Applied Examples in Sports

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CHAPTER 10

CASE STUDY: THE GREAT NORTH RUN

INTRODUCTION

The event industry and particularly the sports event industry offer some of the most challenging and exciting opportunities in management. As peoplecontinuously search for difference and memorable personal experiences,hosting and participating in sports events have become increasingly popular.

A sports event that manages to successfully combine local community andelite-level competition with highly sustainable levels of participation is thatof the Great North Run (GNR). Developed by and for runners, regardless of ability or background, this road race has become one of the most prestigiousand largest half-marathons in the world. Such has been the success of theevent that the event organizers, Nova International Limited, have becomethe UK market leader in event management and sport marketing, and sincethe millennium have progressed on a transformative path of both local andglobal expansion.

Compiled through considerable desk and field research of stakeholderperspectives, this case study allows you to apply and demonstrate yourunderstanding, analysis and application of the various sport managementtools introduced within this text. Accounts of the GNR, its origins, growthand current portfolio, will be followed by a description of the key stake-holders to be managed and its current level of impact. This will providecontextual information to which the management tools from each chapterwill be concisely applied albeit in a ctitious manner to improve practice.

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GREAT NORTH RUN HISTORY

In 2010 the 30th Bupa Great North Run took place in the north-east of England, where once again participant demand (100,000) massively out-

stripped supply (54,000). Being described as ‘one of the most famous runs inthe world’ (Tyne Tees Television, 2000), ‘a North East institution’ (NirvanaEurope, 2000: 1) and more recently ‘the most iconic half-marathon on theplanet’ (Great Run, 2010a), the Great North Run has evolved into a majorsporting event by any criterion. The quantity of participants (54,000 runnersand 120,000 spectators), the quality of participants (world record holdersand performances), the complexity and diversity of stakeholders (more than60 organizations annually involved), the widespread international mediacoverage (185 countries) and the millions of pounds raised for charities meanthat the Great North Run has made a signicant social, sporting and economicimpact in what was once one of England’s most depressed regions (Nova,2000; Smith, 2001).

The origin of the aptly named ‘Great North Run’ event can be traced back tothe rich heritage of athletics in the region and, more specifically, to oneparticular person, Olympic medallist and local runner Brendan Foster. Inthe preparations for his nal Olympic Games, his winter training took himto Auckland in New Zealand, where he encountered the 10-kilometre Roundthe Bays Race. Captivated and inspired by the scene of 80,000 participantshaving so much fun, he set himself the goal of creating a mass-participationcommunity event in north-east England – an event that would offer friend-ship, rivalry, challenge and above all enjoyment for everyone. With four of his athletic club runner friends, John Caine, Max Coleby, Dave Roberts and

John Trainor, and over a few beers, the Great North Run concept was born(Caine, 2001).

The rest, as they say, was history, with the rst Great North Run taking placeon Sunday, 28 June 1981. As the event was developed as a philanthropicvoluntary hobby, it was never envisaged that it would be so popular or wouldgo on to affect so many lives. Overwhelmed by the initial response, the RaceDirector, John Caine (2001), recalls: ‘In 1981, there was no feel for it, or realgrasp of the scale of it. . . . We expected it to attract about 5,000 runners.However, applications just avalanched and we ended up with 12,000 entries.’

Since then, and as illustrated in Table 10.1, the event has grown considerably,

in terms of size, service offering and quality of running experience.The Great North Run quickly progressed to a professionally organized andmanaged major sports event or, more precisely, series of events. For example,

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such was the popularity of the Great North Run that by the early 1990shorizontal and vertical diversication was evident in the form of the Festivalof Sport, which included a Junior Great North Run, a 10-mile family walk anda 30-mile bike ride, and a national Great Run Series; and the event had gainedinternational governing body world half-marathon championship status.More recently the International Association of Athletics Federations (IAAF)has awarded Gold Label road race status, the ultimate world standard in roadrace organization, not just to the Great North Run but also to Nova’s GreatManchester and Great South events.

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Table 10.1 Historical milestones of the Great North Run

1981 First Great North Run on 28 June (12,000 runners; 10,677 nishers).

1984 25,000 runners: Europe’s biggest organized road race.

1986 Musyoki established a world record of 1 hour 43 seconds.Incorporated the nal of the Pearl Assurance half-marathon series, the AAAnational championships and the British Disabled Associationchampionships.

1987 Introduced the rst Junior Great North Run (5 miles).

1988 Festival of Sport initiated, involving a week of different activities, i.e. theGreat North Walk, Great North Ride, Tyne River Races, Junior Great NorthRun, Great North Roadshow and Great North Run.

1990 Introduced a Great Run Series that included the Great South, the Great Caledonian, the Great Midlands, the Great London and the Great Welshruns alongside the Great North Run.

1992 IAAF staged the rst ever world half-marathon championships in the Great North Run (33 countries).

Masya set a world half-marathon record time of 1 hour 24 seconds.

1993 Introduced mass warm-ups; bands on the run; more non-sporting celebrities.

2000 50,173 entries – the world’s biggest half-marathon.Initiated the rst Great North Open (golf event).

2001 Introduced the rst Great North Women’s Run in Manchester.

2003 Radcliffe broke the women’s world record over the distance in a time of 1hour 5 minutes 40 seconds.

2005 Zersenay recorded new world record time of 59 minutes 5 seconds.

2009 IAAF Gold Label road race status awarded to the event.

Information primarily sourced from Great Run (2010a).



Based upon the Great North Run formula of integrating elite, celebrity, cluband fun runners into a mass-participation event, this premier event is nowestablished as the world’s most popular half-marathon, with its tried andtested methods of implementation. From the outset it has been Nova’s jewel

in the crown of its portfolio of annual sport events. As illustrated in Table10.2 Nova manages running, swimming and walking events.

