xvii However, in a heated and somewhat controversial

race between Chicago, Madrid, Tokyo, and Rio de Janeiro, the IOC officially

announced on October 2, 2009 during the 121st IOC session in Copenhagen,

Denmark that the 2016 Olympic Games would take place in Rio.

The Brazilian city, most widely-known among businessmen for its quickly

emerging economy and by tourists for its temperate weather and beautiful

beaches, beat out Madrid 66 – 32 in the third and final round of voting.xviii In a

press release issued just a few days prior to the announcement, Orlando Silva

Jr., Brazil’s Minister of Sports, was quoted as saying, “As the only South

American candidate city, Rio de Janeiro’s bid is an opportunity to fully realize

the spirit of global community that defines the Olympic Games.” Among the

many reasons why Brazil was elected as the host country, the Brazilian Bid

Committee included a comprehensive legacy program outlined in its official

  20  

bid that emphasized positive social, cultural, and economic change in Rio de

Janeiro.

Given its position as the host country for one of the most prestigious

worldwide events, Brazil has an opportunity to instill a sense of pride and

Olympic ideals amongst its population, as well as strengthen its global image

and, as a result, increase tourism, foreign direct investment and positive brand

awareness. And as the country continues to develop, Olympic ideals will be

the driving force behind economic, social and infrastructure development in

Brazil for years to come. But this objective can only be met through

accurately executing a comprehensive plan to involve spectators – local,

national, and international – in the Olympic experience, and ensuring that

their superior expectations are accurately met.

WHO IS THE OLYMPIC SPECTATOR?

In the past, some Organizing Committees have placed Olympic

spectators near the bottom of their priority list. The typical hierarchy that the

IOC and LOCOGs observe places Olympic attendees in the following order:

Olympic Family, Sponsors, Athletes, Media, and Spectators. The Spectator

category can be further broken down into the following categories: VIPs

(officials, sponsors), High Rollers (tend to spend 5 times that of Day Trippers,

and 2 times that of other groups), Sport Enthusiasts (follow sports on a regular

basis), Experientials (back packers or older families who show up with no real

plans), and Day Trippers (attend for the novelty).xix Given that spectator ticket

sales only make up about 8% of the Games’ overall revenuesxx, it is easy to

place a lesser emphasis on the spectator audience. However, providing a

superior spectator experience and actually filling seats is crucial for a number

of reasons including a better media experience for attendees tuning in via

digital mediums and for creating a positive legacy of the success of the

Games.

According to a study conducted by Dr. Lisa Delpy-Neirotti, when

looking at the breakdown in the classification of spectators attending the

Games, 45.9% define themselves as Sport Enthusiasts, 34.8% as Olympic Tourists,

  21  

5.7% as Corporate Guests, and 13.6% as Other (See Figure 1).xxi While nearly

half of the spectator audience attends the Olympics to focus on watching the

sport, it is important to realize that nearly 35% of game-goers attend events for

the mere spectacle of being at the Olympics. As such, they may not be

interested in the particular sport they are watching as much as they are

interested in associated events that enhance the experience.

Figure 1: Classification of Olympic Spectators

Many people who attend the Games have also attended previous

Olympic Games-- a trend that is continuing to grow. For example, at the 2002

Salt Lake City Games, 14% of spectators attended a previous Olympic Game,

as did 22% of spectators polled at the 2004 Athens Games, 29% of spectators

polled at the 2006 Torino Games, and 33% spectators polled at the 2008 Beijing

Games.xxii This data suggests that it is essential to provide an optimal spectator

experience to encourage repeat customers. It also suggests the importance

of compiling a spectator database so that the IOC can open lines of

communication and encourage attendance in the future.

The study also found that the most appealing aspect of the Olympic

experience is as follows: Athletic Competition (44.3% Beijing 2008, 46.6 % Torino

2006), Cultural Experience, Patriotism, International Party Atmosphere,

Ceremonies, Educational Experience, Business/Networking, Historical

Significance, Meet & Mingle with Celebrities, and Other.xxiii

  22  

THE BRAZILIAN SPECTATOR

Given that between 50 and 70 percent of Olympic spectators are from

the host country,xxiv we sought to better understand the spectator experience

through the context of the Brazilian sports fan. During our time in Rio, we spoke

with many Brazilians which enabled use to garner a more realistic picture of

the Brazilian spectator. With this knowledge, we tailored our

recommendations to serve this audience.

Though it is easy to make vast generalizations about sports fans and

Olympic spectators alike, it is important to consider cultural differences

between spectators in different regions to better assess how the ROCOG will

need to shape the experience to appeal to all attendees. According to

Alexandre Leitao, President of Octagon Brazil, Brazilian sports fans are

attracted to the game because of their loyalty to teams. If you are born a

Flamengo football fan, you remain a Flamengo fan for life, no questions asked.

Brazilians will follow the Olympics due to their love of sports and to

show that they are “not in it to win,” but to play the game. In contrast, fans in

the US are more attracted to specific players. Individual athletes in the US

become celebrities and if a fan’s favorite player gets traded, they may even

consider switching team affiliations. In regards to the Olympics, spectators in

the US do care about the sports, but not nearly as much as they care about

winning.xxv

However, no matter where Olympic Sports fans are coming from, there

is one crucial thing the ROCOG needs to keep in mind: the experience should

be all about the fan. The ROCOG needs to identify the emotional connection

that fans feel towards specific Olympic events to deliver an experience that

meets fans’ expectations. In other words, the ROCOG needs to first fully

understand the specific types of fans who will be in attendance, and then use

that information to work out a plan to engage them.xxvi

  23  

SPECTATOR SURVEY

  24  

SPECTATOR SURVEY

Given that between 50 and 70 percent of Olympic spectators are from

the host countryxxvii, we sought to better understand the spectator experience

through the context of the Brazilian sports fan.

In addition to conducting secondary research, we compiled a survey

(see page 34) to help supplement our research with original data. Over the

course of a two-week time period, we collected 123 responses through both

online and paper-based channels.

Our objective in distributing this survey was to better understand the

Brazilian sports fan in terms of which sports they will be most interested in

watching, how far they are willing to travel, how they prefer to purchase

tickets, and what medium will be the best way to reach them.

SURVEY RESULTS & ANAYLSIS

The first question we asked was “How would you rate the amount of

time you watched previous Olympic Games, on a scale from 1 to 5, 5 being a

lot and 1 being not at all.” The objective of this question was to get a broad

sense of the overall interest level Brazilians have in following the Olympic

Games. The answers we received were normally distributed, with a majority of

respondents selecting a response of 3 (moderate), and nearly ¾ (71.9%) of

respondents selecting a 3 or above. Age does not seem to affect past interest

in watching the Games, as the average interest level for all age groups is 3. A

full graph depicting responses can be found in Figure 2.

  25  

Figure 2: Amount of time watching previous Olympic Games

The second question, “Where do you get your news?” reveals that a

majority of the population in Brazil receives news from the Internet (83.7%),

television (73.5%), newspapers (59.1%), and social media (53.1%) respectively.

These results contradict a survey that TVGlobo conducted in 2008, where

analysis found that only 13% of Brazilians regularly surf the Internet.xxviii As such,

we can conclude that internet usage in Brazil has rapidly grown over the past

three years, especially in terms of time spent online and as a dominant source

of information consumption (reference Figure 3 for a full breakdown).

A more in depth analysis of the data reveals that there is a strong

correlation between age and news source, with only 45.8% of 18 – 23 year olds

receiving news from television versus 83.3% of people in the 41 – 60 age group.

  26  

On the other hand, 90.9% of 18 – 23 year olds receive their news from the

internet, while only 72.2% of 41 – 60 year olds do. Given this data, one fact is

evident – the importance of the Internet to Brazilians as a dominant news

source is increasing across all age groups. As a result, the best way for the

ROCOG to reach local audiences with advertisements for tickets and locally

targeted messaging is through the internet, television, newspapers, and social

media, in order of value per impression. The ROCOG should also budget less

for radio advertisements, as this news medium is also not as efficient in

reaching local audiences.

Figure 3: News Sources for Brazilian Spectators

The primary objective of this survey was to identify which Olympic

sports would be most popular among local audiences in Brazil, and which

sports may present an issue for selling tickets and consequently filling seats. It is

internationally known that Brazilians love football, however, we sought to dig

deeper and pinpoint which sports Brazilians are truly excited about attending

  27  

during the Games. Based on survey results, there are several sports that

overwhelmingly stand out as being “desirable” events for Brazilian spectators

to attend: Volleyball (71.5%), Football (63.4%), Gymnastics (52.0%), Aquatics

(48.0%), Tennis (33.3%), and Athletics (32.5%). One interesting observation we

noticed is that more Brazilians are interested in attending volleyball matches

than football. Follow-up conversations with a few people involved in the

Brazilian sports and tourism industry revealed that this could be due to the fact

that the star football players are not eligible to play in Olympic matches and

that Brazilian volleyball has historically done quite well at the Olympics. As with

the previous question, there were some disparities between different age

groups for sport preference as well. For example, the greatest majority of

people in the 41 – 60 age group identified gymnastics as the event they would

be most likely to attend (73.7%), while volleyball seemed to be the dominant

sport for people aged 18 – 40 (74.1% of 18 – 23, 69.2% of 24 – 30, and 85.7% of

31 – 40). 100% of people under the age of 18 claimed they would attend a

Football match, as did 70.7% of 18 – 23, 50% of 24 – 30, 78.6% of 31 – 40, and

52.6% of 41 – 60. Also, hockey, rugby and boxing seemed to be popular with

the 18 – 23 age groups, more so than in any other age groups. A full analysis,

broken down by age group, can be found in Figure 4.

  28  

Figure 4: Olympic Events Popularity by Age

The fourth question we asked, “What would be your primary motivation

for attending an Olympic match?”, sought to determine the specific reasons

for local attendance. Interestingly, a majority of survey respondents cited

“Cultural Experience” as their primary motivation for wanting to attend the

Games (26.3%), while “Athletic Competition” came in second, followed by

“International Party Atmosphere” (19.5%)- although the latter was popular

among the 18 – 23 audience at 27.6%. No one plans to attend for the

“Educational Experience”, and only .8% of respondents plan to attend to

“Meet and Mingle with Celebrities.” “Business and Networking” (3.4%), and

“Ceremonies” (2.5%) were also low on the list. This information can also be

used to tailor local marketing messages. The ROCOG should consider crafting

messages that contain cultural, athletic, and international party references

  29  

targeted toward the younger adult population. Figure 5 displays a full

breakdown of reasons why Brazilians would attend an Olympic match.

Figure 5: Motivation to attend Olympic Games

The fifth question, “If you were interested in purchasing a ticket to an

Olympic event, which of the following purchasing methods would you be most

inclined to use?” sought to determine how Brazilians would prefer to purchase

tickets to matches (Figure 6). Given high interest rates on credit cards, and

increasing Internet penetration in the market, we sought to learn how many

Brazilians would actually purchase a ticket for an Olympic event online versus

alternative methods.

