Managing the Football World Cup

259 Pages·2014·0.85 MB·English

by  Stephen Frawley

Managing the Football
World Cup
Edited by
Stephen Frawley and Daryl Adair
Managing the Football World Cup
This page intentionally left blank
Managing the Football
World Cup
Edited by
Stephen Frawley
University of Technology, Sydney, Australia
and
Daryl Adair
University of Technology, Sydney, Australia
Selection and editorial content © Stephen Frawley and
Daryl Adair 2014
Individual chapters © Contributors 2014
All rights reserved. No reproduction, copy or transmission of this
publication may be made without written permission.
No portion of this publication may be reproduced, copied or transmitted
save with written permission or in accordance with the provisions of the
Copyright, Designs and Patents Act 1988, or under the terms of any licence
permitting limited copying issued by the Copyright Licensing Agency,
Saffron House, 6–10 Kirby Street, London EC1N 8TS.
Any person who does any unauthorized act in relation to this publication
may be liable to criminal prosecution and civil claims for damages.
The authors have asserted their rights to be identified as the authors of this work in
accordance with the Copyright, Designs and Patents Act 1988.
First published 2014 by
PALGRAVE MACMILLAN
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ISBN 978–1–137–37366–3
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Library of Congress Cataloging-in-Publication Data
Managing the football world cup / edited by Stephen Frawley, Daryl Adair.
pages cm
Summary: “The Football World Cup is one of the biggest global sporting events. Along with
the Summer Olympic Games, the Football World Cup can be truly called a mega-sport event.
Both events attract billions of dollars in broadcast and sponsorship contracts and millions of
spectators every four years when the events are staged. Nations and cities around the world
desperately seek to host both events. By doing so host nations and cities often justify the
multi-billion dollar investment required to stage these events on economic development
grounds with stated benefi ts to emerge from urban renewal, transport infrastructure and
tourism development. Given the size of the Football World Cup and its economic impact it is
surprising that this book is the fi rst attempt to bring leading international mega-sport event
researchers together to examine the management and organizational components of the
event. Managing the Football World Cup follows in the same path as the editors &!
#39; previous publication, Managing the Olympics, in exploring areas often overlooked by
project management and business studies researchers. Therefore considering the global impact
of the Football World Cup it is time for a detailed examination of the planning, organization,
management, implementation and related commercial features of this mega-sport event” –
Provided by publisher.
ISBN 978–1–137–37366–3 (hardback)
1. World Cup (Soccer)—Management. I. Frawley, Stephen, 1969– II. Adair, Daryl.
GV943.49.M38 2014
796.33466809—dc23 2014025264
Typeset by MPS Limited, Chennai, India.
Contents
List of Figures vii
List of Tables viii
Notes on Contributors ix
1 Managing the World Cup: Managerial Dimensions 1
Stephen Frawley and Daryl Adair
2 Managing World Cup Legacy 7
John Horne
3 Using New Media to Engage Consumers at the
Football World Cup 25
Adam Karg and Daniel Lock
4 Broadcasting the World Cup 47
Harry Arne Solberg and Chris Gratton
5 Ambush Marketing and the Football World Cup 63
Simon Chadwick, Ran Liu and Des Thwaites
6 The Challenge of Utilizing World Cup Venues 82
Holger Preuss, Harry Arne Solberg and Jens Alm
7 World Cup Stadium Development and Sustainability 104
Les Street, Stephen Frawley and Sarah Cobourn
8 Beyond the Stadium: Football World Cup Fan Fests and
Global Live Sites 133
Simone Eisenhauer, Daryl Adair and Tracy Taylor
9 Managing Transport at the Football World Cup 149
Eva Kassens-Noor
10 Managing Security at the World Cup 175
Kristine Toohey and Tracy Taylor
v
vi Contents
11 An Evaluation of the FIFA Governance Reform Process of
2011–2013 197
Roger Pielke, Jr.
12 Match-fixing at the World Cup – Why Not? 222
Declan Hill
13 Managing the World Cup: Future Research 237
Stephen Frawley and Daryl Adair
Index 243
List of Figures
3.1 Fan engagement stakeholders 29
6.1 Potential benefits of World Cup stadia 84
6.2 Event-related stadium and capacity planning of a city 87
6.3 The principal–agent relation and opportunistic interests 99
7.1 New or major stadium renovations since
1990 due to World Cup 110
9.1 Concept for World Cup transport planning
and implementation 151
9.2 Seating capacities of stadia 152
9.3 Distances between host cities (km) 153
9.4 2006 Germany World Cup stadiums 156
9.5 2010 South Africa World Cup stadiums 157
9.6 2014 Brazil World Cup stadiums 159
12.1 How do fixers succeed? 232
vii
List of Tables
4.1 2010 World Cup – TV audience reach by region (millions) 48
4.2 T V audience reach by region – the final (watching
20 minutes or more) 48
4.3 FIFA’s event income (US$ millions) 49
4.4 Geographical distribution of TV rights (US$ millions) 50
4.5 Development of FIFA reserves 2003–2010 (US$ millions) 52
4.6 Average rating figures – World Cup 54
5.1 Perspectives on ambush marketing 75
6.1 Stadia costs and the Football World Cup 83
6.2 Average attendance at football matches 86
6.3 Post-event utilization at World Cup 2002 venues 91
6.4 Venues planned for the World Cup 2006 in Germany 92
6.5 Post-event utilization at World Cup 2010 venues 94
7.1 World Cup stadiums – 1930 to 2014 108
7.2 Football World Cup stadium zones 116
9.1 Planned airport infrastructure projects – Brazil 2014 162
9.2 2010 FIFA World Cup transport initiatives 168
10.1 2006 World Cup selected security stakeholders
and their responsibilities 185
11.1 FIFA reform scorecard 203
12.1 Interview subjects by profession 223
13.1 Highly cited World Cup journal articles (Google Scholar) 238
viii
Notes on Contributors
Daryl Adair is Associate Professor in Sport Management and Deputy
Director at the Australian Centre for Olympic Studies, UTS Business
School, University of Technology, Sydney, Australia.
Jens Alm is a sport analyst at the Danish Institute of Sport Studies,
Aarhus, Denmark.
Simon Chadwick is Professor of Sport Business Strategy at Coventry
University Business School, UK.
Sarah Coburn is a sport business consultant and is completing her
PhD in Sport Management at the UTS Business School, University of
Technology, Sydney, Australia.
Simone Eisenhauer completed her PhD in Sport Management at the
UTS Business School, University of Technology, Sydney, Australia.
Stephen Frawley is the Director of the Australian Centre for Olympic
Studies at the UTS Business School, University of Technology, Sydney,
Australia.
Chris Gratton is Professor of Sport Economics at Sheffield Hallam
University, UK.
John Horne is Professor of Sport and Sociology at the University of
Lancashire, UK.
Adam Karg is a lecturer in Sport Management at Deakin University,
Melbourne, Australia.
Eva Kassens-Noor is an Assistant Professor in Urban and Transport
Planning at Michigan State University, USA.
Ran Liu has a PhD in marketing from the University of Leeds.
Daniel Lock is a senior lecturer in Sport Management at Griffith
University, Brisbane, Australia.
Roger Pielke, Jr is Professor of Environmental Studies at the Center for
Science and Technology Policy Research at the University of Colorado
at Boulder, USA.
ix