The sports network: insights into the shifting balance of power

Wolfe, Rosita; Meenaghan, Tony; O’Sullivan, Paul

doi:10.1016/s0148-2963(00)00191-0

Cited by 35 publications

(18 citation statements)

References 8 publications

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“…Meenaghan, 1996Meenaghan, , 2002bMiyazaki & Morgan, 2001;Pitt et al, 2010;Pruitt et al, 2004;Quester, 1997;Sandler & Shani, 1989;Wolfe et al, 2002 Relationships and networks approach Network-specific include network visioning and orchestration, and relationship portfolio management Cousens et al, 2006;Cousens et al, 2001;Cousens & Slack, 1996;Farrelly Quester 2003a;Farrelly & Quester, 2003b, 2005aFarrelly et al, 2006b;Farrelly et al, 2003;Olkkonen 2001;Olkkonen, 2002;Olkkonen et al, 2000;Olkkonen & Tuominen, 2003;Ryan & Blois, 2010;Ryan & Fahy, 2003;Urriolagoitia & Planellas, 2007 Downloaded by [University of Bath] at 06:32 02 November 2014 that tended to focus more on sponsorship as a source of competitive advantage (SCA) and the organisational capabilities required in this regard, thus elevating sponsorship to a more strategic level (e.g. Amis, Pant, &a...…”

Section: Evolving Sponsorship Priorities: a Review Of The Literaturementioning

confidence: 99%

Evolving priorities in sponsorship: From media management to network management

Ryan

Fahy

2012

Journal of Marketing Management

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Commercial sponsorship has continually adapted to the needs of the market. The purpose of this paper is to tracks these changes and draw out the evolution in management capabilities required to manage sponsorship effectively. Five distinct approaches to sponsorship have been identified from an extensive review of the literature, including: the philanthropic approach, the market-centred approach, the consumer-centred approach, the strategic resource, and finally the relations and networks approach. By examining these approaches, the paper identifies key capabilities required for the future of sponsorship, including network visioning, network orchestration, and relationship portfolio management. This is presented in a four-level framework for sponsorship network management. This paper serves two key audiences. On the one hand, for sponsorship managers, it examines past and future capabilities required to manage sponsorship effectively. For researchers, the paper historically reviews the emergence of sponsorship capabilities and sets out a research agenda to progress our understanding on a network perspective on sponsorship.

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Section: Evolving Sponsorship Priorities: a Review Of The Literaturementioning

confidence: 99%

Evolving priorities in sponsorship: From media management to network management

Ryan

Fahy

2012

Journal of Marketing Management

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“…40.). A hivatásos klubok számára a játékosok közvetlen értékteremtést jelenthetnek a játékospiacon történő érté-kesítésük esetében, illetve közvetett hatással van a hivatá-sos sport többi piacára is: fogyasztói (Healy -McDonagh, 2013), szponzori (Herrmann et al, 2016), közvetítési jogok (Wolfe, 2002) és merchandise.…”

Section: Szakirodalmi áTtekintésunclassified

A hivatásos és hivatásos pályára készülő labdarúgók fejlesztésének és karriertámogatásának magyarországi vizsgálata

Havran¹,

András²

2018

Veztud

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“…Specifically, the sport marketing literature initially only identified and addressed two key areas of B2B marketing. Wolfe, et al (2002) state that the B2B relationships in the sport industry may either be categorized as sport/sponsor relationships or sport/media relationships. Further, Benijits, Lagae, and Vanclooster (2011) emphasize this by arguing that as a result of Wolfe, et al's (2002) categorization teams are confronted with only two types of business markets, the market for broadcasting rights and the market for sponsorships.…”

Section: Industrial Marketing In Spectator Sportmentioning

confidence: 99%

Industrial Marketing in Sport: Understanding Season Ticket Renewal Across Account Types

Warren¹

2015

IJSMaRT

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This paper is the first to extend industrial (or business-to-business) marketing principles to the market for traditional season tickets. In doing so, a three-dimensional characterization of the season ticket holder (STH) is developed and provides a new foundation upon which market segmentation and ticket sales initiatives can be built. This study then uses this new framework to segment and examine the key renewal factor differences across STH account types. Specifically, group differences on perceived venue related and non-venue related barriers to renewal, overall product quality, and account representative relationship quality are analyzed. This study finds business-toconsumer (B2C) accounts are more concerned with product quality and typical barriers to purchase as they consider renewing their account for the following season than business-to-business (B2B) accounts. Additionally, this study finds B2C accounts report higher levels of intention to renew than B2B accounts.

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The sports network: insights into the shifting balance of power

Cited by 35 publications

References 8 publications

Evolving priorities in sponsorship: From media management to network management

Evolving priorities in sponsorship: From media management to network management

A hivatásos és hivatásos pályára készülő labdarúgók fejlesztésének és karriertámogatásának magyarországi vizsgálata

Industrial Marketing in Sport: Understanding Season Ticket Renewal Across Account Types

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