Sponsorship Revenue Research Articles

Navigating the ‘wild west’: governance challenges and solutions in (un)healthy esports sponsorship

ABSTRACT Esports sponsorship lacks an overarching governance framework, particularly regarding the involvement of unhealthy brands. Building on previous literature on sport governance, this study aims to identify the governance challenges presented by unhealthy brands in esports sponsorship and explore how esports sponsorship might best be governed. Drawing on semi-structured interviews with UK-based esports players (n = 11) and fans (n = 10), this study offers original insights into esports sponsorship governance, revealing a thin and ‘wild west’ governance landscape, characterised by a vulnerable financial structure, imbalanced power nexus and a lack of stakeholder representation. Findings highlight that despite concerns about the involvement of unhealthy brands, key stakeholders such as players and fans feel somewhat powerless to influence sponsorship decision-making due to the overreliance of esports on sponsorship revenue. In response, an integrated governance model comprising a multistakeholder approach and individual responsibilisation is proposed to address the challenges. Within such a model, individuals have responsibility for their own consumption choices, but this should be supported by education around healthy consumption of sponsor products and services. Another key feature of this proposed governance model is the representation of all key stakeholders within the sponsorship decision-making process. Consequently, policy makers are recommended to not bluntly remove or ban certain esports sponsorships but learn to trust and empower individuals to make responsible decisions, alongside introducing education initiatives to ensure that sufficient knowledge is provided for informed and guided choices.

ANALYSIS OF THE MOST SUCCESSFUL MARKETING CAMPAIGNS IN SPORTS AND THEIR IMPACT ON SPORTS ORGANIZATIONS

This paper explores key marketing strategies that have led to success in sports organizations worldwide. The focus is on analyzing the most successful marketing campaigns in sports, examining their fundamental elements and effects on branding, audience engagement, financial results, and social influence. Through thorough literature review and case studies, examples of sports campaigns that have become icons in the world of marketing have been identified. These examples span various sports disciplines and formats, from global sporting events like the Olympics to local sports teams. The analysis will focus on branding strategies, social media usage, sponsorships, as well as innovative approaches in audience interaction. Special emphasis will be placed on measurable outcomes of these campaigns, including increased fan base, sponsorship revenue, ticket and merchandise sales, and impact on social awareness and engagement. By analyzing the success data of these campaigns, the study explores how marketing strategies have influenced the transformation of sports organizations and the development of sports marketing as a key factor in sports business. Through this study, the aim is to provide deeper insights into how sports organizations can effectively use marketing strategies to achieve their goals, increase revenue, and build lasting relationships with their audience. These insights will be valuable for sports organization managers, marketing professionals, and anyone interested in sports business and marketing.

Professionalisation and governance in Swiss sports clubs – Establishing a club office

Introduction Sports clubs in Switzerland face increasing expectations and challenges from internal and external stakeholders. Therefore, more and more sports clubs professionalise their structures and processes, e.g., by establishing a club office with (part-time) employees. Since there is little knowledge in the sports management literature about the causes, forms and consequences of establishing a club office, this study answers the following research questions based on the multi-level framework from Nagel et al. (2015): Why and how do Swiss sports clubs establish a club office? What are the consequences of establishing a club office? Methods We selected five Swiss sports clubs in the context of a multiple case study design (Yin, 2014). Case selection aimed to include sports clubs of varying sizes, sports and professionalisation types. Data were collected through document analysis, expert interviews with decision-makers and focus groups with club members. Data were analysed using causation coding (Miles et al., 2014). Results Findings show different causes for establishing a club office. The main reason was to relieve volunteer board members. The various causes imply different roles and responsibilities of the established club office. While in some sports clubs, the club office is primarily responsible for administrative tasks, in others, it is also responsible for sponsorship. This circumstance explains why some sports clubs did not have to increase their membership fees to finance the club office because they could increase their sponsorship revenue. Although the club office staff is paid in all sports clubs, the volume of work varies. However, the paid staff often works more than agreed (“volunteer professionals”). Regarding the consequences, all sports clubs that established a club office are satisfied with their decision. Positive consequences are that a “place to go” was created for internal and external stakeholders, and many club processes are more efficient now. However, establishing a club office with (part-time) employees raises the question of strategic and operational responsibilities and decision-making power. Discussion/Conclusion The findings offer several implications for sports clubs that want to establish a club office. At the same time, the study provides further research perspectives. First, it might be insightful to analyse if there are any relevant differences in whether a sports club transforms its secretariat into a club office or establishes a club office for the first time. Second, there are further changes regarding the organisational structures and processes that are worth looking at when analysing the establishment of a club office, such as creating an executive/management board or employing a (paid) CEO. To conclude, it might be interesting to analyse sports clubs that have established a club office but shut it down after a while.