The UK Great Run series alone involves more than 150,000 participants eachyear (Great Run, 2010d). In addition, Nova has established numerous smallerjunior and mini events for younger runners, as well as the Tesco Great SchoolRun, a national school-based activity campaign that involves more than 3,000schools and a million children (Great Run, 2010c). As evident from Table10.2, Nova has more recently expanded both into overseas markets and into

other sports. As explained by their Managing Director:

It’s about looking at new markets and those outside of running andswimming. So, we will look at doing mass participation cycling. Wewill also build our television arm so we can start producing moreprogrammes. We will also look at how we can monetise the website interms of advertising, click-throughs and so on.

(Business Link, 2010)

On the basis of such developments, Nova International has quickly grown to become an international company of 52 employees with an annual turnoverof more than £12 million (Business Link, 2010).

MANAGEMENT AND IMPACT

Given the signicant growth of the event and its strategically aligned and

evolving portfolio, it was inevitable that the amateur voluntary hobby wouldhave to give way to more professional management. As the magnitude andcomplexity of these projects developed, more public, private and voluntaryorganizations, primarily from the diverse sectors of sport, health, educationand tourism, became involved. With all the stakeholders possessing theirown reasons and demands for involvement, more professional management

became a necessity. From a three-month project, the Great North Run pro-gressed to a 15-month management project, as it is today.

Figure 10.1 is a stakeholder map providing a general understanding of thestakeholders involved in delivering this annual event.

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T a b l e 1 0 . 2 N o v a

I n t e r n a t i o n a l L i m i t e d

2 0 1 0 b r a n d p o r t f o l i o

E v e n t

I n a u g u r a l

M o n t h

P a r t i c i p a n t

F u r t h e r

d e t a i l s

y e a r

h e l d

n u m b e r s

B u p a G r e a t R u n s e r i e s :

h t t p : / / w

w w . g r e a t r u n .

o r g / E v e n t s / D e f a u l t . a s p x

B u p a G r e a t W

i n t e r R u n

2 0 0 5

E a r l y J a n u a r y

3 , 0 0 0

N . B . J u

n i o r ( a g e d 9 – 1 6 y e a r s ) a n d / o r m

i n i ( a g e d

B u p a G r e a t E d i n b u r g h

R u n

2 0 0 5

E a r l y M a y

1 0 , 0 0 0

3 – 8 y e a r s ) r u n n i n g e v e n t s a r e a d d i t i o n a l l y s t a g e d

i n

B u p a G r e a t M a n c h e s t e r R u n

2 0 0 3

M i d - M a y

3 4 , 0 0 0

a s s o c i a t i o n w

i t h m a n y o f t h e s e e v e n

t s , a s a r e o t h e r

B u p a G r e a t N o r t h

1 0 k

2 0 0 9

L a t e J u l y

1 2 , 0 0 0

a n n u a l e v e n t s s u c h a s t h e


R u n

B u p a G r e a t Y o r k s h i r e

R u n

2 0 0 7

E a r l y S e p t e m b e r

8 , 0 0 0

C u l t u r e

( h t t p : / / w w w . g r e a t n o r t h r u n c

u l t u r e . o r g ) a n d


R u n

1 9 8 1

M i d - S e p t e m b e r

5 4 , 0 0 0

t h e 2 - k i l o m e t r e

T e s c o G r e a t S c h o o l

R u n

B u p a G r e a t S o u t h

R u n

1 9 9 0

L a t e O c t o b e r

2 2 , 0 0 0

( h t t p : / / w w w . g r e a t s c h o o l r u n .

o r g ) .

I n t e r n a t i o n a l r u n n i n g e v e n t s :

G r e a t I r e

l a n d R u n

2 0 0 3

E a r l y A p r i l

1 0 , 0 0 0

h t t p : / / w

w w . g r e a t i r e l a n d r u n .

o r g

G r e a t E t h

i o p i a n R u n

2 0 0 1

M i d - N o v e m

b e r

3 5 , 0 0 0

h t t p : / / w

w w . e t h i o p i a n r u n .

o r g

G r e a t A u s t r a l i a n

R u n

2 0 0 8

L a t e N o v e m

b e r

4 , 0 0 0

h t t p : / / w

w w . g r e a t a u s t r a l i a n r u n .

c o m . a u

G r e a t C i t y

G a m e s :

h t t p : / / w

w w . g r e a t c i t y g a m

e s . o r g

G r e a t C i t y

G a m e s M a n c h e s t e r

2 0 0 9

M i d - M a y

E l i t e

G r e a t M a n c h e s t e r 1 5 0

2 0 0 9

M i d - M a y

p e r f o r m e r s

G r e a t N o r t h

C i t y G a m e s

2 0 0 9

M i d - S e p t e m b e r

B r i t i s h G a s G r e a t S w

i m s e r i e s :

h t t p : / / w

w w . g r e a t s w

i m . o r g

B r i t i s h G a s G r e a t E a s t S w

i m

2 0 0 9

L a t e J u n e

2 , 0 0 0

B r i t i s h G a s G r e a t L o n d o n

S w i m

2 0 0 9

E a r l y J u l y

2 , 0 0 0

B r i t i s h G a s G r e a t S c o t t i s h

S w i m

2 0 0 9

E n d A u g u s t

2 , 0 0 0

B r i t i s h G a s G r e a t N o r t h

S w i m

2 0 0 8

E a r l y S e p t e m b e r

7 , 0 0 0

B r i t i s h G a s G r e a t S a l f o r d

S w i m

2 0 1 0

L a t e S e p t e m b e r

N / A

D i a b e t e s U K G r e a t N o r t h

W a l k

1 9 8 8

L a t e J u n e

R e c r e a t i o n

h t t p : / / w

w w . g r e a t w

a l k . o r g

I n f o r m a t i o n s o u r c e d

f r o m G r e a t R u n

( 2 0 1 0 b ) a n d G r e a t R u n

( 2 0 1 0 c ) .



