Based on Construal Level Theory (CLT), we propose that the level of detail contained in event announcements of corporate sponsorship as well as the timing of the announcement are each important factors influencing consumers’ responses to the sponsorship. The formal hypotheses developed in the paper are tested by conducting a series of two laboratory experiments. Collectively, the results of the two studies suggest consumers prefer sponsorship announcements that contain concrete (versus abstract) information. Interestingly, while this effect holds for temporally distant announcements, the concreteness of information contained in an announcement does not influence perceptions when the announcement is revealing a temporally near sponsorship.
We conducted an experiment that manipulated the construal level of a sponsorship announcement (abstract/concrete) between subjects. Results indicate that an announcement of a lower construal level (i.e., more concrete) leads to more positive evaluations of both the sponsoring brand and the sponsored event. For abstract thinkers, concrete announcements did indeed lead to a more positive attitude toward the sponsor, a higher trust in the sponsor, a higher willingness to recommend the sponsor, and a higher purchase intention of the sponsor, as well as a more positive attitude toward the sponsored event and a higher trust in the sponsored event.
SAFEASSIGNCHECKTEST - CSU SAFEASSIGN PLAGIARISM CHECK TOOL
SafeAssign Originality Report Generator I
William Fiedler
on Mon, Aug 27 2018, 9:46 AM
33% highest match
Submission ID: 379b2d26-d065-43d3-b758-c36c7d7e7358
Attachments (1)
· mba 6941 unit VIII reflection Paper.doc 33%
Word Count: 1,397 Attachment ID: 224883277
mba 6941 unit VIII reflection Paper.doc
Running Head: THE PROJECT CLOSURE PHASE 1 THE PROJECT CLOSURE PHASE
2
The Project Closure Phase William Fiedler Columbia Southern University The Project Closure Phase Inside this paperwork, I am going to make a discussion regarding the closing project. I will also extend to discussing the lesson learned towards the end of the project. 1 THE FOURTH AND LAST PROJECT LIFECYCLE STAGE IS THE PROJECT CLOSURE PHASE. IT IS IN THIS STAGE THAT YOU WILL BE ABLE TO YOUR PROJECT FORMALLY CLOSES AFTER THE REPORT SUCCESS LEVEL OF THE SPONSOR YOU HAVE. The exercises that are needed in closing the task in brought in to be by the Project Closure Report and this guarantees the project a conclusion that is embraced productively and comfortably. Once the report is brought into action and acknowledged by the individuals, the reports of the completion of the inside exercises indicated are attempted (Larson, 2014). As a result, the project closure comes into effect formally. 1 AFTER THE CLOSING OF THE TASK IN A PERIOD OF AT LEAST ONE TO THREE MONTHS, THE BUSINESS IS BELIEVED TO START GAINING THE ADVANTAGES GIVEN BY THE PROJECT WHICH MAKE IT MORE ESSENTIAL TO ALLUDE THE POST IMPLEMENTATION REVIEW (PIR) EVALUATION. This provides the business with a wide range of view towards recognizing its achievements level of different tasks as well as offer the education on the future projects that will arise.
2 PROCESS FOR CLOSING THE PROJECT THE PROJECT TRANSITION TASK CONTROL DOCUMENT WILL RECORD THE VICTORIES AND DISAPPOINTMENTS OF THE TASK. It gives a chronicled record of the orchestrated and unique spending plan and schedule, proposals for future endeavors of practically identical size and unpredictability, information on staffing and aptitudes used to meet errand targets and destinations, how the client wants were managed, exercises learned, and an official undertaking close down. One reason for the conclusion understanding system is to offer the sellers a formal warning to the structures that may have been created which has a high expectation that is elegant and commendable or that may have been rejected as a result. If the business does not meet its goals, it ought to make the amendment that hinders them from this achievement, and the individual or the dealer responsible for this should try to fix or eradicate any errors that may have caused it with a formal affirmation (Larson, 2014).
Before the closure of the agreement, all the minor things are fixed, and the competed expectation is to strike the depressed. Over rages of errands, the world has audited quality performance, and the vendor was allowed to influence chan.
