Sport Event Management and New Technologies at Barcelona Open Banc Sabadell: Management Case

Escola Universitària d’Enginyeria Tècnica de Telecomunicació La Salle

Final Thesis

Graduate in Management of Business and Technology

SPORT EVENT MANAGEMENT AND NEW TECHNOLOGIES AT BARCELONA OPEN BANC SABADELL: MANAGEMENT CASE

Student Promoter

Edgar Cejudo Christopher Kennett

ACTA DE L'EXAMEN DEL TREBALL FI DE GRAU

Meeting of the evaluating panel on this day, the student:

Edgar Cejudo Antón

Presented their final thesis on the following subject:

Sport event management and new technologies at Barcelona Open Banc Sabadell: Management Case

At the end of the presentation and upon answering the questions of the members of the panel, this thesis was awarded the following grade:

Barcelona,

MEMBER OF THE PANEL MEMBER OF THE PANEL

PRESIDENT OF THE PANEL

Acknowledgments

We would like to express our gratitude to our promoter Professor Christopher Kennett for his support, help and time dedicated to our project, as well as the feedback and tips given during these months and the opportunity to attend to the event during one day. We would also like to thank Ana Rossell and Judit López from IMG, who provide us a lot of information to develop our project. Finally, we want to express our gratitude to our families and friends, for all the support provided during these four years of university.

Executive Summary

The objective of this Management Case is to analyze the different technological implementations based on the study of sports event management and new technologies, which through the years the ATP tennis tournament Barcelona Open Banc Sabadell implemented with the purpose of improving the customer experience of the event.

Event management is the application of project management to the creation and development of a large-scale event. It involves studying the brand, identifying its target audience, devising the event concept, and coordinating the technical aspects before launching the event. Barcelona Open Banc Sabadell is a sport and social event and it has to be analyzed differentiating both parts. There is the Village, where the business and social networking take place and the Tennis zone, where is the main court and all the activities related with the fan engagement.

After the research and the analysis that we did during our visit to the facilities and the information provided by the organization of the event, we detected different pain points that can be solved with a technological implementation and increase the benefits for the organization and for the visitors.

So, we came up with a proposal with the objective of improving the customer satisfaction and the efficiency of the event. Barcelona Open Banc Sabadell is already using the RFID technology implemented by a bracelet for the food and drinks payments in the Village Bar. Our business idea is to expand this implementation to the Fan Boulevard Bar, in the Tennis zone. This technology can bring a lot of real time data to the organization and improve the efficiency of the gastronomic places. Moreover it can add value to the tournament because from the point of view of the visitors, following the latest technological advances is seen as good investment of modernization.

1 TABLE OF CONTENTS

1. INTRODUCTION 4

2. BACKGROUND TO SPORT EVENT MANAGEMENT 5

2.1. HISTORY OF THE BARCELONA OPEN BANC SABADELL 5 2.2. EVENT MANAGEMENT 6 2.2.1 BARCELONA OPEN BANC SABADELL MANAGEMENT 7 2.3. SPORT AND SOCIAL EVENT 11 2.4. FAN ENGAGEMENT 13

3. TECHNOLOGICAL IMPLEMENTATIONS IN TENNIS 16

3.1. ON-COURT TECHNOLOGIES 16 3.2. OFF – COURT TECHNOLOGIES 17

4. CUSTOMER EXPERIENCE AT BARCELONA OPEN BANC SABADELL 20

4.1. CUSTOMER JOURNEY 20 4.1.1. TENNIS FAN CUSTOMER JOURNEY – LUCAS 21 4.1.2. GUEST CUSTOMER JOURNEY – MARIA 24 4.2. PAIN POINTS 26

5. PROPOSAL OF A TECHNOLOGICAL IMPLEMENTATION 28

5.1. TECHNOLOGICAL PROPOSAL 28 5.2. TECHNICAL ASPECTS 31 5.3. MARKETING PLAN 32 5.4. OPERATIONAL PLAN – LOGISTICS 34

6. CONCLUSIONS 37

7. KEY LEARNINGS 38

7. APPENDIX 39

7.1. TABLE 9. ON-COURT TECHNOLOGY 39 7.2. PICTURES FROM THE EVENT 41

8. BIBLIOGRAPHY 43

9. FUTURE STUDIES MANAGEMENT CASE 46

Word Count: 8234

2 LIST OF TABLES AND FIGURES

Figure 1: Manolo Santana (1962), Carlos Moyá (2003) and Rafa Nadal (2011) at the tournament ...... 5 Figure 2. Map of the facilities ...... 9

Table1: Timeline of the Tournament History ______6 Table 2: Organization Chart ______7 Table 4. Off-Court technology ______17 Table 6. Customer Journey Tennis Fan Event day ______23 Table 7. Customer Journey Guest Event day ______25 Table 8. Appliances for the use of RFID ______31 Table 9. On-court technology ______39

3 1. Introduction

It was difficult to choose the topic for our Management Case; we wanted to choose a topic to apply all the knowledge and concepts that we achieved during our Business Degree. We decided to do the Marketing specialization, so we could focus on this field for the final project. Another important point was to consider when choosing our topic was the technology, because it is the main theme of our Bachelor.

After thinking about different topics, we decided to work on how the technological developments changed events worldwide, focusing on Barcelona Open Banc Sabadell, Conde de Godó Trophy. We chose it because it is a sport event that we like during the year and specially about tennis. The event is in Barcelona, city where we live and is held during the months that we are working on our project so we can be aligned with the preparation of it and assist to see how it works and the performance of the event between the 22nd and the 30th of April.

This project is divided in two differentiated parts. The first part is theoretical, where we explain the history of the event, the biggest tennis events in the world, the different technological developments that were implemented in those events and the technological benefits, which were introduced to them. In the second part, our idea is to work and develop a technological proposal, which solves a problem within the event. To be implemented in the 66th edition in 2018, based on the different research conducted.

The main objective of this Management Case is to develop the knowledge and concepts achieved during our Business Management and Technology Degree and apply them in a real situation, which will be the main focus of the second part of our project; developing a technological proposal based in a research and finding a problem to help the organization of the Barcelona Open Banc Sabadell.

4 2. Background to Sport Event Management

To start with, it is important to understand the basic concepts of the sport event management. That is why we started with the history of the tournament, how it is organized and some of the key features that an event of its characteristics should have to be successful.

2.1. History of the Barcelona Open Banc Sabadell

Since our Management Case will be focused on the analysis and research of a sport event, the Barcelona Open Banc Sabadell, we are going to start with a brief summary of the tennis’ history as a sport, and the tournament’s history, getting a small idea of what it is and the effect that has been having in Barcelona.

One of the most important dates for this sport is 1972, when was created the ATP, Association of Tennis Professionals, and a year later, it published its first computerized ranking that still exists today and consists on providing an analysis of the performance of every player. Barcelona Open Banc Sabadell is one of the tournaments in the ATP World Tour, in the category of ATP 500.

Barcelona Open Banc Sabadell has a long history of 65 editions and we created a time line to reflect the most important events of its history.

Figure 1: Manolo Santana (1962), Carlos Moyá (2003) and Rafa Nadal (2011) at the tournament

5 Table1: Timeline of the Tournament History

1953 ••1st Edition of Conde de Godó Trophy in the Real Club de Tenis Barcelona

1968 ••Conde de Godó becomes an international tournament in Spain

1970 ••The tournament became OPEN

1987 ••IMG Company began to exclusively market the event

1990 ••Consolidation in the ATP World Tour 500 circuit and delivered $1 million in prizes.

2000's ••60.000 spectators and 30 million spectators on TV followed the tournament

••Banc Sabadell became sponsor of the tournament and the name changed to 2007 Barcelona Open Banc Sabadell

••Rafa Nadal 10 times winner of the tournament

2017 ••More than 80.000 spectators during the event ••Second-best tournament in the ATP 500 category

2.2. Event Management

To start with, it is important to define what an event is, what kind of events are and the importance of the event management for a successful result of it.

The dictionary definition of events says that they are something that occurs in a certain place during an interval of time. According to the book Successful Event Management by Anton Shone and Bryn Parry, “Special events are that phenomenon arising from those non-routine occasions, which have leisure, cultural, personal or organizational objectives set apart from the normal activity of daily life. The purpose of these events is to enlighten, celebrate, entertain or challenge the experience of a group of people.”