The event was initially owned by a charitable trust (registered number3093780), The Great North Run Limited, which commissioned NovaInternational Limited, a private sector sporting events and marketing agency,to organize, market and promote the event on its behalf. Since then the charityhas been wound up, and Nova now owns all the rights associated with thisand its other events. It earns money by selling these rights to sponsors (suchas Bupa, Nike, British Gas and Powerade), television partners (such as SkySports, BBC and Five), location partners (such as Newcastle, Gateshead andSouth Tyneside city councils) and, as participant entries, the general public(Business Link, 2010). As elaborated by Nova’s Managing Director, this isachieved through ‘a dedicated team which coordinates the events, a market-ing team and we have our own television company, so we can do completeturnkey solutions, staging the event, marketing the event, promoting it andtelevising it’ (Business Link, 2010). From concept to implementation, the

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NOVA INTERNATIONAL LTD.Event organizer

THE GREAT NORTH RUN LTD.Event owner

MediaSponsors Governingbodies

Supportservices

Volunteers

Event runnersEvent spectators

Other stakeholders

Event participants

Figure 10.1 Original stakeholder map of the Great North Run event



original founders of the GNR are employed in either a full- or a part-time basis to make each event happen.

As highlighted in Figure 10.1, the event participants of the Great North Runcome from a broad array of different organizations. In just considering sponsors

this typically entails a title sponsor, ofcial media, a location, sportswear, asports drink, water, and a timing partner, as well as other ofcial suppliers.Such sponsorship opportunities reect both above- and below-the-linenancial or in-kind sponsorship, with the complexity of each being dependentupon the appropriate levels of negotiation and contractual legislation of eachevent. In addition, individual sponsors possess their own business networkand partners. For example, Bupa, an international health care leader, has beenthe Great North Run event title sponsor since 1993, one of the longest-running

sponsorships in any sport. It has sponsored countless sports events and tnessinitiatives, including a network of Bupa-approved health clubs across the UKand a teenage health and tness website to inspire teenagers to get off the couchand live more active lifestyles. With a reported 7,000 leads from each GreatNorth Run event (Nova, 2000), Bupa has a global reach of 10 million insurancecustomers from more than 190 countries (Bupa, 2009).

The media possess considerable power as a significant enabler of masscommunication and sponsorship. Using extensive television (terrestrial and

satellite), radio and print media, the Great North Run enjoys excellentinternational, national, regional and local coverage, which is enhanced by itsown in-house television production company FilmNova. The events accom-modate up to 100 media personnel each race day and can generate a globalaudience in excess of 150 million (Great Run, 2010c).

To attract the very best elite performers and ofcials from around the world,the event requires ofcial sanctioning from the international and nationalgoverning bodies of the sport. These include organizations such as the

International Association of Athletics Federations, UK Athletics, the EnglishFederation of Disability Sport and the British Wheelchair Racing Association.

Furthermore, it is the support services that are vital in providing their qualityservices before, during and after any major event that determine its success. Inthe case of the Great North Run, the three public sector authorities throughwhich the run passes – Newcastle, Gateshead and South Tyneside city councils– have always been heavily involved in the event, as have the British Red Cross,St John Ambulance, Northumbria Ambulance Service, Northumbria Police,

and the Tyne and Wear Fire and Rescue Service.As for most major sport events, it is the volunteers and community groupsthat form the backbone of the Great North Run. Volunteers alone amount to

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approximately 1,300 persons on race day, 100 at the start, 600 around thecourse, and 600 dispersed at the nish. This equates to 98 per cent of theworkforce. As elaborated by Allan Wilson (2001), the Great North Run FinishDirector, ‘15 voluntary organizations, from both sport and non-sport

backgrounds, have provided excellent voluntary support at the nish – 95per cent of them have always been involved and in most cases it is exactlythe same people, year after year’.

Whilst volunteers make up the vast majority of the workforce, it is the eventrunners and event spectators who constitute 99 per cent of stakeholderinvolvement at the event. They are obviously the Great North Run’s raison

d’être and, as briefly illustrated in Table 10.3, it appears that everyonepossesses his or her own personal motivation and inspirational story to tell.

And nally there are the many other stakeholders that are associated with theGreat North Run. Their diversity varies from national, regional and localeducation, health, sport and tourism organization projects through to thehundreds of charities that annually benet from runner participation. Forexample, in 2008 there were over 400 charities registered as Great Run charitypartners, and every year Great Run series runners raise more than £28 millionfor charitable causes (Great Run, 2010c).

Nova International Limited and the Great North Run are a perfect example of a sport organization with growth and dynamism that has provided social andeconomic benets to the individual, community and region, across both short-and long-term timescales. From a hobby and individual vision, the event hasevolved into a signicant focus for effective partnerships, an inspiration andpersonal challenge to so many. More than a million runners have alreadycompleted the event. In excess of 4 million spectators have watched it, andthe event has probably touched the life of every person in the region.

Demonstrating a genuine and socially inclusive approach to sport, the GreatNorth Run has proved that disability (wheelchair athletes were included inthe inaugural 1981 event), age (17- to 88-year-olds regularly run) and runningability (novice through to elite) are not a barrier to participation. Shoulderto shoulder, all participate as one and, best of all, the local community canjoin the party, as viewing the event is free! But, as every runner knows, theexperience, memories and anecdotes last so much longer than the day of competition. Behind every runner there exist family and friends who supportand share in the training rituals, the preparations, the disappointments, theserious and joyous moments, and the final celebrations. From lifestyleguidance and choice of pre-race meal, to what should be worn on ‘the day’,everyone becomes an expert.

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Through effectively managing a complex network of individual and collec-tive stakeholders, the Great North Run has become a catalyst to regenera-tion, developing active and healthy lifestyles, enhancing citizenship andimproving the vibrancy and quality of life in north-east England. Throughcontinuous innovation, reection and commitment, as well as a very sincereconcern for the quality of the runner experience, Nova International Limitedhas captivated, inspired, educated and entertained people both in the regionand beyond.

