Case | HBS Case Collection | March 2007 (Revised October 2008)

The Vancouver 2010 Olympics

by Anita Elberse, Catherine Anthony and Joshua Callahan

Abstract

It is February 2007, exactly three years before Vancouver hosts the 2010 Winter Olympics. Judy Rogers, City Manager for the City of Vancouver and a member of the Board of Directors for Vancouver's Organizing Committee (VANOC), is keen to ensure the Games will have a lasting positive impact on the city and on Canada. However, a recent event reveals that significant social tensions could negatively effect the event and Vancouver's image across the globe, and Rogers will have to find a way to address the growing concerns. More pressingly, Rogers and her team are faced with the task of creating an Olympic Legacy Reserve Fund that could enable the city to achieve its sustainability goals, but involves a significant tax increase for Vancouver's residents and businesses. With the world watching and the clock ticking, there is a lot at stake. How should Rogers respond to these challenges? Allows for an in-depth examination of critical social marketing issues in the context of one of the world's biggest sports events. Provides rich data on the possible benefits and drawbacks for a variety of constituents, including the International Olympic Committee, the host country and city, its businesses, and local residents, and can serve to illustrate the key tensions as well as best practices in social marketing initiatives.

Keywords: Globalized Markets and Industries; Social Marketing; Business and Government Relations; Business and Stakeholder Relations; Conflict and Resolution; Sports; Public Administration Industry; Sports Industry; Vancouver;

Citation:

Elberse, Anita, Catherine Anthony, and Joshua Callahan. "The Vancouver 2010 Olympics." Harvard Business School Case 507-049, March 2007. (Revised October 2008.)