Written by Goc O’Callaghan, Buro Happold
Mega events are large-scale cultural or sporting events that have an international profile, attracting a significant number of attendees both internationally and domestically.
Mega events, such as the Olympic Games, also generate significant levels of tourism, media coverage, economic impact and prestige for the host nation.
So what can mega event organising committees do to ensure the visitor experience is considered in their rigid framework of protocol and event impact analysis? The legacy of mega events for the host city and nation is, after all, reliant in-part on the experiences of its visitors.
Undisputedly the requirement for vigorous planning and precision implementation is paramount for the success of mega events but, in the militant delivery of every aspect of the event management plan, the visitor experience may not live up to the euphoric highs we see displayed on our TV screens.
There are (in my opinion) four fundamental areas where the end-user may not be at the forefront of the planning committee’s thought processes. Here’s what can be done to address them:
1. Crowds, logistics and security concerns.
Even with the best of planning, long lines, transportation delays and crowded venues impinge upon the experience. For example, the intensity of the crowds in these scenarios can impact on visitors’ psychological safety.
Adding a ‘Disneyfication’ to queues and unwanted dwell time changes the visitors’ perception.
When our psychological safety is compromised, our ability to be fully immersed in a moment is impacted, reducing the chances of a transformational experience. Adding a ‘Disneyfication’ to queues and unwanted dwell time changes the visitors’ perception of this part of the experience.
2. Misplaced sponsorship and overcommercialisation.
As the world moves from materialism into experientialism, audiences’ have become more astute to brands that dominate events and experiences. Smart implementation of sponsorship can enhance an experience, but incorrectly placed branding and activations can turn audiences away.
Overcommercialisation has the potential to dilute the spirit of mega events, whereas the placement of well-considered branding can create positive and intrinsic links with brands, often harnessing loyalty through association with a good experience.
3. Personalisation.
A transformational experience is achieved when something inside of us changes. As humans, we are all different and therefore the catalyst in one’s transformational experience may be wildly different to the next.
Due to our differing values, culture and preferences, the requirement for personalisation during a mega event is integral.
Regardless of our own subjectivity there are key principles which contribute towards the curation of a good experience – yet they are often eliminated in the event planning process.
Due to our differing values, culture and preferences, the requirement for personalisation during a mega event is integral – and it can be made possible by leveraging data-driven personalisation. For example, by providing a variety of ticket types, gamification, personalised content, in-app messaging and notifications and customisable agenda builders to name just a few.
4. Return on experience.
The perceived experience value versus the cost to attend mega events are the perfect storm for discrepancy. Escalated costs for travel, hotels, food and everything else required to attend these major events adds extra spend over and above the ticket cost.
With large expenditure comes high expectations and therefore the perceived value of the experience must deliver against the cost.
The importance of human-centred design with an experience-first approach can bridge this gap and, whilst the monumental task of organising a mega event requires the strictest of planning, the supporting peripheral events and experiences can enhance a visitor’s impression and contribute to the desired legacy.
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