Hard talk, costly walk: The evolution of a soft budget constraint syndrome in a football club at the periphery of Europe.

A football club is exposed to a soft budget constraint (SBC) syndrome if it still survives after finding it impossible to break even financially in the long run. This in-depth case study presents a historical analysis of the evolution of an SBC syndrome in a top-tier Arctic football club over 30 years using public archive data. In oral speeches, strategy documents, and other official situations, the hierarchy at the club emphasized the importance of operating in a financially sustainable manner, that is, complying with a hard budget constraint approach (HBC). The club went along this path during the first years after entering the top tier in the mid-1980s. This was made possible by a team of low-cost local players. However, in line with increased media and sponsorship revenues in the 1990s, the economic threshold for competing at the top-level rose. Thus, during the last two decades of the club's financial history, the budget constraint (BC) approach softened. Primarily, a distant benefactor and capital injections from a joint-stock company owned mainly by the local bank and local energy company funded the overspending. Furthermore, the study uncovers how a soft financial control and monitoring system introduced by the national football association failed to emancipate the club from the SBC syndrome. The study finally suggests some measures that can eventually harden the BC at this as well as many other financially struggling European football clubs.

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An advancement in the study of marketing partnership longevity: analysing sport sponsorship survival

Naming rights agreements are some of the most high profile, and costly, sponsorships in the world. Yet, while growth in investments in these multimillion-dollar partnerships has recently outpaced that of traditional marketing approaches, sponsorship revenue forecasting still largely relies on a decades-old methodology, the renewal rate. Thus, this research seeks to assist the major stakeholders involved in the relationships between sport organisations and sponsoring brands by applying survival analysis methodologies to the study of sport sponsorships, utilising 205 naming rights sponsorships of facilities based in North America and Europe. Consistent with exchange theory, results indicate that these sponsorships are more susceptible to dissolution earlier in the relationship, and results vary based on the type of facility and location. This research advances our understanding of the dynamics of naming rights sponsorships and demonstrates the importance of providing managers with more advanced methodologies to assist in their organisation's sponsorship revenue forecasting activities.

Assessing the survival of shirt sponsorships in English football: an exchange theory perspective

PurposeOver the past several years, growth in sponsorship spending has surpassed that of traditional marketing and promotional approaches, as it has become an indispensable part of the marketing mix. Yet, despite considerable advances in the application of analytics across the sport industry, sponsorship revenue forecasting still largely relies on a decades-old methodology. The paper aims to discuss this issue.Design/methodology/approachThis research seeks to assist sport organizations by applying more advanced survival analysis methodologies to the study of shirt sponsorships of football clubs, utilizing more than 300 sponsorships of every team that has competed in the English Premier League (EPL) over the past 25 years.FindingsThe analysis of the lifetimes of shirt sponsorships provides several insights for those employed by European football clubs and tasked with managing these increasingly lucrative sponsorships. Notably, tests confirmed that survivor functions of EPL shirt sponsorships are significantly different than those that appeared solely in English Football League (EFL) Championship play. In addition, results found that the median lifetimes of shirt sponsorships of EPL clubs were more than one year longer, when compared to EFL clubs.Originality/valueThis research marks the first attempt in the literature to apply survival analysis methods to describe the lifetimes of European football shirt sponsorships. The results provide empirical evidence that the potential effects of promotion or relegation could have consequences for football clubs in the tens of millions of dollars, and illustrate the importance of providing those tasked with managing such partnerships with more advanced methodologies to assist in the organization’s sponsorship revenue forecasting activities.

