Although such a group of data will inevitably be disappointing, or there is rigour and objectivity in the investigation, we can not doubt the risk of Olympic marketing: third party survey agencies said that in 1996, only 26% of the Atlanta Olympic Games sponsorship companies made use of Olympic marketing; in the 144 Olympic sponsorship enterprises, only 30% of the successful Olympic marketing; and the chance of any enterprise's Olympic marketing success was 50%.

And this risk has begun to emerge.

When we mention the power of the Olympic marketing example, we often give examples of enterprises such as Coca-Cola and Samsung.

But what about Chinese enterprises?

The real result of Olympic marketing may be more pessimistic than optimism.

A key reason for this possibility conclusion is that the purpose of Chinese enterprises' Olympic marketing is vague.

Of course, some people will pointedly point out: which enterprises do not have the purpose of marketing Olympic Games?

Yes, I admit this, but this "purposeful" is often given too many functions and tasks. It not only solves the problem of brand image, but also solves the problem of sales volume in the market, especially in a relatively short period of time.

That is to say, what are the top priorities of any marketing plan you are trying to solve?

And how long will it be restricted?

This is a question we must answer to any enterprise, and we must answer it clearly.

Otherwise, your chances of disappointment will increase indefinitely.

Different enterprises should have different Olympic marketing objectives.

That is to say, although it is also a member enterprise of the Olympic enterprise club, the marketing goal of entrepreneurial enterprises, growing enterprises and mature enterprises is not consistent, and correspondingly, the planned marketing cycle is also different.