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Table 10.3 Great North Run motives

Participant category Personal story

First-time runner ‘I underwent a quadruple heart bypass operation at Papworth

Hospital. I discovered recently that it took four attempts to bring meround in intensive care. Having been fortunate enough to beprovided with a second chance, I want to give back something toothers who suffer from similar life-threatening illnesses. This iswhere I stop being an ‘also ran’ and become a runner with adestination! . . . One or two people who know me well will beaware that in normal circumstances I cannot run more than 100yards. . . . I started training for the race in October last year and cannow comfortably run 3,000 metres. I willcomplete the Great NorthRun and, in doing so, my goal is to raise £1 million for the Gift of

Life Commemorative Trust’ (Ellis, 2000).Disabled runner ‘Derek chose the Tommy Campaign to benet from his fund raising

efforts because he and his wife Angela lost two daughters bornsleeping several years ago. . . . To run the half marathon is all themore remarkable because of Derek’s disabilities. Not only is hedeaf, he has suffered with arthritis in his feet for more than 10 years,so much so that he had to have a toe removed and the bones in hisfeet fused. . . . “I reckon that I raised £1,508 per mile of the half marathon, and I am just so chuffed that I managed to complete the

run”’ (Rothwell and District Record, 2000: 23).Unusual running ‘We had one runner who couldn’t make it to the event as he hadexperiences to work, so he did it on the oil rig he was working at!’ (Roy, 2001: 1).

Overseas runner ‘She stumbled on the event when she was on holiday ten years agofrom USA over here. Entered at the last minute, begged for an entry, and we

let her run. And she has come back every year, makes thepilgrimage; she comes on her own. She’s in her sixties and has awhale of a time’ (Caine, 2001).

Proud parent/ ‘When I saw Jenny enter the nish straight, a lump came in myspectator throat. I began to cry and just hugged my husband – we were so

very, very proud of our daughter’s achievement’ (Anonymous).



MANAGEMENT TOOL APPLICATION

But where do the organization and event go from here? For this nal section,we address this question by systematically applying each chapter manage-ment tool to some element of the case study. Please note that, even thoughthese scenarios are based upon case study contexts, the information con-tained must be considered ctitious and does not represent the views of NovaInternational Limited. The examples introduced are merely developed forlearning purposes, providing you with specic contexts in which to recognizeapplied and competent management practice. Furthermore, given the breadthand depth of tools covered within each chapter, only brief and concisesnapshots will be selected here. More comprehensive analysis and evidence-

based reporting would be expected in your work-related practice.

Applied SWOT analysis (Chapter 2)

Introduction

Planning presupposes an understanding and appraisal of the current situa-tion. Using the organization as the unit of analysis, yet focusing predomi-nantly on its primary product, the Great North Run, Table 10.4 provides youwith a very basic SWOT analysis. From just three identified strengths,weaknesses, opportunities and threats, the use of other chapter planningtools can be demonstrated.

Management implications

Derived from this very short SWOT analysis, strategic planning options couldinclude:

■ Building and maintaining strengths, e.g. communicating and exploitingthe sustainable, inspirational and socially inclusive elements of mass-participation events.

■ Reducing or ideally eradicating weaknesses, e.g. formalizing Great NorthRun procedures, processes and plans, and employing as well as trainingnew staff to ensure event sustainability.

■ Prioritizing and optimizing the identied opportunities, e.g. developingnational programmes that address health agendas and exploit tech-nological reach. Currently started with the Nova (2009) ‘Take to thestreets’ programme (http://www.taketothestreets.org/) that helps peopletrain for their goal, whether this be at a local gym or at a Nova event.

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Table 10.4 Great North Run SWOT analysis example

Strengths Weaknesses

1 A mass-participation sports event that 1 The Great North Run is at maximum

can appeal to all ages and abilities and capacity. Increasing the number of roadhas been the catalyst to regional runners would be too dangerous givenregeneration, creating signicant and the historical start, nish and route,sustained social and economic impact. without losing the fundamental values

2 The organizing team is a long-established of the event.small group of former athletes with 2 A number of deaths have occurredunrivalled road race expertise and naturally on race day (Bird, Powell andcontacts in the athletic world, e.g. Goodbody, 2005). Not unusual givenmulti-world record holder Haile the volume of spectators andGebrselassie, a personal friend of participants, but this has created

Brendan Foster the GNR founder, was negative press on what should be aninstrumental in establishing the Great enjoyable celebration of life.Ethiopian Run. 3 The organizing team and many

3 Key components and decisions can be volunteers have largely been the samecontrolled from within one organization, for three decades, which has meant e.g. Nova historically possessed an event excellent contemporary practicaldivision, a media division (FilmNova), knowledge but little has been writtena clothing division (View From) and a down and no project management planmarketing division. exists.

Opportunities Threats

1 Sport and business expectations, 1 With an increased frequency of sportsprofessional management training and and events there are now clutteredcareer opportunities have signicantly schedules with unprecedenteddeveloped at both local and international competitive offerings, e.g. Londonlevels. Marathon or new sports such as parkour

2 Governments are establishing tness, (free running).health and wellness campaigns to stem 2 Increased accountabilities, safetyrising obesity rates and reduce health costs. expectations and hosting costs, e.g.

3 Technological developments and 2010 saw its open water British Gasreliance on computers and mobile Great Scottish and North Swim eventsphones have grown exponentially in cancelled owing to toxic algae (Great the last decade. This has signicant Run, 2010b).implications for participant pre- and 3 Developed societies are increasinglypost-communications and race day valuing and expecting sociallyoperations, e.g. IPICO timing chips used responsible ethical and environmentalby all runners as their race timing device management practices.(Great Run, 2010e).



■ Combating the threats, e.g. highlighting the social causes of runners andcorporate socially responsible behaviours of environmentally friendlymanagement practices.