Place attachment and spending preferences in a local public park system: The case of corporate sponsorship

In light of reduced public spending on local park and recreation services, corporate sponsorship has received attention as an effective, but potentially controversial, alternative funding strategy. Visitor place attachment may significantly influence the acceptability of specific spending practices of sponsorship revenue. The present study examines the influence of park users’ place attachment on the relationship between their attitude toward corporate sponsorship and a recreation agency’s specific spending decisions. It was hypothesized that place attachment would moderate the relationship between attitudes toward corporate sponsorship and support for spending revenue on facilities and on programming. Analysis showed that place identity was a significant moderator, strengthening the relationship between attitudes toward sponsorship and spending support for programming. As place identity increased and attitudes toward sponsorship became more positive, support for spending on programming increased concomitantly. Implications for future research and practice are discussed.

Assessing Spectator Response to Sport Sponsorships at Historically Black Colleges and Universities

Historically black colleges and universities (HBCUs) have a strong tradition and football following, yet they struggle financially and lack sponsorship revenue. HBCU fans are understudied, and investigating their behavior would help athletic departments. The purpose of this study was to determine HBCU football consumers’ response to sponsorships. Spectators’ team and university identification, awareness, attitude, loyalty, goodwill, gratitude, and trust of sponsors were examined in relation to purchase intentions and positive word of mouth (WOM) of sponsors. Brand loyalty and gratitude led to increased purchase intentions. Brand attitude, brand awareness, brand loyalty, and goodwill led to positive WOM. Subscribe to JASM

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Special Events GaloreVolume 16, Issue 4 p. 3-3 Securing Sponsors Boost Sponsorship Revenue First published: 21 March 2016 https://doi.org/10.1002/speg.30303Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article. Volume16, Issue4April 2016Pages 3-3 RelatedInformation

The Effect of a Sports Institution's Legal Structure on Sponsorship Income: The Case of Amateur Equestrian Sports in Germany

Choosing the legal structure of a sports institution is one of the key decisions that sports managers must make, in part because the legal structure influences the revenue composition of sports institutions. Based on platform theory and property rights theory, this paper suggests that members associations receive higher sponsorship revenues than private firms. This study empirically confirms this assumption for amateur sports with data from a survey of equestrian sports institutions in Germany.

The Effect of Professional Football Clubs' Legal Structure on Sponsoring Revenue

Professional football clubs earn most of their revenues from four sources: sale of broadcasting rights, matchday revenues, merchandising, and sponsorship. The relative importance of these sources differs among clubs and leagues. Economists often argue that the ability of professional football clubs to generate revenues depends to a large extent on their legal structure. In this paper we analyze the effect of different legal structures, such as private company, public company, members of the association, on sponsorship. Based on the platform theory we introduce a model of value creation in professional football. After elaborating the property rights situation for each of the legal structures we show the direct and indirect effects on the generation of sponsorship revenues. We theoretically proof the members of the association to be the favorable legal structure with regard to sponsorship. The lack of hold-up risks for the stakeholders and the strong position of the fans are the major reasons for the superiority of this non-profit legal structure.

Corporate Investment in Sport Sponsorship and its Evaluation

Corporate investment in sponsorship has increased dramatically in recent decades and growth rate in sponsorship has exceeded any other marketing communications tool. Although spending on sponsorship is expected to increase more in the future and sport dominates the pie of sponsorship revenue, the relationship between sponsorship and purchase intentions of consumers is still vague and needs elaborate research. Current study is an attempt to contribute understanding of sponsorship in sport context and aims to evaluate sport sponsorship effectiveness by investigating antecedents of attitudes towards sponsor and purchase intentions. A conceptual model was developed to examine the effects of factors such as perceived sincerity, perceived fit between the sponsor and sport team and team attachment on attitude towards sponsor and intentions to purchase sponsor’s products. The measurement model was tested using confirmatory factor analysis and hypothesized model was tested by using Structural equation modeling (SEM). The data were collected from spectators of a Turkish basketball game in the arena before the start of game. The results suggest that perceived fit and team attachment have positive influence on sincerity perceptions which in turn create positive attitudes toward sponsor and greater purchase intentions for products of sponsor. Findings of the study have important implications for sponsors and future research.