Brand loyalty management is important given the enormous investments and impact on the bottom line taking into account the fact that generating new brand users costs 6-10 more than keeping existing brand users. In contexts where brands need to be supported heavily by employees / people (service, B2B, ...), big negative impact of employee turnover on customer brand loyalty. Short-term oriented vision hampers development of customer brand loyalty (e.g. focus on sales figures of current quarter).
Scg skyfollow social media sensing skydeck part3Chris Rigatuso
Introduction to social media sensing for the Berkeley Incubator Skydeck. Produced by Skyfollow Consulting Group. Social media Sensing, a more advanced form of social media analytics, social media listening, social media monitoring. Allows scalable intelligence for informing product, marketing, sales, and media strategy.
Details:
The adoption of OKRs (Objectives and Key Results) as a framework has exploded in recent years. Roughly 40% of executive leaders say their enterprise accountability and leadership are not aligned on strategy execution. (Source: https://www.gartner.com/smarterwithgartner/9-steps-successful-functional-strategic-planning)
The pain point is felt by companies of all shapes, stages, and sizes. OKRs are heralded as the cure. Yet, respected gurus like Marty Cagan (of the Silicon Valley Product Group) have stopped recommending the practice. Why? Because most companies are not set up effectively to apply this technique. In this session, we’ll discuss the foundations needed to successfully adopt OKRs. And we’ll cover how product strategy, OKRs, and KPIs all fit together to enable business agility.
About the speaker:
Jenny Herald is currently the VP of Product Evangelism of Gtmhub, where she champions the company’s efforts to help customers orchestrate results at scale via the world's most powerful Objectives and Key Results SaaS platform. She’s the host of Dreams with Deadlines, a podcast about strategy execution and results orchestration. For over 9 years, Jenny has helped accelerate growth for enterprises such as Microsoft and startups like Wunderlist. Prior to working in tech, she served as an officer in the United States Air Force, US Department of Defense consultant, and civil servant. She now lives in Berlin with her partner where their plants outnumber them 15:1.
BAM Hosts:
Rachel Dickstein
Rachel is a Scrum Master, Agile Coach and board member of the BAM Berlin community. You can connect with her on LinkedIn: https://www.linkedin.com/in/rachel-dickstein-projectmanager-07201990/
Thoralf J Klatt
Thoralf serves as an Enterprise Agile Coach. He started his career developing medical devices like CT scanners and became a Certified Scrum Master in 2007. Based on many years of experience in diverse domains, Thoralf qualified as SPC in 2016, as Scrum@Scale and Scrum Inc. Trainer with Jeff Sutherland in 2019, and as Mobius Navigator Coach with Gabrielle Benefield in 2020. Details: https://bit.ly/tjklabs You can connect at https://www.linkedin.com/in/tjklatt/
Privacy-proofing your Paid Social - BrightonSEO Paid Social Show talk 2023 (1...AmyStamper4
This will talk based on what Amy's learned over the past 12 months as the Paid Social landscape has changed. She will touch on iOS14, sunset of cookies and other privacy factors for anyone unfamiliar with the direction of travel.
She'll also focus on practical ways that marketers can build their campaigns and still measure results, even in a time of belt-tightening and data loss.
We conducted an experiment that manipulated the construal level of a sponsorship announcement (abstract/concrete) between subjects. Results indicate that an announcement of a lower construal level (i.e., more concrete) leads to more positive evaluations of both the sponsoring brand and the sponsored event. For abstract thinkers, concrete announcements did indeed lead to a more positive attitude toward the sponsor, a higher trust in the sponsor, a higher willingness to recommend the sponsor, and a higher purchase intention of the sponsor, as well as a more positive attitude toward the sponsored event and a higher trust in the sponsored event.