Moreover, Shone and Parry explains that event management is the applied field of study and area of professional practice that draws upon knowledge and theory from Event studies, that are the academic field devoted to create knowledge about planned events. The definition of Donald Getz in the book Event Studies, Theory, research and policy for planned events says, “Sports events are the actual games or

1 OPEN Tournament, which means that they could accept amateurs and professional tennis players.

6 meets during which sport activity occurs”. There are different classifications for sports events, such as scheduled competitions, exhibition games, sport festival or multi- sports events like the Olympics. In the case of the event that we are analyzing, it is considered as a sport and social event, so both parts have to be considered differently to achieve a successful edition.

2.2.1 Barcelona Open Banc Sabadell Management

In the case of Barcelona Open Banc Sabadell, IMG is the company who is in charge of the organization. During the year, we had different meetings and conversations with different employees of the company: Ana Rosell, sponsor and coordinator and Judit López, production assistant; and also, the opportunity to go during one day at the tournament to see and analyze the enclosure. After the meetings, we had an idea on how is the organization structured. We have created a chart with the important parts of the company in relation with the event. This analysis will be useful for us to see where the gaps or problems are and find a solution to improve the event management.

Table 2: Organization Chart

Barcelona Open Banc Sabadell (IMG)

Sponsors Suppliers Real Club Banc Ajuntament de de Tenis Sabadell Barcelona Barcelona

Finance Operations Marketing HHRR

Communication On - Court Off - Court Sales Strategy (Fan Legal Employees Engagement) Village Outside Activities Social TV Royalties Media Bar Players Restauran App t Websit e Media

Activitie s

7 As we said, IMG markets with exclusivity the event. The company who is in charge of the event’s organization and they are pioneers in the commercialization of the athletes’ images and sports events, specially tennis and golf. During the last decades, they have invested on new technologies and fan engagement.

We put the Real Club de Tenis Barcelona as a supplier, because is in its location where the tournament takes place, but the Club is the owner of the event. As sponsors, the event has two main sponsors: Banc Sabadell and Ajuntament de Barcelona.

The last year event, the 64th edition, had a budget of ten million euros; around 7 million came from the sponsors, mainly by the Ajuntament of Barcelona and Banc Sabadell (around 1 million each). There are other sponsors like Emirates, Peugeot, Estrella Damm, Segura Viudas, La Vanguardia… that lend their image and contribute with financial resources to the tournament.

We have divided the event management in different departments, finance, operations, marketing and human resources.

Firstly, the finance department, in charge of the accounting, we don’t have information about that sector because is internal information of the company and our focus is on other departments where we can find problems and propose a solution for them. Nevertheless, the revenues come from three different channels: sponsors (around 7million euros), TV rights (1,5 million euros) and selling tickets (1,5 million euros). The main expenses are the infrastructure of the event; the organization converts the club into a big court and the grandstand for the visitors.

It is important to emphasize that for IMG is important the relationship with the sponsors because the event is driven by them not by the media rights, that are also important but sponsors are their key value to add value at the event. They carry a lot about them, and that is why most of them are sponsors of the event for several years. Before signing any contract the sponsors should establish what are the objectives of the sponsorship to achieve the forecasted ROI (return on investment). Banc de Sabadell started the tournament sponsorship in 2007. Tona Catalá, sponsorship director of Banc Sabadell explained to Palco232 that before signing the

2 Palco23. Economic business sport digital newspaper

8 contract there were looking for a sponsorship that give a more national dimension to the bank, and tennis has no colors, referring to the risks that have collaborating with a football or basketball club, for example. Barcelona Open Banc Sabadell, the current name of the tournament fits perfectly with their values. This sponsorship has two different strategies: in a short-term, enhance visibility, brand awareness and return on investment; and in a long-term, there is the association of the sport values with the bank, as well as building a brand and its reputation. She says that the investment that they make must have a return of at least four times what they invested and she concluded saying that the ROI is good, once they analyze the return of the brand impact.

Secondly, the operations department is one of the most important for IMG. Logistics are being important point for them, and during the interviews that we had with them, they explained us that they carry about different things such as the contact with the players, the hospitality, transport, trainings, press conference of the players. They have a hotel for them and an area to rest and train inside the enclosure. All these activities are linked to marketing and finance department. The most difficult and important part is the construction of the main court and the grandstand, they should build all the space and there is a lot of work behind it.

To have a better idea of the event, you can see the map of the enclosure once all structure is built for the event.

Figure 2. Map of the facilities

9 The main entrance (number 1 in the map) is through Carrer Bosch Gimpera. The entire street is closed to the traffic and controlled by the police during the event as well as Carrer Marqués de Mulhacen that is closed too, and used as parking. There is a zone for the tennis players, called Casa Club (number 2) where they can train and rest between the matches.

The Fan Boulevard is a commercial street that starts in the entrance of the enclosure and is the first part of the event that the customer sees. Every stand in the runway can show their products or services to the audience that attends to the event. There is not a specific profile of stands; there is a lot of variety. The brands are the ones that choose the space that they want to rent and what they show. There are also food and drink stands, where the customer has to buy the tickets in advance and then ask for the plates. At the end of the Fan Boulevard, there is the Fan Corner, an area for the fan engagement.

It is different the operations management in the On-Court, where the tennis court is (number 3 in the map), than Off-Court, where there are the Village Zone and different activities that take place outside the enclosure of the Real Club de Tenis. On-Court is everything controlled and supervised not only by the company but also by the ATP 500, as the tournament is part of, and it should follow the requirements and rules that the ATP World Tour establish for those tournaments.

In the Village Zone, we should distinguish two different parts, the area where the sponsors have their space and where they received their guests (number 9 in the map) and the area of the Restaurant and the Bar (number 10 and 11 in the map). Every sponsor has its space and the guests usually go there to greet and meet other people, because every stand has its zone to rest and have a drink, it is also provided a TV to follow the match that is taking place in the courts. The guests’ purpose in the Village is not see the match, is to do business. So, the target market for this part of the enclosure is business people, politics, and sport people with the objective of doing networking and social life. In the edition of 2017, they have incorporated another zone, called the Terrace Market, where there are different tends of clothes and home staff to buy, only available for the Village guests.

The Restaurant is a reserved zone for the guests and most of the reservations are for business lunches. The Bar or Lounge is the part where we see a gap. In the

10 Lounge, there are different restaurants that offer their products. We saw that the customer experience can be improved using different technologies. They have been trying different things every edition, such as symbolic coins to pay or in the last edition with the incorporation of the RFID bracelets (see the picture in Appendix 2) to pay with it in the Bar because the space is limited and there are queues in the critical hours.

Thirdly, the Marketing part in the organization of an event can be differentiated in 3 main points: sales, marketing plan and the fan engagement. Sales referring to the tickets sold before and during the event dates. Marketing plan referring to the strategy that they would follow to improve the customer experience before, during and after the event, and fan engagement as it is one of the key elements in the sports management.

To sum up the chart, the HHRR department is in charge of hiring employees not only for the event days, but also for managing and organizing the event. During the event days, 300 people are working to achieve the goals with the less errors possible.

They are also carrying the legal issues; television rights are the most important ones. The official media for the event are TVE, TV3 and Movistar TV (private television) that will bring the transmission of the matches to 150 countries.

2.3. Sport and Social Event

Barcelona Open Banc Sabadell Tournament is not only a sport event; it is also a social event with a big relevance in the city. Sports and social events like a special event, have key characteristics to define them, such as uniqueness, ephemeral, labor-intensiveness, fixed timescales, intangibility, personal interaction and ambience. Uniqueness is one of the key elements of the special events, even it is repeated every year, every edition will be different from the previous one, the audience will be different, the activities, or even the sponsors, nevertheless in the case of the tournament, it has loyal sponsors with long contracts for example the Ajuntament de Barcelona, taking part of the event since 2009 and they approved a four more-year sponsorship. Banc de Sabadell, that the tournament acquired its name for the event, has been a sponsor for a decade and its contract is in force until 2020. There are

11 other sponsors that are part of the tournament for many years like Estrella Damm, La Vanguardia, Freixenet, and others that are more recent like Emirates.

Another characteristic of a sport event is that it is ephemeral, it has a limited time, there is only one chance to make it correctly, successful and attractive for the next editions, the event organizers should work on it to continue having the license to promote it. An event has a fixed timescale, the average time of tennis tournaments is 10 days, so, there is only one opportunity to show all the organizational work and failure is not accepted.

