Australian Open tournament can be described as a product. When referring to a product, we mean tangible products, i.e. goods (Antti & Anselmi, 2008). However, in the modern world, a product is also something very intangible, such as a piece of software or a piece of knowledge (Antti & Anselmi, 2008). A product is, therefore, something that can generate revenue to the firm and offer a service to the customer. Australian Open tournament is seen to generate revenues of $209.6 million to the economy from customer turnout of over 0.5 million in 2005. This trend continues to actively contribute to the economy of the country every year it is held.
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It also provides its customers with an opportunity to participate actively as spectators of various tennis matches. It is promoted and marketed just like any other product, and the body tasked with this job is Tennis Australia. There is a CEO to oversee its operation; the team comes up with a marketing strategy for branding Australian Open which is similar to any tangible product in the market. Advertisements for the Australian Open are carried out to inform the consumers of the existence of such a product, and at one specific time, the cost of advertisement was recorded to be $31 million.
Tennis Australia has a large number of customers, and to maintain them and gain their trust, the managers have to offer substantial services to them. Winston identifies three dimensions of service provider behaviour that correlate highly with customer satisfaction, namely, concern, civility and congeniality (J.Walker, 2010).
The body has a mandate of ensuring that there are elite competition and mass participation that lead to the sports development. Hence it makes sure that sports in Australia go well by ensuring there is the active participation of all the interested parties in the field. Tennis Australia welcomes everyone willing to pursue the sport to the highest level possible, and this demonstrates concern and civility to its fans. It has to tackle challenges related to time and resources by ensuring sporting in Australia is on the highest level and hence demonstrates considerable dedication in offering their services.
Australian Open tennis tournament is viewed as a product in this discussion, and for it to sell well, it has to be accompanied by superior, innovative and customer-oriented services. As R. Bacal (2005) notes, if you provide services to customers, your words and behaviour are the tools you use to create a positive customer perception of your company. Tennis Australia has to showcase the value of the Australian Open, and doing so, resources have to be pulled together to cater for every need. Tennis Australia has the mandate to conduct Australian Open professional tournament as well as facilitate participation in tennis.
It should sell the event as a brand and be able to attract customers from all over the world. It is to provide customers with the best consumer experience and hence demonstrate expertise in its services. It provides cafes and functional areas for the spectators to watch the game in comfort. Tennis Australia is as well tasked in looking for and incorporating well-experienced persons in this arena that can soldier on and uphold the vision of the organization. This is clear when it decided to involve Mr. Steve Wood in rebranding Tennis Australia. It was a great move considering the enormous benefits from his participation in the game. Players’ development is highlighted as a major task for the firm in organizing Australian Opens.
Antti, S. & Anselmi, I. (2008). Product lifecycle management. Berlin: Springer publishers
Bacal, R. (2005): Perfect phrases for customer service: Hundreds of tools, techniques, and scripts for handling any situation. New York: McGraw-Hill Publishers.
Walker ,J. (2010). Services satisfaction and climate perspectives on management in English. Bradford: Emerald Group Publishers.