SAFEASSIGNCHECKTEST - CSU SAFEASSIGN PLAGIARISM CHECK TOOL
SafeAssign Originality Report Generator I
William Fiedler
on Mon, Aug 27 2018, 9:46 AM
33% highest match
Submission ID: 379b2d26-d065-43d3-b758-c36c7d7e7358
Attachments (1)
· mba 6941 unit VIII reflection Paper.doc 33%
Word Count: 1,397 Attachment ID: 224883277
mba 6941 unit VIII reflection Paper.doc
Running Head: THE PROJECT CLOSURE PHASE 1 THE PROJECT CLOSURE PHASE
2
The Project Closure Phase William Fiedler Columbia Southern University The Project Closure Phase Inside this paperwork, I am going to make a discussion regarding the closing project. I will also extend to discussing the lesson learned towards the end of the project. 1 THE FOURTH AND LAST PROJECT LIFECYCLE STAGE IS THE PROJECT CLOSURE PHASE. IT IS IN THIS STAGE THAT YOU WILL BE ABLE TO YOUR PROJECT FORMALLY CLOSES AFTER THE REPORT SUCCESS LEVEL OF THE SPONSOR YOU HAVE. The exercises that are needed in closing the task in brought in to be by the Project Closure Report and this guarantees the project a conclusion that is embraced productively and comfortably. Once the report is brought into action and acknowledged by the individuals, the reports of the completion of the inside exercises indicated are attempted (Larson, 2014). As a result, the project closure comes into effect formally. 1 AFTER THE CLOSING OF THE TASK IN A PERIOD OF AT LEAST ONE TO THREE MONTHS, THE BUSINESS IS BELIEVED TO START GAINING THE ADVANTAGES GIVEN BY THE PROJECT WHICH MAKE IT MORE ESSENTIAL TO ALLUDE THE POST IMPLEMENTATION REVIEW (PIR) EVALUATION. This provides the business with a wide range of view towards recognizing its achievements level of different tasks as well as offer the education on the future projects that will arise.
2 PROCESS FOR CLOSING THE PROJECT THE PROJECT TRANSITION TASK CONTROL DOCUMENT WILL RECORD THE VICTORIES AND DISAPPOINTMENTS OF THE TASK. It gives a chronicled record of the orchestrated and unique spending plan and schedule, proposals for future endeavors of practically identical size and unpredictability, information on staffing and aptitudes used to meet errand targets and destinations, how the client wants were managed, exercises learned, and an official undertaking close down. One reason for the conclusion understanding system is to offer the sellers a formal warning to the structures that may have been created which has a high expectation that is elegant and commendable or that may have been rejected as a result. If the business does not meet its goals, it ought to make the amendment that hinders them from this achievement, and the individual or the dealer responsible for this should try to fix or eradicate any errors that may have caused it with a formal affirmation (Larson, 2014).
Before the closure of the agreement, all the minor things are fixed, and the competed expectation is to strike the depressed. Over rages of errands, the world has audited quality performance, and the vendor was allowed to influence chan.
Brand loyalty management is important given the enormous investments and impact on the bottom line taking into account the fact that generating new brand users costs 6-10 more than keeping existing brand users. In contexts where brands need to be supported heavily by employees / people (service, B2B, ...), big negative impact of employee turnover on customer brand loyalty. Short-term oriented vision hampers development of customer brand loyalty (e.g. focus on sales figures of current quarter).
Scg skyfollow social media sensing skydeck part3Chris Rigatuso
Introduction to social media sensing for the Berkeley Incubator Skydeck. Produced by Skyfollow Consulting Group. Social media Sensing, a more advanced form of social media analytics, social media listening, social media monitoring. Allows scalable intelligence for informing product, marketing, sales, and media strategy.
Details:
The adoption of OKRs (Objectives and Key Results) as a framework has exploded in recent years. Roughly 40% of executive leaders say their enterprise accountability and leadership are not aligned on strategy execution. (Source: https://www.gartner.com/smarterwithgartner/9-steps-successful-functional-strategic-planning)
The pain point is felt by companies of all shapes, stages, and sizes. OKRs are heralded as the cure. Yet, respected gurus like Marty Cagan (of the Silicon Valley Product Group) have stopped recommending the practice. Why? Because most companies are not set up effectively to apply this technique. In this session, we’ll discuss the foundations needed to successfully adopt OKRs. And we’ll cover how product strategy, OKRs, and KPIs all fit together to enable business agility.