Labor intensiveness, that characteristic means the organization and operation of the event. In the interviews that we had with IMG, the company that market the event, Intangibility like all the service activities, but is important that the event organizer remind that for the audience is very important to have something tangible to keep and remember the event. Barcelona Open Banc Sabadell know that importance of making the intangible more tangible, providing to the audience a magazine with the latest news about the tournament and tennis, a guide with the tournament schedule and a bracelet with the name of the tournament on it, and all the different photos that the guests can take in the enclosure, all those little things make more tangible the experience.

Ambience and service is one of the most important things of the event, a good ambience will bring a big success to it. In a tournament like the Barcelona Open Banc Sabadell, IMG is taking a lot of importance on that, there is not only the courts where the matches take place, there are activities for the entertainment of the visitors, areas to rest and buy things. The event managers know that the attention and the motivation that they put on the successful of the event will encourage the final result.

The last one but could be one of the most important characteristics is the personal interaction. In the service sector, the customer is in contact with the staff of the event organizers and it can determine the quality of the event, the experience and the opinion of the visitors about it. The organization of the event should take into account the entertainment of the guests between the finishing of a match and the starting of another, in the last edition of the Barcelona Open Banc Sabadell, the organizers put a lot of effort to achieve the objective of fan engagement.

12 2.4. Fan Engagement

As fan engagement is one of the key points of our analysis because we consider that it is an important part in the organization of an event because it brings to the event an added value and a great memory for the fan. To concrete what is a fan, the definition of the Cambridge Dictionaries says, “A fan is someone who admires and supports a person, a sport, etc.” so, a sport fan, specifically a tennis fan is someone who admires and supports its favorite tennis player, or in this case the tennis as a sport in general, because tennis is not as other sports like soccer or basketball where the fan has a favorite team and supports only it; tennis fans follows the sport in general having some favorites players.

In the case of the event that we are analyzing the fan engagement goes beyond, because it is not only a sport event, it is also a social event. So, the organization should consider that some of the visitors will be tennis fans and others will go for a social reason, and the activities for the engagement must be different. As the event has a limited time, the communication and the fan engagement has to start months before the event and try to continue once it finishes. Nowadays, this can occur thanks to technology, which is playing a big role in fan engagement and helps to differentiate brands from the competition. In the case of the Barcelona Open Banc Sabadell, the competitors are other tournaments of the same category; innovation takes an important role too, and as the technological innovation in the court is limited, they invest on customer experience.

Technology has brought the opportunity to arrive to a huge number of followers. The main channels to achieve the objective are through the social media, the application of the event, the website and newspapers. Social media is taking part of our life and the event organizers use this channel to communicate and transmit the latest news before the event and the environment and activities of the tournament to create a persuasion to the visitors but also for the fans that cannot attend to the tournament. The event has official profiles in the most popular social networks: Facebook, Twitter and Instagram. The customers can also show the experiences that they are having during the tournament and it is a good opportunity for the company to know what is the behavior of their followers.

The mobile application that is available for IOS and Android is also important for the marketing department because it is a tool for the customers as a guide of the

13 tournament. They can know the latest news and the schedule of the matches, news related with the tournament and a map to know the different parts of the enclosure. Another communication channel that the organization is using is the website. On the official webpage, the customer can find all the information related with the tournament, the sponsors, the activities that will be carried out… and the most important thing, they can buy the tickets for the tournament in an easy and fast way.

Traditional media arrives to a big number of possible customers and the tournament looks always for the best message to impact the population and attract them to assist to the tournament. The target market of this channel is more mature, but it is an important percentage of the customers that attend to the tournament.

Moreover, IMG organizes different activities before and during the event for the fan engagement. Those activities have been improved and increased through the years. As the organization of the event told as in one of the interviews, they take a lot of importance to the fan engagement but they have to consider the limited budget that they have for that.

Examples of Fan engagement before the tournament:

Name Place What they do - A tour through different streets wearing specific tennis clothes.

Plaça Catalunya and - Take pictures of the buildings and stores BOBS Tennis though Passeig de sponsored by the official collaborators. Walk Gràcia. - Have the opportunity to participate in a photography contest that offers awards like VIP tickets, rackets, etc.

- People can participate to get the “Touches per Main metro stations of maximum “touches per minute”. minute” by the city center - The winner is also awarded with VIP Babolat tickets for the tournament

- Play with a giant racket and ball and Giant racket Different emblematic participate in a photography contest and by Dunlop locations in Barcelona win tickets for the last day of the tournament

14 Fan engagement during the tournament:

Name Place What they do

- Activities between the matches. - Take pictures with the tennis players and the trophy. - Participate in different contests. Fan Corner (an area At the end of - There is a big screen where selected exclusively the Fan appears the best photos uploaded for fan engagement) Boulevard. in the social media with a hash tag3 of the tournament (a way of promoting the event through Social Media).

This is the first edition that they do this activity and as the coordinators told us during our visit, the feedback was positive and they will continue doing it in the next editions.

3 Hash tag: small quote to name something in the social media.

15 3. Technological implementations in tennis

We have focused the analysis in the technological implementations of the Barcelona Open Banc Sabadell and other tournaments. We have differentiated them between On and Off the court, taking in consideration the ones that affect directly to the match and the ones that affects to the events and the customers, but all of them to improve the quality and the engagement of the tournament during the event.

As technology is playing an important role in our society, is important to highlight in this field, the organization has invested on this during the last years implementing new technologies On and Off court.

3.1. On-Court Technologies

As you can see in the table (See it in Appendix 1) there are many technologies that improved and accurate the point of the player. The technology on the court is controlled by the ATP 500 organization and every improvement is implemented by their consent. Barcelona Open Banc Sabadell uses the majority of them. They are not only helping the players and the managers, those technologies give the image of a techy event to the visitors, their engagement following the updates and the transparency of the match.

16 3.2. Off – Court Technologies

Table 3. Off-Court technology

Name of the Positive Used in Description Value proposition technology Impact BOBS? Promotes the

fan Visitors could live the engagement Virtual Reality experience playing NO Give the experience with a motor-sensitive opportunity to the Experience – tennis racket and (Australia audience of living for the visitors Oculus Rift as being challenged to Open the experience as a that can play an example return a virtual serve 2014) player in the court. with his from the best tennis favorite tennis players of the world. player

Manage and control the access to the Commodity of enclosure. wearing the

bracelet and Manage and analyze Simplicity easy way the faster way information like the to use, comfortable. of paying with amount of money that the security of RFID bracelets it has. Win-win situation. YES the Transfer money from Benefits to the transactions. the mobile phone to customer and to the

the bracelet. managers Give a lot of

useful data to Give detailed the managers information depending on the database.

Creates fan Free Facebook and engagement promotion of Instagram. through the event, the event Social Media Customers show their posting pictures in thanks to the YES feelings and emotions social media and posts of the through the social using the hashtag visitors. media. of the tournament

It is the trademark for a type of matrix barcode.

Fast readability and There is not greater storage need of capacity. Efficiency in the printing the entrance. ticket, with QR An imaging device YES the QR in the such as a camera, Fast and simple to mobile is tablet, can read it… use (scan). enough.

Can provide a lot of Fast queue information regarding to the barcode, like price, time, who is the owner…

Promotes fan engagement

The tournaments Applications are Keep update began creating their creating a fan Event App the visitors own apps to be engagement with for YES updated to every new, the visitors and Smartphones Offer event and results of solve every doubt interesting the match on time. that can have. functionalities for the customers

Advanced analytics

Fans can gain a Fans can whole new level of Providing deeper always have insight about live match insights updates, match play from while cloud technolo schedules, their mobile gy NO (US Smart videos and devices, including designed for Open) Stadiums social analysis of ball continuous media and player availability and streams movement enormous scalability available. throughout each manages spikes in

game. online activity.

Bringing an impact to The VNTANA young and Show technology company as an adult visitors development and the NO example. It made a of the tennis user experience of (US Open Holograms hologram of Roger tournament playing against a top 2016) Federer at the US and leave tennis player. Open last the

September. tournament with a unique experience.

Technologies are bringing positive impacts and a competitive advantage over other type of events. Nowadays, the fan experience and the fan engagement are key to develop a great experience during an event. The opinion of every visitor is important to improve and follow the best way to success. Therefore, event managers are getting confidence to include more off court technologies in the sport events such as tennis because the customer experience and satisfaction will add value to event in future editions. In the table, there are some of the alternatives that other tennis tournaments are using to improve the fan engagement. All those technologies helped us in our proposal brainstorming.

19 4. Customer experience at Barcelona Open Banc Sabadell

The information for this chapter was collected with two interviews that we had and during the observation analysis that we did in the visit at the enclosure the 25th of April of 2017 (see the ticket’s picture in the Appendix 2). All this information has been useful for us to detect possible pain points and propose solution to them, that it is one of our objectives.

