1 Executive Summary
The Head of Ticketing must deliver a sales and marketing framework which achieves the vision of London 2012 Olympics as Everybody’s Games. It is incongruent to suppose maximum revenue and maximum attendance can both be achieved and therefore the critical problem is developing a strategy that affords the appropriate balance of emphasis to revenue or attendance. Previous host countries have had varying levels of success with their strategy and due to the unique context of the London 2012 games past approaches do not provide a definitive solution. This report utilises (model) to assess the strengths and weaknesses of the two propositions, evaluate the options for each and provide a recommended sales and marketing approach. Ultimately, the analysis identifies an attendance focused strategy will more likely achieve the vision and have longer term social benefits and revenue potential.

2 Introduction
This report focuses on the responsibility of the Head of Ticketing, London Organizing Committee of the Olympic Games (LOCOG), to establish a sales and marketing strategy for the 7.9 million tickets available at the London 2012 Olympics.
With the support of 70% of people in the UK, London’s Olympic bid was founded on three key aspects; firstly, the opportunity to socially and economically revitalise the disadvantaged area of East London; secondly, creating the first 100% public transport facilitated games, and ultimately, recognition of the London 2012 games as inclusive, fair and equitable - Everybody’s Games.
Historically, delivering a marketing strategy that achieves on revenue, sales, attendance and public perception is complex. The previous two games, Beijing and Athens, have faced public criticism regarding empty stadiums and poor atmosphere despite employing different strategies; low revenue 100% sales and high revenue 72% sales