Meeting these goals and further growing the business are likely to entail oneor more of Ansoff’s (1957) growth strategies, namely:

■ market penetration (current product, current market), e.g. within oracross years offering discounts or creating loyalty schemes for partici-pants who engage in Nova’s multi-events programme;

■ product development (new product, current market), e.g. introducing adevelopmental programme of mass dance or cycling events to key UKcities already used so as to help reduce obesity rates;

■ market development (current product, new market), e.g. using the triedand tested Great North Run formula to enter and establish a series of events in other potentially untapped economic countries such as Indiaor China;

■ product diversification (new product, new market), e.g. creating newproduct ranges such as healthy sport drinks, watches or even an in-houseradio station.

Some of these directional strategies will be further exploited via the appliedmanagement tool examples to follow.

Applied performance criteria and measures (Chapter 3)

Introduction

Each organization involved with the Great North Run should possess its own

reasons and purpose for being so. This should include establishing per-formance criteria and measurements that will determine the effectiveness of its actions. Table 10.5 illustrates two such organizational examples, with theestablishment of hierarchical and logically aligned criteria.


Such aims, objectives and key performance indicators provide clarity, focusand shared commitment towards goal achievement. They in turn act as plan-ning and motivating targets from which subsequent processes, systems andactions can be determined and justied.

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Table 10.5 Great North Run performance criteria and measures

Organization Performance criterion Performance measure

Nova Event mission To organize the world’s best, safest and most

International enjoyable running event.Event aims 1 To stage an enjoyable and competitive event that provides an opportunity for communityinvolvement, as well as national andinternational participation

2 To facilitate participants’ raising money forcharity.

SMART objectives 1.1 Develop and implement recruitment (examples relating strategies by 1 January 20XX that will attract:

just to aim 1 above) – 5 of the top 10 IAAF world-ranked male

and female half-marathon runners;– 20 female celebrity runners;– at least 5 per cent more wheelchairparticipants than last year;– at least 30 per cent of runners fromprevious Great North Run events;– runners from more than 50 countries, vecontinents and every postcode in the UK.

1.2 Host four pre- and two post-race events that allow members of the general public tomeet, have photos with and autographssigned by the elite and celebrity runners.

1.3 Employ 25 volunteers at least one monthbefore the event to help local runnersproduce press releases and capture photosthat can successfully capture theirinspirational story for local media coverage.

Key performance ■ At least 100 ϫ 10-centimetre column storiesindicators (examples printed in different local papers before therelating just to GNR.objective 1.3 above ■ Five of these stories to be captured byand ranked in order FilmNova and then broadcast on televisionof importance) with the theme ‘a race within a race’. To be

shown one week before the event and thenfollowed up during and after the event toinspire others to participate in next year’sevent.

■ Award ve prize winners of the best ‘community photograph’ the opportunity toparticipate in an all-expenses-paid Novaevent as well as to see their photo and nameprinted in a national newspaper.



Applied risk analysis (Chapter 4)

Introduction

As identied in the SWOT analysis, one of the Great North Run’s weaknessesis the participant deaths that have been encountered in the race’s history.Given that the road race is at maximum capacity and uses a route that is notspecifically designed for running, risk assessment, treatment and controlpractices must be continuously appraised and documented. An example of an output of this process is provided in the brief risk assessment extract inTable 10.6.

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Table 10.5 Continued

Organization Performance criterion Performance measure

Nike Event aims 1 To enhance the experience of a Great North

(ofcial Run runner in a fun and exciting way.sportswear 2 To inspire and empower new and existing partner of the communications with Nike+ (see Table 2.3Bupa Great and Chapter 2) runners at the event.Run series)

SMART objectives 2.1 Develop and implement a 16-week(examples relating pre-event and post-event communication

just to aim 2 above) strategy with all Nike+ runners by 30 April20XX.

2.2 Recruit at least 200 new mobile phone users

to the Nike+ hotline one month before theevent.

2.3 Sell at least 500 Nike+ running products tothis year’s Great North Run entrants withinone month of the event date.

Key performance ■ Provide at least 1,000 signed-up Nike+indicators (example runners with a pre- and post-run networking relating to just forum that will include:objective 2.1 above) – pre-event training schedules, expert

advice, and access to new running partnersand products;– post-event graphically displayed split timesand certicate immediately after the event;– post-event Nike+ VIP runners comfort

zone situated in the nish area that willpermit docking stations for Nike+equipment, a family meeting point, a chill-out music area and massage.

Ideas sourced from Connelly (1996) and Great Run (2010c).



T a b l e 1 0 . 6 G r e a t

N o r t h

R u n r i s k a s s e s s m e n

t

R i s k n u m

b e r

I d e n

t i e d

P e o p l e

E x i s t i n g p r e c a u

t i o n s

P r o

b a b

i l i t y S e v e r i t y

R i s k

F u r t h e r a c t i o n s

a n d t y p e

h a z a r d

a f f e c t e d

l e v e l

1 . 1

H u m a n

S t a r t : L a r g e

C o m p e t i t o r s ,

O p e r a t i o n a l m a n a g e m e n

t p

l a n i n

4

1

4 =

L o c a l a u

t h o r i t y a n

d

f a c t o r

n u m

b e r s o

f

s p e c t a

t o r s

p l a c e f o r

t h e s t a r t ; c o m p e t i t o r s

l o w

/

e m e r g e n c y s e r v i c e s

p e o p

l e

a n d s t a r t

a r e p r e - i n

f o r m e d v i a

i n f o r m a t i o n

m e d

i u m

m a j o r i n c i d e n

t p

l a n s

a s s e m b l i n g

o f c i a

l s

b o o

k l e t a n

d m a i l - o u

t ; u s e o

f

w o u

l d b e

b r o u g h

t i n t o

a t t h e s t a r t

i n f o r m a t i o n a n

d d i r e c t i o n a l

o p e r a t i o n

i n t h e e v e n

t

a r e a

s i g n a g e ; m a r s h a l s p r o v i d e d

t o

o f t h e n e e d

t o e v a c u a t e

m a n a g e a s s e m

b l y p r o c e d u r e ;

t h e s t a r t a r e a

f o r a n y

p o

l i c e p r e s e n c e

t o a s s i s t w

i t h

r e a s o n .

e v e n t s a f e t y ; u s e o f

P A t o k e e p

c r o w

d s

i n f o r m e d ; u s e o

f b i g

s c r e e n s

t o r e l a y m e s s a g e s .