About the speaker:
Jenny Herald is currently the VP of Product Evangelism of Gtmhub, where she champions the company’s efforts to help customers orchestrate results at scale via the world's most powerful Objectives and Key Results SaaS platform. She’s the host of Dreams with Deadlines, a podcast about strategy execution and results orchestration. For over 9 years, Jenny has helped accelerate growth for enterprises such as Microsoft and startups like Wunderlist. Prior to working in tech, she served as an officer in the United States Air Force, US Department of Defense consultant, and civil servant. She now lives in Berlin with her partner where their plants outnumber them 15:1.
BAM Hosts:
Rachel Dickstein
Rachel is a Scrum Master, Agile Coach and board member of the BAM Berlin community. You can connect with her on LinkedIn: https://www.linkedin.com/in/rachel-dickstein-projectmanager-07201990/
Thoralf J Klatt
Thoralf serves as an Enterprise Agile Coach. He started his career developing medical devices like CT scanners and became a Certified Scrum Master in 2007. Based on many years of experience in diverse domains, Thoralf qualified as SPC in 2016, as Scrum@Scale and Scrum Inc. Trainer with Jeff Sutherland in 2019, and as Mobius Navigator Coach with Gabrielle Benefield in 2020. Details: https://bit.ly/tjklabs You can connect at https://www.linkedin.com/in/tjklatt/
Privacy-proofing your Paid Social - BrightonSEO Paid Social Show talk 2023 (1...AmyStamper4
This will talk based on what Amy's learned over the past 12 months as the Paid Social landscape has changed. She will touch on iOS14, sunset of cookies and other privacy factors for anyone unfamiliar with the direction of travel.
She'll also focus on practical ways that marketers can build their campaigns and still measure results, even in a time of belt-tightening and data loss.
Crossing the Digital Chasm - Applying Advanced Analytics in acquiring, nurtur...Vishwa Kolla
We are at a point of inflection of embedding Advanced Analytics everywhere.
If you are interested in learning about:
1) Why should we cross the Cigital Chasm
2) Which of the areas should one focus
3) Which of the problems should one focus on
4) What are the opportunities / challenges / mitigations
then this is for you.
Investigating the Cost-Benefit of Sponsorship: An analysis of price, exposure...Joe Cobbs
Using a unique data set of F1 team sponsorships in 2007, we advanced research on sponsorship costs by constructing a model of sponsorship rights fees that tested several theory-based elements of the sponsorship relationship and controlled for characteristics of the sponsored team. Results indicated that the level of sponsorship affiliation (p < .01) and ability of the sponsor to trade value-in-kind (p < .01) were significant predictors of the cost of sponsor affiliation. In addition, the sponsor’s congruence with the team, in the form of a shared nationality (p < .05) and product category (automotive and technology) (p < .05), were also significant influences of sponsors’ cost. As control variables, the points scored (p < .01) and years of experience of the sponsored team (p < .01) were also significant influences of the sponsors’ cost.
In the concluding analysis, we employed logistic regression to examine the potential contributors to surplus ROI for F1 team sponsors. Only 26 (10.1%) of 257 F1 team sponsors realized exposure value that outweighed sponsorship costs (i.e., surplus ROI). The sponsored team’s points scored (p < .01) and the sponsor’s operation in the automobile industry (p < .01) emerged as significant predictors of surplus ROI.
Does Sponsorship Enhance Sport Organizational Performance?Joe Cobbs
Results indicate a highly significant model (F = 113.5, p < .001) that explains close to half the variance in team points (adjusted R-squared = 0.45). All five independent variables are significant predictors (each p < .01). Interpreting the coefficients, the control variables indicate that F1 teams historically earn 10 points in the current season for each past drivers’ championship won by the team, and teams competing after 2009 can expect to earn 114 more points than teams competing in 2009 and prior (due to the institutional change in the points system that occurred in 2010). Regarding the sponsor variables of interest, operational sponsors had the most surprising effect: each operational sponsor was associated with 4.7 less team points earned. However, this negative effect of operational sponsors somewhat supports the findings of Cobbs and colleagues (in press), where such sponsors had no discernible influence on team survival. Conversely, both performance and financial sponsors produced positive effects to team points. For each performance-based sponsor, teams earned 2.1 additional points. For each financial sponsor, teams earned 3.6 additional points.