The organizational chart explained in Chapter 2, is going to be helpful in this chapter because dividing the departments of the company we localized the pain points of the sectors. It is important to remark that tournament is a sport and social event, which means that, it will be customers that are fans of the tennis sport and customers that attend to the event because the sponsors have invited them. We did a customer journey for both types of customers.

4.1. Customer Journey

Before creating the Customer Journey, it is necessary the creation of a persona, a fictional character created to represent a group of people that share the same interest, behavior, social status… Creating personas is helpful for the market segmentation and the advertisement that is going to be use after the analysis of the market.

So, we created two different personas identifying two different target markets in the event (tennis fan and guests invited by the sponsors or the organization). One is Lucas. He is a young guy who loves tennis; he usually plays tennis with his friends at least once per week. He is member of one of the sports clubs that Barcelona has and he is up to date with the latest news of tennis. He follows his favorite tennis players via Internet and social media through all the different tournaments that takes place around the world.

On the other hand, there is Maria. She is middle age; works for a multinational in Barcelona. She likes to spend time with her family and friends, do sports and travel. Because of her job, she has to travel and attend to different meetings.

We divided the Customer Journey in a tournament cycle: two months before, one month before, one week before, during the tournament, the day after the final and one week after. We measured the interest of our personas based on the information Tennis Fthatan Cu westom collecteder Journey inC uthesto minterviewser jouney fa nand tenn iins the observation07 May 2017 analysisCRE AthatTED weWIT Hdid SM AinPL theY TR IAL JOURNEY MAP PROJECT EXPORT DATE VERSION event. Untitle d Stage

TWO 4.1.1.MONTHS BEFORE TennisONE M OFanNTH BEFOR ECustomerONE WEJourneyEK BEFORE – LucasDURING THE TOURNAMENT DAY AFTER THE FINAL ONE WEEK AFTER

Lucas LUCAS’ JOURNEY

TWO MONTHS BEFORE ONE MONTH BEFORE ONE WEEK BEFORE DURING THE TOURNAMENT DAY AFTER THE FINAL ONE WEEK AFTER

Lucas INTEREST

-1

-2

Figure 3. Tennis fan Customer Journey Powered by Smaply

Time Explanation

Lucas doesn’t show too much interest on the event Two months before because there are other events happening during those dates

One month before he starts to show more interest about the event. It is the moment when he may buy the tickets for the One month before event, start following the social media of the tournament to be up to date on the latest news of the event, which players will attend, the last results of them, etc.

One week before he is excited to attend to the event, he will go with his friends to the tournament and he wants to attend to the final. There is a moment of truth at this moment, he has the tickets of the tournament, and one One week before week before he is start looking which tennis players will attend and what are the rankings. He will use the official webpage of the tournament, where the fan engagement can start.

During the event, he will be excited and will spend the day with friends there, watching the games and enjoying the During the tournament different activities that the enclosure offer, taking photos and posting them in the social media; this is another moment of truth.

The day after the final, he will still be excited because of the final of the event, which player won it and he will still Day after the final follow the social media. As time passes, the interest on the tournament will decrease fast.

As the life cycle of an event is limited, the touch points are before and during the tournament, once it finishes the One week after interest decreases in one or two days. The fan engagement strategy should be focused between one month before with the promotion of the event and during it.

We showed in a diagram the ticket purchase process of Lucas, regarding to a tennis fan that wants to attend to the tournament. There are other official ticket sales channels that are a phone number or physically in front of the main entrance of the enclosure during the tournament.

Table 4. Process of ticket purchase

Select the Select the Put the Get the day to location Go to the personal Check the confirmati visit the (there is a Payment webpage informati reservation on and tourname table of on the tickets nt prices)

Therefore, is useful to know the interest of tennis fans before during and after, because the organization can make activities before to increase the engagement before the event, as they are doing for the last editions, it is interesting to see the customer journey of a tennis fan during the day of the event. Here, you can see the customer journey of a day in the tournament where we have remarked in green the touch points, referring to things that like to the customer.

Table 5. Customer Journey Tennis Fan Event day

Morning Lunch Afternoon Evening Night

Arrives to the Real Club the See the Spend time Tenis matches with friends Queue to enter Entertain in the Fan CLASS / Scan the ticket HOME Process between Boulevard WORK (QR) matches or after see the Walk through sets last match of the Fan the day Boulevard Get some food MOMENT OF MOMENT OF

TRUTH TRUTH - Wait to get food Nothing to do Have to - (Too many between the leave quickly Pain people in the matches, the Points Fan Boulevard) poor fan enclosure engagement

23 GUEST CUSTOMER JOURNEY Customer jouney fan tennis 07 May 2017 CREATED WITH SMAPLY TRIAL

JOURNEY MAP PROJECT EXPORT DATE VERSION

Guest Customer Journey

4.1.2. Guest Customer Journey – Maria TWO MONTHS BEFORE ONE MONTH BEFORE ONE WEEK BEFORE DURING THE TOURNAMENT DAY AFTER THE FINAL ONE WEEK AFTER

MARIA MARIA’S JOURNEY

TWO MONTHS BEFORE ONE MONTH BEFORE ONE WEEK BEFORE DURING THE TOURNAMENT DAY AFTER THE FINAL ONE WEEK AFTER

MARIA INTEREST

Figure 4. Guest Customer Journey

As a guest, she will receive an invitation card. Sponsors have a limited number of guests every day. The invitation is a card, personalized to every sponsor and it has a small piece in the corner to be broken in the entrance of the village. The guests will receive the invitation even at home, at the office or at the enclosure, the decision is from the sponsors, but that target do not have to follow the purchase process like the fan customers.

The customer journey during the day of the event of a guest is different to the tennis fan. There are different During the tournament types of guests, most of them go to do business but there is an important part of social life in the Village.

24 Table 6. Customer Journey Guest Event day

Morning Lunch Afternoon Evening Night

Arrives to the Real Club the Tenis See the Enter through Have lunch matches (in the Village door in the the main court Social showing the HOME Process Restaurant or in the life in invitation card or in the Village through the club Get a bracelet Lounge Bar a TV) for the Village

Meeting with the company and other sponsors MOMENT OF MOMENT MOMENT OF

TRUTH OF TRUTH TRUTH Nothing to do in Long Wait until they the queues to Pain find the name in Village get the food - - Points the list once the in the Too crowded last Lounge Bar match finished

The two markets are different, their objectives of attending to the tournament are different, but the important point is that IMG has known how to combine both targets in the same event creating a sophisticated environment in a space-limited enclosure. We have analyzed both customer profiles to know what are the pain points and what can be the improvements to avoid them.

25 4.2. Pain points

After the research, the interviews and the visit, we detected some pain points that can be solved to improve the fan engagement on the tournament. Pain points are the parts or areas of the organization of the event that have gaps or that can be improved to achieve the final objectives.

The event is technologically updated when it refers to fan engagement. They know the importance that it has, but there are some parts that can be improved with the help of technology.

The main pain points that we found are in communication and operational departments, where we had the opportunity to show our proposals to Judith López, Production Assistant at IMG, in our second interview. It was a challenge but at the same time useful to arrive to some conclusions about the proposal that we can propose to them to help the organization in the improvement of the customer service and the fan engagement during the event days and try to enlarge those days as much as possible.

Focusing first in the communication side, the main problem is that tennis fans only care about the event one week before the tournament and once it is finished they do not carry more about it, this can be seen reflected in the customer journeys of the two different customers that the tournament has. We have been following the different social media pages and the webpage and it changed as the event dates approached. Any doubt can be solved in their website. They know that they have to be more active in social networks as the event approaches, but starting in advance.

Another pain point that we see is with the networking in the village area. As we explained before, the village area is a reserved place for the guests of the collaborators of the tournament. We thought about the idea to develop an application to connect the different guests of different sponsors and create a networking inside the enclosure, because it is a place to do business meetings and create business relationships. After discussing this idea in the second interview, we arrived at the conclusion that the guests go to the enclosure with the proposal of seeing the tennis matches and greet the people who have invited them, and the idea of doing networking through an app would be difficult.

26 The last pain point that we see is related with the payments in the Lounge Bar in the Village and in the bar of the Fan Boulevard. In the peak hours of lunch and breaks of the match, there are long queues in the payment stands. The organization improved this problem in the Lounge Bar with RFID bracelets but they have not implemented the idea in the Fan Boulevard.

