Management of Kodak Olympic Corporate Hospitality

Judy Gillespie, AMM of Focus Event Management was Lead Olympic Program Director for Kodak Australia’s Olympic hospitality program. Judy shared her experience with MIAA members at a recent Professional Development seminar. ASE thanks Judy and MIAA for sharing this insightful assessment of the corporate hospitality program of a major Olympic Sponsor. Gillian Taylor from AITC with Judy Gillespie The one thing I can say for Kodak is that we had a real presence at the Olympics – we were well and truly noticed in our uniforms – an extremely bright fashion statement! There was a time ten days prior to the Olympics starting that I wondered if the 70 + Carlson/Kodak staff would be in a mass ad for ‘no knickers’. I only came on board in July, three months prior to the Olympics, and the major planning had been done. But I discovered 10 days out, that through mis-communication no order had actually been placed for the uniform pants, all 200 pairs! This was just one of my challenges as the Lead Olympic Program Director for Kodak Australia. Kodak is a charter member of The Olympic Partnership Program. They have sponsored the Games since the first one in Athens and have made a sponsorship commitment through to the 2008 Games. Until this year, Kodak had managed their Olympic involvement internally, primarily from their worldwide headquarters in Rochester, NY. However for the Sydney Games, the decision was made to use outside assistance, and to this end Kodak appointed Carlson Marketing in the US to manage their sponsorship and program. Carlson also managed a number of other sponsors such as IBM, Fairfax, Southcorp wines, Unilever and Westpac, and in order to do this had to establish a sports marketing division in Sydney. This was staffed by Carlson people from the US with previous Olympic experience, and Australians. I was one of those Australians, and for the period of the Games was a Carlson person - Focus Event Management became ‘hidden’. How did I become involved? I have run my business for 10 years - a combination of conference, event and project management – anything that involves logistics management, with some creativity thrown in for good measure. As I primarily work on my own, I am in a position to manage clients in my own right or to work for someone else ‘project managing’. You have to know your own business and the lean periods, to know how to effectively manage this juggling and not compromise current business, future business or yourself. And that’s not easy. I had a conference two weeks after my contract with Carlson finished, not to mention GST and the BAS, so there was an enormous amount of juggling. Not easy when you’re dog-tired as we all were during the Olympics. Wandering around Tianamen Square in March this year following the MIAA conference in Hong Kong, Miles Clark mentioned to me that he was working during the Olympics, not as a journalist but on the ground. This got me thinking, along with Cheryl Pearson from Synergy Event Management telling me she was looking after the CEO of IBM during the Olympics. I thought “I could do that’. Then the coincidence - they both told me who their contact was. In 1995 I worked for three months managing the conventions dept for Landmark South Pacific, due to a staff shortage. Olga Korobko worked with me, she is now Operations Manager for AITC and had been contracted by Carlson to recruit ‘local hired’ staff for the Olympics. I didn’t really have to sell myself, the opportunity was just there at the right time. But it does go to show that things often come full circle – so the ideal is to put one’s best foot forward at all times. The Kodak Olympic sponsorship is designed to enhance the brand and company image of Kodak (global recognition), along with product showcase and innovation, and customer and consumer relations. Kodak not only provided hospitality to guests, but also had a physical presence at the Olympics. I think that this is something that sponsors are always aware of – not just being the good guys and giving a return to their customers/clients but being aware of how to maximize this opportunity to promote themselves and their product. At our every day business level, there are many of us who don’t often do this. We do the job and hope our service will win us the next piece of business. And perfection was the only way to go with Kodak – because it’s their image they are presenting to the world. "One example was the multiple emails in relation to the width of the stripes on the uniform shirt collars and whether it was to be a brown or black belt! But this is a sponsor’s right – to present the right image to the world." Kodak showcased their products by managing the world’s largest photo lab at the Sydney Games, processing 140,000 rolls of film and supporting over 1,000 accredited journalists; via roving on-site photographers at Sydney Olympic Park, through the Kodak Picture Planet and health imaging – providing the x ray film at the athletes’ health centre. Kodak in fact has 12 business units – it’s not just the retail outlets we know that make up Kodak – health imaging, professional movie imaging, consumer imaging etc, and they tried to expose the products of these units where possible. The Kodak program was three tiered - the international program (Eastman Kodak), the Australian program and the local Sydney based program. I managed the latter two – Kodak Australia and the local program, working closely with both Matt Baker from Carlson US as the overall