1 . 2

H u m a n

S t a r t :

S t a r t a r e a

U s e o

f p r o

f e s s i o n a l c o n

t r a c t o r s

2

1

2 =

l o w

V i s u a l i n s p e c t i o n –

S t a r t

f a c t o r

C o n s t r u c t i o n

s e t - u p t e a m

,

w o r k i n g

t o r e l e v a n t

i n d u s t r y

D i r e c t o r

.

o f s t a r t g a n

t r y

c o m p e

t i t o r s

s t a n d a r d s .

a n d o f

c i a l s

1 . 3

H u m a n

R o u

t e :

C o m p e t i t o r s

P o

l i c e p r e s e n c e a n d

4

2

8 =

S i g n a g e

t o b e

f a c t o r

P i n c h p o

i n t

d e p

l o y m e n

t a s

i d e n

t i e d

i n

m e d

i u m

i n t r o d u c e d ; p a d

d i n g

t o

a t X X X

N o r t h u m

b r i a

P o

l i c e o p e r a t i o n a l

b e a d

d e d t o s t r e e t

s u p p o r t p

l a n .

f u r n

i t u r e ; v i d e o

f o o

t a g e

t o b e

t a k e n

f o r

f u t u r e

a n a l y s i s ; e v e n

t c o n

t r o l

d e c i s i o n

t o c o n

t r o l

r o u n

d a b o u

t o n

t h e

d a y

i f r e q u i r e

d .



1

2

3

4

5

6

7

8

9

10

11

12

13

4

5

6

7

8

9

20

1

23

4

5

6

7

8

9

30

1

2

3

4

5

6

7

8

9

40

41 T a b l e 1 0 . 6 C o n

t i n u e

d

R i s k n u m

b e r

I d e n

t i e d

P e o p l e

E x i s t i n g p r e c a u

t i o n s

P r o

b a b

i l i t y S e v e r i t y

R i s k

F u r t h e r a c t i o n s

a n d t y p e

h a z a r d

a f f e c t e d

l e v e l

1 . 4

H u m a n

R o u

t e :

C o m p e

t i t o r s

D u

t y o

f c a r e a n

d m e

d i c a l

4

3

1 2 =

C o m p r e

h e n s i v e r e v i e w

f a c t o r

G e n e r a l

a n d

a r r a n g e m e n

t s a s s e t o u

t i n t h e

h i g h

o f m e

d i c a l

p a r t i c i p a n

t

s p e c t a

t o r s

e v e n

t ’ s m u

l t i - a g e n c y

m e

d i c a l

a r r a n g e m

e n

t s e a c h y e a r

a n d s p e c t a t o r

r e s p o n s e o p e r a t i o n p

l a n .

t h r o u g h

t h e r a c e

i n j u r i e s

U n

d e r

t h e a u s p

i c e s o

f B r i t i s h

d o c t o r .

R e

d C r o s s

N o r t h u m

b r i a

B r a n c h ,

t h e

N E A S p a r a m e

d i c

m o

t o r c y c l e s

a n d V A S a m

b u

l a n c e s .

S o u r c e : A

d a p

t e d f r o m

N o v a

I n t e r n a t i o n a l (

2 0 0 0 ) .




Having proactively identified, evaluated, categorized and prioritized theevent risks, you can establish thresholds to trigger either management actionsto control the risks or acceptance of the consequences. In the case of manag-

ing the Great North Run, normal and emergency operation procedures areannually reviewed and approved by multi-agency specialist emergencyservices. Nova’s safety plan alone documents more than 300 pages of detailthat includes pre- and post-road closures, trafc management arrangements,runner route maps, start and finish area plans, command flow charts,management of emergency situations and even fatality procedures (NovaInternational, 2000).

Applied job description (Chapter 5)

Introduction

With international development being one of Nova’s immediate growthstrategies, a new position has been created in the company, namely a Logisticsand Transport Manager for the Great Run event series. A fictitious jobdescription for this position (with some common areas omitted) is presented

in Table 10.7.


Having identied the context-specic nature and requirements of the posi-tion, as well as the essential and desirable characteristics of the ideal person,you can plan your recruitment, selection and induction processes. Rememberthat to improve your operational performance and future productivity in anyservice industry people are your most valuable assets.

Applied product life cycle and Boston Consulting Group matrix(Chapter 6)

Introduction

In 2005 Nova reviewed its event portfolio. Based upon running numbers(sales) and the year of inaugural event (sales volume), it located each event

on the product life cycle, as illustrated in Figure 10.2.In addition, Nova considered broader data sources that related to the controlit had over its market (measured as market share) as well as the attractiveness

217case study



T a b l e 1 0 . 7 G r e a t

R u n s e r i e s

L o g i s t i c s a n

d T r a n s p o r t

M a n a g e r

j o b d e s c r i p

t i o n

T i t l e o f p o s i t i o n : L o g i s t i c s a n d

T r a n s p o r t M a n a g e r

R e p o r t s t o : E v e n t D i r e c t o r

P u r p o s e o

f t h e r o

l e

T o e n s u r e

t h a t N o v a e v e n

t s r u n o n

t i m e ,

t o b u

d g e t a n

d t o d e n e d q u a l i t y s t a n

d a r d s , a

L o g i s t i c s a n

d T r a n s p o r t

M a n a g e r

i s r e q

u i r e d t o t a k e r e s p o n s i b

i l i t y t o s c o p e a n

d i m p

l e m e n

t t h e f r e i g h

t , l o g i s t i c a n

d r e g i o n a l t r a n s p o r t s e r v i c e s

o f t h e

G r e a t R u n

E v e n t s e r i e s . T h i s p o s i t i o n w

i l l i n v o

l v e w o r k i n g c l o s e l y w

i t h E v e n t S e r v i c e s t o d e v e l o p

p o

l i c i e s a n

d

p r o c e d u r e s f o r

t h e

t r a n s p o r t o

f e q u

i p m e n t

b e t w e e n s p o r t a n

d n o n - s p o r t v e n u e s .

