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Attraction And Event Management Analysis

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2014 Winter Olympics:

XXII Winter Olympic Winter Games, one of the most major international multi-sport event of the world, involves lots of energy, efforts, resources, emotions to organize (Derman et al. 2016). Different sports lovers all over the world enjoys multi sports events of this sports occasion. World class players prepare themselves to perform here in order to conquer the heart of the sports lovers. Numerous numbers of sponsors, media houses, work tirelessly to make this event successful. Commonly called as Sochi 2014, this event held in Sochi, Russia from February 7 to February 23. Russia became the fortunate host of Winter Olympics for the first time since 1991. Winter  Olympics event of 2014 can be considered as one of the most expensive events in the world history (MacArthur et al. 2016). High level event management strategies were used to make this event successful.

Event Management:

Events are managed and organized by event management strategies. These strategies are applied to create and develop different level events (Gration et al. 2016). Event management is also can be described as marketing tool used by different authorities to make their event more attractive and irresistible. Features and activities of event management activities vary according to the nature and target group of the event. 2014 Winter Olympic games are associated with the emotion of 88 nations, dedication of 2,873 participants and support of numerous number of sports lover across the world (Kirilenko and Stepchenkova, 2017). Event management principles are strictly practiced and featured in the organization of this world class event. In this assignment planning and arrangements of 2014 Winter Olympics will be discussed and analysed in the light of  Event Life Cycle Model.

Event Life Cycle Model:

Event Life Cycle Model emphasizes on 5C in organizing an event, big or small. These 5Cs are divided into three interconnected phases.

Event Concept: Event managers should have visualize the concept of event they are going to organize. Scope of the event be identified before organizing an event. Event managers should develop the lists of related stakeholders, event management teams & organizations in the planning phase of the event (Granadillo et al. 2016).

Event Coordination: Event methodology should be developed. Scheduling of the events should prepared and co-ordinated in this stage. Roles and responsibilities are delegated and presented to the different event management teams. Managers play an important role in co-ordinating information in this stage.

Event Control: Conflicts of resolutions are controlled and channelized by the corrective measures taken by the event management organizations and managers as well. Relationship between the stakeholders are adjusted by authorities responsible for these (Van Niekerk and Getz, 2016). Final budget of the event have been developed and resources are allocated accordingly and purposively.

Event Culmination: In this stage of event, managers deal with the security measures and communication arrangements of the events.

Event Closeout: This stage of event management involves the assessment of the efforts and performances contributed by the event management team in order to develop the event (Holmes et al. 2017). Quality improvement strategies are utilized if required in this stage.


The analysis of Event Life Cycle Stages:

Different stages of Winter Olympic event is described below.  As the activities related to the different event management stages are interconnected, it is not always possible to provide an account of this event in a proper chronological manner.

The formation stage of the Sochi’s Winter Olympics: (Planning Phase)

Concepts of the event start developing after the bidding process of the event has been completed. International Olympic Committee has chosen Sochi as the venue of the event.

Cost and Financing: Estimated budget of the event was more than US$51 billion has been divided according to the requirement of the event. Decision to build The Sochi Olympic Park and has been taken in order host the Olympic event. Sochi Autodrom has been reconstructed for the purpose of post Olympic usage (MacArthur et al. 2016). 

The growth stage of the Sochi’s Winter Olympics: (Execution Phase)

Multiple event management team and organizations are involved in this event to carry out different responsibilities of this event.


Event management teams who are responsible for the marketing responsibilities associated with this event focus on the maturation of following things. Logo of the event has been formed and unveiled.  Name of Sochi and Russia has been highlighted in the logo. Slogan of the event was developed ( Hot. Cool. Yours) (Kiktev et al. 2016). Public voting was organized by the event management organization to make the selection of the event mascots. Involvement of public voting is an effective event marketing tool. As a part event marketing strategies of the video games are developed. Depicting mascots, athletes etc stamps and coins are produced and sold.


Several event management teams are engaged in constructing segments. Effective telecommunication systems are installed and channelized for the purpose of this event. Power supply and related infrastructure are built and checked to event management teams (Stoyanova-Bozhkova, 2017). Event managers should understand the importance transport facilities in organizing events of this size.


Event management organizations should develop security arrangements plans to ensure the security of this event.  


Involvement of media in this event is vital to develop the platform of this event (Kim et al. 2016). Broadcasting rights are observed and maintained by the event management teams of this event. Separate infrastructure has been formed for the filming of the event.