Olympic Manager and Shane Kealley, the Australian Olympic Trade Manager. In most instances the program was incentive driven – increase sales and this is your reward. Each program operated separately in terms of what guests received, although there was considerable crossover particularly with the planning. One example would be the Olympic Guest Manual. It alleviated the need to write extensive confirmation letters. We addressed issues that were relevant to all groups and then detailed the specific requirements for each group separately (e.g. overseas guests v Australian guests). The major aspect that has been reinforced to me in the management of this Olympic program is the importance of planning – it is absolutely critical. Kodak and Carlson began their planning for the Sydney Games four years out on aspects such as flights, ticketing, headquarters hotel, accommodation and IT equipment…. the list goes on and on. Carlson has already commenced meetings in Athens for the next Games drawing on what worked and what didn’t in the Sydney Games for Kodak. Another key component is teamwork – reliance on other teams to deliver. These relationships included: Carlson – US & Australia Kodak – US & Australia and both of these teams worked integrally together, with Kodak separately delivering the other on-site operations that I mentioned earlier such as within the main press centre. Westin Hotel Transport through an overall coach management company Airlines SOCOG Hospitality suite creation via David Grant Special Events Staff – a core staff of 30 of us and ‘local hired’ staff during the actual Games. Coming on board only three months prior, a lot of the major issues had already been addressed. "But there was still a huge amount to do". I was initially told there would be 1,500 guests in the Australian program – 78 guests arriving and departing every day – a 24 hour turn around program. This actually reduced to about 800. I remember thinking “this is no big deal, I could manage this on my own, 78 people per day”. WRONG. We had 70+ staff overall and I had eight on the Kodak Australia and local team and we utilised every one of them. I learnt a new word during this time – ‘waves’ – movement of guests coming in and going out. The majority of Olympic programs had four waves as did the Kodak international program, but Kodak Australia had 17!! By the time Carlson came on board to manage the program, the Australian incentive was underway and the number of people couldn’t be changed. This is one of the aspects that will be a definite no for the Athens Games – no 17 waves!! We had to deal with a number of dramas as the invitations to guests, responses, trying to secure names, plus the multiple changes, were still all happening in the last four weeks for a whole lot of internal reasons that couldn’t be altered. I was responsible for the transport grid for the three programs and this baby was a nightmare because we couldn’t lock in flights, names, staff rostering, coaches etc – and I would say it was the end of week one of the Olympics before this settled. My key responsibilities included: Invitations, RSVPs and guest confirmation letters (10 different versions) Transport grid Airport ‘meet and greet’. Luggage arrangements Event ticketing – allocation, sorting and distribution Accommodation Reports – an issue in itself Final mailing to guests Staff rostering On site staff training On site management Writing contribution – newsletters, staff manual, guest manual It was hellish at times, in the first week I wondered if there were Games on at all because I never saw the light of day, but I would do it again with the knowledge I have now and the things I would do differently. There were times when I felt guilty about nagging Shane, our Australian Kodak client. He put it beautifully when he said, “no you didn’t, I just had 50 balls in the air and you were good at telling me which one to catch”. Now that’s a good client. In the end all that matters is that the guests and Carlson and Kodak were happy – to the extent that I have been asked to tentatively block out January & February 2002 with the possibility of joining the team to work on the Winter Games in Salt Lake City. Summary PROGRAM/GUESTS 17 waves Kodak Australia program – 800 – over full Games period Local program – 250 over seven days Guests arrived at airport mid morning. Meet and greet and transfer to coaches to Sydney Olympic Park. Bus escort at all times – script on what to expect prepared and used by escort. Box lunches, packs with giveaways, and tickets given to guests en route. Arrived at SOP, given a briefing by escort and escorted to first event. Guests had two tickets to an afternoon event and two to an evening event. Between events able to enjoy the hospitality of the Kodak suite (converted from one of the Easter Show cattle pavilions to a superb venue). Following the last event, guests joined coaches to the Westin hotel – more hospitality and bed. Room check out by 8am and then transfer to the airport – and the new group arrived! ACCOMMODATION Westin – also headquarters hotel. Huge commitment on their part – 21 days of food, set up of suite and Kodak office, colossal delivery of goods in staggered deliveries, security, billing, signage etc 200 rooms overall 40 rooms per night KA Some minor sponsors also in hotel On 14th September Kodak security kicked in Accreditation pass required for lift access Special Kodak room key designed Visitors admitted by recognition by another guest only Security personnel in place HOSPITALITY