威廉姆森一直給予的任務組織備受期待的事件可以在倫敦奧運會中發揮關鍵作用,本質上是事件的成功或失敗取決于威廉姆森所采用的策略。這是由于這樣的事實,威廉姆森面臨雙重目標最大化的出勤率以及最大化的收入以及完成目標事件真正的公共事件,它的收視率并不僅僅局限于上游市場,而不同的人住在這個國家得到了每一個機會來查看不同的體育賽事(Frever,2003)。此外,威廉姆森的另一個目標是努力是,他必須確保適當的數量的觀眾出現在地面來擴展他們的支持團隊,玩游戲為了使事件一個有趣的和難忘的(Frever,2003)。本質上這些不同目標是矛盾和成就的一個目標意味著威廉姆森將跳過另一個目標,因為本質上是一個涉及不同目標之間的權衡,威廉姆森正在努力完成的體育賽事。為了增加游戲的熱情,不同的觀眾將參加游戲,不僅對英國也屬于其他鄰居國家。由于這個原因威廉姆森的關鍵營銷決策時應確保適當的情感支持的所有玩家參與游戲的擴展,這應該提供一個基礎的定價決策。游戲團隊或球員來自英國涉及可用于收益極大化的來自全國各地不同的觀眾會住在體育場觀看這樣的事件。另一方面,國家和個人之間的比賽是屬于世界的不同地方,在這種類型的情況下努力應該直接使用低定價策略以完成考勤的目的。有鑒于此,威廉姆森得到簡化定價過程應確保全體出席,只要合理使用“收益極大化原則”,但不是在全體出席的成本(斯坦頓et al .,2005)。確保全體出席應該票務收入的主要目標,同時保證事件應該是次要的目標。這是由于這樣的事實:票務收入僅占總收入的20%體育賽事將生成。此外,威廉姆森應該越來越少依賴通過票務收益極大化,而依賴應該進一步減少,強調可以轉移到其他收入的方法。例如,贊助收入占收入的最大來源的事件本質上取決于觀眾的數量實際上是存在于地面(阿克,2003)。為了避免問題,應該直接那些購買機票實際上是在地上。因為它發生在北京奧運會,雖然所有的票都賣的提前,組織者都未能讓觀眾對相關的理由是不僅降低熱情的體育盛會,同時也是創建ill-well贊助商和領導對電視觀眾的興趣減少,威廉姆森應他最好的努力,避免這樣的問題,本質上是為了這個目的不同設施和設施應提供理由。在這方面,可以稱為預付機票歡迎的一步,然而這不是結束,其他營銷工具也應該用于驅動個人向地面,可能包括但不限于提供飲料和快餐在地上,消費活動指向突出事件和幸運的人在地面觀看比賽,和伏擊營銷(阿克,2003)。
Essentially these different objectives are contradicting and accomplishment of one objective mean that Williamson will skip another objective as there is essentially a tradeoff involved between different objectives that Williamson is striving to accomplish for the sporting events. In order to increase the enthusiasm of the games, different spectator will attend the game that will belong not only to UK but also to other neighbor countries. Due to this reason Williamson while making the key marketing decisions should ensure that proper emotional support to all the players that are involved in the games are extended and this should provide a base for the pricing decisions. Games where teams or players from UK are involved could be used for the revenue maximization as different spectators from around the country will try to watch such events live in the stadiums. On the other hand, games which are played between countries or individuals that belongs to diverse parts of the world, in such sorts of situations efforts should be directed to use low pricing strategy in order to accomplish the attendance objective. With this in mind, Williamson get a simplified pricing procedure should ensure "full attendance" and whenever warranted use "the revenue maximization principles" but not at the cost of full attendance (Stanton et al., 2005). Ensuring the full attendance should be the prime objective while ensuring the ticketing revenue of the event should be secondary objective. This is due to the fact that the ticketing revenue accounts for just 20% of the total revenue the sporting event will generate.
In addition, Williamson should rely lesser and lesser on the revenue maximization through ticketing rather the reliance should be decreased further and emphasize could be shifted to other revenue generation methods. For example, the sponsorship revenue that accounts for the largest source of revenue for the event essentially depends on the number of spectators that are actually present in the ground (Aaker, 2003). In order to avoid problems, efforts should be directed that those purchase the ticket are actually available in the ground. As it happened in the Beijing Olympics that although all of the tickets were sold ahead of time, the organizer were failed to bring the spectators towards the grounds that not only decrease the enthusiasm associated with the sporting event but also create ill-well of the sponsors and led towards decreased interest of television viewer, Williamson should make his best efforts to avoid such problems and essentially for this purpose different facilities and amenities should be provided within the grounds. In this regard, the prepaid ticket could be termed as welcome step, however this is not the end, other marketing tools should also be used to drive individuals towards the ground that may include but not limited to providing drinks and fast foods in the ground, consumer campaigns directed towards highlighting the event and the lucky individuals who watch the game within the ground, and ambush marketing (Aaker, 2003).