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f To gain acceptance from the management and theorganisation as a whole for the need for special expertise todeal with the media – and that the Media Contact Sectionrepresented that expertise.f To organise the information gathering so that relevanttopics could be quickly identified in order to be on theoffensive and try to influence the type of informationpresented in the media about the Lillehammer Games.f To develop routines, tools and material for quick andaccurate information communications, tailor-made to thevarious media’s needs. To prioritise the Lillehammernewspapers and media who had journalists dedicated tocover the Winter Olympics.f To promote special Olympic topics through seminars for thepress and broadcasters.f To develop guidelines and effective routines for dealing withvisits and queries from the press.f To work closely with the information departments in theIOC, TOP III companies, Team Birkebeiner and the officialsuppliers.f To ensure that all the section’s employees were easilyaccessible for close cooperation between the section and themanagement.Media information consisted of the following staff:f 5 press spokesmen and spokeswomenf 1 press consultantf 1 assistantf 1 secretary/visits coordinatorf 1 consultant paid for by the Olympic Region authoritiesP r e s s s p o k e s p e r s o nf u n c t i o nThe press spokesman function wasthe link between LOOC and themedia. This function was led by theDirector of <strong>Information</strong>.Each of the five pressspokespersons, as well as the press consultant, wereresponsible for specific LOOC departments with respect tomedia and information activity. The spokesperson functionenabled the various departments to be better prepared toanswer questions from the media, and more able to handlecases that could be expected to attract media attention.During the last year prior to the Games, the section offered24-hour service.During the evening and weekends, most media events werechannelled to the person on call from the section.The section also kept an overview of the whereabouts of thetop leaders and department managers at all times.All of the section’s employees and associated consultantsmet each morning at 08.30 hours. Prior to this meeting, theperson on call had gathered information on the day’s mediasituation. During the meeting, both the same day’s and nextday’s agenda for each department was discussed. Animportant part of the morning meetings was to devise mediastrategies. Media strategies were later discussed and draftedwith the department managers and the top management.Both before and during the Games, LOOC’s policy was to atall times inform the organisation’s employees of newdevelopments before informing the media. Thus, the in-houseinformation function worked closely with Media Contact.
R e g i o n a l m e d i a c o o r d i n a t o rRegional and local aspects of hosting the Olympic WinterGames in Lillehammer attracted significant media interest. Inorder to provide the press with the information they needed,as well as provide ideas and contact persons, a regional mediacoordinator was hired in January 1993.This position was established through a close cooperationbetween the Olympic municipalities, the county municipalities,LOOC, business organisations, the regional development fundand the regional tourist industry. The coordinator assisted themedia in obtaining information about the region, as well ascoordinating contact persons and meetings. The regionalmedia coordinator was one of two coordinators in LOOC whowere responsible for organising press visits.The project also offered various groups in the OlympicRegion a unique chance to create a practical network ofinformation in cooperation with the Press/Media Section inLOOC. It was also important for LOOC to have thisopportunity to communicate with the various groups.Besides organising press visits, the media coordinatororganised various information activities both before andduring the Games. A regional press tent (100 m 2 ) was placedat the arenas during the test events in 1993. These tentsproved to be a valuable meeting points for the press, whereNorwegian food, hospitality and information – as well asinteresting interview objects – were within reach.The coordinator continued working with information-relatedactivities after the Games in a post-Olympic developmentcompany.P r e s s v i s i t sStarting in 1992, Media Contact took over all responsibility forpress visits to LOOC. Previously, the visits had beenorganised by the Hospitality and Protocol Section.In addition to the daily contact with Lillehammer-basedmedia organisations, there were visits from national andinternational press, radio and television companies.This service involved planning programmes, practicalorganisation and follow-up. All of the visits were registered, sothat statistics of this could be made.R e s u l t s a n d e x p e r i e n c eLOOC’s statistics over press/media visits prior to the Gamesdo not cover the entire number of visits to the OlympicRegion, as a number of visits were not booked in advance andregistered. This number represents about a 10% addition tothe figures below. In addition, there were also a number ofvisitors to Lillehammer who never contacted LOOC.During the period from January 1991 to January 1994,LOOC organised 600 events for booked/registered pressvisits, in which more than 3 600 persons from more than 1 500companies from 37 countries participated. In addition, therewere also 1 100 visiting journalists present at the more than100 various events from September 1988 to December 1990.Accredited journalists and photographers covering themany test events such as World Cups are not included in thetable below.
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