Despite our suspicions that a lower percent of Brazilians would be

willing and/or able to purchase tickets for Olympic events online, an

overwhelming number of respondents (86.1%) claimed they would prefer to

purchase tickets via the Internet using a credit or debit card. However, it is

  30  

also important to note that a greater amount of data is needed from a more

varied audience in order to come to a full conclusion regarding ticket

distribution methods as a large majority of survey respondents are from middle

and upper class families with ready internet access and financial accounts.

In order for this survey to truly provide the basis for ticketing decisions,

we would need to gather a greater number of responses from people and

families living in lower-income areas. Given that one of the ROCOG’s

objectives for the Games is accessibility for the entire population of Brazil,

Rio2016 will likely need to explore alternative distribution methods and

conduct further research on this topic.

Figure 6: Ticket Purchasing Preferences

  31  

The sixth question, “How far would you be willing to travel to attend an

Olympic event?” revealed that a small percent of Brazilians are willing to travel

more than 500 km to attend an Olympic event. 22.1% of Brazilians said they

would be willing to travel 100 – 500 km to watch a match, and 48.4% said they

would not travel more than 100 km to attend. As a result, filling seats at events

that take place in stadiums outside the city of Rio de Janeiro may be

challenging, especially at preliminary events. The ROCOG should channel a

majority of their advertising budget to local event attendance in areas 500km

or less from Rio de Janeiro in order to maximize reach and, as a result,

spectator attendance.

SURVEY LIMITATIONS

While surveys were collected professionally and impartially, we realize

that there were limitations to our collection methods that may have impacted

results.

First of all, a large portion of surveys were collected via online channels

(Survey Monkey) and as a result, our analytics may have automatically

excluded people who lack access to computers and the internet.

Additionally, a number of responses were collected via Facebook which may

have given preference to a younger more affluent demographic that is highly

engaged in social media.

Secondly, many surveys were distributed to University students and GW

alumni. Specifically, 48.6% of respondents are under the age of 23, and 72.9%

are under the age of 30. In order to fully round out the results and ensure that

no biases exist, we would need to allot additional time to distributing surveys in

all areas of Brazil, including business districts, low-income areas, and varied

age groups. This may also help explain why nearly half (49.5%) of respondents

placed themselves in the lowest income bracket (under $10,000), when, in

reality, University students probably still have access to enough disposable

income to be able to afford the price of a ticket to the Games.

  32  

RECOMMENDATIONS

At past Olympic Games, committees typically do not have a problem

selling tickets as demand greatly exceeds supply without a price adjustment to

compensate. However, it is important not only to sell tickets, but also to ensure

that corresponding seats are filled. At past Games, due to the lottery-style

distribution methods, many consumers ended up with tickets to events they

did not wish to attend. As a result, many seats, especially those for qualifying

events, remained unfilled. This might not make a huge difference for events

like football, but for events like fencing, where supply might exceed demand

(based on our survey results), it could make a notable difference. Simply put,

a full stadium provides for a favorable in-person viewing experience while an

empty stadium does not. Furthermore, while the spectator experience for the

fan who actually attends the Game is based on a number of different factors,

a full stadium being only one of the many factors that help shape their

experience, the spectator experience for the TV-viewing fan is much different

– it is based solely on the TV experience, with excited, roaring fans in the

stadium being one of the main highlights.

Based on both the above-discussed survey results, as well as research

conducted on our own through both academic articles and conversations

with local stakeholders and sports fans, we have a few recommendations we

would like to offer to help fill seats with local spectators:

It is easy to become blind sided by the initial enthusiasm among

Brazilians surrounding the Olympic Games, however, this survey proves that

there are some sports that, despite the lure of the Olympic brand, are not

interesting to the Brazilian consumer. As a result, the ROCOG should not

automatically set the expectation that all seats will be filled because, in reality,

there are certain sports, such as golf, fencing, and canoeing, that will not draw

enough passionate Brazilians to the seats.

The survey revealed that only 11.2% of Brazilians are interested in

attending an archery match. This event, however, will be held at the famous

Sambódromo stadium, a stadium that boasts 6,000 – 30,000 seats. The

ROCOG should pay particular attention to enhancing the spectator

experience at less popular events so that fans will be more enticed to attend.

  33  

Additionally, through our research on past Olympic Games, we learned

that, in general, local spectators are drawn to sports that are actively played

among athletes and children in the host country. In order to increase

attendance to lesser-known sports, we recommend that the ROCOG begin

working with local National Federations to ensure they are taking appropriate

steps to actively promote their respective sports in the host country. This

recommendation will be discussed later on in the report.

  34  

SURVEY

Website: www.surveymonkey.com/s/rio2016

Rio2016 Spectator Experience Survey Sair desta pesquisa

Thank you for taking the time to take this survey. Your anonymous responses will help us enhance thespectator experience at the 2016 Olympic Games to be held in Rio de Janeiro, Brazil.

Obrigado por tomar o tempo para responder a esta pesquisa. Suas respostas anônimas vai nos ajudar amelhorar a experiência do espectador com os Jogos Olímpicos de 2016 a ser realizada no Rio de Janeiro,Brasil.

1. How would you rate the amount of time you watched previous Olympic Games, on a scale from 1 to5, 1 being not at all, and 5 being a lot?

Em uma escala de 1 a 5, onde 1 equivale a nenhum tempo e 5 muito tempo, quanto tempo vocêpassou assistindo à jogos olimpicos passados?

2. Where do you get your news? (Check all that apply)

De onde você tira suas notícias? (Verifique todas as opções aplicáveis)

3. If given the opportunity to purchase Olympic tickets, what Olympic Sporting events would youattend during the 2016 summer Olympic Games in Rio? (Check all that apply)

Dada a oportunidade de comprar ingressos para as Olimpiadas, à quais eventos olímpicos vocêcompareceria durante os Jogos Olímpicos de 1026 no Rio de Janeiro? (Marque todas as opçõesvalidas)

1 2 3 4 5

Internet

Magazines (Revistas)

Mobile applications (Aplicações móveis)

Newspapers (Jornal)

Radio (Rádio)

Social media (Meios de comunicação sociais -Facebook, Orkut, Twitter, etc.)

Television (Televisão)

Word of mouth (De boca em boca)

Other (outros)

Aquatics (Esportes aquáticos)

Archery (Tiro com arco)

Athletics (Track and Field) (Atletismo)

Badminton

Judo (Judô)

Kayaking (Caiaque)

Modern Pentathlon (Pentathlon moderno)

None (Nenhum)

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4. What would be your primary motivation for attending an Olympic event? (Check one)

Qual seria sua primeira motivação em comparecer a um evento olímpico? (Check um)

5. If you were interested in purchasing a ticket to an Olympic event, which of the following purchasemethods would you be most inclined to use?

Basketball (Basquete)

Boxing (Boxe)

Canoeing (Canoagem)

Cycling (Ciclismo)

Equestrian (Hipismo)

Fencing (Cercar)

Football (Futebol)

Golf

Gymnastics (Ginástica)

Handball (Handebol)

Hockey (Hóquei)

Rugby (Rugby)

Sailing (Vela)

Shooting (Tiro)

Table Tennis (Tênis de tabela)

Taekwondo

Tennis (Tênis)

Triathlon

Volleyball (Voleibol)

Weightlifting (Halterofilismo)

Wrestling

Athletic competition (Espirito competitivo)

Business/networking (Redes de negócios)

Ceremonies (Cerimônias)

Cultural experience (Experiência cultural)

Educational experience (Experiência educacional)

Historical significance (Significado histórico)

International party atmosphere (Atmosfera de festa internacional)

Meet and mingle with celebrities (Conhecer e se misturar com celebridades)

Patriotism (Patriotismo)

Question does not apply as I am not interested in attending (Não se aplica como eu não estouinteressado em participar)

Other (Outros)

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Se você está interessado em comprar um bilhete para um evento olímpico, quais dos seguintesmétodos de compra você estaria mais inclinado a usar?

6. How far would you be willing to travel to attend an Olympic event?

Qual distancia você estaria disposto a viajar para participar de um evento olímpico?

7. Have you ever previously attended an Olympic Games? If yes, which games vs. events?

Você frequentou anteriormente a Jogos Olímpicos? Se sim, qual (s)?

8. If you answered yes to the previous question, please rate your experience at these Games, on ascale from 1 to 5, 1 being poor and 5 being excellent?

Se a reposta à questão anterior foi sim, como foi a sua experiência? Em uma escala de 1 a 5, onde 1equivale a ruim e 5 excelente.

In-person at venue or ticketing center - cash (Pessoalmente na sede ou no centro de emissão debilhetes - dinheiro)

In-person at venue or ticketing center - credit or debit card (Pessoalmente na sede ou no centro deemissão de bilhetes - cartão de crédito ou débito)

Internet - credit or debit card (Internet - cartão de crédito ou débito)

Mobile device - credit or debit card (Dispositivo móvel - cartão de crédito ou débito)

Mobile device - cost of ticket added to mobile device bill (Dispositivo móvel - custo do bilheteadicionado ao projeto de lei do dispositivo móvel)

Other (please specify)

Less than 100 km (Menos de 100 km)

100 – 500 km

500 – 1000 km

1000 – 1500 km

1500 – 2000 km

More than 2000 km (Mais de 2000 km)

Yes (Sim)

No (Não)

If yes, which games vs. events (Evento(s))

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9. Please list the reason(s) for your rating to the above question.

Aliste por favor as razões para sua avaliação à pergunta acima.

10. Any additional comments?

Quaisquer outros comentários adicionais?

Demographics Information: The following information will only be used to gather demographics data and willbe kept strictly confidential.

Informações demograficas: as seguintes informações só serão utilizados para recolher os dadosdemográficos e serão estritamente confidenciais.

11. What is your gender?

Sexo?

12. What is your age?

Idade?

13. What is your approximate annual income, in Brazilian reals?

O que é o seu nível aproximado de renda?

1 2 3 4 5

Male (Masculino) Female (Feminino)

Under 18 (Menores de 18

anos)

18-23

24-30

31-40

41-60

60+

Less than 10,000 (Menos de 10,000)

10,001 - 20,000

30,001 - 50,000

50,001 - 100,000

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14. What is your country of residence?

Pais de origem?

Concluído

20,001 - 30,000 More than 100,000 (Mais de 100,000)

Brazil (Brasil)

Argentina

Paraguay (Paraguai)

Uruguay (Uruguai)

Other (Latin America) (Outro (América Latina))

Other (non-Latin America) (Outro (non-LatinAmerica))

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TICKETS

  40  

HISTORY

Tickets to Olympic events are sold through a multi-step process. First,

interested fans are asked to pre-register with their country’s National Olympic

Committee (NOC) for events they are interested in attending. Each country’s

NOC is allotted a certain amount of tickets and fans can submit applications,

along with their payment information, to as many events as they desire and up

to the price level they would like to pay. Once the pre-registration process is

over, tickets for events in which demand is less than the amount of tickets

available are allocated to those fans who requested the tickets, although not

necessarily at the primary price point at which the fans requested. (Applicants

note the price limits that they are willing to pay on their applications.) At the

completion of the application, the payment for the tickets is processed

immediately by the NOC or its Authorized Ticket Resellers (ATR), and fans are

notified shortly thereafter regarding the tickets they received. If there are

events where the supply of tickets is less than demand for the event, a “ballot”

selection process is instituted in which ticket winners are randomly selected.