27 5. Proposal of a technological implementation

5.1. Technological proposal

After analyzing the pain points that we found in the event, exposing and discussing the possible solutions with our contacts in IMG, we decided to focus our proposal in the RFID technology.

As we have explained before, IMG is already implementing RFID technology in the Village Bar. Before using this technology, they have tried different things to facilitate the payment of the customers and increase the customer satisfaction.

They started with “fake coins”, the cost of it is not high and they could try if the customers were happy or not with the change. In the interview that we had, they told us that the feedback was good; the coins had a good acceptance so they used them in the following edition.

In the edition of 2015, they changed the strategy and innovate incorporating wearable bracelets with RFID technology, developed by Tecnalia and implemented by the company Aurea. The purpose was the same, paying drinks and food in the bar without having to take out the wallet of the pocket or purse. Some of the benefits that IMG could see and that added value to the event as a techy tournament, were the commodity of wearing it because the guests did not have to carry cash or wait to pay with a credit card, also the payment was faster and secure. Those bracelets were personalized with the logo of a betting brand but they can be sponsored by other brands as a good opportunity of merchandising. This technology has a complex system that can manage and control the access to the enclosure, manage all the information that can help the users to know the amount of money that they have in the bracelet or transfer money from the mobile phone to the wearable.

During the last edition, IMG only used the technology to manage the payment of the food in the Lounge Bar during the tournament, but our objective is to expand it to the Fan Boulevard and also the possibility to obtain real time information adding new variables to the database to improve the efficiency.

We did a research on sports event that are using technologies to have real time data and one of them is the Levi’s Stadium. In 2014, they did a big investment in fan

28 engagement implementing VenueNext, a technological infrastructure that connects all the different systems that are in the enclosure to obtain more information in real time and improve the fan experience. Once the season finished some of the statistics that they published are: more than 65% of the tickets where linked to the app and a 30% of app adoption, to be more eco-friendly, the revenues gained $2 million from food, beverage, merchandising… thanks to the real time data. One of the numbers that most interest us is the fan data, it was 12 times more that the previous edition. The CEO of the San Francisco 49ers, Jed York said that the implementation of VenueNext was “a huge success at the Levi’s Stadium, with glowing reviews from our fans”.

This is a huge technological implementation to obtain real time data from all the systems and the results shows the revenues and the benefits that they obtained thanks to that investment. Our proposal is to start with a small implementation adding the variables to the actual system that they have with the company Tecnalia to obtain real time data from both gastronomic places.

Objective of the solution

The main purpose of our technological proposal is to implement a real time database at the Lounge Bar and the Fan Boulevard Bar and create an alternative way of paying beverages and food by using the RFID bracelets. This implementation creates benefits for the key stakeholders.

• Benefits for IMG:

For IMG, this database will be helpful to improve their contracts with sponsors by offering the bracelets with an amount of money on it. This implementation will allow sponsors the possibility to give the bracelet to their guests instead of having to go with them and pay the beverages. Implementing the RFID technology in the Fan Boulevard, they will increase benefits by selling the bracelet and reduce the queues to pay the desired food and drinks. The customer will have a better experience as the process of buying will be easy and fast.

29 • Benefits for Aurea - Tecnalia:

Aurea - Tecnalia, who is the company that provides the technology, can also analyze with this database how many people from the Village buy the products and it can be helpful to make improvements for the next editions of the event. They can sell all the information collected in the database to IMG, because are the ones that interest the most this information are the organizers.

• Benefits for Stock providers:

The Lounge bar and Fan Boulevard Restaurant will have benefits with the database that we propose. For example, the efficiency that we can get by controlling the stock of their products, the products that are most popular through the visitors and it can help them to reduce costs having the products that most interest to the customers. This will be possible thank to the implementation of the real time information provided by Aurea - Tecnalia database.

30 5.2. Technical Aspects

Bracelets

The bracelets are made of a cloth wristband with an RFID tag encapsulated in a housing that slides onto the bracelet. Customer branding can be either woven or dye sub printed onto the band and customer logo can be printed on the tag face also. It has a plastic clasp used to secure the lock of the band and to remove it you have to cut it. The composition of the bracelet is simple. It has a microchip that saves all the information that the program sends to it. It is needed a computer to add the information of the amount of money that the customer wants to add in the bracelet.

• How does it work?

Table 7. Appliances for the use of RFID

Bracelet

Computer Phone (Database) (Application)

Once the customer wants to pay his drinks, the waiter scans the bracelet opening the application in a tablet or phone and it discounts the amount of money of the payment.

As our proposal goes beyond that implementation, the database will need to be expanded to add the products acquired and the stock control. The implementation of the technology is not complicated, because IMG has already the RFID technology; so, what they have to do is adding the variable to introduce the control of stock to be more efficient and reduce costs in the logistics department. One of the key points is that this implementation will be useful only if they receive the data in real time to benefit the stock providers and consequently, IMG.

Collecting the data about the dishes that the customer buy can be easy if each of them has a code to introduce in the database. As the Lounge Bar is divided in different stands and each of them offers between 3 and 5 different types of dishes, coding the different plates is not going to be a difficult thing (see in Appendix 2). Drinks are more complicated, because there are more options to choose, but still possible to do. Fan Boulevard also has different suppliers from different restaurants but it is the same, they offer 3 to 5 dishes and the same drinks as in the Lounge Bar. Adding all the possibilities in the variable of the database will make possible having real time feedback of the daily sales and this will increase the efficiency in the following days.

Analytics

According to the information that AB&R (American Barcode and RFID), a company that drives efficiency and productivity in logistics and supply chain, helped us to understand the logistics and implementation that are needed to the RFID technology.

The analytics and store of the database is done with a method called Automatic Identification and Data Capture. It refers to a method that identifies the bracelets with the RFID technology, collecting their data, and entering them directly into computer systems, without human involvement. The data is stored in the system and a computer or other available devices can analyze it.

5.3. Marketing Plan

The proposal is a product and service implementation to improve the customer experience during the tournament. The RFID bracelet will facilitate the payments of the Village and the Fan Boulevard bar because it will be faster and secure to pay drinks and food. It will reduce the queues in both areas and it will improve the experience of the customer in the event. This implementation will produce benefits to different stakeholders as we explained before.

The main customers that are going to use this band are differentiated by: the public visitors with their own entrance and on the other hand the people invited assisting to

32 the village, both target markets are used to the new technologies, so we do not think that it can be a problem to have a bracelet and pay with it and also will remark the model of innovative and techy event.

The selling proposition to attract customers to use the RFID bracelet is the simplicity and easy way of wearing it. Those are key points to be promoted through the different types of public that the tournament has and social media will be key to achieve this objective.

The best way to promote the implementation of the RFID bracelets is the simplicity to make payments, the commodity of wearing it and the elimination of queues that affect the customer experience as nobody likes to wait a lot to get food. It is a way of not having to think about the carrying the wallet or the purse every time that you want to buy something.

The positioning of the RFID bracelet is showing to the visitors that the event is technological friendly and that the tournament goes a step forward with the use of technology in tennis tournaments. During the last editions we could see different implementations to increase the fan engagement and the bracelet can bring commodity and simplicity to the behavior of the customers during the event, making easier their payments and the movement of people through the Fan Boulevard.

The Pricing model will be different depending on the gastronomic place. On one hand, the bracelet will have a price for the visitors, and it will be free in the Village. Focusing in the Fan Boulevard Bar, because in the Village is implemented, the bracelet will not be included in the ticket because we cannot obligate the customers to consume. There will be a stand next to the Fan Corner where the visitors can buy the bracelet and then they will go to the food stand that they most like and pay with it. The price of the bracelet will be 2€ and at the end of the tournament they can turn back the bracelet and receive the money back as an incentive of recycling. The bracelet will be sponsored by a brand and it would reduce the cost of it. This bracelet personalization can add value to the event because a brand can sponsor it and it will be seen through the enclosure. It is an opportunity of branding and merchandising that Banc Sabadell as the main sponsor can obtain or whatever other brand to relate the company with the event.

33 To implement this new idea in the Fan Boulevard it is important that the visitors know about the existence of the bracelet and how they have to use it. So, through the different communication’s channels that the tournament is already using to promote, report and advertise the different activities that will take place during the tournament. The new implementation of the payment system in the gastronomy stand of the Fan Boulevard will be announced weeks before. We think that the best way to show how the bracelet works is through a video to have a visual image, but this will be only possible some days before the beginning of the event, because the assembly of the enclosure finishes close to the opening of the tournament. The video will facilitate to the visitors how does the bracelet work and what and where they have to go to buy it. All this information will be included in the app to promote the use of it.