R e s p o n s i

b i l i t i e s

1 F r e i g h t

■

D e v e l o p a n

d i m p

l e m e n

t p o

l i c i e s a n

d p r o c e d u r e s

f o r

t h e

t r a n s p o r t o f e q u

i p m e n

t b e t w e e n e v e n

t b a s e s .

■

P r o v i d e a n e f f e c t i v e o p e r a t i o n a l l i n

k b e t w e e n a n y a p p o

i n t e d f r e i g h t s e r v i c e p r o v i d e r a n

d N o v a e v e n

t s .

■

M e e t m o n

t h l y w

i t h t h e

E v e n t D i r e c t o r t o

p l a n a n

d r e v i e w

f r e i g h t o p e r a t i o n s a n

d p r o v i d e r e g u

l a r w o r k p

l a n s .

2 L o g i s t i c s

■

S c o p e

t h e e q u

i p m e n

t r e q u

i r e m e n

t s a t v e n u e s , s u c h a s ,

b u

t n o

t l i m i t e d t o

, t h e s t a r t a n

d n i s h a r e a s ,

t h e m a i n

o p e r a t i o n s c e n

t r e , a n

d t h e m e d

i a a n

d V I P c e n

t r e s .

■

C o o r d

i n a t e

t h e

t - o u

t , b u m p - i n a n

d d e c o m m

i s s i o n

i n g o

f t h e s p o r t a n


■

M a n a g e o n e o

f t h e o n - s i t e s t o r a g e

f a c i l i t i e s .

3 S t a f f m a n a g e m e n

t a n d t r a i n i n g

■

M a n a g e a n

d m o

t i v a t e a

t e a m o

f l o g i s t i c s

a n d t r a n s p o r t v o

l u n

t e e r s .

■

P r o v i d e

t r a i n i n g a n

d d e v e l o p m e n

t i n i t i a t i v e s t o i m p r o v e p e r f o r m a n c e , e f

c i e n c y a n

d s a f e t y .

■

O v e r s e e a n

d s u p p o r t t h e p r o

j e c t s u n

d e r t a k e n b y

t h e

L o g i s t i c s

O p e r a

t i o n s

A s s i s t a n

t s .

4 R e g i o n a l t r a n s p o r t c o o r d

i n a t i o n

■

S c o p e , p l a n a n

d c o o r d

i n a t e

t h e

t r a n s p o r t r e q u

i r e m e n

t s t h r o u g h

t h e e v e n

t ’ s T r a n s p o r t N e t w o r k a n

d

C o m m u n i c a t i o n

P l a n

.

■

D e v e l o p t i m e l y r o u

t e p

l a n s

f o r

t h e a r r i v a

l a n d d e p a r t u r e o

f e l i t e a t h l e

t e s f r o m

t h e a i r p o r t o r

t r a i n s t a t i o n

t o h o

t e l

a n d o

f c i a l s p o r t a n


■

E n s u r e

t r a n s p o r t s u p p

l i e r s a r e a p p r o p r i a

t e l y b o o

k e d a n

d c o n

r m e d , a n

d s c h e d u

l e d i n f o r m a t i o n i s c o m m u n

i c a t e d

t o a l l r e l e v a n

t s t a k e h o

l d e r s .

5 R i s k m a n a g e m e n

t

■

A s s i s t i n

t h e

d e v e l o p m e n

t o f t h e

l o g i s t i c a n

d t r a n s p o r t p o

l i c y , p r o c e d u r e s a n

d r i s k r e g i s t e r .



6 G e n e r a l

■

E n s u r e p o s

i t i v e w o r k i n g r e l a t i o n s h i p w i t

h a l l s t a k e h o l d e r s t h r o u g h e f c i e n t c o m m u n i c a t i o n .

■

U n d e r t a k e o t h e r d u t i e s a s d e t e r m

i n e d b y

t h e E v e n t D i r e c t o r t o m e e t o r g a n i z a t i o n o b j e c t i v e s .

K e y r e l a t

i o n s h i p s

E x t e r n a l – v e n u e s ; s p o n s o r s ; s u p p l i e r s ; b o r d e r c o n t r o l a g e n c i e s .

I n t e r n a l – a c c r e d i t a t i o n ; c o r p o r a t e

h o s p i t a l i t y a n d

V I P s e r v i c e s ; I C

T M a n a g e r ; E v e n t S e r v i c e s ; v o l u n t e e r s .

K e y c o m p e t e n c i e s

E s s e n t i a l c r i t e r i a :

r e q u i r e d

– P r o j e c t m a n a g e m e n t e x p e r i e n c e o f h o s t

i n g i n t e r n a t i o n a l e v e n t s .

– A d v a n c e d k n o w l e d g e o f M

i c r o s o f t P r o j e c t ,

W o r d ,

E x c e l , P o w e r P o i n t .

– E x c e l l e n t o r g a n i z a t i o n a l s k i l l s , a b l e

t o j u g g l e c o n i c t i n g p r i o r i t i e s p r o f e s s i o n a l l y a n d c o p e e f f e c t i v e

l y u n d e r

p r e s s u r e .

– W i l l i n g n e s s t o

t a k e o w n e r s h i p a n d

b e h e l d a c c o u n t a b l e .

– A b i l i t y t o c o m m u n i c a t e e f f e c t i v e l y w

i t h s e n i o r l e v e l s o f m a n a g e m e n t .

D e s i r a b l e c r i t e r i a :

– Q u a l i c a t i o n s i n

l o g i s t i c a l m a n a g e m e n t o r a r e l a t e d

d i s c i p l i n e .

– P r o v e n e x p e r i e n c e

i n p r o v i d i n g

l e a d e r s h i p a n d

d i r e c t i o n t o s t a f f .