The ballot system is intended to maximize the amount of different users who

are allocated tickets.xxix

As mentioned above, to aid in the distribution of tickets through the

NOC’s, ATR’s are often used. The London Organizing Olympic Committee

(LOCOG) has appointed multiple ATR’s, including CoSport, which sells

individual event tickets, ticket packages and consumer hospitality packages

to constituents in Australia, Austria, Bulgaria, Canada, Norway, Sweden and

the United States.xxx Other countries around the world are serviced by

different ticket resellers who have already been appointed or who will be

appointed by the end of 2011.xxxi LOCOG also offers an ATR verification

system on their website wherein ticket seekers can verify that ticket re-seller

websites are authorized by LOCOG through simply entering the URL in a

search box.xxxii  

The secondary ticket market offers another avenue in which fans can

obtain tickets, although this distribution channel has only been recently utilized

by the Olympics. Re-selling of tickets to events, such as sporting matches and

concerts, became popular during the late 1990s and early 2000s when online

  41  

ticket reselling companies, such as Ticketmaster and StubHub, began serving

as platforms where people could meet online to buy and sell tickets. Previous

to the online market, scalpers and ticket brokers offered resale services,

however, these avenues did not offer the same speed or security that the

online market could. Scalpers, especially, were often associated with

counterfeit tickets and price gauging, which made potential consumers

sometimes leery to purchase tickets. Ticketmaster and StubHub, among

others, made it safe and easy for buyers and sellers to exchange tickets.

Today, the secondary online ticket market is a heavily used platform to

exchange tickets, and the market share that was once held by ticket scalpers

and brick-and-mortar ticket brokers, has eroded. Many professional sports

leagues and teams use online sites for the resale of their tickets, such as Major

League Baseball who uses StubHub as its exclusive secondary ticket reseller,

where buyers and sellers can attempt to obtain and sell tickets at the price

points at which they desire.xxxiii

The Olympics have been slower to enter the secondary market in part

because the reselling of tickets does not necessarily fall in line with Olympic

values. However, due to counterfeiting issues that arose with Olympic tickets,

such as with the 2008 Beijing Olympics where non-authorized ticketing websites

did not deliver supposed Olympic tickets to buyersxxxiv, for the 2010 Games the

Vancouver Organizing Committee (VOCOG) realized it would be more

worthwhile to embrace a secondary market than trying to fight it.xxxv

Furthermore, the Olympics had an inherent problem with their ticketing

process which misallocated tickets at high prices to unrequested events.

Additionally, ticket holders, who could not attend an event after purchasing

their ticket, did not have a quick and secure method to sell or provide their

tickets to others. As a result, some Olympic events could be sold out but many

seats were, in fact, left empty. By implementing an official secondary ticket

market, the Olympics would be able to further uphold the values of the

Games by attempting to reduce counterfeit tickets, while also increasing

attendance at events.

VOCOG implemented an official secondary ticket market by

partnering with the online ticketing site Tickets.com to use the ProVenue

Ticketing Managing System (ProVenue), which enabled sellers who could not

attend an event to post their ticket(s) to the site to sell to fans who were

  42  

interested in attending the event. Sellers were not limited to the cover price of

the ticket and could ask for whatever price they wished. Once a sale was

made, VOCOG and Tickets.com took a combined 10% service charge, which

was instituted to cover the operational costs of implementing and running the

ProVenue system. Additionally, the site enabled sponsors to consign their extra

tickets to VOCOG at face value and then VOCOG could reissue the tickets to

the public at the same cover price. Sponsors also had the option of selling or

trading their tickets to other sponsors.xxxvi According to organizers, sales on the

site exceeded all expectations and the first-ever Olympic sanctioned

secondary ticketing system was a resounding success. These sentiments were

echoed by Larry Witherspoon, CEO of Tickets.com: “We were pleased that the

introduction of official secondary ticketing for the Games enjoyed such robust

sales…”xxxvii  

Following the success of secondary ticket market in Vancouver,

LOCOG has announced that they will also be offering a secondary ticketing

system at the 2012 Games.xxxviii The system to be implemented in London has

not been officially released yet, but it is likely to be similar to Vancouver’s as

tickets will be able to sold on an exchange through the London 2012 resale

program. A few notable differences are that tickets will only be allowed for

resale at face valuexxxix, and LOCOG is working with eBay (owner of StubHub)

to ensure that Olympic tickets will not be sold through their marketplace at

above the cover price, which is a measure that was not taken at the

Vancouver Games.  

 

RECOMMENDATIONS  

With the success of the secondary ticket market in Vancouver and the

upcoming implementation of a secondary ticket market in London, we

recommend that Rio 2016 implement a secondary ticket market for the 2016

Games to ensure maximum attendance at events and reduce counterfeit

tickets. Through discussions with IOC member Alexis Gros-Piron, it is evident

that one of the main goals of the IOC going forward is to fill as many seats as

  43  

possible at all events. An official secondary ticket market undoubtedly can

provide a useful means to do this by supplying a secure and easy way to

exchange tickets. Furthermore, an official secondary market would be a

valuable tool to fight counterfeiting as buyers can be assured they will receive

real tickets. However, if an official secondary ticket market is instituted for the

2016 Games, we have several recommendations as to how it can be most

effectively implemented.  

An official secondary ticket market will be successful if the tickets

allowed for sale are limited to those events that are expected to be near or at

capacity. For instance, volleyball, as noted previously, is expected to attract a

large number of fans and as a result, the venues for these matches will likely

be full. Tickets to these events should be allowed to be resold through the

official Rio 2016 secondary market, but tickets to golf which, as previously

noted, is not expected to be heavily attended, would not be sold through the

official secondary market. The reason for this is that people could wait to buy

tickets to the less popular events from the secondary market and entirely skip

purchasing tickets from the NOC or ATR. If this were to happen, the NOC

could see decreased revenues and attendance at the less popular events.  

Secondly, it will be important for Rio 2016 to have in-person ticket

purchase centers available throughout the city for those people who prefer to

purchase tickets with cash. According to Bloomberg, only 43% of the Brazilian

population uses a credit card.xl At the Vancouver Games, one reason that the

secondary ticket market worked so smoothly was that buyers were able to

easily access the tickets through a secure website and purchase the tickets

online. Even though in Rio there will be some locals and a contingent of

international fans who will have the ability to easily access the secondary

market online, there will undoubtedly be a portion of fans who will not have

easy access to secondary tickets. A system needs to be put in place wherein

those who do not have access to a credit card can purchase secondary

market tickets. Authorized ticket offices and kiosks should be in place

throughout the city, especially near the sites of the events, where those who

wish to purchase tickets in cash can do so.  

Additionally, a relatively new sustainable technology that could prove

successful to the Olympic ticketing system is paperless ticketing. With a

paperless ticketing system, when a ticket is purchased to an event there is no

  44  

actual paper or electronic ticket produced, but rather the “ticket” is assigned

to the purchaser’s electronic identification (such as a credit card or driver’s

license). The purchaser then only has to bring his or her electronic

identification to the event to gain entry. This technology is a very effective

way to address counterfeit tickets, as counterfeiters would be extremely hard

pressed to be able to transfer tickets to an electronic identification without

using the official ticketing system. A company that currently provides

paperless ticketing is Veritix, which offers clients their own client-branded

website where tickets can be purchased. Not only does the client-branded

website offer primary purchasing of tickets to events, but it also provides the

ability for a secondary market where initial buyers of tickets can go to resell

their tickets. If Rio 2016 were to use this system they would be able to be able

provide their ticketing services all on one site, both primary and secondary

purchasing. Furthermore, another advantage of paperless tickets is that more

accurate information can be obtained about spectators attending events.

Paper or electronic tickets can be exchanged after the initial purchase is

made and it can be hard to trace who is actually sitting in the seats. Paperless

tickets provide accurate information about who is actually sitting in each of

the seats as an electronic identification is used for entry to the event. This

information could be very beneficial in terms of marketing for future Games.  

The secondary market can also be maximized through the use of

mobile devices. Most recent statistics from The World Bank suggest 89.79% of

the Brazilian population have a mobile phone subscription.xli These statistics

have seen astonishing double-digit growth since 2000 and it is expected to

continue for the foreseeable future. This provides a valuable opportunity for

Rio 2016 to engage potential fans looking for tickets. Numerous companies

worldwide have opened mobile ticketing services, where consumers can use

their mobile devices to purchase tickets. ESPN recently partnered with

StubHub to offer mobile ticketing services by which fans can go to ESPN’s

mobile website and be directed to StubHub’s Ticket Center where they can

purchase tickets to events.xlii To purchase a ticket, consumers use StubHub’s

mobile checkout, where they can either sign into their StubHub account, or

enter their PayPal or credit card information to pay for tickets.xliii If this system

was implemented in Rio, fans would not only be able to access tickets easily

and securely, but also very quickly. For instance, if a fan was walking by an

  45  

Olympic event in which they were interested in attending but did not have a

ticket, they could quickly use their mobile device to see if any tickets were

available to the event. If so, they would be able to purchase a ticket within

minutes and go directly to the event, only needing to show the ticket barcode

on their phone at the gate to gain entrance.

Mobile ticketing can also be further enhanced through the use of

JAGTAG. JAGTAG is an integrative technology, wherein advertisers can place

a QR code (essentially a barcode) on their print advertising, and mobile

device users can scan the QR code with their mobile phones to

instantaneously obtain detailed information on the advertisers’ product.xliv For

those mobile users whose devices do not have QR technology (currently many

mobile devices do not have this technology), they can simply take a picture

of the QR code on the advertisement, text or email that picture to JAGTAG’s

servers, and product information will instantaneously be sent back to the

mobile users’ device. This system could benefit Rio 2016 in terms of selling

tickets to events. Rio 2016 could arrange for print advertisements (with QR

codes on them) for events to be placed around the city and then fans would

be able to use the JAGTAG technology to easily access information on the

events. The secondary ticket system in place for the Olympics could easily be

linked with the information provided by the QR code, and fans would be able

to quickly purchase unused tickets.  

Lastly, it will be important for Rio 2016 to monitor fraudulent ticket sales.

LOCOG has initiated policies with eBay to prevent the re-selling of Olympic

tickets above face value on their site. Furthermore, the Metropolitan Police of

London have set up a focus group called Operation Podium, which is currently

in the early stages of developing a strategy for avoiding fraud at the London

Olympics.xlv By implementing preventative measures early, London is

preparing itself to reduce the occurrence of fraudulent tickets sales. It would

be advisable for Rio 2016 to undertake a similar policy with the local police

department well before the Games begin. Additionally, although LOCOG is

attempting to limit the resale price of tickets to the initial price, it appears

advisable for Rio 2016 to let the market determine ticket prices. By doing so,

there will be less of an incentive for people to use other channels to exchange

tickets, and the ability to reduce counterfeit tickets will be further enhanced as

more people would be inclined to use the official secondary ticket site. If Rio

  46  

2016 is able to limit fraud they will also uphold the integrity of the Olympic

Games, but if fraud occurs at a high level it will detract from the spectator

experience and potentially discourage fans from attending future Games.  

