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 SPECTATOR22 SPECTATOR SURVEY...23 SURVEY RESULTS & ANALYSIS.24 SURVEY LIMITATIONS...31 RECOMMENDATIONS.32 SURVEY...34 TICKETS..39 HISTORY..40 RECOMMENDATIONS.42 EXPERIENTIAL MARKETING...47 MODEL48 HISTORY..48 CHALLENGES.49 RECOMMENDATIONS..50 OUT-OF-VENUE EXPERIENTIAL MARKETING.51 IN-VENUE EXPERIENTIAL MARKETING53 MONTHLY SPORT PROMOTION..55

SOCIAL MEDIA....57 INTRODUCTION.58 OVERVIEW...58 HISTORY59 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 MICROSOFTS 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 ENDNOTES89

REPORT AUTHORS

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

 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 Microsofts 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 Seattles 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

 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

INTRODUCTION

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 Everybodys 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

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 individuals 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.

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BRAZIL

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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 todays 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 countrys 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.

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BRAZILIAN CONSUMER
Local citizen involvement is a critical component of an Olympic host citys 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 events 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 events 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.

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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 populations 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 nations 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 events 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 sports popularity as well as inherent boundaries created by the countrys 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 childrens 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

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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 attendan 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 Brazils 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 citys passionate and transformational goals set forth by these Olympics, especially since 42 percent of the countrys 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 Janeiros hosting of the Olympics is viewed through the eyes of history. Indeed, evidence indicates that a spectators 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

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are designed to complement the sports being contested, the spectator experience in Brazil will be exactly as advertised unique, passionate, and transformational.

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SPECTATOR ENGAGEMENT

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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 worlds most highly-acclaimed megaevent. For this reason, providing a superior spectator experience is an integral part of the Olympic movement.xvi

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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., Brazils Minister of Sports, was quoted as saying, As the only South American candidate city, Rio de Janeiros 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

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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,

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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

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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 fans 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

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SPECTATOR SURVEY

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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 (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.

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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.

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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

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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.

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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

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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

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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 ROCOGs 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

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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.

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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 Sambdromo 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.

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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.

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SURVEY
Website: www.surveymonkey.com/s/rio2016
Rio2016 Spectator Experience Survey http://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 the spectator 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 annimas vai nos ajudar a melhorar a experincia do espectador com os Jogos Olmpicos 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 to 5, 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 voc passou assistindo jogos olimpicos passados? 1 2 3 4 5

2. Where do you get your news? (Check all that apply) De onde voc tira suas notcias? (Verifique todas as opes aplicveis) Internet Magazines (Revistas) Mobile applications (Aplicaes mveis) Newspapers (Jornal) Radio (Rdio) Social media (Meios de comunicao sociais Facebook, Orkut, Twitter, etc.) Television (Televiso) Word of mouth (De boca em boca) Other (outros)

3. If given the opportunity to purchase Olympic tickets, what Olympic Sporting events would you attend during the 2016 summer Olympic Games in Rio? (Check all that apply) Dada a oportunidade de comprar ingressos para as Olimpiadas, quais eventos olmpicos voc compareceria durante os Jogos Olmpicos de 1026 no Rio de Janeiro? (Marque todas as opes validas) Aquatics (Esportes aquticos) Archery (Tiro com arco) Athletics (Track and Field) (Atletismo) Badminton Judo (Jud) Kayaking (Caiaque) Modern Pentathlon (Pentathlon moderno) None (Nenhum)

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Basketball (Basquete) Boxing (Boxe) Canoeing (Canoagem) Cycling (Ciclismo) Equestrian (Hipismo) Fencing (Cercar) Football (Futebol) Golf Gymnastics (Ginstica) Handball (Handebol) Hockey (Hquei)

Rugby (Rugby) Sailing (Vela) Shooting (Tiro) Table Tennis (Tnis de tabela) Taekwondo Tennis (Tnis) Triathlon Volleyball (Voleibol) Weightlifting (Halterofilismo) Wrestling

4. What would be your primary motivation for attending an Olympic event? (Check one) Qual seria sua primeira motivao em comparecer a um evento olmpico? (Check um) Athletic competition (Espirito competitivo) Business/networking (Redes de negcios) Ceremonies (Cerimnias) Cultural experience (Experincia cultural) Educational experience (Experincia educacional) Historical significance (Significado histrico) 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 (No se aplica como eu no estou interessado em participar) Other (Outros)

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

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Se voc est interessado em comprar um bilhete para um evento olmpico, quais dos seguintes mtodos de compra voc estaria mais inclinado a usar?