The staging of the Sochi’s Winter Olympics: (Closing Phase)

In this stage of the event, preparations are completed and programs are ready for execution. In case of 2014 Winter Olympic Event, Torch relay, Opening ceremony, games, Closing ceremony are executed by the responsible authorities gracefully (Lenskyj, 2016). Several National Olympic Committees and houses put their tireless effort to make this successful.

Conclusion & Recommendations:

From above discussion of event management activities, it can be understood that event management manages and observes every minute it is responsible for. Research should be undertaken by the event management team in order to act according to the exact requirement of the event. Event managers should be able to an attractive ambience of the event to attract the attention of the stakeholders. Interests of different stakeholders should be properly addressed by the event managers. Future event managers can utilize this article in their way of personal and professional development.

Recommendations are formed to provide guidelines on the event management initiatives of the concerned managers.

  • In further events, Sochi Authorities should focus on developing a cost effective event management plan.
  • Sochi Authorities should work on developing their event infrastructure like, suitable part, stadium etc.
  • Sochi Authorities should consider prevention of forgery and scams through their event management strategies
  • Selection of the stakeholders of the business should be based on market research
  • Effective communication medium should be formed to maintain the flow of information
  • Technological advancements and statistical tools should utilized to preserve to satisfy the needs of the stakeholders
  • Effective quality analysis team should be formed to inspect suitability of the event performances
  • Self assessment should be practiced by the event managers to enhance their capacity in event management
  • Event management principles should be accepted and practiced by the event managers according to changing needs of the event


Derman, W., Schwellnus, M.P., Jordaan, E., Runciman, P., Van de Vliet, P., Blauwet, C., Webborn, N., Willick, S. and Stomphorst, J., 2016. The incidence and patterns of illness at the Sochi 2014 Winter Paralympic Games: a prospective cohort study of 6564 athlete days. Br J Sports Med, 50(17), pp.1064-1068.

Granadillo, G.G., El-Barbori, M. and Debar, H., 2016, November. New Types of Alert Correlation for Security Information and Event Management Systems. In New Technologies, Mobility and Security (NTMS), 2016 8th IFIP International Conference on (pp. 1-7). IEEE.

Gration, D., Raciti, M., Getz, D. and Andersson, T.D., 2016. Resident Valuation of Planned Events: An Event Portfolio Pilot Study. Event Management, 20(4), pp.607-6

Holmes, K., Holmes, K., Ali-Knight, J. and Ali-Knight, J., 2017. The event and festival life cycle–developing a new model for a new context. International Journal of Contemporary Hospitality Management, 29(3), pp.986-1004.

Kiktev, D., Joe, P., Isaac, G.A., Montani, A., Frogner, I.L., Nurmi, P., Bica, B., Milbrandt, J., Tsyrulnikov, M., Astakhova, E. and Bundel, A., 2017. FROST-2014: The Sochi Winter Olympics International Project. Bulletin of the American Meteorological Society, (2017).

Kim, K., Cheong, Y. and Kim, H., 2016. Competition and coexistence of sports media: the case of watching the 2014 Sochi Winter Olympic Games. Asian Journal of Communication, 26(5), pp.485-503.

Kirilenko, A.P. and Stepchenkova, S.O., 2017. Sochi 2014 Olympics on Twitter: Perspectives of hosts and guests. Tourism Management, 63, pp.54-65.

Lenskyj, H.J., 2016. Sochi 2014 Olympics: Accommodation and Resistance. In Sport, Protest and Globalisation (pp. 311-334). Palgrave Macmillan UK.

MacArthur, P.J., Angelini, J.R., Billings, A.C. and Smith, L.R., 2016. The dwindling Winter Olympic divide between male and female athletes: The NBC broadcast network’s primetime coverage of the 2014 Sochi Olympic Games. Sport in Society, 19(10), pp.1556-1572.

MacArthur, P.J., Angelini, J.R., Smith, L.R. and Billings, A.C., 2017. The Canadian State of Mind: Coverage of Men and Women Athletes in the Canadian Broadcasting Corporation’s Prime Time Broadcast of the 2014 Sochi Winter Olympic Games. Journal of Broadcasting & Electronic Media, 61(2), pp.410-429.

Stoyanova-Bozhkova, S., 2017. Sustainable Event Management: a Practical Guide, M. Jones. Routledge, Oxon and New York (2014), 394 pp.,(Pbk.),£ 42.99 ISBN 9780415840200,(Hbk.),£ 100.00 9780415840194,(Ebk),£ 42.99 9780203768723.

Van Niekerk, M. and Getz, D., 2016. The Identification and Differentiation of Festival Stakeholders. Event Management, 20(3), pp.419-431.


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