Factors Influencing Grant and Sponsorship Revenue for Festivals

This article contributes to event management theory and practice, and more generally to sponsorship research, by examining grant and sponsorship revenue for festivals. In particular, a number of factors that appear to influence the amounts and sources of external revenues are examined for significant differences. Data obtained from 260 festival managers in Australia, Norway, Sweden, and UK are compared with respect to their events' revenue sources, ownership, and other factors thought to influence revenue. Statistical tests reveal that festival size (i.e., attendance), professionalism (as measured by staff members), and the "fit" between event and sponsor (as measured by type of event correlated with different sponsors and grant sources) significantly affect festival revenue. It is argued in the conclusion that by applying certain strategies festival managers can enhance their external revenue generation and support. Future research needs and theory development are discussed in the conclusions, focused on a new set of propositions derived from the analysis.

The role of gratitude in sponsorship: the case of participant sports

This paper proposes a framework that focuses on instilling feelings of gratitude within consumers. Participant sports events are often funded largely by sponsorship revenues, and their consumer base is considered to represent an identifiably unique market. These conditions are argued to be favourable for integrating a gratitude framework. A model is presented that depicts gratitude as a mediating mechanism within a reciprocal relationship between the sponsor and the consumers. It includes purchase intentions as the behavioural outcome of gratitude. The findings suggest that incorporating feelings of gratitude may prove to be advantageous for potential sponsors within the participant sports industry.

Interview with Fraser Holland Sponsorship and Marketing Manager New Zealand Rugby Union

The All Blacks have been synonymous with New Zealand identity for over a century. The team's sporting legacy is impressive: the All Blacks have won 75% of their matches and their legendary black jersey and pre-match performance of the haka continue to captivate audiences around the world. In recent years the New Zealand Rugby Union (NZRU) has been forced to confront, and indeed embrace, globalisation to ensure that the national sport and the All Blacks remain competitive on and off the field. More specifically, in 1995 the sport of rugby union underwent a radical transformation when the NZRU, in conjunction with the South African and Australian rugby unions (SANZAR), signed a ten-year $US555 million broadcasting rights agreement with Rupert Murdoch's News Limited, which signalled the advent of full professionalism. A five-year $US323 million deal was signed between SANZAR and News Limited in January 2005. Meanwhile, the NZRU has secured additional revenue through a range of sponsorship agreements with key commercial partners, including principal sponsor adidas. In this interview, Jay Scherer (JS) talks to NZRU Sponsorship and Marketing Manager Fraser Holland (FH). They discuss a number of global issues and contemporary commercial challenges for the NZRU as it navigates the somewhat turbulent waters of professionalism. Holland comments on the value and meaning of the All Blacks brand, the NZRU partnership with adidas, and a range of other issues that have materialised as a consequence of rugby's emergence as a global commodity. JS: Can you tell us a bit about your background, how you became involved with the NZRU and if you have a rugby background? FH: I have been with the NZRU for about five and half years now and I was originally the marketing manager. About eighteen months ago I took the lead for the entire commercial team, of which marketing is approximately fifty per cent. How did I come into the job? Well, my background is in sales and marketing and predominantly within consumer goods. I had five years experience with Lion-Nathan, which owns the Steinlager brand globally, based here in New Zealand. Steinlager were, I would suggest, the first commercial brand to leverage a commercial association with the All Blacks. I worked with Lion-Nathan in those formative years, so that was certainly the background which gave me reasonable insight. I dealt with pre-professionalism and worked with a brand such as the All Blacks from a client side, prior to and during the early stages of the current professional rugby environment. Do I have a rugby background? Well, like the vast majority of male kiwis, I have a rugby background, but my pedigree is not at a level that I think you may be looking for! Certainly I played rugby all through my school and university years and played some senior club rugby, but that's as far as I go. JS: What do you see as your primary roles and responsibilities as the sponsorship and marketing manager for the major sporting organisation in New Zealand? FH: First and foremost I think we are a sporting organisation with a unique position in that we are responsible for both the amateur participation levels of rugby in the country and the professional and commercial aspects of rugby union. In that regard, with the responsibilities that come with sponsorship and marketing for the New Zealand Rugby Union, there is always a balance between commercial and non-commercial, or commercial and straight participation. Then, when you dig down into the roles, ultimately I am responsible for all NZRU sponsorship and licensing revenue. With that I am responsible for sponsor and stakeholder relationships; once we have a relationship, to manage that relationship, or my team manages that relationship. And then on the marketing aspects, I am ultimately responsible for brand strategy and communication, and across a variety of products from the All Blacks at the top of the tree, through to our respective competition products, the Rebel Sport Super 12, the Air New Zealand NPC and then down further to the particular initiative we have instigated at the moment called the Smallblacks, which is all about kids' participation and getting kids in their very early years involved in rugby. …

