A process model of small and medium enterprise sponsorship of regional sport tourism events

Lamont, Matthew James; Dowell, Ron

doi:10.1177/1356766708090586

Cited by 34 publications

(20 citation statements)

References 30 publications

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“…Sponsorship selection criteria is an area of growing importance and sports managers able to understand key influences in the selection process will increase their probability of creating a successful sponsorship proposal (Aguilar-Manjarrez, Thwaites & Maule, 1997). By understanding the selection criteria which a potential sponsor deems important, sports managers can create a sponsorship proposal more closely aligned with the prospective company's requirements, subsequently enhancing the proposal's acceptability (Copeland et al, 1996;Fullerton, 2010;Jowdy & McDonald, 2002;Lamont & Dowell, 2007;Lough et al, 2000;Mueller & Roberts, 2008;Sam et al, 2005;Stotlar, 2009). As noted earlier, a large number of selection criteria have been identified by several researchers.…”

Section: Sponsorship Selection Criteriamentioning

confidence: 99%

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Increasing sponsorship effectiveness through brand experience

Fransen

Rompay

Muntinga

2013

International Journal of Sports Marketing and Sponsorship

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This research investigates whether creating a brand experience during a sponsored event can add to the success of that sponsorship. It is posited that a direct brand experience might harvest its own intrinsic benefits by intensifying consumers' direct contact with the sponsoring brand. To examine this proposition we conducted a quasi-experimental field study. During a sponsored marathon event in April 2010 data were collected. One of the main sponsors of the event, a well known financial services company, created a brand experience in which all runners could participate. In this brand experience -the 'running support truck' -runners could engage in activities related to running, including chat sessions with fellow athletes, free massage, information about running and diets, and a free running shirt. The sponsor's brand name was present in all activities. Two weeks after the event, runners were invited, by email, to complete an online survey questioning them about the marathon and the sponsoring brand (i.e. top of mind awareness, brand recall and brand attitude). We compared the data of participants who ran the marathon and also engaged in the brand experience with those who solely ran the marathon. The results

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Section: Sponsorship Selection Criteriamentioning

confidence: 99%

“…Within North America, an unsponsored sporting event is often viewed as second rate and of little significance (Lamont & Dowell, 2007). Therefore, the attainment of sponsorship support is among the most critical tasks of any sports manager.…”

Section: Introductionmentioning

confidence: 99%

Increasing sponsorship effectiveness through brand experience

Fransen

Rompay

Muntinga

2013

International Journal of Sports Marketing and Sponsorship

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“…www.efsupit.ro 302 Dowell, 2008). Utmost importance, all these particular entities need the right tools, expertise and knowledge to provide the 'right' product which includes latest data of market trends, marketing strategies, statistics and proper management (WTO, 2012).…”

Section: Jpes ®mentioning

confidence: 99%

Untitled

2015

JPES

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Abstract:The purpose of this paper is to further the understanding of island sport tourism in Sabah, Malaysia. Specifically, the authors utilised the push and pull theory to examine how motives and destination image attract sport tourists to spend their holidays in Sipadan Island, Sabah, Malaysia. Findings indicate that domestic sport tourists were more significantly motivated by intellectual, social, stimulus-avoidance and competence mastery motives than international sport tourists. With respect to the pull factors, result shows some difference in perceptions of destination image between domestic and international sport tourists. The findings of the study suggest that: (1) market segmentation based on demographic profiles can be identified, (2) four push motives should be emphasized on promotional efforts and (3) unique packages of sport tourism experiences should be developed in regards to sport tourism in Sipadan Island, Malaysia.

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“…This included the extent of formality associated with the proposal evaluation and the establishment of a corporate policy regarding what types of activities would be sponsored. Finally, two studies focused on the locus of initiation of sponsorship, that is, whether the sponsorship relationship was initiated by the sponsor or an outside entity (Cornwell et al, 2001;Lamont and Dowell, 2008). Empirical research on event sponsorship has been drawn from samples of businesses spanning a wide range of industries (e.g.…”

Section: Sponsorship Decision-making Researchmentioning

confidence: 99%

Event sponsorship by alcoholic and non‐alcoholic drinks businesses in India

Moital

Whitfield

Jackson

et al. 2012

International Journal of Contemporary Hospitality Management

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Purpose: This paper examines event sponsorship decision-making by the Indian drinks industry, comparing the non-alcoholic and alcoholic drinks sectors. Design/Methodology/Approach: Data regarding event sponsorship activity, perceptions of event sponsorship, motives to sponsor, form of investment and structure of sponsorship was obtained from a sample of 61 drinks producers in India through a questionnaire. MannWhitney and Logistic Regression were employed to compare the alcoholic and the nonalcoholic sectors. Findings:The results suggest that the alcohol and non-alcohol drinks sectors sponsored a similar level of events, but in investment volume terms, sponsorship from the non-alcoholic sector is far greater than that of the alcoholic sector. While the two sectors are similar in many ways, the emphasis placed on certain motives for sponsoring events was different, with alcoholic drinks businesses placing greater importance on reaching niche audiences and increasing media coverage than non-alcoholic ones. Research limitations/Implications: A limited number of areas of the sponsorship decisionmaking process were covered, yet the study provides insights in to the decision-making of one of the key sponsoring industries: the drinks industry. Practical implications: Securing sponsorship is becoming more difficult and complex. By understanding how sponsors make decisions, including potential variations between companies within an industry, event organisers will be in a better position to tailor sponsorship proposals, enhancing the likelihood of obtaining the desired sponsorship contracts. Originality/value: Most sponsor decision-making research focuses on how sponsorship decisions can be improved so that it works better for the sponsor. This paper, in contrast, emphasises that by understanding how clients make decisions (i.e. sponsors), sellers (i.e. the sponsored) will be in a better position to win over competition and secure the desired sponsorship deals.

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A process model of small and medium enterprise sponsorship of regional sport tourism events

Cited by 34 publications

References 30 publications

Increasing sponsorship effectiveness through brand experience

Increasing sponsorship effectiveness through brand experience

Untitled

Event sponsorship by alcoholic and non‐alcoholic drinks businesses in India

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