STRATEGIC PLANNING THROUGH SPORT EVENTS LEVERAGING ESSENTIALLY

: Events tourism is recognized as a significant and essential part of economic development strategies in developing countries as this industry affects the economy and the development of tourist destinations. Globally, many destinations are exploiting sport events as a strategic tool for energizing and themselves. In recent years, it has been widely accepted by tourism destination managers that sport events tourism make huge contributions to the tourism industry and the economy through foreign capital inflows. Various studies demonstrate that there is growing interest or even hunger to host sport events tourism as promoting development is evident in both developing and developed countries. Events tourism has demonstrated a significant growth over the years in both developing and developed countries. Nowadays, events are utilized as catalysts to develop and market host destinations. Therefore, the image of the host destination can improve and this can potentially lead to an influx of tourists to the host destination. Sporting events benefit destinations in various ways such as the infrastructural developments, foreign investment and foreign exchange, which leads to entrepreneurial opportunities.

Based on the exclusion criteria, the final sample contains in total 57 papers.
When reviewing the final sample, the authors defined several categories (e.g., destination, Portfolio, tourism, sport event, bidding, and media management) by which to sort and quantify the data.
Direct extraction helped classify data into categories, thus allowing new findings to emerge. The author stored, coded and categorized data manually and then counted frequency of appearance within particular categories.
For more profound insight into the focal papers, authors applied content analysis. Content analysis allows researchers to analyze text systematically and to discover underlying concepts and hidden qualities and relationships between concepts. The author stored and categorized data manually regarding whether they are tourism or sport event elements/attributes. Then, the inductive interpretation method (i.e., inductive coding) was useful to classify data into meaningful planning and organizational dimensions. Therefore, the coded dimensions were derived straight from the text data.

RESULTS AND DISCUSSION The beginning of sports tourism
One can talk about sport tourism when sport was born. Highly organized • mega events, • hallmark events, • Regional events, • Local events. The same author has proposed a more systematic typology of events, dividing them into the following groups: • Cultural, • Political and national, • Arts and entertainment, • Business and commercial, • Educational and scientific, • Sport, • Private. • travel which leads to a stay outside the place of residence,

The concept of sports tourism
• stay in a new place (not longer than a year), • Temporality of the travel and the stay (the travel and the stay are temporary, which distinguishes them from other types of migration), • The subjective element (the traveller decides about the place of stay and the reasons for the trip), • Thus Glyptis points to 5 areas comprised by sport tourism: • sports camps (searching for better climate conditions or better infrastructure) for training purposes, • Specialized or generally active holidays (commercial and noncommercial offers), • "expensive sports holidays" (specialist, luxury sport disciplines), • Holidays with an available sports offer (a form of club vacations), • Spectators of sports events.
• Another division was made by Gammon and Robinson, who emphasized the importance of sport (Table 1). Rivalry is an immanent feature of sports. A competitor wants to win, to break the record, to complete the competition at each level of this rivalry (amateur, professional, or recreational participation). On the other hand, there are people who want to watch this rivalry. Therefore, the sport objective of the trip will distinguish a sport tourist from others. According to the UNWTO, tourist purposes may involve rest, recreation, holidays, visiting friends and relatives, business, health, religion, pilgrimages and others. With such a wide spectrum and a lack of a strict definition of sport tourism, among the sport tourists we may include, for example, a person going on a pilgrimage to Fatima and along the way visiting sports venues (the Camp Nou in Barcelona or the Santiago Bernabeu Stadium in Madrid). On the one hand, this is pilgrimage tourism, but the authorities in Barcelona or Madrid may qualify these persons as sport tourists. Another example, a sports fan arriving for longer than a few hours -a hotel or hostel guest -by definition becomes also a cultural tourist, although he or she treats the cultural offer "incidentally", in the intervals between participation in a sports event.

