Business and the Olympics - Victors and spoils - The Olympic games are big

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IN ANCIENT GREECE it was impossible to stitch a sponsor s logo to an Olympic

athlete s singlet or shorts, because the competitors were all naked. In today s

London it is still impossible. Though clothing is now allowed at the Olympics

indeed it is compulsory so is a veneer of amateurism. No advertisements are

allowed in the stadium; no logos may be emblazoned on the athletes kit (except

at the Paralympics: see article).

Behind the veneer, commercial interests are vying furiously for gold. The sums

involved make Russian weightlifters look insubstantial. The British government

s budget for the games has risen to 9.3 billion ($14.5 billion) from an

initial estimate of 2.4 billion. The International Olympic Committee (IOC) has

raised $4.87 billion in broadcast fees and sponsorship for the four-year cycle

that includes the London summer games as well as the Vancouver winter Olympics

of 2010. The London Organising Committee of the Olympic and Paralympic Games

(LOCOG), which is actually in charge of staging the games, has raised another

700m in sponsorship; it is raking in pots more by selling tickets and licensing

souvenirs.

Five rings to bind them

Eleven global sponsors (known as top Olympic partners, or TOPs) pay fat sums to

the IOC for the right to use the Olympic brand. Only one TOP sponsor is allowed

in each commercial category: Coca-Cola for soft drinks, Panasonic for

televisions and so on. This business model dates back to the 1980s. Before

then, the Olympics were a commercial mess, with lots of sponsors paying small

sums to borrow the Olympic brand in a few cherry-picked markets. Now, the IOC

sells much bigger contracts to fewer sponsors. Top-tier deals are long-term (at

least eight years) and global. The size of each deal is secret, but the total

for all 11 for 2009-12 is $957m.

Sponsors can pay in cash, in kind, or both. For example, Atos, a French

consultancy, is a top-tier sponsor. It also manages the information technology

for the games. In its command room overlooking London s Docklands, 450

technicians and support staff hunch over screens. Among other things Atos

handles the accreditation system for all 250,000 athletes, trainers and

hangers-on. This means creating a big database for personal information for

people from all parts of the world. It has to hook up with the British

immigration authorities, so everyone who needs a visa gets one. And it has to

be secure: visiting prime ministers don t want their private data published on

WikiLeaks.

The pay-off for Atos comes from proving it can do all this. It s the only

project of this magnitude that has a deadline you can t change at all, says

Patrick Adiba, Atos s man on the spot. There is also no room for serious

errors, he says: You can t ask Usain Bolt to rerun the 100 metres because the

technology didn t work. So every system has backups: some have four.

All this is costly. But it lets Atos boast to potential customers: if we can

handle both the summer and winter Olympics, we can probably handle your

project. The Olympics generate hundreds of millions of euros of new business

for Atos every year, reckons Mr Adiba.

The risk is that if you mess up, you do so very publicly. G4S, a British-based

security firm, was hoping that handling security for the games (which it, too,

sponsors, though not at the top level) would gild its reputation. If we can do

it for the Olympics, we can do it for you, said Ian Horseman-Sewell, G4S s

director of events, on June 21st. Shortly afterwards, the firm discovered that

it couldn t do it for the Olympics, having failed to train anything like enough

staff. G4S s share price did a passable imitation of an Olympic diver (see

article).

Most top-level sponsors, such as McDonald s, Omega, Panasonic and Procter &

Gamble, are not trying to prove their prowess. They are just trying to look

noble and global by association in a way that wows and woos customers. How they

do so reveals the brilliance of the IOC s stand against the crass

commercialism of corporate ads and logos at the games. Unable to advertise

inside, the sponsors must advertise outside, by way of posters and packaging

and every other platform at their disposal. And to reap the benefit of their

sponsorship, this advertising must be linked back to the Olympics: so every

billboard and chocolate bar and television set carries the Olympic logo. It is

hard to walk down a high street anywhere in the world without being reminded of

the Olympics.

In effect, the sponsors are paying to provide publicity for the Olympics. This

is a fantastic deal for the IOC. Is it also good for the sponsors? I don t

know, admits the boss of one big sponsor.

A study by Jonathan Jensen of Columbia College, Chicago and Anne Hsu of Relay

Worldwide, a sports-marketing firm, has found that in general companies that

sponsor generously tend to do well. They looked at the 51 American firms that

spent more than $15m annually on sponsorship (mostly of sports) between 2005

and 2009. Net income at these firms grew faster than at S&P 500 firms in

general (7.8% to 6.5% per year). The biggest sponsors did even better: the top

16, which spent on average $160m a year on sponsorship, saw net income grow by

22.1% annually.