 

  47  

EXPERIENTIAL MARKETING

  48  

MODEL

For most spectators, simply having the opportunity to witness

professional athletes compete at the highest level is the primary reason to

attend the Olympic Games. The excitement of watching the competition

unfold creates memories that will last a lifetime for the individuals lucky enough

to attend the event. However, not all sports are created equal. Some sports

are more exciting than others and therefore create larger ticket markets. The

key for the Olympics is to generate more excitement for the sports that are not

as popular (synchronized swimming) as well as for the more mainstream sports

(basketball). One way to do this is by implementing experiential marketing. If

used effectively it will not only help improve the spectator’s experience, but

also enhance the sponsor’s investment.

The goal of experiential marketing is to appeal to five different types of

experiences in an effort to retain the spectator’s attentionxlvi. First, sensory

experiences appeal to the five basic senses a human can experience.

Affective experiences connect to a person’s emotions and link the brand to

strong emotions. Creative cognitive experiences present the person a

problem-solving situation and challenge them to be creative with their

solutions. Physical experiences get people to try things that they have never

done before or shows them a new way to doing something. Finally, social-

identity experiences help people relate to a reference group or culturexlvii.

Combining more than one of these experiences will connect a positive

memorable experience to a sponsor’s brand while enhancing the spectator’s

experience.

HISTORY

The use of experiential marketing at the Olympic Games has become

extremely important to companies that are looking for a high return without

having to pay for expensive media spots. However, it is extremely difficult for

companies to accomplish traditional marketing with the clean venue policy of

  49  

the Olympic Games. This policy has resulted in sponsors using creative

methods to market their products and services. For example, at the 2004

Games in Athens, Coca-Cola decided to sponsor the torch relay. They

created a virtual 15,000-mile long rolling street party that aimed to connect

people emotionally to the Games. As a result, Coca-Cola sold more than

three million bottles of Coke and more than 500 million media impressions were

madexlviii.

Another example of experiential marketing comes from the 2010

Games in Vancouver. Bell Canada, the exclusive 2010 Olympics

telecommunications partner, built a temporary 3,000 square foot glass

enclosure and invited spectators to escape the cold weather, watch the

games live on TV, and watch live interviews with the athletes. Fans were given

a unique perspective of the Games and felt more involved as a result of this

marketing effort. Another example from Vancouver involved the Hudson’s

Bay Company partnering with Coca-Cola. Hudson’s Bay Company owned an

existing structure where they hosted a collectibles trade show and they also

hosted a nightly parade through one of the city’s main retail centersxlix. Events

such as these create excitement before the actual event and also promote

the three pillars of the Olympics: sport, culture, and the environment.

The London 2012 will continue the experiential marketing trend. With only a

limited number of experiential marketing rights going to sponsors, bidding for

premier locations, airports in particular, is currently underway. The idea is to

target spectators at a time when they are most excited and willing to take part

in Olympic activitiesl.

CHALLENGES

Experiential marketing started to become popular when “badging” a

brand all over an event did not provide the necessary returns to justify the

investmentli. However, it is important to understand that while experiential

marketing can be extremely rewarding, there are several challenges a

marketing officer must confront. First, developing customer insights requires a

significant amount of time upfront. Exposing customers to the product or

  50  

service to understand their feelings about it will help the company learn how

to cater to all of their customers’ needs and to provide feedback for

improving the offering. Recognizing the needs of the stakeholders is also a

challenge. While customers provide insight from an end-user perspective,

developing insights from other stakeholders such as franchisees and distributors

will also help the company understand how to effectively engage prospective

customers through experiential marketinglii.

In addition, getting “buy-in” throughout the company presents an

internal challenge. Communicating to marketing executives, R&D, and sales

staff the overall strategy and importance of a particular experiential marketing

event is necessary in order to provide a total product experience to the

customers. For the Olympics, it is important to also communicate to the IOC

how a particular event will also benefit their cause. Finally, the ongoing

training of staff presents challenge. This is necessary in order to provide a

consistent product wherever the experiential marketing event is heldliii.

Training requires effective leadership, training investment and significant

capital investment. A successful event will challenge every level of a

company, but there is the opportunity for a much higher return on investment

compared to traditional marketing effortsliv.

RECOMMENDATIONS

The Olympics and the World Cup are traditionally viewed as mega-events

that feature the world’s top athletes competing at the highest level.

Unfortunately for the sponsors, the average spectator does not want to have

the official Olympics’ sponsors “pushing” their products or experiences.

However, experiential marketing allows the Olympics and their sponsors to

work towards their respective goals, which are to provide the best possible

spectator experience and increase brand awareness. More importantly, both

the IOC and the sponsors want to be able to connect with as many people as

possible. The use of in-venue and out-of-venue experiential marketing should

be leveraged to provide this critical connection with Olympic fans.

  51  

OUT-OF-VENUE EXPERIENTIAL MARKETING

Given the restriction of marketing within the Olympic sports

venues, sponsors must capitalize on opportunities outside of the

venues. TOP sponsors such as Samsung and Panasonic have the

ability to provide technologies with state-of-the-art visual and

sound systems. One way they can do this is by building areas

around the venues for people to watch live action of the actual

events. These live sites have proved to be popular at events such

as Wimbledon, and could easily be replicated. Not only will live

sites help connect spectators to the Olympics, but they will also

give the sponsors an opportunity to engage spectators with the

technologies they are marketing.

Given the popularity of Brazil’s Carnival, celebrations and

nightlife should be showcased as important aspects of the Brazilian

culture. Celebrations, such as parades and concerts are an

excellent ways to engage customers while communicating the

messages of the Olympics and their sponsors. Just as Hudson’s Bay

Company did in Vancouver, hosting Carnival-like parades is a

great way to incorporate the Carioca culture into the Olympics. It

would provide safe, educational, and energetic atmosphere to all

that attend. This would be especially important to international

spectators and it would create vivid memories for them.

The sustainability efforts of Rio2016 should most certainly be

on display for spectators to see. Sponsors such as Dow and Proctor

& Gamble should create sites that explain the efforts they have

made to make the Games sustainable. Just as GE did at the Beijing

Games, the sustainable products from Dow and P&G will be

important components at every venue. Therefore the location of

the experiential sites should be in close proximity to the venues

themselves.

Since Copacabana, Ipanema, and Barra beaches are the

epicenter of recreational athletic activity Rio, it is in the ROCOG’s

best interest to use them as a marketing platform. Their size,

  52  

accessibility, and location have the potential to expose spectators

to experiential marketing events and sport promotions. For

example, the ROCOG can use the beaches to promote sports that

are not as popular to Brazilians. Sports such as taekwondo,

archery, and even table tennis can have temporary platforms on

the beach that host exhibitions, demonstrations, and fan

participation events. The lifeguard stations can serve as the

location, making it easy for spectators to locate the events. The

sites can also distribute unsold tickets.

Although this strategy may be useful in promoting less popular

Olympic sports, acquiring permit approvals will take a considerable

amount of time. For a better understanding of what this permit

process is like, it will be helpful to contact the managers of the gym

on Copacabana Beach near Leme. It is important to take

advantage of the amount of time available leading up to 2016 in

order to negotiate a fair contract with the city. Utilizing Rio’s

beaches as sites for Olympic sport demonstrations will ignite

spectator interest and include those that may not have the

opportunity to witness Olympic competition in person.

Any out-of-venue experiential marketing used during Rio

2016 should be representative of characteristics that define the

country. Being active and energetic are examples of these

characteristics. Including spectators in activities associated with a

particular sport is an excellent way to improve their experience and

promote Olympic sports. Developing out-of-venue sites with

interactive video game technology, such as Microsoft’s Kinect

technology, is one example of how to incorporate this into an

experiential marketing strategy. With Games such as volleyball and

tennis, spectators can have an exciting and active experience with

a sport they may have otherwise been unfamiliar with.

Using a golf simulator is another example of using

interactive technology to promote a sport. Since this will be the first

time golf has been an Olympic sport in over 100 years, there will be

a tremendous amount excitement over the competition.

Technologies such as the AX Golf Academy simulator will give golf

  53  

novices an understanding of the sport’s difficulty. Although it is

expected that golf enthusiasts worldwide will be attending the

competition, those unfamiliar with the sport will be encouraged to

attend the event through the use of this type of technology.

Another proven way to connect the fans to the Games is to

host events where fans can meet former Olympians. After speaking

with Alexandre Lietao, the President of Octagon Brazil, it was made

clear that the Brazilian fans focus on the athletes and their

achievements during the Games. Winning is not the most

important factor for Brazilians at the Olympic Games. Giving fans

the opportunity to meet any former Brazilian Olympians would be

an experience that would last a lifetime. Given that the majority of

fans will be from Brazil, it would make sense to feature athletes such

as Torben Grael, the accomplished sailor. Olympic partners in a

central location could sponsor these live sites. For certain sites, it

may be appropriate for these former athletes to hold panels or

press conferences. Athletes could also bring the medals they have

won and even allow spectators to hold them or take pictures with

them. Allowing spectators to see the medals that the Olympic

champions will be earning during the 2016 Games is a fantastic

opportunity as well. Either way, giving spectators the chance to be

so close to former Olympians would be the chance of a lifetime for

some.

IN-VENUE EXPERIENTIAL MARKETING

With any experiential marketing effort, it is important to

connect with the culture and lifestyle the region represents.

Unfortunately for sponsors, they have no ability to do this within the

sport venues. For many Olympic sports, there is a considerable

amount of downtime. This would be the most appropriate time for

experiential marketing efforts.

The use of in-venue video is one example of how the Rio

organizing committee could improve spectator experience. The

  54  

content of the video would be different between venues, but they

should all have similar messages. Some videos should be produced

with Brazilian tourism in mind. Given the large number of foreigners

that will attend the Games, highlighting Brazil’s tourism destinations,

such as the Amazon and Iguazu Falls, will encourage spectators to

visit areas outside of Rio. Additionally, the videos can be

approached more artistically to display the themes of the Games:

passion, transformation, and energy.

Another way to improve spectator experience is by

including Olympic history within the videos. Since many people will

be unfamiliar with many of the sports, it will be important to

educate spectators about what they are watching and who the

athletes are. Sports such as handball, wrestling, and weightlifting all

have rich histories and some of the most entertaining aspects

about them are the stories about the journey the athletes have

made to get where they are today. This is especially important for

Brazilian athletes. The people of Brazil are proud of their country

and even more proud of the athletes that represent their country.

Done properly, the videos will captivate spectators and give them

a reason to focus on the competition.

While some sponsors may develop out-of-venue sites that

provide a virtual interactive experience of a sport, there are

opportunities for in-venue interactive experiences. For sports such

as volleyball and archery, there is typically excess space within the

venues where spectators can participate in the actual sport. This

would be best if the sites are catered to children and through

scaled down versions of the sport. This will be especially true for

sports that are not as exciting.