A d d i t i o n a l

A s w e l l a s o f f e r i n g s t a f f t h e o p p o r t u n i t i e s t o w o r k o n s o m e o f t h e

b i g g e s t a n d

b e s t s p o r t i n g e v e n t s i n t h e w o r l d , w e

i n f o r m a t i o n

p r o v i d e t h e m w

i t h t r a i n i n g o p p o r t u n i t i e s , c o m p e t i t i v e s a l a r i e s a n d a s u p p o r t i v e e n v i r o n m e n t i n w

h i c h

t o d e v e l o p

t h e i r c a r e e r s . A

l l s t a f f r e c e i v e 2 5 d a y s ’ h o l i d a y p e r y e a r , a g e n e r o u s p e n s

i o n s c h e m e , a n n u a l b o n u s e s , s t a f f d i s c o u n t s

a n d a r a n g e o

f o t h e r e x i b l e b e n e t s .

S o u r c e : A d a p t e d

f r o m G r e a t R u n

( 2 0 1 0 f ) a n d

I n t e r n a t i o n a l R u g b y B o a r d ( 2 0 1 0 ) r e c r u i t m e n t p o s i t i o n s .



and potential future sales of this market (market growth). Nova had pre-viously reviewed its strategic business units of events (E), marketing (M),television (T) and clothing (C) divisions, and plotted the BCG matrix ndingsas shown in Figure 10.3.


From the ndings it was apparent that the majority of events could be foundin the maturity stage of the PLC as well as primarily just in one market,running. This left Nova particularly vulnerable in terms of its long-termfuture and limited product range. From Figure 10.3 it was additionallyevident that the events division was its most protable strategic businessunit and that its clothing division was its poorest. Management decisionsderived from these data led to the following growth strategy actions:

■ new running events in the UK and overseas, e.g. the introduction of theGreat Winter and Edinburgh Runs in 2005, the Great Yorkshire Run in2007, the Great Australian Run in 2008 and the Great North 10k race in2009;

■ new types of running events in the UK, e.g. Great City Games in 2009;

220case study

1234

5678910111213456789201

23456789

301234567894041

REVEN

UE

&

PROFIT

0

TIME

Key:1 = Great North Run; 2 = Great North Walk; 3 = Great South Run; 4 = GreatEthiopian Run; 5 = Great Manchester Run; 6 = Great Ireland Run

Introduction Growth Maturity Decline

Sales

6

5Profit

1

3

4

2

Figure 10.2 Nova’s product life cycle of events



■ new sports events in the UK, e.g. the Great North Swim in 2008; the GreatEast, London and Scottish Swims in 2009 and the Great Salford Swim in2010;

■ to maintain a balanced portfolio, the sale of its clothing line (View From),with the money used to invest in the marketing and television divisions.

Applied project management analysis (Chapter 7)

Introduction

Another of the weaknesses identied in the SWOT analysis was that the veryexperienced event team possessed considerable practical knowledge but verylittle had been formalized on paper, not least the vital planning schedule.Furthermore, aligned with professional and technological developments,planning and tracking software became readily available to grow the businessand share the expertise within the company. This led to the softwareprintouts presented in Figures 10.4 to 10.7.

Management implications Management interpretation of the project management information containedwithin Figures 10.4 to 10.7 include:

221case study

High

High

E

SBUMarketGrowthRate

MT

C

Low Low

Cashcows

Questionmarks

Relative SBU Market Share

Stars

Dogs

Figure 10.3 Boston Consulting Group matrix applied to Nova’s strategic businessunits



I D

T a s

k N a m e

D u r a

t i o n

6 4

A p p

l i c a

t i o n

C l o s

i n g

D a

t e f o r R u n n e r s

0 d a y s

6 5

F i n a

l i s e

N u m

b e r o

f R u n n e r s

1 d a y

6 6

S e n

d O u

t I n f o r m a

t i o n

P a c

k s

7 d a y s

6 7

F i n a

l i s e

E v e n

t S c

h e

d u

l e

1 5 d a y s

6 8

V o

l u n

t e e r s

T r a

i n i n g

1 5 d a y s

6 9

S e

t U p

R o u

t e

1 d a y

7 0

R o a

d C l o s u r e

1 d a y

7 1

R a c e

S t a r t

0 d a y s

7 2

R a c e

F i n i s h

5 h r s

7 3

A w a r d s

C e r e m o n y

2 h r s

7 4

R e - O p e n

i n g o

f R o a

d s

3 h r s

7 5

E v e n

t E v a

l u a

t i o n

1 0 d a y s

7 6

S p o n s o r s

3 6 d a y s

7 8

P e r m

i s s

i o n s

2 5 d a y s

8 0

C e

l e b r i t i e s

2 3 d a y s

8 3

V o

l u n

t e e r s

3 5 d a y s

8 5

H e a

l t h & S a

f e t y

2 7 d a y s

8 7

R a c e

F i n i s h A r r a n g e m e n

t s

1 4 7 d a y s

8 8

E n

t e r t a

i n m e n

t

8 d a y s

3 0 / 0 3

S e n i o r

M a n a g e m e n

t T e a m ;

E v e n

t D i r e c

t o r

M a r k e

t i n g

T e a m

S e n

i o r

M a n a g e m e n

t T e a m E

v e n

t D i r e c

t o r ;

S t a r t

& F i n i s h D i r e c

t o r

E v e n

t D i r e c

t o r ;

S a

f e t y O f f i c e r

S a f e

t y O f f i c e r

1 7 / 1 0

A l l S t a f f

E v e n

t D i r e c

t o r ;

M a r k e

t i n g

T e a m

S a f e

t y O f f i c e r

S e n

i o r

M a n a g e m e n

t T e a m ;

E v e n

t D i r e c

t o r ;

S p o n s o r s

E v e n

t D i r e c

t o r ;

F i n i s h D i r e c

t o r

M a r

A p r

M

a y

J u n

J u

l A u g

S e p

O c

t N o v

D e c

J a n

F e

b

M a r

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Applied Examples in Sports