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Sample Essay On the Impacts of London 2012 Olympics on the United Kingdom’s Tourism Sector

1.0 Introduction

Olympics are one of the world’s most popular sports events. They attract most of the world’s attention, for example the 2012 London Olympics involved 16,400 athletes from over 204 countries, 4000 technicians, 21,000 official media personalities and 4,000 official Olympic officers, 95% of these being from outside of the United Kingdom (Oxford Economics, 2012). Olympics tickets get completely sold and they get billions of television audiences globally (Atkinson et al, 2008). Therefore, Olympics have a wide range of impacts on the host country; these impacts can be positive and some of them negative.

The 2012 Olympic Games were held in the city of London, United Kingdom. They had a number of positive and negative effects that occurred before, during and after the Olympic games had been completed. One of the sectors of the United Kingdom that was affect by the Olympics is the tourism industry;

2.0 Positive Effects


2.1 Encouragement of Social and Cultural Events.

A number of social and cultural events were organized to accompany the Olympics games. These events led to a better understanding of United Kingdom’s culture by both the local community and the rest of the world. These social and cultural events were integrated in the Olympics right from the opening ceremony all the way to the closing ceremony, for example the ringing of the church, cow and bicycle bells to announce the start of the games (Kennedy, 2012). This show case of United Kingdoms’ culture may have acted as one of the tourist attraction reasons after the 2012 Olympics.

2.2 Recreation of Infrastructure.

The hosting of major multi-sport events such as the Olympics leads to improvement of infrastructure (Solbers & Preuss, 2007). The London 2012 Olympics led to the construction and major improvements of the Olympic village, housing parks, and transport systems including railways and roads, stadiums, indoor arenas and leisure infrastructure such as swimming pools (Konstantaki, 2008). This infrastructure served during the Olympics mostly because they provided cheaper housing and transport means making the visitors feel most comfortable while in London for Olympics. The infrastructure also added to the revenue gathered during the Olympics.

2.3 Place Marketing

According to Nichollus (2013), the Britain’s National Tourists Board conducted a show case referred to as the ‘’Great Campaign’’. The aim of this campaign was to let the Olympic international viewers see the great tourist destination sites in the United Kingdom. These sites included; the Durham Cathedral, the Cotswold, Big Ben and Stonehenge. By show casing this sites during the Olympics, viewers from the rest of the world got a reason to want to visit the United Kingdom.

2.4 Increased Domestic Tourism

It is estimated that of the 11 million tickets sold for the 2012 London Olympic Games, 80%- 85% of them were sold to local United Kingdom’s residents (Meta evaluations). The 2012 Olympic Games developed a sense of unity in the residents though them watching the flags fly and a display of people watching the Olympics. These unities lead to growth of local tourism industry, with people moving in and out of London (Atkinson et al, 2008).

3.0 Negative Impacts

Even with all the above positive impacts, the London 2012 Olympics still had a number of negative effects on the tourism industry of the United Kingdom.

3.1 Safety and Security Risks

Atkinson et al (2008) sites security and safety risks as one of the reasons why international tourist may not visit a county or city that is hosting a mega sports event. Because of the many people who attend to the Olympics, crowding is usually high in the streets, transport systems, public spaces and major tourist attraction sites. With high number of people, comes high likelihood of pick-pocketing, other forms of thefts and terror attacks. Due to this reasons most international tourist may have skipped visiting London during the time of the Olympics and before (Blake, 2005).

3.2 Increases in the Cost of Living

At around the time of the Olympic events, the cost of life in London was expected to be expensive (Blake, 2005). The residents feared this and they therefore migrated to other parts of the United Kingdom where life was not as expensive. The increase in the cost of living, may have also scared off internationally tourist and investors (Blake, 2005)

4.0 Conclusion
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Hosting of the 2012 Olympics had more advantageous effects on the tourism industry in the United Kingdom than disadvantages. The long term effect of hosting the event are still being felt as more people continue to visit London and the United Kingdom years after the Olympics were concluded. The infrastructure constructed and improved in 2012 is still in use by the residents and the tourist.

References

Atkinson, G., Mourato, S., Szymanski, S., & Ozdemiroglu, E. (2008). Urban Studies. Are we Willing to Pay Enough ‘Back the Bid’?: Valuing the Intangible impacts of London’s Bid to Host the 2012 Summer Olympic Games. London: Sage Journals.
Blake, A. (2005). Economic impact of the London 2012 Olympics.
Economics, O. (2012). The economic impact of the London 2012 Olympic & Paralympic Games.
Ritchie, B. W., Shipway, R., & Cleeve, B. (2009). Resident perceptions of mega-sporting events: A non-host city perspective of the 2012 London Olympic Games. Journal of Sport & Tourism, 14(2-3), 143-167.
Solberg, H. A., & Preuss, H. (2007). Journal of Sports Management: Major Sports Events and Long Term Tourism Impacts, 21, 215-236.
Walton, H., Longo, A., & Dawson, P. (2008). A contingent valuation of the 2012 London Olympic Games: A regional perspective. Journal of Sports Economics, 9(3), 304-317.