Since now we have explained the marketing plan to incorporated the RFID technology with the bracelets but is also important to remark the benefits that can obtain the organization adding new variables to the database. Obtaining and updating the information constantly will increase the efficiency in the gastronomic places and reduce cost.

5.4. Operational plan – Logistics

As we mentioned in the analytical part, the AIDC and more accurately the Radio frequency, provides the technology to store this data from the RFID bracelets and get the benefits that we are looking for the event.

Every stand in the Fan Boulevard will have Internet connection and electricity available to connect a computer provided by them. Tecnalia, the company that will be ensured of the 100% functionality of the bracelets, will provide the AIDC database system to the computer and the app for smartphones that will scan every bracelet and transfer the information to the computer. IMG, as we said, already has a contract with them, so they don’t have to do an investment on it.

There will be a person available online during the event from Tecnalia in charge of the management and maintenance of the software and problems of the RFID bracelets.

34 Every stand and company will have a login and password to control their stock, sales and the information needed in real time, which is our main objective because receiving the information after the event will be useful for the next edition and our objective is to be more efficient in the actual one, but of course this information will be useful for the next edition and all the data can be use for ticket promotions including the bracelets, efficiency on the plates that will be in the Restaurants…

The RFID bracelets will be developed with the image of the brand that we mentioned in the Marketing part. Every detail matters and the launch of this new implementation should be strictly on time as the bracelets arrive, every computer works and the software is customized for every type of company like restaurants, bars or products that are using it.

The bracelets will be only charged in a little stand next to the fan corner, a place with high traffic of people and visual for the visitors. IMG will hire people for this stand, two people to be selling the bracelet and adding the money into it and another person showing and providing information to the visitors of the event. Those people will get the knowledge about the bracelets and the system from Tecnalia to promote and explain to the visitors properly.

5.5. Financial plan

Our objective of implementing this technology is not increasing the revenues of the company in the event; the main purpose is to reduce cost and mainly increase the efficiency in both gastronomy places (Village and Fan Boulevard).

After a meeting with the sales manager of Aurea, the company that provides the bracelets to the tournament, the cost of the bracelet depends on the design, color, and fabric… We received different prices depending on those variables. Choosing the same model that IMG used in the last edition in the Village, the cost per RFID bracelet will be 1,70 €. This cost is reduced for IMG by the company that will appear as a brand image in the bracelets, paying 0,50 € per bracelet to show their brand on it, contributing a significant reduction of the cost to 1,3 € per bracelet.

35 We have to take into consideration the amount of people that attend to the event and how many of them buy stuff in the gastronomy corners. We did a forecast considering the number of assistants in the 2017 edition. According to the information published by GrupGodo, there were more than 95.000 visitors in this edition, the one that have had more spectators. Considering that the ones that have access to the Village are not paying for it directly (because they will figure out in the contract how many bracelets will have the sponsor and with which amount of money) and also taking into account that not all the visitors will buy the bracelet because some of them are families, people that do not buy or people who attend to the tournament more than one day, we forecast that approximately 45.000 visitors will buy the bracelet.

According to the information that the production assistant provided us, once the tournament finished, 27.000 people were visitors through the village, approximately 3.000 per day. Those people attending to the village has their own bracelet provided from their companies and are negotiated between the company and IMG within their contracts.

The sales price of the RFID bracelet is 2 € with the possibility of returning it at the end of the tournament as an incentive of recycling. Also as you give it back, the money that you have inside is returned to you.

Revenues:

Sales à 2 € per bracelet x 45.000 bracelets = 90.000€ Brand image for the bracelet à 0,5 € per bracelet x 72.000 bracelets = 36.000€

TOTAL REVENUES = 126.000€

Costs:

Cost of the bracelet à 1,70 € x 72.000 bracelets = 122.400€ (Maintenance and monitoring system is included)

NET INCOME = 3.600€

36 The net income of this implementation will be 3.600€, this is not a high revenue but as we explained at the beginning of the management case, our objective is to reduce the cost and increase the efficiency of both places; thanks to this implementation this is possible and the organization will receive a profit of that.

The most important thing is that the customer satisfaction will be higher because after analyzing by observation and with the feedback after the event, visitors will have a better experience of the tournament having an easy, fast and secure way of payment.

6. Conclusions

After all the research and the analysis, we can say that Barcelona Open Banc Sabadell Tournament is investing on new technologies and customer experience through the fan engagement as they are key points to have a successful event. The implementation is simple because they already have the technology and the benefits that it will produce are much higher than the investment.

This tournament has a long history of improvements and innovations and we think that investing in the proposal that we are offering can increase their benefits and its position in the global tennis tournament market as an innovative and techy event.

37 7. Key Learnings

It has been almost a year since we started the management case and now we can say that it helped us to apply the knowledge and learnings that we acquired during the four years of our degree to develop an accurate work about how the technology can help a big event like the one we have chosen.

We were interested on choose event management as topic because we both have some professional experience and we want to work in that sector in the future. How technology is helping to improve and bringing positive impacts for the events sector was a big interest for us and we wanted to do research and analyze a big event in Barcelona because it would be easy for us to get information and has the opportunity to visit it.

As the project was about a topic that interest us, the motivation was really high and having the opportunity to observe and analyze the possible pain points of the event and prepare and propose solutions to it with technological implementations. The interviews that we had with the coordinators of IMG helped us to know more about the event, its organization and the improvements acquired through the different editions of the tournament. They explained us all the information that we needed to develop our management case successfully and having the opportunity to talk and brainstorm with people who is working there was really challenging but at the same time gratifying.

Another important factor that we want to remark is the chance to visit the enclosure during a day of the event with a person from IMG where we could see physically every part of the event that we analyzed and see how it performs like the Fan Corner creating fan engagement or the Village where the sponsors and guests of the different sponsors are staying there and making relationships between them. Visit every space of the event gave us the last details for our project and defines the proposal that we presented.

During the project we could enlarge our knowledge of topics that we learned during the degree and verify that both of us wants to work in that environment.

We learned how to manage a big event, the difficulties that can occur and all the work that is behind one week of tournament.

38 7. Appendix

7.1. Table 8. On-court technology

Name of the Positive Used in Description Value proposition technology Impact BOBS?

10 cameras in the key points of the tennis

court.

High revolution Accuracy of the balls’

Hawk Eye sensors bounce and trajectory

Accuracy The players can claim Facilitate the decision

its use for 3 times per of the judge NO

set plus and additional call in a tiebreak.

Substitute of the Easier to understand Foxteen YES (First Hawk Eye Diamond time in a (Developed in The game data can Analysis ATP Catalunya) be analyzed in a very Accuracy tournament short time

Software and 4 It helps cameras installed players to around the court that analyze provides a review in It allows players and PlaySight their Real time and after the coaches analyze NO Smart Court strengths the match an analysis their performance in and with statistics, the match to improve weakness biomechanics in the following match. es during analysis and tactical the match. handling 3D.

Useful for the player A sensor inside the to analyze and bottom part of the grip compare the results of Detailed of the racket and give the shots, power, type data to the Babolat Play detailed information of shot… improvem YES Pure Drive through an ent of the application. Help the tennis player tennis work to improve his player statistics.

This technology Avoid translates the doubts Net-cord vibration of the ball Helps the referee to when the YES sensor when it touches the decide if the point is ball net into electrical valid or not. touches power. the net or

not.

Analyze the date of Increase

each player before the the fan Helps the fan match and their engageme engagement because previous clashes like nt during Keys to the it gives a deeper aces, serve speeds the match match – Slam insight from the start and win points. that is one YES TrackerTM to the end of the of the match. Predicts how the most

match will go and difficult Creation of interest identify patterns in moment during the match players and their for the fan styles. engageme nt

40 7.2. Pictures from the event

Barcelona Open Banc Sabadell Ticket

RFID Bracelet

41 Village Bar Menu

42 8. Bibliography

Websites

Historia | Barcelona Open Banc Sabadell. 2017. Historia | Barcelona Open Banc Sabadell. [ONLINE] Available at: https://www.barcelonaopenbancsabadell.com/es/historia. [Accessed 05 March 2017].

Un club centenario | Barcelona Open Banc Sabadell. 2017. Un club centenario | Barcelona Open Banc Sabadell. [ONLINE] Available at: https://www.barcelonaopenbancsabadell.com/es/un-club-centenario. [Accessed 05 March 2017].