If spectators are given the opportunity to understand just how

difficult the sport is, they may gain a much greater appreciation for

the athletes that compete at the Olympic level. Keeping safety in

mind is paramount in order for sites such as these to be successful

though. There are countless ways to improve the spectator

experience through experiential marketing. Gathering the right

information and developing a systematic strategy is the key to

  55  

each event’s success.

MONTHLY SPORT PROMOTION

A unique pre-Games marketing plan we recommend for

Rio2016 is a publicized campaign for less popular sports. Through

this, we envision utilizing the three most popular methods of mass

communication (as evidenced by our survey results and meetings

attended while in country)- internet, television, and newspapers- to

inform the greater population about monthly “sport highlights”. For

example, January 2012 could be “Rugby month”, and during this

time, both the rules of the game and the details related to the

Olympic competition could be taught to an audience that is

currently unfamiliar with the sport. Each subsequent month would

switch to another sport creating a learning environment for local

spectators that would build momentum as the Games approach.

To do this effectively, messages must be communicated clearly

and quickly as each month comes and passes to ensure that the

“sports month” campaign does not go unnoticed by Brazilian

spectators.

There are several ways to ensure these “sports months” are

communicated effectively and in such a method that a sufficient

portion of the country is aware they are occurring, but we

recommend starting with local school systems. A portion of earlier

research touched upon the increasing power of children in

household purchasing decisions, and communicating Olympic

sport rules to children would perhaps lead to an increased amount

of spectators for all events in 2016. Although events such as

football and volleyball need little explanation with the local

audience, we feel utilizing the school systems is an effective way of

both increasing activity levels among the nation’s children as well

as creating a home grown fan base for events that currently lack

them. This method has been used in the United States for sports

such as handball (which several authors of this paper have had

  56  

personal experience with), and it has been effective. Since a

majority of spectators in 2016 will be from Rio de Janeiro (or more

generally, Brazil), fostering a local attraction to events identified in

our survey as less locally popular will be critical for establishing a fun

and active spectator experience.

  57  

SOCIAL MEDIA

  58  

INTRODUCTION

OVERVIEW

A 2010 study of two hundred successful media companies

performed by Gartner Research attempted to offer a viable definition

for social media: “At its foundation, social media is a set of

technologies and channels targeted at forming and enabling a

potentially massive community of participants to productively

collaborate.”lv Anthony Bradley, the author of the study, enhanced this

definition to include the concept of perpetuation of information as

social media supersedes the classic sender-recipient model of

communication with new seamless channels to maintain an active

connection with an infinite audience.lvi In the past decade, social

media has become a powerful tool for communication and

dissemination of information. Many successful social media companies

have emerged as some of the most powerful companies in the world.

Brazil is a prime market for social medium with 79% of Internet

users participating in social networks.lvii Orkut, Google’s social network

is most popular amongst users, with Twitter, Facebook, Flickr, LinkedIn,

MySpace and YouTube following consecutively in terms of usage. With

potential abound, the ROCOG and IOC have the opportunity to not

only expand the Olympic brand presence during the Games, but they

also have the potential to gain momentum for the brand in the long-

term.

The Olympics charter is to promote the values of excellence,

friendship, and respect with a fundamental mission of “building a better

world through sport.”lviii In order to maintain this mission, it is critical that

key youth demographics are attracted to the brand so as to secure the

  59  

long-term sustainability, viability and profitability of the Olympic Games

for generations to come. In a recent article, Alex Huot, the IOC’s Head

of Social Media in Lausanne remarked “we need to go where our fans

are and engage them on a level playing field where they can have

their say.”lix The question becomes: how do we attract and sustain

meaningful relationships with the Olympics’ target demographics in this

new globalized world? The answer is social media.

Although the IOC and NOC initiated official social media

presence at the Vancouver 2010 Olympic Games, a more

comprehensive media plan needs to be adopted and tailored in order

to capture the youth audience in the “playing field” they dominate:

cyberspace. With the many sites that already exist and with the

addition of new start-ups daily, the options are endless for the IOC in

how they wish to implement and enhance their brand through social

media.

HISTORY

At the Vancouver 2010 Winter Olympics, Facebook, YouTube,

Twitter and Flickr were all used to enhance social media presence. On

Facebook, the OCOG launched an official page one month prior to

the start of the games to promote the winter games.lx This page gained

over 1.5million fans resulting in over 200,000 million unique impressions.

Furthermore, nearly 70% of fans were under 24 years old, a key

demographic the IOC hopes to attract.lxi The page also offered an

official Olympic mini-game that provided an interactive experience for

Facebook members.

On YouTube, the commission launched a “Best of Us” video

challenge where YouTube visitors were able to compete in challenges

against Olympic athletes. One such example was whether you could

  60  

hula-hoop longer than Olympic snowboarder Lindsey Jacobellis.lxii The

ten challenges launched were viewed over 750,000 times and received

positive feedback.

The official app, Vancouver 2010, produced by Xoxo Digital, was

the most downloaded sports event app of 2010.lxiii Nonetheless, The

Ultimate Sports Apps Awards of 2010, ranked the application sixth in the

Best Sports Event Apps category. The reason for this low ranking was

due to the “surprisingly limited content despite the event comprising

dozens of individual championships and thousands of competitors.”lxiv

Xoxo Digital, an award winning Canadian app producer, has little

experience in mega-sport event app production. Their expertise

remains in music festivals, art & culinary festivals, conferences and

tradeshows. lxv The Vancouver Olympics created a strong foundation

for a bolder social media presence at Rio2016.

SOCIAL MEDIA CONSUMER MARKET

According to 2010 ICT Facts and Figures Report, the number of

internet users globally has doubled since 2005 to 2 billion unique users

of whom 1.2 billion are located in the emerging markets. To

complement, mobile markets in developing nations have reached

saturation with an average of 116 subscriptions per 100 inhabitants. In

developing nations, subscription rates in mobile were expected to

increase 68% by the end of 2010.lxvi To enhance these extraordinary

figures, worldwide social media traffic increased 82% in year over year

statistics for 2009.lxvii These favorable numbers forecast lucrative

opportunities for global initiatives of the IOC and NOCs.

For Rio 2016, the national market represents a unique set of

opportunities and challenges. As mentioned previously, most recent

  61  

statistics from The World Bank state that 89.7% of the Brazilian

population has a mobile phone subscription.lxviii These statistics have

seen astonishing double-digit growth since 2000 and it is expected to

continue for the foreseeable future. In 2010, one third of the country

was connected to the web, allowing social media to become the

premier medium choice for 79% of Brazilian web consumers.lxix

In a study conducted by Neilson, Brazil ranked in third place

globally for the largest number of social media and blog users with the

US and Japan ranking number one and two respectively. In Brazil

during December 2009, there were 31,345,000 unique users of social

media spending an average number of 4 hours 33 minutes and 10

seconds per person online during the month. lxx This is an exceptional

opportunity for the Committee to promote national interest, retain

spectators, and increase overall interest in the Games. Research

performed by ComScore shows that the number one most consumed

electronic in most major economies is the smart phone.lxxi These

consumer trends indicate that people are also relying more on their

phones as a source of access to applications and the web.

With a successful run of social media capabilities at the

Vancouver Olympics, Rio2016 presents a new occasion to render an

improved spectator experience both locally and globally. With a

technologically connected population already in place, the ROCOG

and the IOC can implement a structured plan to capitalize on viable

social media prospects.

SOCIAL MEDIA BUSINESS MARKET

Technological trends that have captured audiences around the

world in the past few years include mobile games, apps, and real time

  62  

interactive activities. A risk in the adoption of social media outlets is

that scope can become too broad and unmanageable; it is essential

to target and saturate efforts in mediums that will provide maximum

return. To create a plan that is plausible in both scope and

implementation, we suggest that the concentration be put in areas

that have either high traffic or are associated with sponsors or potential

sponsors that could be signed.

For Brazilian web use in 2009, highly trafficked social media sites

included (in order) Orkut, Twitter, Facebook, Flickr, LinkedIn and

YouTube.lxxii Although the IOC has initiated a well-established presence

on major social media outlets such as Facebook, YouTube and Twitter,

it will be important to enhance promotion on sites such as Orkut to

engage the maximum amount of local spectators. The next step is to

expand the brands reach in order to not only acquire new consumers,

but also to attract new sponsors and partnerships.

Recent trends have shown willingness on the part of social

media consumers to partake in more interactive media options. The

social media successes of companies such EA Sports, Zynga,

Foursquare, Microsoft and IBM demonstrate a captive market for

technologies that continue to forecast immense growth. The IOC

should leverage existing partnerships and contemplate new

partnerships in order to create value added offerings for current

spectators and target spectators via mobile and computing devices.

  63  

RECOMMENDATIONS

We propose three main goals in social media strategy for the IOC

and ROCOG in order to truly harness the power this medium provides.

Social media offerings should:

• Increase interest and excitement amongst spectators to promote

Ticket sales

Merchandise sales

Event attendance

• Transmit real-time information for instant consumer consumption.

• Offer seamless transactions and communication between ROCOG,

IOC, sponsors and consumers.

If the IOC in conjunction with ROCOG can harness these

capabilities, they will be able to reengage the Olympic spectator and it

will motivate new target markets to participate in the Olympic

community. With options abound in social media, it will be important to

follow the legal procedure as set forth by IOC contracts. The

overarching goal is to complement the Games with value added

activities both virtual and real that not only serve the spectators, but also

the IOC, sponsors, partners and the community.

  64  

ESTABLISHED MEDIA OPTIONS

ORKUT

Orkut, a social network created by Google in 2002, is the number one social

network in Brazil. Of 36,059,000 million unique Brazilian users visiting social

networks in August 2010, Orkut received an astounding 29,411,000 million

unique visits from these users. As a result, Orkut consumes 81.5% of social

network traffic in Brazil making this site the preeminent location to

communicate with national and local Olympic fans and spectators. To

enhance these statistics, unique users are spending an average of 275.8

minutes on the site per month with an average of 657 page views per person.

Moreover, unique users visit the site on average 35.8 times per month, while

Facebook only received 6.6 visits per unique user during the same period. This

astonishing data suggests that Orkut should be considered as the primary

social medium for attracting and retaining national interest in the Games.

TOP SOCIAL NETWORKING SITES IN BRAZIL BY UNIQUE USERS FOR AUGUST 2010

Total Unique Visitors

Average Minutes

per Visitor

Average Pages

per Visitor

Average Visits per

Visitor Total Internet (15+

years old) 37,527,000 1,561.0 2,109 58.0

Social Networking 36,059,000 252.6 585 32.4

Orkut 29,411,000 275.8 657 35.8 Facebook 8,887,000 29.3 55 6.6

Twitter 8,621,000 31.8 44 7.5 Comscore Media Metrix Study of Brazilian Social Network Users 15+ years oldlxxiii

  65  

FACEBOOK

Silicon Valley based Facebook holds the position of the number one social

network in the world. With over 680,000,000 users worldwide, this company is a

key medium to access, attract and engage Olympics fans before, during and

after the Games. Although not the top social network in Brazil, it still maintains

17,615,540 unique Brazilian users as of May 2011. This statistic represents a 8.76%

penetration in total Brazilian population with 23.20% in its total online

population. In the last six months, Brazilian Facebook profiles have more than

doubled from 7,000,000 in December 2010 to over 17,000,000 in May 2011. This

number is expected to increase rapidly as more adopt this technology.

