Resumo Criada em 2010, no Rio de Janeiro, a Queremos! surgiu com uma proposta inovadora de aproximar fãs e artistas através de uma estrutura de financiamento coletivo, que possibilitava a viabilização de shows em localidades que normalmente não estariam contempladas nas turnês originais. Após um reposicionamento do modelo de negócios em 2013, a empresa abandona o modelo de crowdfunding que a fez famosa para se especializar na produção de eventos ao vivo, o que lhe possibilitou, além de uma incursão para os EUA entre 2013 e 2016, a expansão da marca com forte presença nas principais capitais brasileiras nos anos seguintes. No entanto, após seu melhor ano em 2019, a empresa foi surpreendida pela pandemia da COVID-19, que afetou drasticamente o setor de entretenimento e live-events no Brasil e no mundo. O caso coloca o leitor no papel dos sócios da empresa, de forma a refletir sobre os desafios estratégicos e operacionais que a Queremos! teve de enfrentar a partir da proibição dos eventos ao vivo devido à pandemia. O caso é indicado para alunos de graduação e pós-graduação de cursos de administração e produção cultural preocupados em discutir temas e conceitos ligados à área de planejamento em tempos de incerteza, análise de risco, gestão da mudança, modelagem de negócios, e inovação em startups.

PurposeThis paper aims to understand how the sustainability theme has been incorporated into the new Olympic planning guidelines based on analysing the case of Tokyo (2020), which was severely impacted by the COVID-19 pandemic.Design/methodology/approachFor this, field research using the case study method was carried out that involved 21 in-depth interviews with experts from different entities affected by the event.FindingsAs a result, it was possible to identify that some characteristics already presented in the Tokyo project came to break away from the gigantism observed in the past Olympic editions in an attempt to demonstrate alignment with the new principles brought by the IOC (2020) and 2020 + 5 Agenda that had as one of its main objectives to simplify the Olympics, making the event more sustainable and accessible for future host societies.Originality/valueAt the end, some trends for the future of the Olympic Games are also presented in order to guide future studies in the area, as well as help the future host cities and their companies in planning their investments.

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Created in Rio de Janeiro in 2010, Queremos! came up with an innovative proposal to bring fans and artists together through a crowdfunding structure, which made it possible to perform shows in locations that normally would not be covered in the original tours. After repositioning the business model in 2013, the company abandoned the crowdfunding model that made it famous and focused on the production of live events. This enabled an expansion to the USA between 2013 and 2016 and gave the brand a strong presence in the main Brazilian capitals in the following years. However, after its best year in 2019, the company was surprised by the COVID-19 pandemic, which drastically affected the entertainment and live events sector in Brazil and worldwide. The case puts the readers in the role of the company’s partners in order to reflect on the strategic and operational challenges that Queremos! had to face from the prohibitions on live events due to the pandemic. The case is recommended for undergraduate and graduate students of administration and cultural production courses concerned with discussing topics and concepts related to the area of planning in times of uncertainty, risk analysis, management of changes, business modeling, and innovation in startups.

Considering the urban transformations and the development of the hotel sector in the City of Rio de Janeiro driven by the 2016 Olympic Games, this study aims to understand how the hotel industry behaves in terms of organic growth and investments during periods of mega international events. To this end, a qualitative case study research was carried out that included 7 different hotel brands whose results were coded and categorized resulting in a theoretical-conceptual framework responsible for identifying some competitive pressures on traditional hospitality, including 6 different challenges: (1) political institutional insecurity, (2) perceptions of the media, (3) public security, (4) other national and foreign locations, (5) new videoconference technologies, and (6) Online Travel Agencies. It was found that the exponential growth in the number of beds in the city in the years leading up to the 2016 Olympics generated several complications for the industry at that time. The logic of this expansion is discussed throughout the paper during different phases and the aim is to help fill a gap left by empirical research in the area, which has little explored the logic behind the option of investing during Olympic Cycles.