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Crossing the Digital Chasm - Applying Advanced Analytics in acquiring, nurtur...Vishwa Kolla
We are at a point of inflection of embedding Advanced Analytics everywhere.
If you are interested in learning about:
1) Why should we cross the Cigital Chasm
2) Which of the areas should one focus
3) Which of the problems should one focus on
4) What are the opportunities / challenges / mitigations
then this is for you.
Investigating the Cost-Benefit of Sponsorship: An analysis of price, exposure...Joe Cobbs
Using a unique data set of F1 team sponsorships in 2007, we advanced research on sponsorship costs by constructing a model of sponsorship rights fees that tested several theory-based elements of the sponsorship relationship and controlled for characteristics of the sponsored team. Results indicated that the level of sponsorship affiliation (p < .01) and ability of the sponsor to trade value-in-kind (p < .01) were significant predictors of the cost of sponsor affiliation. In addition, the sponsor’s congruence with the team, in the form of a shared nationality (p < .05) and product category (automotive and technology) (p < .05), were also significant influences of sponsors’ cost. As control variables, the points scored (p < .01) and years of experience of the sponsored team (p < .01) were also significant influences of the sponsors’ cost.
In the concluding analysis, we employed logistic regression to examine the potential contributors to surplus ROI for F1 team sponsors. Only 26 (10.1%) of 257 F1 team sponsors realized exposure value that outweighed sponsorship costs (i.e., surplus ROI). The sponsored team’s points scored (p < .01) and the sponsor’s operation in the automobile industry (p < .01) emerged as significant predictors of surplus ROI.
Does Sponsorship Enhance Sport Organizational Performance?Joe Cobbs
Results indicate a highly significant model (F = 113.5, p < .001) that explains close to half the variance in team points (adjusted R-squared = 0.45). All five independent variables are significant predictors (each p < .01). Interpreting the coefficients, the control variables indicate that F1 teams historically earn 10 points in the current season for each past drivers’ championship won by the team, and teams competing after 2009 can expect to earn 114 more points than teams competing in 2009 and prior (due to the institutional change in the points system that occurred in 2010). Regarding the sponsor variables of interest, operational sponsors had the most surprising effect: each operational sponsor was associated with 4.7 less team points earned. However, this negative effect of operational sponsors somewhat supports the findings of Cobbs and colleagues (in press), where such sponsors had no discernible influence on team survival. Conversely, both performance and financial sponsors produced positive effects to team points. For each performance-based sponsor, teams earned 2.1 additional points. For each financial sponsor, teams earned 3.6 additional points.
Influence of technology partners in the history of sport organizations: The c...Joe Cobbs
Among the study’s initial findings is that technology partners, in the form of technology-based sponsor relationships, have a positive, statistically significant influence on the survival of F1 teams. From a managerial perspective, this result provides organizations with the knowledge that while monetary resources provided by sponsors are important, the technological expertise available via such partners is also essential to survival in the technologically advanced world of F1 motor racing.
Sponsorship Costs: The Effects of Sponsorship Level, Brand Equity, and Sponso...Joe Cobbs
Preliminary data analysis reveals that, when holding constant team performance and
driver quality (operationalized by constructors points and past driver championships), sponsors at the title level pay a premium of $9.47 million (z = 2.86, p = .004), while sponsors with a high level of brand equity pay a premium of $4.61 million (z = 2.10, p = .036). Results indicate that sponsors in the oil/fuel category pay a premium of $7.01 million (z = 2.94, p = .003). Among other reasons, these results are particularly interesting in consideration of past F1 research that
has indicated sponsors investing at high levels are most likely to realize ROI in the form of televised brand exposure (Jensen & Cobbs, 2014), but also more likely to incur negative reactions in stock returns upon announcements of the F1 sponsorship (Cobbs et al., 2012).