The authors do not claim that sponsorship makes businesses more profitable.

Rather, big sponsors tend to be firms with brands that are already well-known.

Lesser-known firms buy ads to explain to customers who they are. The likes of

Coke and IBM back athletes to make consumers feel warmer about their brands.

There is evidence that such backing can work, at least on a team-by-team level.

Jorg Henseler of Radboud University has found that in the Netherlands

sponsoring football teams makes brands more valuable. And even if there is no

such direct effect from sponsoring the games, there is an indirect benefit: you

raise ever further the costs of entering the global market. It is spending like

this that makes competing with Coke hard, even when making fizzy drinks is

easy.

It is hard to argue the case for Olympic sponsorship from any effect it has on

the share prices of the TOPs (see chart). But the companies must believe they

are getting a good deal; otherwise they wouldn t keep doing it, and indeed

upping the ante. The IOC s revenue from TOP sponsors rose 10.5% in the 2009-12

quadrennium. Visa ran Olympic-themed promotions in 45 countries in 2008; this

year it has 71 in its sights. It is also passing on the rights to use the

Olympic brand to the banks that issue its charge cards: some 950 financial

institutions will join its marketing push.

Visa s first Olympic campaign was brutal. Having displaced American Express as

the official payment card, its ads crowed: At the 1988 Winter Olympics, they

will honour speed, stamina and skill but not American Express. Its recent

Olympic ads conform more closely to the generic feel-good norm. One shows Nadia

Comaneci, a gymnast, scoring a perfect 10. Morgan Freeman s soothing voice-over

encourages viewers to cheer for perfection.

Big boys games

Because the games are truly global, they offer a plausible springboard for

regional brands that want to conquer the world. Samsung is perhaps the best

example. It was once a big dog only in its native South Korea. In 1997 it

pipped Motorola to become a global Olympic sponsor. The American mobile-phone

maker, a longtime second-tier sponsor, wanted to upgrade but demanded a big

discount. The IOC was so annoyed that it turned to Samsung, which quickly

agreed to pay full whack. Motorola s managers realised they had been supplanted

only when they read the headlines. Such ruthlessness keeps sponsors in line.

Samsung s sponsorship covers just mobile phones. But if the Olympics burnish

the Samsung brand, that should help the Samsung Group sell televisions, ships

and insurance, too. It is now the second-most-valuable Asian brand (after

Toyota), according to Interbrand, a consultancy. Being seen alongside Coke

gives them global credibility. It shows they are at the top table, says

Clifford Bloxham of Octagon, a consultancy. Indeed, five out of the 11 top-tier

Olympic sponsors are in Interbrand s global top 20.

Below the global sponsors are the domestic ones: some 44 companies, from BP to

Cadbury, have signed deals with LOCOG that cover only Britain. As well as

dealing with these domestic sponsors, LOCOG hires contractors to help stage the

games. A separate body, the Olympic Delivery Authority (ODA), is in charge of

building the venue.

Between them, LOCOG and the ODA have awarded more than 2,000 contracts, big and

small. Some firms follow the games wherever they are staged: Mondo, an Italian

maker of running tracks, is there every four years. For others, it may be a

one-off. Touch of Ginger, a British design firm with 12 staff, is making

Olympic-themed trinkets such as stainless-steel fish-and-chip forks that pop

out of a credit-card-sized piece of steel. Gary Moore, the co-founder, laments

that retail sales have been slow. But corporate sales have been brisk. Sponsors

such as Lloyds Bank are snapping them up to hand out as gifts.

The eyes are the prize

Pierre de Coubertin, the idealistic Frenchman who founded the modern Olympics

in 1896, did not approve of betting. Heaven knows what he would have made of

the bets that broadcasters make on the games. For 2009-12, they have stumped up

$3.91 billion for television rights, up from $2.57 billion for 2005-08.

Such huge fees make bidding for the rings highly risky. NBC Universal, an

American TV company, lost $223m broadcasting the Vancouver winter Olympics, and

expects to lose money in London, too. Having paid $1.18 billion for the right

to broadcast the London Olympics in America it has so far booked only $950m in

advertising. It will sell more ads at the last moment. But it will also spend a

fortune on cameras, servers and breathless commentary, leaving it $100m-200m in

the red, by one estimate.