Current statistics as of May 15, 2011lxxiv

In order to gain brand value, the IOC needs to attract and retain a youth

demographic to promote the games for future generations. 73% of Facebook

users are under 34 years old and 43% are under 24 years old. Furthermore,

Facebook represents gender demographics nearly evenly with males

representing 46% and females representing 54% of users in Brazil. Facebook

continues to be the preeminent global social network and the site should be

further leveraged for fan engagement and brand activation.

5% 6%

32%

30%

15%

8%

3% 1%

Age Distribution of Facebook Users in Brazil

13-15

16-17

18-24

25-34

35-44

45-54

55-64

65-0

  66  

’

Current Facebook followers as of May 16, 2011

ROCOG has already created an official Facebook page with over 300,000

fans. At five years out, this is an impressive number and can only be expected

to grow. However, a limitation must be noted with Facebook. Many times

people fan a page and never visit it again- it will be important for the ROCOG

to offer continual updates, games, and opportunities to increase loyalty

amongst current fans and to increase traffic per unique user.

  67  

TWITTER

Current Twitter statistics as of May 16, 2011

Twitter is a San Francisco based social networking site where users can

“tweet” 140 character messages to followers. Currently the official Rio 2016

twitter feed has 1,093 followers, but with the possibility of millions of followers,

there is still room to grow. Due the ROCOG’s current position in the planning

stages, it will be important to increase traffic as the Games grow closer since

this social network represents a 23.7% penetration in the Brazilian market.

YOUTUBE

Fast becoming a primary source of digital video streaming around the

world, YouTube is an effective tool to reach not only local fans, but also

  68  

international spectators. With localized interface in over 25 countries and over

2 billion video views per week, this streaming technology will offer the ROCOG

a unique forum to provide interactive media opportunities to its growing fan

base.lxxv Currently, MysterGuitarMan and UniversalMusicBrazil hold the top

views in Brazil on YouTube.lxxvi Indicative of a national loyalty towards music, it

will be important to engage viewers with videos that are lively, exciting and

musically driven. Releases on Rio2016 YouTube channel can also leverage the

opportunity to showcase Rio and the Carioca culture.

Top YouTube Channels in Brazil as of May 26, 2011lxxvii

LINKEDIN

The most requested video on the official website was a short clip regarding

job opportunities at the ROCOG. LinkedIn is an international social network

dedicated to professional networking and recruiting. LinkedIn will provide a

valuable channel to funnel general communications to potential talent.

Moreover, the official page can also be leveraged by internal and contracted

recruiters to find individuals to fill positions at the ROCOG in the coming years.

Currently, ROCOG’s official LinkedIn page has 213 members and this number is

expected to grow and demand for human capital grows.

  69  

INTERACTIVE MEDIA OPTIONS

ZYNGA

The viral success of Zynga’s mobile game, Cityville, a game with

over 100 million users, shows the capacity for these products to create

instant appeal. Zynga, although not currently a producer of sport or

event related games, is considered one of the preeminent mobile

gaming companies with a recent market valuation of $10 billion after

only four years in service.lxxviii If the Olympics were to sign such a

company as a licensee, the ability to partner and create successful

joint programming with an already established global fan base would

be lucrative with instant returns.

lxxix

With Zynga, the ROCOG could release a CityVille Rio inspired

app with added capacity to create the Olympic village and sites. This

  70  

would be an incredible forum to integrate spectators into the

experience prior to arrival and it would increase excitement with fans

no matter location or ability to participate. Moreover, if the ROCOG

were to release a series of mobile games prior, during and after the

Olympics, they may be able to yield not only a sustainable relationship

with their consumers internationally, but they would also generate PR

that would increase international awareness of Brazil.

As an added value to International Federations, this opportunity

could be used to create games for less popular sports such as Modern

Pentathlon. If Zynga produced a game based on this sport with an

appealing and engaging platform, sports currently in need of

additional interest could be resurrected for profitable inclusion in future

Olympic Games.

These application and game offerings can be disseminated via

the Official Olympic websites, Android and Apple app stores for free or

for a charge. Furthermore tie-ins could be created with already

established sponsors like Samsung who just recently released the

Galaxy Tab and who may want to use this mobile opportunity to

promote its new tablet computer product line in Brazil. Another

opportunity would be to offer games free of charge only to Samsung

phones and computers users as a promotion to incentivize the

consumption of Samsung products.

FOURSQUARE

Another successful application that could be adapted for the

Olympics is Foursquare. Foursquare is an application that allows users

to designate their real-time location so as to alert other members of

their movements. As a benefit, with increased use, the program allows

  71  

you to win badges and free prizes. With mobile adoption of this app,

this program could be adopted at the Olympic village and satellite

sites as a way to link spectators not only virtually, but also in real time as

it relays the location of its members to other members, participants and

organizers in the vicinity.

During the Games, the ROCOG could use Foursquare as a way

distribute unsold tickets as prizes or as a way to alert spectators of open

seats in Games that are lacking spectators. Foursquare would provide

ROCOG and IOC with continuously updated analytics as illustrated in

the chart below.

Statistical information rendered by Foursquare for businesseslxxx

In terms of data, analytics that such apps gather will offer the

IOC real time information regarding traffic at the sites and will offer

opportunities to adapt offerings in real time to better engage

spectators. A drawback is the fear that privacy will be violated;

however as a member, a user is actively agreeing to this tracking. In

order to eliminate the “big brother” aspect of this type of technology,

  72  

an app could be adapted to be anonymous or to use personally

untraceable user names selected by participants. Also, the Olympics

could create their own closed circuit version of this app to protect the

information from unsavory usage.

A potential benefit of such a technology is to geo-target and

tailor offerings to promote areas which may lack adequate spectators.

Tickets could be redistributed wirelessly to individuals in order to move

spectators to venues lacking adequate spectators. Additionally,

sponsors will have more channels to attract their target consumers in a

manner that circumvents the stringent rules regarding visual marketing

inside the venues.

MICROSOFT’S KINECT

Another lucrative activity for Olympic spectators is Microsoft’s

Kinect. Kinect is an intuitive camera that works with Microsoft’s Xbox in

creating a real life game experience without physical controllers. This

interactive unit could be used on premise to allow spectators the

opportunity to try games, share games and interact with fans around

the world in challenges. Moreover, a potential opportunity would be to

allow fans to learn the official dance for the official song of the Games

and upload it to kinectshare.com.

The beauty of this technology is there is no physical contact with

the technology as it captures your movements via intuitive camera

technology that translates instantaneously into the game. Furthermore,

it is a fun activity for individuals of all ages. The IOC could use its

already existing partnership with EA Sports to produce a Kinect

  73  

exclusive Rio 2016 Olympic game that could be adopted by the 50

million Xbox owners around the world.

An added bonus of this technology is that Alex Kipman, a 31

year-old Brazilian Microsoft engineer, created it. Moreover, the

project’s top-secret name prior to launch was Project Natal after the

Brazilian city of Natal, the hometown of Kipman. lxxxi With the challenges

to integrate more cultural activities into the Games, the promotion of

Microsoft’s Kinect would not only be fun for spectators, but it would also

promote Brazilian education and innovation as exhibited by Kipman’s

technological achievement. This spectator experience would also be

in line with the Olympic values and it would offer national pride to Brazil

and its youth.

Kinect’s Launch with secret name Project Natallxxxii

Alex Kipman, Brazilian National, Director of Incubation at Xbox and Time 100

Nomineelxxxiii

  74  

Microsoft’s relationship with the Olympics has been in formation

during recent years. During the 2010 Vancouver winter Games,

Microsoft sponsored two bloggers to live blog throughout the 10 day

Games.lxxxiv With Microsoft already behind NBC’s online Olympic

coverage, it would be a seamless proposition for Microsoft to join the

Olympic family as a TOP sponsor. Its extensive product offerings

complement not only consumer preferences, but also Olympic

technological needs. The benefit of Alex Kipman only seals the need to

pursue this company for a lucrative and enduring contract.

  75  

CREATORS

FROG METAMORFOSE DIGITAL

Website: www.agenciafrog.com.br

Our top choice, Agencia Frog Metamorfose Digital, is an award

winning Sao Paulo based digital media company specializing in analytics,

social networks, monitoring/web mapping, campaign creation, custom app

solutions, website production and technological solutions. With their

exceptional interface and production capabilities, they have attracted such

clients as current Olympic sponsors Bradesco Seguros, McDonalds and Coca-

Cola. Frog has produced an application for international giant Pizza Hut

which has received accolades from the industry for its ingenuity and simplicity.

This company demonstrates a unique ability to create esthetically pleasing,

easy to use, and content rich interactive media solutions.

  76  

VM2

Website: www.vm2.com.br

Agencia VM2 interatividade digital is a full service interactive media

agency based in Sao Paulo, Brazil. With experience in over 1000 projects for

over 110 national and global brands, this company has significant experience

in creating, building and delivering custom social media solutions to the

market. Already servicing many of the Olympic brands including Bradesco

and Samsung, this marketing communication company can serve in a

capacity as a third party supplier for the execution of the ROCOG social

media plan.

The ROCOG has already used this company in a consulting capacity

to direct the strategic plan however this company could continue to be used

in a capacity to create exclusive software to serve social media opportunities.

By creating new proprietary social media games and interactive apps, the

Olympics will bypass any privacy issues that may occur with licensing to

companies such as Foursquare and Zynga.

IDEIA S/A

Website: www.ideiasa.com

  77  

With such clients as Sony Music and GloboSat, Sao Paulo based Ideia

S/A is a strong Brazilian social media communication company with significant

experience in consumer activation via social media. The agency particular

specialties include monitoring analytics, deployed social media publicity,

creating social media application, building private social media networks.

Although smaller than Agencia VM2, Ideia offers creative options to engaging

spectators and fans on the leading social networks around the world.

RIOT

Website: www.riot.com.br

Sao Paulo based Riot’s current clients include Pepsico, Itau, Renault,

Nokia and Phillips. Many of these companies are direct competitors of current

Olympic sponsors so this agency is not the best choice for outsourcing media

production.

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IBM

IBM Wimbledon App: Picture technology (“augmented reality”) to map locationlxxxv

Another essential social media product that must be created is

an official app for the Rio 2016 Olympics. In 2010, past Olympic

sponsor IBM produced four of the most successful mega-sport event

apps of the year including Wimbledon, the Australian Open Tennis

Tournament, the US Masters Golf Tournament and the US Open Golf

Tournament.lxxxvi These application offered comprehensive access to

content regarding spectator resources (food/bev/facilities/ATMs),

logistics (real time transportation), interactive maps, sport data

(historical/real time stats and information), interactive games and

video/audio commentary. The offering was neatly contained in a user-

friendly interface that received accolades from both spectators and

industry leaders.lxxxvii By re-partnering with a company like IBM that has a

proven track record in successful mega sport event applications, the

IOC and Rio2016 can secure a vital and successfully proven tool for the

spectator experience.

