Wimbledon: Situation Analysis, Assumptions, and Problems

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Case Analysis
Situation Analysis
Wimbledon, a renowned tennis tournament, faced the challenge of adapting to the quickly evolving digital media ecosystem. Internal and external variables molded this challenge. Wimbledon had a fundamental heritage-based challenge internally. Wimbledon had financial stability and commanded a respected brand. Wimbledon's strong financial performance allowed it to embark on a digital revolution, safeguarding its future. Also, the organization's leadership was crucial to this shift. Wimbledon's digital initiatives were led by Mick Desmond, the AELTC's Commercial and media Director, and Alexandra Willis, Head of Communications, Content, and Digital (Gourville and Arnold 1-10). This commitment to history and innovation led to Wimbledon's 2015 "In Pursuit of Greatness" (IPoG) campaign, a prominent digital milestone (Gourville and Arnold 8). The IPoG campaign, known for balancing tradition and contemporary, captivated journalists worldwide and symbolized Wimbledon's constant quest for excellence.
Externally, the social and natural situation around Wimbledon was changing rapidly. In that time, smartphones and social media were changing media consumption patterns worldwide. Sports were significantly affected by digital platforms, which threatened established broadcasting models. Wimbledon faced a new threat from streaming companies like Facebook, Amazon, and Twitter (Gourville and Arnold 19). Wimbledon struggled to stay relevant and preserve its traditions in this fast-paced global environment. The external environment also posed temporal issues. Multiple high-profile events made 2016 difficult as Wimbledon competed with the European Championships and the divisive Brexit referendum. These outside influences could detract from the All England Club's famed greens. Wimbledon's popularity depended on stars like Serena Williams (Gourville and Arnold 18). The absence of these celebrities, possibly due to injuries, could affect viewer interest. Wimbledon also faced changing advertising economics. The digital age changed advertising from impression-based to response-based models (Gourville and Arnold 20). The digital revolution created a complex media industry where advertisers required performance. Wimbledon had to change its marketing strategy to understand that digital media was not just about visibility but also about results.
Assumptions
Wimbledon management made many vital assumptions. The first assumption is that tradition and quality are incompatible with the digital age. Such implies that sustaining Wimbledon's century-old traditions and embracing digital innovation are incompatible. The digital age is assumed to require a break from tradition, which is incorrect. Wimbledon's traditions are sacred, but believing they can't coexist with digital advancement hampers creativity. This presumption hinders alternative evaluation and obscures digital chances to improve Wimbledon's traditions. The digital age can strengthen practices. Another misconception is that Wimbledon fans want tradition. Such observation demonstrates Wimbledon's commitment and suggests potential spectators respect the tournament's traditional characteristics (Gourville and Arnol...