Evolution and Outlook of Event Portfolio Concept
The event portfolio concept has evolved gradually over time driven by a handful of scholars. Getz (2008) (Ziakas, 2007). This inquiry also grounded the publication of another theoretical paper (Ziakas, 2014b) (Ziakas, 2013).
The potential benefits of an event portfolio do not concern only the sustainability of event impacts. They also concern the variety of different events in  (2015) relating to iterative and pulsar events. In particular, Richards (2015)  Events range from small community events to regional, hallmark, and internationally oriented mega-  However, it is important to design specific leveraging strategies to fit the characterization of the host destination rather than is one-size-fits-all thinking.
Additionally, integration of the economic and social leverage has been claimed as a way to sustainable leverage (e.g. Smith, 2009;Taks, 2013).
Furthermore, empirical research also showed that one action could achieve several goals, relating economic and social leverage (Pereira et al., 2015a).
Given the clear set of strategic objectives as a result of strategic planning, it is argued that stakeholders involved can take ownership of their selected objectives and approach. However, there is still a need to define the roles and responsibilities of stakeholders in the collaboration of stakeholder groups towards optimal leveraging (Hemmonsbey & Tichaawa, 2018). Despite the issue of stakeholder collaboration, the case study of sport event leveraging for Australia and the 2000 Olympic Games provides best practices of stakeholder collaboration pre-and post-event hosting. In an attempt to strategically position Australia as a leading destination for sport tourism, stakeholders representing both public and private institutions merged their efforts and objectives in pursuit of a greater goal. Stakeholders' leveraging efforts have moreover allowed this nation to capitalize the Olympic media around their brand image which essentially lead to stakeholders influencing respective journalist stories in respect to their destination brand. In a different case where destination brand image was the impetus for strategic planning, Grix (2012) reported on Germany's attempts to engage in sport event leveraging to improve their nation's (poor) image abroad. This finding came as a result of international perceptions labeling the people as 'dominant', 'arrogant', and 'dull', as well as the Second World War and Nazi perceptions still remaining, especially in the British press (Grix & Lacroix, 2006). These two examples thus contradict the earlier reference to Athens and their unsuccessful attempts to coordinate stakeholder efforts towards a joint strategic approach to leveraging the 2004 Olympic Games. The discussion on strategic planning through sport event leveraging places a clear emphasis on the deliberate design and implementation of marketing strategies, the formulation of strategic objectives, as well as the establishment of stakeholder partnerships. From a practice perspective, case studies show that an engagement with global media networks in relation to the host destinations' image, product and service offering coherently positions tourism destination brands such that long-term positive perceptions are formed. Consequently, these strategic planning approaches are explored in the context of developing destinations by means of hosting annual, recurring events.

Media management related to sport event tourism
Media While bidding can be a highly political activity and the selection process has, at times, been influenced by various forms of corrupt power (Szymanski, 2016), it can be argued that joint bidding alliances could help provide practices and structures that bring about its legitimacy in the eyes of those holding the power to grant hosting rights. While the type(s) of legitimacy required for success and the constituents who confer that legitimacy vary by context (Dacin et al., 2007), event owners are arguably more likely to confer hosting rights on the bidding organization that demonstrates the greatest ability to conform to the organizational institutions event owners perceive as crucial for success. The ability of a bid to conform to, and be legitimized by, the event owner is significant as being legitimized by powerful environmental institutions is crucial for the ultimate survival of organizations (Meyer & Rowan, 1977).

Growth of sport events and changes in the bidding process
Through sport event hosting,

CONCLUSION
What kind of tourist takes part in them? Mostly ones staying for 1-2 day. Therefore, it seems reasonable to strive to create such a "sports offer" which will attract participants from different parts of the country and from abroad. The attractiveness of the place is beyond dispute; it should encourage prospective sport visitors to come. One just needs to "create" events. These can be sailing, cross-country skiing, biking, hiking and even trekking events. What counts is the idea and good organization. However, such an approach to sport tourism requires developing long-term strategy taking into account economic and social aspects.