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SUMMARY

There are infinite opportunities to engage spectators via social

media offerings. These offering not only meet the needs of spectators

attending the Olympics, but also the billion+ spectators tuning in

around the world. These seamless real-time technologies will allow a

community to be formed amongst the diverse market to which the

Olympic Games cater. Social media not only fulfills the many business-

focused demands of the Games, but it also meets the fundamental

mission of the Olympics: to build a better world with friendship, respect

and excellence.

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HOSPITALITY & TOURISM

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INTRODUCTION

Since 1995, Brazil has experienced a 150% increase in

international arrivals from 2 million to 5 million in 2006 while the

worldwide national average for the same time period was just

56.5%.lxxxviii In 2010, domestic tourists grew to 217 million, representing a

significant movement towards travel amongst the new consumer class

of Brazil.lxxxix With expected increased demand in national tourism and

known forecasted international demand, the market is assured, but

supply and quality of supply of tourism related products remains

questionable.

SITUATION

Rio de Janeiro, or Ciudade Marivaillosa as it has been fondly

titled, is the capital city of the State of Rio de Janeiro in southern Brazil.

Located near the Tropic of Capricorn, the city experiences warm

tropical climates year round with temperature averages between 18-31

Celsius.xc Coupled with the city’s ideal climate, the cityscape offers

numerous economic, natural and man-made offerings that have

enticed a booming tourism industry. Beyond the main tourist beaches

of Copacabana and Ipanema, Sugar Loaf Mountain, Christ the

Redeemer and the Maracana stadium have proven to be the top

tourist destinations in Rio by volume.xci In 2007, Riotur, Rio’s official

tourism ministry, counted 6 million tourists spending on average US$90

per foreign tourist per day and US$56 per Brazilian national per day to

be a strong contributor to the economic development to the region.xcii

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Although traditionally branded in the international tourism

community as an urban tropical destination, the recent growth of

Brazilian business has been a driving force for economic development

in the region. Housing many of Brazil’s major companies, the resulting

categorization of tourists shows that 55% of tourism in Rio was business

related while 31.4% was attributed to leisure.

Tripadvisor’s User Choice Awards rate Rio as the #5 best

destination in the world to visit.xciii With the World Cup in 2014 and

Olympics in 2016, the number of leisure related travel is expected to

increase. Rio de Janeiro has the foundations for a robust tourism

industry however many infrastructure improvements and hospitality

offerings are needed.

HOTELS

Per 2010 data, Rio currently houses 107 hotels offering a total

supply of 13,526 rooms.xciv Many major international hotel companies

have a presence in Rio including Accor, Marriot, Sheraton, Pestana,

Intercontinental and Windsor. Moreover many independent hotels exist

to serve the bustling tourism industry. As exhibited in the chart below,

per the Guia 4 Rodas, the current situation shows that the majority of

hotel offerings are one and two star classes.xcv

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These statistics, indicative of past demand, forecast a need to

improve infrastructure for the impending mega-events that will put Rio

de Janeiro and Brazil in the international spotlight. The World Cup and

particularly the Olympics will swarm the city with tourists seeking higher-

end hospitality offerings. Many presidents, including President Obama,

have publicized their intentions to attend the opening ceremony and

with many other dignitaries, business executives and governing body

representatives expected to attend the Games, additional offerings will

need to be made available to house these individuals and their

entourages.xcvi A clear concern of Rio is the fear of creating oversupply

for the long-term strategic tourism plan.

Riocentro, South America’s largest conference space at 570,000

square meters, represents an attractive space for mega-conferences.

In 2010, 15% of the business travelers could be attributed to

conferences taking place at this space and with continued

development and marketing of this opportunity to global business

providers, mega-events and continued increased tourism can occur in

order to maintain the need for increased supply.xcvii As Riocentro will

be used as an Olympic venue, creating more hospitality offerings in this

neighborhood would not only be welcome, but also sustainable as

visitor demand will continue to grow in this region due to the

conference center and business parks that will remain post-Games.

27%

5%

4% 25%

39%

Rio de Janeiro Hotel Distribution Per Star Category

3 Star

4 Star

5 Star

1 Star

2 Star

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In Barra da Tijuca, hospitality offerings are currently limited and

expected to remain limited for the foreseeable future. With the

development of major hotels in Sao Conrado (Hotel Nacional) and

Gloria (Hotel Gloria), Barra di Tijuca only has one major hotel opening

slated for 2011—Accor Hotel’s 186-room Novotel Barra. With Novotel

and Sheraton currently holding the district’s major hospitality offerings,

a clear demand for further supply still remains.xcviii BNDES, Brazil’s

national development bank, has provided lucrative financing options

for future tourism projects, however only time will tell if this opportunity

will be seized to increase supply.xcix Although the opportunity to rent

apartments in the area will probably be high during the Games, it

important to remark the lack of viable hospitality options in the area as

many visitors may hope to attain the additional amenities that a hotel

can provide.

INFRASTRUCTURE

Infrastructure is of critical importance to the success of the

Olympics. Without a seamless transportation system, spectator

experience can be dramatically hindered resulting in not only

unfavorable reviews of city, but also decreased future demand from

potential tourists. With a confusing privatized bus system and scattered

metro and tramway offerings, it will be necessary for both local and

federal government to invest significant amounts in improving the

logistics of the city.

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Rio de Janeiro State Budget: The Main Infrastructure Investments

Investments Amount Forecasted (millions)

Electrical Energy USD 868.58

Environmental Care Actions USD 501.90

Information, Internet, and

Communications Systems USD 549.90

Labor Force USD 385.20

Media Centre USD 915.90

Olympic Village USD 481.60

Ports and Airports USD 1,129.00

Roads and Railroads USD 1,207.00

Security USD 412.85

Sports Facilities USD 358.10

Barra da Tijuca, the location of the Olympics, is an area currently

experiencing intense development. With high-end residential and

business parks being constructed, it is clear that this area will be home

to a vast population by 2016. Furthermore, the move of many major

national and multinational firms from Centro (downtown) to

commercial space in Barra da Tijuca indicates an important move of

business in the Rio region. These commercial moves, coupled with the

announcement of Olympic locations, have fueled prices in the

community to record highs. This development is concerning as it will

price out many Brazilians from this upscale neighborhood which could

potentially result in a price prohibitive area for the masses.

With the important expected influx of event tourists, business

tourists, residents and business people in the area, it will be of critical

importance to improve transportation options between Barra da Tijuca

and the rest of Rio. A plan already in development is the BRT, or Bus

Rapid Transportation system.c As currently proposed, the plan will be to

construct four exclusive BRT bus lanes to link the different districts of the

city. An additional option, the 14km No. 4 subway line, is currently

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under construction and in 2016, this line is expected to link the coastline

districts of Barra da Tijuca with Sao Conrado, Gavea, Leblon and

Ipanema. Moreover, expected daily capacity is estimated at 240,000

passengers, a number which will alleviate street traffic significantly.ci

With dedicated financial backings publically in place for

infrastructure improvement, bureaucracies need to be streamlined to

push projects through the pipeline. Time is working against the volume

of renovation that needs to take place and without public and private

cooperation, the likelihood of being prepared for the Olympics much

less the World Cup is only negligible

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CONCLUSION

  88  

CONCLUSION

Historically, spectators have been considered the least important

stakeholder at the Olympic Games. However, as illustrated in this report, it is

clear that spectators are an integral part of the current and continued success

of the Olympics. In order to reinvigorate the fan base and to increase interest

amongst potential spectators, it will be essential to modernize and integrate

offerings to activate and engage spectators. With technologies abound, the

possibility of seamlessly linking both spectators in venue and spectators around

the world is possible.

Today’s world is driven by entertainment and the brands that succeed

are able to successfully capitalize on experiences and technologies that

translate to their audiences. It will be critical to create an experience that not

only upholds the pillars of the Olympics, but also exemplifies Brazilian culture

and hospitality. At five years out from the Games, it remains to be seen what

advances will be made in spectator experiences. Nonetheless, it will be

essential for the ROCOG and IOC to follow and adopt new trends as they

become popular amongst their fan base. Rio2016 is Brazil’s moment to

spotlight its success on the world platform. Spectators are the foundation of this

platform and by assuring an exceptional experience for these stakeholders,

the legacy of Rio2016 will be extraordinary.

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ENDNOTES                                                                                                                i CIA World Factbook. https://www.cia.gov/library/publications/the-world-factbook/geos/br.html ii Ibid. iii Ibid. iv Grover, Eric. (2009, September 15). Shifting Tides for Brazil’s Credit Card Waters. The Deal Magazine. Retrieved April 10, 2011, from http://www.thedeal.com/magazine/ID/030088/community/shifting-tides-for-brazil's-credit-card-waters.php. v Ragir, Alexander and Dawn Kopecki. (2011, January 10). Brazil’s Credit Boom Could End in Tears. Bloomberg Businessweek, Issue 4212.

vi Fraga, Arminio. (2010, January 18). Brazil’s Consumer as a Driver of Growth: A One-Legged Stool. The Financial Times. Retrieved April 10, 2011, from http://blogs.ft.com/economistsforum/2010/01/brazils-consumer-as-a-driver-of-growth-a-one-legged-stool/.

vii PricewaterhouseCoopers. (2007). From Sao Paulo to Shanghai: New Consumer Dynamics, The Impact on Modern Retailing, Retrieved April 10, 2011, from http://www.pwc.com/en_GX/gx/retail-consumer/pdf/brazil.pdf. viii http://www.rio2016.org/en/the-games/the-event ix Dr. Deply-Neirotti, Lisa. “Olympic Spectators.” Rio21016 International Residency. George Washington University. Washington, DC. Presented 4/6/2011. x No Author. (2005, January). Reaching Brazilian Consumers. Brand Strategy, Issue 188, 48 – 50. xi PricewaterhouseCoopers. (2007). From Sao Paulo to Shanghai: New Consumer Dynamics, The Impact on Modern Retailing, Retrieved April 10, 2011, from http://www.pwc.com/en_GX/gx/retail-consumer/pdf/brazil.pdf. xii Smith, Aaron and Bob Stewart. (2007, November). The Traveling Fan: Understanding the Mechanisms of Sport Fan Consumption in a Sport Tourism Setting. Journal of Sport and Tourism, Volume 12, Numbers 3 – 4, 155 – 181. xiii Davis, J. The Olympic Games Effect: How Sports Marketing Builds Strong Brands, (2008) xiv “Ancient Olympic Events,” Tufts University. http://www.perseus.tufts.edu/Olympics/sports.html xv www.Olympic.org xvi Funk, Daniel C. Consumer Behaviour in Sport and Events: Marketing Action (2008). Burlington: Elsevier Ltd. xvii Silva Jr., Orlando. “Passing the Torch: Brazil’s Olympic Dream.” 7/1/2010. Retrieved on May 13, 2011 from http://www.brasil.gov.br/para/press/press-releases/february/4passing-the-torch-brazil2019s-olympic-dream xviii Macur, Julia. “Rio de Janeiro is Awarded 2016 Olympics.” The New York Times. 10/2/2009. http://www.nytimes.com/2009/10/03/sports/03olympics.html xix Dr. Deply-Neirotti, Lisa. “Olympic Spectators.” Rio21016 International Residency. George Washington University. Washington, DC. Presented 4/6/2011. xx Rosner, Scott R. and Kenneth L Shropshire. (2004). The Business of Sports. MA: Jones and Bartlett Publishers. xxi Dr. Deply-Neirotti, Lisa. “Olympic Spectators.” Rio21016 International Residency. George Washington University. Washington, DC. Presented 4/6/2011. xxii Ibid. xxiii Ibid. xxiv Conversation with Alexis Gros-Piron