PROJECT MANAGEMENT: Manchester United Tournament Project Sample Essay & Outline

The project deliverables

1.Sufficient number of soccer balls
2.Registration forms and fees
3.A list of the sponsors with the amount they offer
4.Completed awards to the best performers in the tournament
5.Printed designs of T-shirts and accessories for the event
6.Qualified referees
7.Registration of the teams
8.Sponsorship ads and resources
9.Ceremony and awards events
10.List of volunteers and local college fields to be used for the tournament
11.Budgets and shirt design, number, and size
12.A list of teams that will participate in the event as well as the match schedules

The Work Breakdown Structure (WBS) of the tournament

A: Outlining the team registered and fields to be played on
B: Identification and generating the qualified referees
C: Decision on awards and ceremony for the best performers
D: Identification and publishing a list of local sponsors
E: Selling the tournament T-Shirts and accessories
F: Coordination of the game time, teams and playing grounds
G: Processing Team Registration Requests
H: Sourcing qualified referees and assign them to matches
I: Sourcing awards and organizing ceremony events
J: Sourcing sponsorship ads and resources
K: Outsourcing printing of T-Shirts and accessories
L: Purchasing soccer balls
M: Description of the screening process for teams
N: Description of the awards and their design and text
O: Looking for the locals for sponsorship of events
P: Description of the budget, shirt design, number and sizes
Q: Identification of the volunteers and local college fields as resources for the events
R: description of the maximum team registrations
S: Coordination of the volunteers and resources needed for the award ceremony
T: Defining the registration fees and forms

How a WBS alleviates the problems in the meeting and assists in organizing and planning the project

There were significant concerns aired in the meeting concerning injustice in the soccer field. The use of the work breakdown structure (WBS) provide a mechanism for assessing these issues, and the project manager can plan actions for mitigation for the issues concerning injustices such as finding the good and qualified referees (Ponnappa, 2014). Moreover, the WBS will minimize or in some cases eliminate the chance of forgetting an activity completely. This is because all the activities will be included in a map in a sequential order and according to their definite priority. Besides, a WBS will assist the project manager to control planning, scheduling of the matches and the budget (Wysocki, 2009). Since it will indicate the sequence of tasks to be carried out by the project team in the event, a WBS will act as a tool that describes the communication channels and aids in linking the different project elements (Ponnappa, 2014). A proper communication channel through a concise WBS will help in alleviating the problem in the meeting, and help the project manager to convey accurate information or instructions on what activities should be completed first before taking on others. Similarly, the WBS will assist in the establishment of the organization breakdown structure (OBS). This will further enable the project manager to assign the project tasks and responsibilities to organizational components and personnel responsible for the event (Ponnappa, 2014). Also, WBS will offer the complete image of the event and give a configuration to the tasks that should be planned and controlled. Furthermore, because this is the first event, the WBS will assist the team in arranging the soccer matches, processing the registration of the teams, cost approximation and outlining logistics (Wysocki, 2009).

Sources of information for developing a WBS

To establish a good WBS, Nicolette can gather the informant from sources such as Nicolette can conduct a brainstorming meeting with the colleagues and point out the activities that should be planned (Nicholas & Steyn, 2008). Moreover, she can look for the other soccer events that are organized by other clubs. Nicolette can obtain their schedules, the order of events, awards, a list of referees selected, and invitees, among others from the Internet or websites or refer to the organizers of those soccer events (Nicholas & Steyn, 2008). This will assist in the identification of the most superlative practices that is, what to and what not to perform during events planning. Lastly, Nicolette can also obtain information by utilizing the inputs from the club soccer team who have taken part in such kinds of events.

The use of WBS in generating cost estimation

WBS will offer a complete reflection of the event to Nicolette and the project team. It will disintegrate the whole event into several minor activities that can be more concisely approximated with suitable safeguards if needed (Cook, 2005). Ultimately, the costs of single activities can be summed up to get the total cost of the event. The information is useful because it will assist in ways such as:
The WBS will assist the team in arriving at numbers of teams to take part in the tournament, the number of fields to order or reserve, the number of referees to monitor the matches, and the size of the event. Furthermore, WBS will assist the team in the identification what causes the costs in the events (Gray & Larson, 2008). This will enable the project team to minimize the costs of the event if there are not enough funds to cater for the event’s budget.

Reference

Cook, C. (2005). Just enough project management. New York: McGraw-Hill.
Gray, C., & Larson, E. (2008). Project management. Boston: McGraw-Hill/Irwin.
Nicholas, J. M., and Steyn, H. (2008). Project management for business, engineering, and technology: principles and practice. Amsterdam, Elsevier Butterworth Heinemann.
Ponnappa, G. (2014). Project Stakeholder Management. Project Management Journal, 45(2), pp.e3-e3.
Wysocki, R. K., (2009). Effective project management: Traditional, agile, extreme. Indianapolis, IN: Wiley Pub.