In-person at venue or ticketing center - cash (Pessoalmente na sede ou no centro de emisso de bilhetes - dinheiro) In-person at venue or ticketing center - credit or debit card (Pessoalmente na sede ou no centro de emisso de bilhetes - carto de crdito ou dbito) Internet - credit or debit card (Internet - carto de crdito ou dbito) Mobile device - credit or debit card (Dispositivo mvel - carto de crdito ou dbito) Mobile device - cost of ticket added to mobile device bill (Dispositivo mvel - custo do bilhete adicionado ao projeto de lei do dispositivo mvel) Other (please specify)

6. How far would you be willing to travel to attend an Olympic event? Qual distancia voc estaria disposto a viajar para participar de um evento olmpico? 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)

7. Have you ever previously attended an Olympic Games? If yes, which games vs. events? Voc frequentou anteriormente a Jogos Olmpicos? Se sim, qual (s)?

Yes (Sim) No (No) If yes, which games vs. events (Evento(s))

8. If you answered yes to the previous question, please rate your experience at these Games, on a scale from 1 to 5, 1 being poor and 5 being excellent? Se a reposta questo anterior foi sim, como foi a sua experincia? Em uma escala de 1 a 5, onde 1 equivale a ruim e 5 excelente.

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9. Please list the reason(s) for your rating to the above question. Aliste por favor as razes para sua avaliao pergunta acima.

10. Any additional comments? Quaisquer outros comentrios adicionais?

Demographics Information: The following information will only be used to gather demographics data and will be kept strictly confidential. Informaes demograficas: as seguintes informaes s sero utilizados para recolher os dados demogrficos e sero estritamente confidenciais. 11. What is your gender? Sexo? Male (Masculino) 12. What is your age? Idade? Under 18 (Menores de 18 anos) 18-23 13. What is your approximate annual income, in Brazilian reals? O que o seu nvel aproximado de renda? Less than 10,000 (Menos de 10,000) 10,001 - 20,000 30,001 - 50,000 50,001 - 100,000 24-30 31-40 41-60 60+ Female (Feminino)

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20,001 - 30,000 14. What is your country of residence? Pais de origem? Brazil (Brasil) Argentina Paraguay (Paraguai)

More than 100,000 (Mais de 100,000)

Uruguay (Uruguai) Other (Latin America) (Outro (Amrica Latina)) Other (non-Latin America) (Outro (non-Latin America))

Concludo

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TICKETS

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HISTORY
Tickets to Olympic events are sold through a multi-step process. First, interested fans are asked to pre-register with their countrys National Olympic Committee (NOC) for events they are interested in attending. Each countrys 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 NOCs, ATRs are often used. The London Organizing Olympic Committee (LOCOG) has appointed multiple ATRs, 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

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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

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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 salesxxxvii 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 Vancouvers 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

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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

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actual paper or electronic ticket produced, but rather the ticket is assigned to the purchasers electronic identification (such as a credit card or drivers 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 ESPNs mobile website and be directed to StubHubs Ticket Center where they can purchase tickets to events.xlii To purchase a ticket, consumers use StubHubs 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

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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 JAGTAGs 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

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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.

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EXPERIENTIAL MARKETING

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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 spectators experience, but also enhance the sponsors investment. The goal of experiential marketing is to appeal to five different types of experiences in an effort to retain the spectators attentionxlvi. First, sensory experiences appeal to the five basic senses a human can experience. Affective experiences connect to a persons 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, socialidentity 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 sponsors brand while enhancing the spectators 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

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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 Hudsons Bay Company partnering with Coca-Cola. Hudsons Bay Company owned an existing structure where they hosted a collectibles trade show and they also hosted a nightly parade through one of the citys 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

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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 worlds 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.

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

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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 Rios 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 Microsofts 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

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novices an understanding of the sports 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

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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 Brazils 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

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each events 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 nations 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

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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.

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SOCIAL MEDIA

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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, Googles 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 longterm. 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

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long-term sustainability, viability and profitability of the Olympic Games for generations to come. In a recent article, Alex Huot, the IOCs 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

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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

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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

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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.