Comcast, the cable firm that owns NBC, is confident that the bet will

eventually pay off. NBC will pay $4.38 billion to broadcast the games from 2014

to 2020. NBC hopes the Olympics will boost adverts on its free channels, hook

more subscribers for NBC Sports (a pay channel) and popularise its digital

offerings.

NBC wants the Olympics to help it take on Disney s ESPN, the giant of American

sports broadcasting. This will be hard. The games are usually in an un-American

time zone, and involve dozens of sports, many of which make Americans shrug. It

is hard for broadcast highlights on a network to make the most of it all.

Technology may be coming to NBC s aid. It plans to offer 3,500 hours of live

coverage via 40 online streams, allowing people to watch on their computers and

mobile phones while waiting for the bus or pretending to work. When people are

desperate for distraction even dressage has its place.

Some worry that digital streaming will hurt the prime-time broadcasts that

command the highest advertising rates. After all, who will bother to watch a

race when the result is already online? But Michael Payne, a former Olympic

official and the author of Olympic Turnaround , a book about the games

commercial revival, downplays such concerns. He thinks that all those digital

offerings will create buzz. With 26 sports, there s enough news to keep people

interested. They ll watch the games on multiple platforms and then go into the

office and talk about it, he predicts. He may be right. Olympic organisers

once fretted that the first radio broadcasts would depress ticket sales. They

didn t.

For advertisers, the Olympics should be a bonanza. Martin Sorrell, the boss of

WPP, a British ad firm, often talks of the boost the global ad market receives

when the Olympics, an American presidential election and the Euro football

tournament more-or-less coincide every four years. Michael Nathanson of Nomura,

an investment bank, predicts that the Olympics will pump up the American ad

market by between $800m and $1 billion this year. The global bump in

advertising will be $1.3 billion, reckons Jonathan Barnard of ZenithOptimedia,

a consultancy.

Others are more cautious. Non-sponsors assume that, if they advertise during

the games, their message will get lost in the hubbub, says Ian Whittaker of

Liberum Capital, a bank. He predicts that many will wait until September, and

that the Olympic boost will be less than expected.

Governments of countries that host the Olympics usually boast that the games

will generate vast economic returns for the nation. David Cameron, Britain s

prime minister, promised to turn these games into gold for Britain , to the

tune of 13 billion over four years (see article). Several studies suggest that

is unlikely. Victor Matheson of the College of the Holy Cross in Massachusetts

finds that organisers of big sporting events tend to overestimate the benefits

and underestimate the costs.

They are particularly bad on opportunity costs, counting every penny that

sports-mad tourists spend while forgetting that others will cancel trips to

avoid the crush. South Korea attracted lots of football fans during the 2002

World Cup, but because so many non-fans stayed away total arrivals were the

same as the previous year. Some of those who pitch up for a sporting event have

merely rescheduled a trip planned for another date, and should not count as

extra arrivals. Mr Matheson concludes that, though the gross economic impact of

big sporting events is large, these losses mean the net effect is negligible.

It may even be negative. Host governments spend vast sums on building stadiums

and sprucing up nearby railways and roads. The Olympic authorities could pick

host cities that already have the necessary infrastructure in place, and in

such places the games might turn a profit. But the IOC likes host cities to

erect grand edifices with the Olympic name on them.

The billions that Britain has spent on revamping bits of east London will

generate benefits; but so would spending such sums on many other things. London

s Olympic aquatic centre looks great, but it cost 269m a great deal more than

most public swimming pools. The roads built for the games may prove useful, but

other projects might have done more good. They might have been cheaper, too;

Olympic infrastructure tends to break budgets even more than infrastructure

projects in general do. A recent working paper by Bent Flyvbjerg and Allison

Stewart of the Sa d Business School at Oxford University found that every

Olympiad since 1960 has gone over budget and that the average overrun, at 179%,

was worse than for any other kind of mega-project.

When the consumer sits down to watch the games, though, he is not interested in

efficient infrastructure investment. He wants to see something that lifts his

spirits. This cannot be guaranteed but unlike other purported benefits, it is

at least not ruled out by the data. A study by Stefan Szymanski of the

University of Michigan and Georgios Kavetsos of the Cass Business School in

London finds no statistically significant upswing in national happiness

attributable to hosting the Olympics (in this it comes a poor second to the

football World Cup). But it doesn t seem to do any harm. And maybe this one

will be particularly uplifting. After all, what could be more fun than watching

athletes sweat while eating fish and chips?

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