Before deciding on the marketing approach, it is necessary to ensure that it is aligned with the company’s mission and vision statements (Bowdin et al., 2011). The next principle of strategic marketing planning process for events is referred to research and analysis of both external and internal environments as well as marketing mix analysis. Crowther et al. (2015) recommend embracing a plurality of research methods and adopting multiple research methods. The marketers need to understand various external factors (including political, economic, social, technological, environmental, and legal) that might have an impact on the company’s strategy. Furthermore, it is important to understand key event attendees, their motivation, demands, and expectations of the event, their lifestyle, interests, leisure needs, etc. (Bladen 2012; Bowdin et al. 2011). Understanding of internal event environment also is important, as well as analysis of current competition (Bowdin et al., 2011). One of the great tools that can be used is the analysis of strengths, weaknesses, opportunities, and threats (SWOT). Thus, for example, while analyzing internal environment for managing mega sports events, it is possible to consider good infrastructure in place, good political standing, volunteers as major strengths, while lack of infrastructure, limited budget, lack of human resources can be viewed as a weakness (Karadakis et al. 2010). Opportunities may include the growth of the tourism industry and increase the quality of life, while threats may vary from pollution to political instability (Karadakis et al. 2010). This information is the valuable tool in hands of marketers as it provides them with further insights on how better to develop strategies and tactics related to event product, its place, processes, partnerships, people, and communication (Getz 2012).