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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.

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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 Average Total Average Pages Average Unique Minutes per Visits per Visitors per Visitor Visitor Visitor Total Internet (15+ 1,561.0 2,109 58.0 years old) 37,527,000 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

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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.

Age Distribution of Facebook Users in Brazil

3% 1% 8% 15% 32% 30% 5% 6% 13-15 16-17 18-24 25-34 35-44 45-54 55-64 65-0
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.

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 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.

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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 ROCOGs 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

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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, ROCOGs official LinkedIn page has 213 members and this number is expected to grow and demand for human capital grows.

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INTERACTIVE MEDIA OPTIONS

ZYNGA
The viral success of Zyngas 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 69

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

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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, 71

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.

MICROSOFTS KINECT
Another lucrative activity for Olympic spectators is Microsofts Kinect. Kinect is an intuitive camera that works with Microsofts 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

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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 projects 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 Microsofts Kinect would not only be fun for spectators, but it would also promote Brazilian education and innovation as exhibited by Kipmans 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.

Kinects Launch with secret name Project Natallxxxii

Alex Kipman, Brazilian National, Director of Incubation at Xbox and Time 100 Nomineelxxxiii

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Microsofts 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 NBCs 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.

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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 CocaCola. 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.

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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

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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 Riots 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 userfriendly 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 businessfocused 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 citys 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, Rios 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 Brazils major companies, the resulting categorization of tourists shows that 55% of tourism in Rio was business related while 31.4% was attributed to leisure. Tripadvisors 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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Rio de Janeiro Hotel Distribution Per Star Category 27% 5% 25% 4%

39%

3 Star 4 Star 5 Star 1 Star 2 Star

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 higherend 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 Americas 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.

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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 2011Accor Hotels 186-room Novotel Barra. With Novotel and Sheraton currently holding the districts major hospitality offerings, a clear demand for further supply still remains.xcviii BNDES, Brazils 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 Electrical Energy Environmental Care Actions Information, Internet, and Communications Systems Labor Force Media Centre Olympic Village Ports and Airports Roads and Railroads Security Sports Facilities USD 549.90 USD 385.20 USD 915.90 USD 481.60 USD 1,129.00 USD 1,207.00 USD 412.85 USD 358.10 Amount Forecasted (millions) USD 868.58 USD 501.90

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

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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. Todays 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 Brazils 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 Ibid. Ibid.

ii

iii

iv Grover, Eric. (2009, September 15). Shifting Tides for Brazils 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-cardwaters.php. v Ragir, Alexander and Dawn Kopecki. (2011, January 10). Brazils Credit Boom Could End in Tears. Bloomberg Businessweek, Issue 4212.

vi Fraga, Arminio. (2010, January 18). Brazils 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-ofgrowth-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) Ancient Olympic Events, Tufts University. http://www.perseus.tufts.edu/Olympics/sports.html www.Olympic.org Funk, Daniel C. Consumer Behaviour in Sport and Events: Marketing Action (2008). Burlington: Elsevier Ltd.

xiv

xv

xvi

xvii Silva Jr., Orlando. Passing the Torch: Brazils 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. Ibid. Conversation with Alexis Gros-Piron

xxiii

xxiv

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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. London 2012 Olympic Games. http://www.tickets.london2012.com/eligibility_p2.html. April 12, 2011.

xxxi

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/ xxxiii Branch, 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=beijing2 008. 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-hugesuccess-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-likevancouver-for-london-olympic-tickets.html. February 20, 2011. xxxix London2012.com. March 2, 2011. London2012 Customer Help. Retrieved from http://tickets.london2012.custhelp.com/app/answers/detail/a_id/31549/session/L3RpbWUvMTI5OTk1MjE5Mi9zaWQvS Uc1aFBMb2s%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-withStubHub! xliii

Ibid. JAGTAG. Retrieved from http://www.jagtag.com/. May 6, 2011. Berman, Chloe. 2009. Beat the fraud games. Travel Weekly (UK). EBSCOhost (accessed April 12,2001).

xliv

xlv

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 OConnell, M. Olympic Sponsors Stage Large Experiential Marketing Campaigns in Vancouver. bizbash.com. February 12, 2010. l FBMX News. London Olympics 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 EXPERIENTIAL MARKETING: working the front lines. (2009). Adweek, 50(35), S2-S12. Retrieved from EBSCOhost.