Rivalry in Major League Soccer: Antecedents to rival fan discriminationJoe Cobbs
We surveyed over 400 fans in MLS, representing each team. The rivalry survey data is available at www.KnowRivalry.com. Regarding their favorite team, each respondent was asked about the importance of 11 elements of rivalry, according to Tyler and Cobbs, 2015. Statistical tests reveal that fans are significantly more discriminatory toward rival fans on four measures of animosity when either the antecedent of cultural difference or unfairness is important to the rivalry, compared to fans of rivalries where theses two antecedents were unimportant or neutral. Yet, this same pattern did not repeat itself for the other 9 antecedents of rivalry.
Sports rivalry comparison by geography: Are Canadians more friendly?Joe Cobbs
To test for regional variations in reactions to sports rivals, we recruited a sample of highly identified fans across four professional leagues: Major League Baseball, Major League Soccer, National Football League, and National Hockey League. To distinguish teams by region, we utilized the four primary delineations adopted by the US Census (Northeast, Midwest, Southeast, West)and included Canada as a fifth region. Results show two clear distinctions by region that match our general expectation based on regional profiles. First, the Northeast is different from other US regions. Second, Canada is distinct from the US. Both of these differences are evident in fans’ level of team identification and reaction to rival fans. Fans of professional teams in the US Northeast are significantly less identified with their favorite team compared to the other three US regions. Fans of Canadian teams are even less identified with their favorite teams compared to all US regions. Despite lower identification, fans of teams in the US Northeast are significantly more bias against their team’s rival compared to all other US regions in each of the four measures we employed to represent animosity toward rivals (i.e., prejudice, relationship discrimination, schadenfreude, dis-identification). Conversely, fans of Canadian teams were significantly less bias toward rival fans compared to US fans on all four measures.
The purpose of our study is to compare how fans react to rivalry across different professional sports leagues. We surveyed a total of 4,247 fans of teams in Major League Baseball (MLB), Major League Soccer (MLS), the NFL, and the National Hockey League (NHL) to measure dis-identification toward the top rival of respondent's favorite team, as well as prejudice, relationship discrimination, and schadenfreude toward that rival team's fans. We also measured the level of fan identification with each respondent's favorite team. The results reveal a strong pattern of greater animosity toward rivals among NFL fans compared with fans of other leagues.
The purpose of this paper presentation is to critically examine the many differing conceptions of rivalry and to discern properties of rivalry across different sports. We survey college football fans (N = 5,304) to empirically test the exclusivity, scale, and symmetry of rivalry, then we replicate the study twice in the context of professional sports (1,649 NFL fans; 1,435 NHL fans). Results consistently indicate that teams have multiple rivals (non-exclusive), rivalry intensity varies among rivals (continuous in scale), and rivals rarely share equivalent perceptions of the rivalry (bidirectional).
Rival Conceptions of Rivalry: Why some competitions mean more than othersJoe Cobbs
Despite the pervasive attention given to rivalry games or derby matches, a uniform definition or consistent research operationalization remains elusive. Based on the theoretical foundations of social identification and categorization, we conceptualize a rival group as a highly salient outgroup that poses an acute threat to the identity of the ingroup or to ingroup members’ ability to make positive comparisons between their group and the outgroup. Utilizing a mixed method design, we survey fans about their favorite team’s rival and identify 11 recurring elements: frequency of competition, defining moment, recent parity, historical parity, star factor, geography, relative dominance, competition for personnel, cultural similarity, cultural difference, and unfairness. Next, we measure the importance of the rivalry elements across a broader sampling of rivalries and employ an exploratory factor analysis to gauge our interpretation of the three dimensions underlying rivalry: Conflict, Peer, and Bias.