La Jugada Financiera. 2017. Godó: 65.000 asistentes y 30 millones de espectadores por TV. [ONLINE] Available at: http://lajugadafinanciera.com/trofeo-conde-godo- 2016/. [Accessed 05 March 2017]. http://www.expansion.com/directivos/deportenegocio/2016/04/23/571a865422601d8 b7b8b4655.html Nicolás Rivera. 2017. Así funciona el ojo de halcón, el juez deportivo del futuro. [ONLINE] Available at: https://hipertextual.com/2015/06/ojo-de-halcon. [Accessed 05 March 2017].

Vanguardia, L. (2017). El trofeo Conde de Godó ingresará unos 10 millones de euros en esta edición. [online] La Vanguardia. Available at: http://www.lavanguardia.com/deportes/20150407/54429471780/el-torneo-ingresara- unos-10-millones-de-euros-en-la-proxima-edicion.html [Accessed 7 May 2017].

Cancino, H. (2017). Tecnología y deporte: la revolución del tenis | tecno.americaeconomia.com | AETecno - AméricaEconomía. [online] Tecno.americaeconomia.com. Available at: http://tecno.americaeconomia.com/articulos/tecnologia-y-deporte-la-revolucion-del- tenis [Accessed 7 May 2017].

Snelling, D. (2017). WIMBLEDON SPECIAL: How technology is changing the face of tennis. [online] Express.co.uk. Available at:

43 http://www.express.co.uk/entertainment/gaming/484242/WIMBLEDON-SPECIAL- How-technology-is-changing-the-face-of-tennis. [Accessed 7 May 2017].

Barcelonaopenbancsabadell.com. (2017). Fan Corner | Barcelona Open Banc Sabadell. [online] Available at: https://www.barcelonaopenbancsabadell.com/es/fan- corner [Accessed 7 May 2017].

Blanchar, C. (2017). Barcelona patrocinará el trofeo Godó con 4,1 millones hasta 2018. [online] EL PAÍS. Available at: http://ccaa.elpais.com/ccaa/2015/03/23/catalunya/1427138404_211335.html [Accessed 7 May 2017].

Montejo, I. (2017). Banco Sabadell seguirá como sponsor del Godó hasta el 2020 y ya es el patrocinador de tenis más antiguo de España. [online] Industria del Tenis. Available at: http://industriadeltenis.com/banco-sabadell-seguira-como-sponsor-del- godo-hasta-el-2020-y-ya-es-el-patrocinador-de-tenis-mas-antiguo-de-espana/ [Accessed 7 May 2017].

Smaply Web Software — Visualize customer experience, 14 days free. [ONLINE] Available at: https://www.smaply.com/index.html?utm_source=GA&utm_campaign=ES&utm_medi um=PC&utm_content=journeymapping. [Accessed 07 May 2017].

El Banc Sabadell y el torneo Godó, una década de fructífero patrocinio | Diari de Sabadell. 2017. El Banc Sabadell y el torneo Godó, una década de fructífero patrocinio | Diari de Sabadell. [ONLINE] Available at: http://www.diaridesabadell.com/el-banc-sabadell-y-el-torneo-godo-una-decada-de- fructifero-patrocinio/. [Accessed 22 May 2017].

La Vanguardia. 2017. Nadal, Nishikori, Thiem y Goffin aseguran un gran Barcelona Open Banc Sabadell 2017. [ONLINE] Available at: http://www.lavanguardia.com/deportes/tenis/20170314/42876450476/barcelona- open-banc-sabadel-2017-nadal-nishikori.html. [Accessed 22 May 2017].

Catalá (Banco Sabadell): “El factor experiencial del Barcelona Open y Nadal es clave para fidelizar” | Palco23 - Márketing| Todo sobre patrocinios deportivos y derechos audiovisuales. 2017. Catalá (Banco Sabadell): “El factor experiencial del

44 Barcelona Open y Nadal es clave para fidelizar” | Palco23 - Márketing| Todo sobre patrocinios deportivos y derechos audiovisuales. [ONLINE] Available at: http://www.palco23.com/marketing/20170324/catala-banco-sabadell-el-factor- experiencial-del-barcelona-open-y-nadal-es-clave-para-fidelizar.html. [Accessed 22 May 2017].

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Contributor, I. (2017). IBMVoice: How Smart, Digital Stadiums Are Changing The Way We Watch Sports. [online] Forbes. Available at: https://www.forbes.com/sites/ibm/2015/05/04/how-smart-digital-stadiums-are- changing-the-way-we-watch-sports/#628b90b97791 [Accessed 27 Aug. 2017].

Books

Getz, D. (2011). Event studies. 1st ed. Amsterdam: Elsevier.

Shone, A. and Parry, B. (2013). Successful event management. 1st ed. Andover, Hampshire: Cengage Learning.

Cubillo, J. and Blanco González, A. (2014). Estrategias de Marketing Sectorial. 1st ed. Madrid: Esic Editorial.

45 9. Future Studies Management Case

“Social Change”

1. According to the videos, how do you think these topics might affect you personally in regard to lifestyle and your professional career?

The arrival of the machines to our society is now a reality and it has positive and negative situations to our lifestyle and professional career. The machines are being improved and they can do more things as technology advances and they are helpful for us because can be used to spend less time doing things than us and we can spend this time doing other things, like for example cleaning or cooking.

On the other hand, machines are taking advance by substituting in a workplace a person especially in physical labors or predictable and repetitive activities. I would like to work in Digital Marketing and working for companies and I think that this “place” needs a person because decisions nowadays are activities that robots or machines cannot afford (at the moment) because artificial intelligence is not fully developed and cannot think like humans in decision-making. Also machines are replacing workers in several industries because are more efficient and the cost is lower than maintaining a worker in the company. Higher unemployment will affect to my situation because the companies will earn more money because the low costs but also the government of the country will get less money from this companies that will result in a worse situation of the country’s economy and will affect to my personal situation by paying more taxes, higher prices and others. In a positive way for my professional career, machines can be useful and are being useful to help by analysing data that will help us to take decisions and follow a way or another.

The best preparation for the future is to work with non-predictable and non-repetitive activities that will help me to keep my workplace and also look always a step forward to technology to keep it controlled. The situation of taking decisions is an advantage to me because although the data is important and the machine can use and analyse it, the way of following a campaign

46 or changing it will be decide by a board of members, with knowledge and skills about it, that machines has not yet.

2. Do you personally think that technology and globalization are partially to blame for income inequality today?

I think that technology and globalization will blame in the inequality nowadays in our society and I am going to explain the different points about this big inequality that are creating.

Since machines exist, people are losing their job because a machine is doing it better, and fastest. It results in an increasing day-by-day percentage of unemployment and companies that can afford these machines are earning bigger amounts of revenues because of the low cost by having fewer workers. Companies that cannot afford the costs of using and maintaining a machine in their factories will be working a step back with the competence that is using these machines, that will result in the closure of the company, creating more unemployment and less money for the local government.

If the unemployment grows, the government of the country needs to re-distribute the economy of the country to give the subsidy to this people, which will result in a bad situation for the country’s economy.

47 The Future of Marketing

1. “The best way of selling a product is not creating a desire, is solving a problem or a need.”

In the past and also at this moment, brands used to create a desire for the product or service that they sell to achieve new customers or a higher number and be differentiated against the competence. Today, consumers are tired of watching advertisements about the “perfection” of a product, explaining or giving arguments that maybe are not definitely true. In the future, marketing should be used to show the possible customers that you are solving the problem or need they have.

“Marketing used to be about creating a myth and selling it and is now about finding a truth and sharing it.” Mathieu, M. 2015.

2. “Physical sales are going to die cause of technology.”

Marketing is making easier the decision to choose a product or a service to the customer with the fast advances in technology. Physical sales are going to die because the advances that I mentioned are helping to the customer to see how a product is fitting to them, showing videos about the products or results and it is making easier to the company with this way of creating an attraction to buy their product just clicking a button on-line. Marketing is being improved by the developments in technology and with this advances the 2.0 sales can be more efficient and measurable using the tools that are being developed.

48 3. “Digitalization will create the difference.”

The digital world arrived too fast to the companies and the traditional ones stand a step back because the competence that has a share in the digital market with marketing tools like social media or SEO positioning. These traditional companies have to invest in their digitalization to survive and increase their awareness in the online market that can help to reach new customers. If they don’t apply this, they will loose positions in the market because digitalization is the future for the companies.

4. “The one that add more value to them, is going to find a customer.”

