1. External Environment Analysis of London

The external environment analysis of London Olympics is done through PESTEL which stands for Political, Economic, Social, Technical, Environmental and Legislative factors which will affect the Olympics Federation (Havergal and Edmonstone, 1999). PESTEL Analysis is a very useful framework which is useful for analysing the external environmental pressures on the organization (Rogers, 1999).

1.1PESTEL Analysis of London

1.1.1POLITICAL FACTORS

Since September 11, 2001 terrorist attacks the security had been stepped up in London especially. The Government of UK along with the staff at the London 2012 Olympics Organising Committee and the Olympic Delivery Authority and various safety and security and policies have tried their level best to achieve the safest and most secured Games. Numerous partners have been involved to take care of the safety and security like the Association of Chief Police Officers, Dorset Police, the Home Office, The Metropolitan Police Service and the Thames Valley Police especially at the places where events like rowing, mountain biking and sailing will take place. Many other departments and agencies like the London Ambulance Service; London Fire brigade Service, the Government Olympic Executive (GOE) and The Department of Transport had actively taken part in making London Safe and Secure for Olympics (Bond, 2012). The security at the airports had also been increased to avoid any accident.1.1.2 ECONOMIC FACTORS

 The terrorist attacks of September, 11^th affected the world economy and UK was also affected by it as can be seen the business spending became more cautious and some of the investments plans were even postponed. This also impacted the tourism industry because the tourists feared in travelling to the countries which were being targeted by terrorist groups.

However the growing strength of Sterling and especially Euro has made the financial markets of UK stronger and thus enhanced their investment capabilities too. That is why very high demand for the swimming and the athletics events of Olympic Games has been seen (Magnay, 2012). Moreover the London 2012 project will also provide immense employment, training and development to the unemployed and local people especially in East London. Certain building of the Olympic Parks will be converted into potential venues for future events (Magnay, 2012).

1.1.3 SOCIAL FACTORS

The right to host the Olympic Games has fostered the national identity of UK. Social immersion in the identification along with patriotic commitment and loyalty towards the nation is what is constituted by National Identity . The members of society gets bonded by the sense of belongingness which helps in enriching the national pride , which in turn helps in motivating people to work . The tourist will be getting attracted by the entertainment aspect of Olympics.

1.1.4 TECHNOLOGICAL FACTORS

Most advanced technologies have been used all through the games for the entertainment of the tourist and the visitors to make the games more exciting. The latest technological partners were Acer which provided the best technology and the highly advanced security systems were being used to ensure proper security during the games. To avert any kind of  emergency incident or security attack the  security services had prepared nationwide  operations to handle the terrorist attacks.1.1.5 ENVIRONMENTAL FACTORS

It has been found that the level of pollution is very high in London and it affects the cities around London. There has been continuous superseding of  EU air quality  laws by London which is very dangerous and unacceptable. The British government needs to take stern steps to prevent and stop this pollution. More construction projects due to construction of event stadiums due to Olympics also contributed towards this pollution (Buttafarro, Deluca and Gensler, 2009).

1.1.6 LEGAL FACTORS

The laws and their legal impact on the London Olympics have been very cordial and supportive while the Olympics were hosted in London.

2. Stakeholder Analysis

Stakeholders are the people who might be directly influenced or get affected by the London Olympics 2012 games  some of the main stakeholders which have been identified for the London 20120 Olympics are:

• British Olympics Association (BOA)
• DCMS
• Mayor of London
• Tourists/ Visitors
• Athletes and the Sportspersons
• International Olympics Committee (IOC) (IOC, 2009)

These six groups have been the ones which have very high interest in the success of London because they are very closely or directly related to the London Olympics 2012. These are the groups of individuals or  who can affect or can get affected by the achievement of the objectives of any organisation and therefore they are considered to be stakeholders (Freeman, 2006). The extensive literature on the  stakeholder analysis coincided with  the major realisation that the organization is  a part of extended network  of interests and Olympics Family is one such extended network  of organisations which is responsible for  the management , development and administration of the  athletes and the Olympics Sports. In order to find out who the stakeholders are  and how the strategy is being chosen by them  a framework for stakeholder analysis can be used (Frooman, 1999) which asks following questions:

1.  Who are they?
2. How are they working towards it to accomplish it successfully?
3.  What do they need from it?

To find out who the stakeholders are , the best way is to look for any of the attributes like;  the level of power,  power to influence the organisation,  and the urgency  of the claim of stakeholder  on the organisation ( level of interest). Thus Organising Committee for Olympic  Games (OCOG)  should try to find out its stakeholders by  searching for these attributes in them. In order to manage its relationships with the stakeholders IOC can use  leadership, trading off ,  negotiation and communication  so that there is proper balance between the wide variety of needs as well as the claims which are being produced by the  network (Chinyo and Akintoyee, 2008).

 The Power Interest matrix developed by Mendelow (Mendelow, 1991) can be used where the stakeholders are classified on the basis of their  power  to influence the strategy or to  take action and the level of interest they have  in the organisations operations (Bryson, 2004).

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