Agha, Cobbs; Minor League Baseball: Farm team shuffle, nassm 2012Joe Cobbs
This study advances the literature in minor league baseball demand (attendance) modeling by proposing and testing a set of major league affiliate factors based on strategic alliance research. The results suggest implications particularly applicable to minor league team administrators. Whereas previously, team executives had little research to reference in regards to their choice of major league affiliate, this study indicates that MLB parent clubs with a higher winning percentage can significantly contribute to minor league team attendance, and in the case of AAA, this factor is more influential than the minor league team’s own winning percentage. However, at the AA level, administrators should temper their enthusiasm to switch affiliates because such a change can negatively influence team attendance.
Global Growth in International Sport; AMS Conference 2014Joe Cobbs
Where firms define targeted niches geographically, building a diversified niche portfolio involves difficult decisions concerning international market expansion. Our study addresses this challenge empirically by utilizing the context of Formula One (F1) motor racing to advance the study of a niche-based growth strategy. Specifically, we develop and test a model that examines the importance of native resources to the success of an international expansion strategy featuring a portfolio of geographically-defined niches. In order to approximate the demand for the sport of F1 (dependent variable) across numerous countries, we utilize hierarchical regression with a data set that features the advertising rates for standard commercial time during the broadcast of every F1 grand prix from 2007 to 2010 in 19 different countries across five continents.
The purpose of our research is to investigate the influence of brand integration in sports broadcasts across different consumption experiences. Specifically, we utilize dual coding theory to evaluate the importance of visual and verbal broadcast cues for generating brand awareness under conditions of second screen use. To test these hypotheses, we constructed a six-minute segment consisting of clips from two 2012 college football games as the stimuli for the study, with all groups being exposed to the same stimuli. In order to assess the potential effect of second screen activity under various viewing conditions, the study utilized a 3 (audiovisual stimuli, audio-only stimuli and visual-only stimuli) x 2 (second screen, control) between-subjects experimental design with six total groups.
While a substantial body of research has emerged examining the affect corporate sponsorship has on consumers, the literature has yet to consider how sponsorship affects business-to-business customers. Grounded in social identity theory, this paper addresses this important gap by proposing and empirically testing a B2B sponsorships effects model. The model is tested utilizing Structural Equation Modeling (SEM) of data collected from 552 active business-to-business customers of an industry supply company. Results suggest B2B customers are attuned to company sponsorship activities and are influenced by these sponsorships. Specifically, corporate sponsorships can influence customer’s loyalty, positive word-of-mouth and purchase decisions by enhancing customer’s level of company identification. Theoretical and managerial implications are discussed.
Visualizing Sports Rivalry with Social Network AnalysisJoe Cobbs
Tyler, B.D. & Cobbs, J. 2014. "Visualizing rivalry intensity: A social network analysis of fan perceptions," North American Society for Sport Management (NASSM) Annual Conference, Pittsburgh, PA.
Central to the conceptualization of rivalry is the process of social categorization and seeing the self and others as members of ingroups and outgroups. For some sport fans—especially those deemed highly identified—a favorite team becomes an extension of one’s self, and opposing teams and their fans are seen as dissimilar outgroups. Akin to other definitions, we view a rival as being a highly salient outgroup that poses an acute threat to the identity of the ingroup. To bring further clarity and consistency to the rivalry discussion, we quantify the perceived rivalries within a closed network of organizations by surveying college football fans (n=5,317) from 122 Football Bowl Subdivision (FBS, or Division I-A) teams using on an online questionnaire posted on 194 fan message boards. Through employing social network analysis (SNA), we graphically map rivalry scores in Netdraw and conduct further statistical analysis via UCINET SNA software. The network analysis results are most interesting when viewed graphically as nodes (universities) with bi-directional ties among them of various magnitude. In the study, we employ SNA measures of ego networks, centrality and power to reveal insights about the nature of rivalry.
SpB 305: Sports Marketing FAST project NKU Athletics -- Group 9Joe Cobbs
The Sports Business (SpB) program at Northern Kentucky University is proud of the survey design and data analysis work presented by this group of students to our course client, NKU Intercollegiate Athletics, to conclude the semester. The students impressed the client by developing a survey, collecting data, and presenting results to address a research question posed by NKU Athletics to kick off the Field Application Student Training (FAST) projects in SpB 305: Sports Marketing.