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                                                                                                               xxvi Ibid. xxvii Conversation with Alexis Gros-Piron xxviii Luiz Fernando Lima. “Panel discussion with George Washington University and Pontifical Catholic University.” Pontifical Catholic University. Rio de Janeiro, Brazil. xxix Porter, Laura. ‘London 2012 Olympic Tickets. Retrieved from http://golondon.about.com/od/london2012olympics/a/2012OlympicsTickets.htm. May 5, 2011. xxx CoSport. https://www.cosport.com/. April 12, 2011. xxxi London 2012 Olympic Games. http://www.tickets.london2012.com/eligibility_p2.html. April 12, 2011. xxxii Nguyen, Anh. February 18, 2011. ‘London 2012 to Launch Website Checker.’ Retrieved from http://www.computerworlduk.com/news/security/3261708/london-2012-to-launch-website-checker/ xxxiiiBranch, Jr., Alfred. ‘StubHub!! and MLB Strike Precedent-Setting Secondary Ticketing Deal.’ http://www.ticketnews.com/news/StubHub!-and-MLB-Strike-Precedent-Setting-Secondary-Ticketing-Deal8227. August 2, 2007. xxxiv CTA.cv. “Fake Olympic Ticket Websites Shut Down by U.S.” http://www.ctv.ca/servlet/ArticleNews/story/CTVNews/20080805/olympic_Scam_080805/20080805?s_name=beijing2008. August 5, 2008. xxxv McWilliams, Kelly. “Vancouver Olympic Committee (VANOC) Today Launched Its Own Olympic Ticket Resale Site.” http://getpresales.com/olympic-ticket-resale-site-launched-by-vanoc/. December 23, 2009. xxxvi Brooks, Dave. January 21, 2010. “The Olympics Take a Stab at Secondary Tickets.” Retrieved from http://ticketsdotcom.blogspot.com/2010/01/olympics-take-stab-at-secondary-tickets.html xxxvii Kastelein, Archer. “Secondary Ticketing Marketplace a Huge Success at Vancouver 2010 Olympic and Paralympic Winter Games.” http://www.euticketnews.com/20100331547/secondary-ticketing-marketplace-a-huge-success-at-vancouver-2010-olympic-and-paralympic-winter-games.html. March 31, 2010. xxxviii Kastelein, Archer. “LOCOG Plans to Create Secondary Ticket Marketplace like Vancouver for London Olympic Tickets.” http://www.euticketnews.com/201102201114/locog-plans-to-create-secondary-ticket-marketplace-like-vancouver-for-london-olympic-tickets.html. February 20, 2011. xxxixLondon2012.com. March 2, 2011. ‘London2012 Customer Help’. Retrieved from http://tickets.london2012.custhelp.com/app/answers/detail/a_id/31549/session/L3RpbWUvMTI5OTk1MjE5Mi9zaWQvSUc1aFBMb2s%3D xl Dantas, Luri and Mario Sergio Lima. “Brazil Boosts Tax on Overseas Credit Card Purchases.” http://www.bloomberg.com/news/2011-03-28/brazil-boosts-tax-on-overseas-credit-card-purchases-correct-.html. March 28, 2011. xli “World Development Indicators.” World Bank. http://data.worldbank.org/indicator/IT.CEL.SETS.P2?cid=GPD_43. Retrieved May 25, 2011. xlii Kats, Rimma. June 9, 2010. ‘ESPN Offers Mobile Ticketing Service, Partners with StubHub!.’ Retrieved from http://www.mobilecommercedaily.com/2010/06/09/espn-announces-mobile-ticketing-service-partners-with-StubHub! xliii Ibid. xliv JAGTAG. Retrieved from http://www.jagtag.com/. May 6, 2011. xlv Berman, Chloe. 2009. “Beat the fraud games.” Travel Weekly (UK). EBSCOhost (accessed April 12,2001). xlvi Schmitt, B. (1999). Experiential Marketing. Journal of Marketing Management, 15(1-3), 53-67. Retrieved from EBSCOhost.

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                                                                                                               xlvii Schmitt, B. (1999). Experiential Marketing. Journal of Marketing Management, 15(1-3), 53-67. Retrieved from EBSCOhost. xlviii Schmitt, B. (1999). Experiential Marketing: How to Get Customers to Sense, Feel, Think, Act, and Relate. Free Press xlix O’Connell, M. “Olympic Sponsors Stage Large Experiential Marketing Campaigns in Vancouver”. bizbash.com. February 12, 2010. l FBMX News. “London Olympic’s bidding starts for experiential marketing sites at airports”. April 5, 2011. li Quainton, D. (2010). Not just hot air: the rise of experiential. Event, 14-15. Retrieved from EBSCOhost. lii Zimmerman, L. (2005) Experiential Marketing: How to Get Customers to Sense, Feel, Think, Act, Relate. An American Marketing Association - St. Louis Chapter White Paper. Zimmerman Markerting Research. liii Ibid.ii

liv EXPERIENTIAL MARKETING: working the front lines. (2009). Adweek, 50(35), S2-S12. Retrieved from EBSCOhost. lv Bradley, Anthony J. (January 2, 2010). A New Definition of Social Media. The Six Core Principles of Social-Media-Based Collaboration Report. http://blogs.gartner.com/anthony_bradley/2010/01/07/a-new-definition-of-social-media/ Retrieved April 5, 2011.

lvi Bradley, Anthony J. (January 2, 2010). A New Definition of Social Media. The Six Core Principles of Social-Media-Based Collaboration Report. http://blogs.gartner.com/anthony_bradley/2010/01/07/a-new-definition-of-social-media/ Retrieved April 5, 2011.

lvii Everything you need to know about social media but were afraid to ask/Brazil. ECCO International Communication Network & CSK Communicacao. December 2010. http://eccosocialmedia.files.wordpress.com/2010/04/brazil.pdf, May 3, 2011.

lviii Olympic.org. (no date) Olympism in Action- Olympic Values and Programmes. http://www.olympic.org/olympism-inaction Retrieved April 6, 2011. lix Kendall, Nigel. (April 8, 2011). Community Spirit. Olympics.org-Media-Latest News. http://www.olympic.org/media?articlenewsgroup=1&articleid=124280&searchpageipp=10&searchpage=1

Retrieved April 9, 2011.

lx Kendall, Nigel. (April 8, 2011). Community Spirit. Olympics.org-Media-Latest News. http://www.olympic.org/media?articlenewsgroup=1&articleid=124280&searchpageipp=10&searchpage=1Retrieved April 9, 2011. lxi Kendall, Nigel. (April 8, 2011) Community Spirit. Olympics.org-Media-Latest News. http://www.olympic.org/media?articlenewsgroup=1&articleid=124280&searchpageipp=10&searchpage=1Retrieved`April 9, 2011. lxii Kendall, Nigel. (April 8, 2011) Community Spirit. Olympics.org-Media-Latest News. http://www.olympic.org/media?articlenewsgroup=1&articleid=124280&searchpageipp=10&searchpage=1` Retrieved`April 9, 2011. lxiii http://itunes.apple.com/us/app/2010guide-vancouver-2010-olympic/id350892863?mt=8 lxiv The Ultimate Sports Apps Awards 2010. Sports Business International. September 2010. Sports Business Research Network.`Retrieved March 30, 2011. lxv "Showcase." Xomo Digital Inc. | Mobile Social Experiences. Xomo Digital. Web. 05 May 2011. <http://www.xomodigital.com/showcase.php>. lxvi International Technology Union.(January 2012). The World in 2010: ICT Facts and Figures Report. http://www.itu.int/ITU-D/ict/ lxvii Nielsen Wire. (January 22, 2010) Led by Facebook, Twitter, Global Time Spent on Social Media Sites up 82% Year over Year. http://blog.nielsen.com/nielsenwire/global/led-by-facebook-twitter-global-time-spent-on-social-media sites-up-82-yearover-year/ Retrieved on April 10, 2011. lxviii “World Development Indicators.” World Bank. http://data.worldbank.org/indicator/IT.CEL.SETS.P2?cid=GPD_43. Retrieved May 25, 2011.

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                                                                                                               xc www.weather.com xci Neto, Jose Ernesto Marino. GHN Market Report Brazil. December 2010. Global Hotel Network: Market Intelligence for the World of Global Hospitality. Retrieved May 3, 2011. xcii Neto, Jose Ernesto Marino. GHN Market Report Brazil. December 2010. Global Hotel Network: Market Intelligence for the World of Global Hospitality. Retrieved May 3, 2011. xciii "TripAdvisor Travelers' Choice Destinations Awards - Top 25 - World." Reviews of Hotels, Flights and Vacation Rentals - TripAdvisor. Web. 05 May 2011. <http://www.tripadvisor.com/TCDestinations>. xciv Neto, Jose Ernesto Marino. GHN Market Report Brazil. December 2010. Global Hotel Network: Market Intelligence for the World of Global Hospitality. Retrieved May 3, 2011. xcv Neto, Jose Ernesto Marino. GHN Market Report Brazil. December 2010. Global Hotel Network: Market Intelligence for the World of Global Hospitality. Retrieved May 3, 2011. xcvi Jackson, David. "Obama: Brazil Model for Budding Mideast Democracies - USATODAY.com." News, Travel, Weather, Entertainment, Sports, Technology, U.S. & World - USATODAY.com. 21 Mar. 2011. Web. 06 May 2011. <http://www.usatoday.com/news/washington/2011-03-21-obama21_ST_N.htm>. xcvii Neto, Jose Ernesto Marino. GHN Market Report Brazil. December 2010. Global Hotel Network: Market Intelligence for the World of Global Hospitality. Retrieved May 3, 2011. xcviii Neto, Jose Ernesto Marino. GHN Market Report Brazil. December 2010. Global Hotel Network: Market Intelligence for the World of Global Hospitality. Retrieved May 3, 2011. xcix "Major Investments in Rio De Janeiro | SoulBrasileiro." Soulbrasileiro. 23 Dec. 2010. Web. 11 May 2011. <http://soulbrasileiro.com/blog/major-investments-in-rio-de-janeiro/>. Retrieved May 11, 2011. c "Major Investments in Rio De Janeiro | SoulBrasileiro." Soulbrasileiro. 23 Dec. 2010. Web. 11 May 2011. <http://soulbrasileiro.com/blog/major-investments-in-rio-de-janeiro/>. Retrieved May 11, 2011 ci "Major Investments in Rio De Janeiro | SoulBrasileiro." Soulbrasileiro. 23 Dec. 2010. Web. 11 May 2011. <http://soulbrasileiro.com/blog/major-investments-in-rio-de-janeiro/>. Retrieved May 11, 2011