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lv Bradley, Anthony J. (January 2, 2010). A New Definition of Social Media. The Six Core Principles of Social-MediaBased Collaboration Report. http://blogs.gartner.com/anthony_bradley/2010/01/07/a-new-definition-of-socialmedia/ Retrieved April 5, 2011. lvi Bradley, Anthony J. (January 2, 2010). A New Definition of Social Media. The Six Core Principles of Social-MediaBased Collaboration Report. http://blogs.gartner.com/anthony_bradley/2010/01/07/a-new-definition-of-socialmedia/ 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/olympisminaction 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.

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=1 Retrieved`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=1 ` Retrieved`April 9, 2011.
lxii 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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lxix 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. lxx 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-socialmediasites-up-82-year over-year/ Retrieved on April 10, 2011. lxxi Radwanick, Sarah. (February 2011) ComScore 2010 Mobile Year in Review. Annual Report. www.comscore.com Retrieved April 8, 2011. lxxii 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. lxxiii Lardinois, Frederic. "Facebook Growing Fast in Brazil, but Orkut Still Far Ahead." ReadWriteWeb - Web Apps, Web Technology Trends, Social Networking and Social Media. ComScore Media Metrix, 7 Oct. 2010. Web. 11 May 2011. <http://www.readwriteweb.com/archives/brazil_facebook_is_growing_fast_but_orkut_still_far_ahead.php>. lxxiv Brazil Facebook Statistics. http://www.socialbakers.com/facebook-statistics/brazil SocialBakers. Retrieved May 15, 2011 lxxv

YouTube: Statistics http://www.youtube.com/t/press_statistics Retrieved May 25, 2011

lxxvi Top YouTube Channels, Brazil, All Types FameCount. http://www.famecount.com/youtube-rank/Brazil Retrieved May 26, 2011 lxxvii Top YouTube Channels, Brazil, All Types FameCount. http://www.famecount.com/youtube-rank/Brazil Retrieved May 26, 2011 lxxviii

Wingflied, Nick, Ante, Spencer E. and Das, Anupreeta. (February 14, 2011) Zynga talks to investors value gamin concern at over $7 Billion. Wall Street Journal. Retrieved March 30, 2011.

lxxix

www.zynga.com http://bits.blogs.nytimes.com/2010/03/09/foursquare-introduces-new-tools-for-businesses/ Staff writer. (April 4, 2011) The 2011 Time 100 Poll: Alex Kipman. Time Magazine. http://www.time.com/time/specials/packages/article/0,28804,2058044_2060338_2060167,00.html http://www.donkeybiscuits.com/archives/4045 http://www.time.com/time/specials/packages/article/0,28804,2058044_2060338_2060167,00.html

lxxx

lxxxi

lxxxii

lxxxiii

lxxxiv Eaton, Nick. "Winter Olympics: A Showroom for Bing, Office, SharePoint | The Microsoft Blog - Seattlepi.com." Blogs - Seattlepi.com. Seattle PI: Microsoft Blog, 10 Feb. 2010. Web. 05 May 2011. <http://blog.seattlepi.com/microsoft/2010/02/10/winter-olympics-ashowroom-for-bing-office-sharepoint/>. lxxxv http://www.telegraph.co.uk/technology/mobile-phones/7829722/Wimbledon-2010-IBM-launches-augmentedreality-app-for-tennisfans.html lxxxvi Flinn, Ryan. (June 19, 2010) IBM creates U.S. Open App to Track Tiger Woods, Showcase Web Technology. Bloomberg. http://www.bloomberg.com/news/2010-06-19/ibm-creates-u-s-open-app-to-track-tiger-woodsshowcaseweb-technology.html Retrieved April 9, 2011. lxxxvii

The Ultimate Sports Apps Awards 2010. Sports Business International. September 2010. Sports Business Research Network. Retrieved March 30, 2011.

lxxxviii 2007-2010: National Tourism Plan- A Journey towards inclusion. Ministry of Tourism- Brazilian Government. January 2007. Retrieved May 3, 2011. lxxxix 2007-2010: National Tourism Plan- A Journey towards inclusion. Ministry of Tourism- Brazilian Government. January 2007. Retrieved May 3, 2011.

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