Differentiation between Eastman Kodak (EK)& Kodak Australia (KA) programs Dedicated customer service centre in hospitality suite KA: box lunches, sling bags, camera film, CD-ROM, caps, size specific polo shirts EK: camera bags pre-arrival, all weather jackets, duffel bag, polo shirts, pin sets, leather photo album, Australiana welcome reception, Rocks walking tour All: hospitality (F&B), television in suites, Phil Grey images on walls of suites (for purchase), on-loan camera service, film processing, drinks and snacks on coaches, medical team WORKFORCE Prior to the Olympics, individuals employed to work for Carlson on the Olympics were invited to do on line training with an incentive prize. To motivate and reward Carlson staff across all programs there was a monthly ‘solid’ program – a nomination by colleagues of performance by other colleagues. Gift prizes were presented at a monthly social function. Roles of KA team – three x airport, four x transport, one x ground operations (ticketing & room drops) Shared venue staff and hospitality/customer service staff One of the most important things I learnt is to trust others. I get so used to doing everything myself – impossible in this situation. Key elements are to brief well, get regular feedback (and this is most important otherwise you don’t know what’s going on), nip issues in the bud, involve the team in what’s happening and let them get on with their job. Carlson had a human resource person on staff whose main responsibility was the local hire staff. He made sure he got around to each one on a regular basis to chat with them and be their liaison person. 21 days non-stop on a 12-hour shift is draining. To keep staff involved, all went into a draw to attend one event per week – sometimes there was a choice. Additionally we had a core staff meeting on a regular basis to address issues. It was then up to us as team leaders to pass this down the line. I also tried to let staff go home early if possible. Obviously a more manageable situation with only 8 staff working together. TRANSPORT 10 dedicated coaches – same company, same look Same drivers – provided consistency One management company for overall management and dispatch All equipped with PA and video unit – showed Kodak Olympic footage en route Drinks & snacks on board Provided a continuous shuttle service to and from SOP from 1pm onward Two staff vans Initially provided full transport grid to Coach Company, but then changed it to every few days Would try to group flights together but didn’t always work and as the customer is the most important person and this was their one-day Olympic experience, we would often send the coach off with only two guests on board. EK arrived domestically, EK arrived internationally and crossover Always had a bus escort. One of my roles was to write a bus script – everything you need to know TICKETING Two event tickets per couple, all at SOP – created more ease with logistics Ticket allocation not known until arrival in Sydney – we played on the element of surprise No choice in tickets for Australians. Most tickets were reasonable. We had two ‘not so good’ days and liaised with EK to substitute with some of their tickets. Even when I thought the tickets were not so desirable, I got our bus escorts to play it up. No ticket complaints whatsoever. Ticket numbers decided several years in advance without knowing the final outcome. With reduced numbers attending, sometimes had many tickets over. This is where the late changes became an issue, as we needed to know ahead of time how many spares, so our client could on-sell them to one of their business units. Dramas with ticketing were not unlike a conference – people fronting who we did not have on lists, or with unexpected partners or children (the Kodak programme was primarily directed to adults) and computer software which did not always create the correct reports. COMMUNICATION Pre-event – confirmation letters and final mailing – 10 different versions Final mailing – letter, Games Guide, e –ticket, luggage tags, Ansett tags Staff training manual On arrival – welcome letter, ticket wallet, tickets, MM passes, ID badges, maps & guide, plus sling bag and contents Staff training Staff issues on –site Non user friendly software Two way plus mobile Newsletters Departure notices THE GOOD, THE BAD & THE UGLY What Worked? Everything for the guests – meet & greet, bus escort, good coaches, escort to event, excellent event seats, the hospitality suites and most important clear communication to guests at all times – beforehand as to what to expect and on arrival exactly what, when and how. No one could ever say they didn’t know. The planning by Carlson US A great client in Australia Staff – small team, worked well together, trust (by me as the leader) Weather and the atmosphere What We Wouldn’t Do Again/Difficulties/What Didn’t Work? 17 waves Need for even greater planning – a system to avoid the last minute responses and airline ticketing nightmare Even greater communication from the beginning – with guests Don’t assume anything – the uniform pants are an example Computer software was not user-friendly -I assumed it would deliver what we required instantly, and did not discover the difficulties early enough First week – huge hours – changes, changes, changes – affected transport, staff trying to do rosters, travel manifests and accommodation. TIPS Planning Team work Trust of others Reliable software Judy Gillespie FocusEvent@bigpond.com

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