Pay for Play: Sponsored Recommendations in Information Gatekeepers

This article studies the inclusion of sponsored results in recommendations, observed in many information gatekeepers including Internet search engines, travel experts, credit raters, radio deejays, and movie critics, which are an essential entry point for many information search and decision making tasks. We develop and analyze a tractable model in which consumers may prefer or dislike the use of sponsored results in the recommendations, merchants' value for sponsorship increases with the gatekeeper's user base, and when there are negative externalities among merchants competing for consumers' attention. The optimal strategy strikes a balance between sponsorship revenues from merchants and user-based revenues. The gatekeeper's profit maximizing choice of sponsored results will, in general, deviate from the ideal level for users (which may be none, all or some, depending on the gatekeeper's technological quality and other factors). Competition among gatekeepers will cause them to make sponsorship more exclusive, which may either increase or decrease the deviation. The gatekeeper may employ sponsored recommendations even when doing so is detrimental to users, or may not present enough sponsored results even when these improve the quality of recommendations. Product innovations or better domain expertise give the gatekeeper greater flexibility in using sponsored results. Innovation by one gatekeeper has positive effect on consumer surplus as long as it does not create substantial imbalance or monopoly power. Consumer interest might be hurt if gatekeepers coordinate in setting the mix of sponsored results.

Table of Contents

Abstract Reach Key Decision Makers Seeking Corporate Support Identify Company's Decision‐makers Meeting Annual Gift Goals Midyear Challenge Brings New Life to Lagging Gift Support Direct Mail Savvy What's On Your Outer Envelope? Professional Philosophy Fund Raising Should Be Considered a Ministry Money‐saving Move: Partner With a New PR Firm Follow Colleges' Example Legislation That Impacts Philanthropy Public Good IRA Rollover Act Acknowledging Planned Gifts Make Sure Your Planned Gift Donor Wall is Flexible Board Meeting Presentations Put Some Zing Into Your Board Presentations Face‐to‐Face Calls Follow‐up Survey Can Yield Useful Clues Philanthropic Trends Don't Miss the Boat: e‐Engagement Yields Positive Results Website Offers Free Evaluation Tools Evaluating Personnel Needs Direct Mail Manager Brings Focus to Direct Mail Activities Sample Position Description Tout Your Civic Involvement Stay Connected to Employees Who Leave Annual Fund‐Raising Strategies It's Always About Surpassing Last Year's Goals Soliciting First‐Time Gifts From Businesses Gifts‐in‐Kind Can Lead to Cash Gifts Capital Campaign Management Donors' Perceptions of Campaign Operation Is Important Marketing Planned Gifts Five Reasons for Distributing a Planned Gifts Newsletter Confirm Phonathon Pledges Use Dues Checkoff to Solicit Additional Donations Several Brief Membership Drives or One Big One? Personnel Issues Benefits Help Retain Valued Development Personnel Upgrading Contributors' Gifts One Direct Mail Approach for Increasing Gifts Telesolicitation Efforts Visual Aids Help Illustrate Phonathon Progress Pledge Fulfillment Make Reminder Calls on Unpaid Pledges Broadening Your Donor Base Do You Have a Plan for Making New Friends? Donor Participation Rates Targeted Efforts Help Increase Donor Participation Rate Select the Right Salutation Dues Renewals Can Enhance Campaign Gifts Generate More Sponsorship Revenue Form a Volunteer‐driven Sponsorship Committee Grantsmanship Protocol Learn How a Foundation Prefers to be Courted

Group insurance plans sponsorship revenue held not taxable as UBI

The Nonprofit CounselVolume 13, Issue 10 p. 4-5 Article Group insurance plans sponsorship revenue held not taxable as UBI Bruce R. Hopkins, Bruce R. HopkinsSearch for more papers by this author Bruce R. Hopkins, Bruce R. HopkinsSearch for more papers by this author First published: October 1996 https://doi.org/10.1002/npc.3870131003AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat No abstract is available for this article. Volume13, Issue10October 1996Pages 4-5 RelatedInformation