Nowadays exist a lot of markets and a huge number of participants competing to reach customers for them. Marketing is going to be really important for the companies to create and added value and differentiation against competitors so the analysis and new developments will be the key to success in the market.

“They'll be displaced by entrants who will come in and engage the attention of the people they're trying to reach.” Hagel, J. 2015.

5. “Transmit emotions and a message with a product is a successful way of Marketing.”

A brand can be remembered from the customers and increase the brand awareness by transmitting a message with their products or services and we can get a lot of examples of successful brands that has a message behind them. In the future, people will be reached by brands by their message and this marketing way is achieving good results within companies that use it more than just selling a simple product with the characteristics.

49 “Very few companies have harnessed the power of narrative. Apple is one. The narrative of Apple's early days was captured in a tight slogan: “Think different.” Hagel, J. 2015.

References

“Marketing used to be about creating a myth and selling it and is now about finding a truth and sharing it.” Mathieu, M. (2015). How marketers will win. Six marketing visionaries describe how in five years marketing will be transformed. The Economist. 2016. Economist Insights. [Online]. [17 November 2016]. Available from: http://futureofmarketing.eiu.com/

“Part of the Marketing change is the technology—the evolution of the Internet, digital, mobile and so on. But the more fundamental part is the fact that over time more and more people and companies are going to be competing for our attention.” Hagel, J. 2015. How marketers will win. Six marketing visionaries describe how in five years marketing will be transformed. The Economist. 2016. Economist Insights. [Online]. [17 November 2016]. Available from: http://futureofmarketing.eiu.com/

“Digital will capture a bigger share of the marketing mix. (…) The trick will be how to mesh traditional and digital media. Those teams work separately now. They need to work together and build a consistent strategy.” Joshi, A. 2015. How marketers will win. Six marketing visionaries describe how in five years marketing will be transformed. The Economist. 2016. Economist Insights. [Online]. [17 November 2016]. Available from: http://futureofmarketing.eiu.com/

“They'll be displaced by entrants who will come in and engage the attention of the people they're trying to reach.” Hagel, J. 2015. How marketers will win. Six marketing visionaries describe how in five years marketing will be transformed. The Economist. 2016. Economist Insights. [Online]. [17 November 2016].

50 Available from: http://futureofmarketing.eiu.com/

“Very few companies have harnessed the power of narrative. Apple is one. The narrative of Apple's early days was captured in a tight slogan: “Think different.” Hagel, J. 2015. How marketers will win. Six marketing visionaries describe how in five years marketing will be transformed. The Economist. 2016. Economist Insights. [Online]. [17 November 2016]. Available from: http://futureofmarketing.eiu.com/

51 The Future of Work

Do you think new technological progress will fundamentally reduce the need for human labour in the next few decades?

I agree that the new developments and improvements in technology will reduce the need of human labour for different reasons. Nowadays, maintain employees and people working in a company is translated to different costs for the company and the efficiency of their work can depend with the type of person or just their way of working. On this point, having machines in a workplace at the beginning is a huge investment but then you just need to keep a maintenance for them. Also, machines have a bigger efficiency in a workplace and the constant rhythm can be the main reason that some companies are shifting and changing some physical labours to technological ways because has a bigger efficiency.

How might this be a problem?

As I mentioned before, the technological advances are helping companies to develop their work and processes following the most efficient way and decreasing the time invested in their projects to analyse data or other topics that technologies are helping in. Also, it is not affecting just helping to the companies to improve in their projects, the negative point is that a big number of people has being fired substituted by machines and it is increasing the unemployment in the population and it created an increase in the taxes because this unemployed people should receive their minimum economic aid to “survive” during their unemployment stage so in conclusion the implementation of new technologies can be positive for the companies but negative for the population of the world.

Do you think the introduction of a Universal Basic income might help resolve this problem?

In my opinion the introduction of a Universal Basic income will help to this problem because if the government is giving money to their citizen, they will spend this money in the services and products that they are used to buy.

52 If they use this money to spend it in that way, the companies will grow and the earnings of the country will grow and they will produce more and the companies will need more staff in the companies to control to growth and analyse data and other tasks that people will do. But the Universal Basic income can follow a negative way if people waste this money in services and products but companies use this growth in sales to increase their equipment or improve the technologies that they use that can be translated in a worse situation than before.

If you never had to work again, what would you do?

If my situation is that I have a knowledge in business and technology (as I want to be in the future) I would like to travel around the world to know new cultures and backgrounds of the people because our “comfort zone” is just 1% of how people is around the world and their way of living so I would like to help companies with my knowledge and experience to solve their problems as much as I can and to set new objectives and look into the future for them and help them to increase and grow as a company.

53 The Future of Management

1. Which are the main challenges firms faces nowadays? How do you think these might affect your professional career?

- Creativity and innovation are two big challenges that companies have to face nowadays. The difference is a big step to reach new customers and to take an advantage against their competitors. Firms should invest in research and development to innovate in their products or services and be aware of the trends in the market and what the customer wants to offer the best to them to and keep their loyalty with them. Another challenge that they have to face is the competition. Today every company in a segmented market can afford high technology and innovation for their interest and compared with the past century the markets have several companies fighting for being the leader. It is a big challenge for the companies to create the engagement of the customers with the huge competition that a company has. The last challenge that a company can face is the compensation or it can be named as motivation that the employees should receive because the high competition and the ways that a company can use to motivate and incentive the passion of their employees can make that a company lose their employees that will change to another company that “take care” of them better.

2. Why is it necessary to change the “classical” management principles in order to adapt them to today’s fast-changing business environment?

- The classic model of management and their principles should be adapted to the business environment and to follow the proper way in every aspect in the future. For this new business environment, companies should follow a more linear and horizontal principle without a high hierarchy defined, that can be transformed in a more confident space of work and less work under pressure and we can see some examples in big firms with successful results within the company.

54 3. To what extend do you agree with the mantra: “Employees first, customers second”?

- This statement is based on the following: Taking care of the organization of the company and how employees develop their work will be translated to the products or services that the company offers. If the products and services are being part of new innovations or developments within the company by their employees that are following their workplace with passion and a motivation concludes in the satisfaction of the customer. That is why this statement has an importance, if the company control and take care of their employees by motivating them and adapting to their needs they will work more efficiently and the results in the production and sells will be more successful.

4. How do companies manage to introduce new organizational mechanisms to deal with adaption? Please, explain the role of human beings’ innate capabilities to manage complex situations.

- To manage introducing the new organizational mechanisms facing adaptation by looking for the most efficient way of being successful and to make the employees understand that you cannot stay in the comfort zone and be adapted of how the company is performing. They have to look with the company and together find solutions and mind the gaps in their organization to be efficient and successful within the company with the roles aligned.

55 Innovation and Technology

1. How would you affect the lives of a billion-people positively in 10 years?

I would like to affect positively to a billion-people giving them the chance of affording the resources to solve the problems they identify in their daily life or personal life and the issues that are making their lifes harder. As Peter Diamandis mentioned, technologies are growing and they can make population’s life easier so I would like to use this improvements and developments by helping this people that cannot afford them and giving the voice that they have not.

2. How have people tried to solve this problem until now?

People that has not resources or the voice to ask for what they want to change are using what they have to try to develop and solve their needs the best way possible. The high pressure for the population in countries with political issues like in the South of America is making difficult to the citizen raise their voice and ask for what they want and they had to organize themselves with the (low) logistics resources and move on.

3. Why is it so difficult to solve?

It is difficult to solve because the top governance of this countries don’t want to listen about external countries or potential countries like the United States that wants to help them for a better future for the country. The high technologies and organization systems that are existing nowadays, the financial issues in this countries could be solved by using them and avoiding extreme situations leaving the population without basic products and this financial developments could help this countries in the South of America improving their organization and the situation of the country.

4. What would you do differently?

As I mentioned before, the main way to develop in the best way the population is listening their needs and raise their voice because the main goal for the countries is making better the life of their citizens.

56 If the government listen the needs of the population, looking for providers and suppliers to achieve the resources and (technological and financial for example) improvements can help to the situation of the country and in general the situation worldwide because with better solution the citizens can get better services and better quality of life.

5. Create an X prize: what would be your specific goal?

My specific goal would be to expand the technological developments around the world and from the little ones offer a fair education for the children because they will be the ones that will keep this world afloat. Technological improvements can help to transmit knowledge from a point to another and a little kid from China can learn the same as one in Congo no matter the politics or cultures of the country, just following the statement that they will keep increasing this new advances, this new technologies and organizations that will help population having a better quality of life the next years.