What's Field Application Student Training? The FAST system is designed to integrate client-based group projects across classes in the Sports Business curriculum at NKU. As students participate in various SpB courses, group projects across courses may focus on complementary components of a single challenge faced by an industry client.
The Sports Business (SpB) program at Northern Kentucky University is proud of the survey design and data analysis work presented by this group of students to our course client, NKU Intercollegiate Athletics, to conclude the semester. The students impressed the client by developing a survey, collecting data, and presenting results to address a research question posed by NKU Athletics to kick off the Field Application Student Training (FAST) projects in SpB 305: Sports Marketing.
What's Field Application Student Training? The FAST system is designed to integrate client-based group projects across classes in the Sports Business curriculum at NKU. As students participate in various SpB courses, group projects across courses may focus on complementary components of a single challenge faced by an industry client.
Attenuating the negative effects of a low fit sponsorshipJoe Cobbs
Presented at the 2011 Academy of Marketing Science conference: The study undertaken for this conference paper advances the concept of sponsorship fit beyond the historical one sponsor – one sponsored entity dyadic research framework. The research question is if concurrent co-sponsors affect the brand perceptions of an incongruent co-sponsor.
Challenging unilateral brand spillover effects in sponsorship portfoliosJoe Cobbs
Presented at the 2010 Academy of Marketing Science annual conference: Commonly sponsored enterprises such as sports teams, traveling shows, celebrities, charitable causes, museums, and festivals have built their own valuable brands that carry considerable equity in the marketplace. Yet, it is unclear if and how a sponsored enterprise’s brand is affected by the corporate brands that align with it. The results of this study demonstrate that the brand quality of a sponsored sports league is partially dependent on the brand quality of the league’s portfolio of sponsors.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
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Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
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Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Building Your Employer Brand with Social MediaLuanWise
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In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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The Influence of Marketing Strategy and Market Competition on Business Perfor...
2013 ams schaefers cobbs groza - timing of sponsorship announcements
1. Timing of Sponsorship Announcements
A Test of Temporal Distance and Construal Level Effects
Tobias Schaefers, EBS Business School, Germany
Joe Cobbs, Northern Kentucky University, USA
Mark D. Groza, Northern Illinois University, USA
42nd AMS Annual Conference
Monterey, CA, USA
May 15-18, 2013
2. Sponsorship-Linked Marketing
Sponsorship = marketing communication instrument (Cornwell and Maignan 1998)
Communication through sponsorship & communication about a sponsorship
(Cornwell 1995)
Announcing the initiation of a sponsorship
Communicate advance details about a sponsorship relationship
1 Schaefers / Cobbs / Groza | Timing of Sponsorship Announcements | AMS Annual Conference, Monterey, CA | May 15-18, 2013
3. Sponsorship Announcements - Research
Research on sponsorship announcements has mixed results:
Announcements of a sponsorship enhance stock prices of sponsoring firms
(Cornwell et al. 2005)
High-dollar, international sponsorships can depress firm value (Cobbs et al. 2012)
Differing results among sports and deviations between new and renewed
sponsorship announcements (Clark et al. 2009)
Research restrictions:
Only considered at a generic level, ignoring how a sponsorship is announced
Emphasis on investors‘ reactions to announcements, overlooking consumers
Variety of theoretical perspectives (e.g., mere exposure, balance theory, articulation
theory) on sponsorships and consumers, but neglecting temporal effects
2 Schaefers / Cobbs / Groza | Timing of Sponsorship Announcements | AMS Annual Conference, Monterey, CA | May 15-18, 2013
4. Construal Level Theory (CLT)
Consumers judge information with different levels of abstraction
(Kim and John 2008; Trope and Liberman 2010)
High-level construals (abstract, simple, essential features)
Low-level construals (concrete, contextualized, unique features)
Generally concrete interpretation of events close in time, socially, or geographically
Abstract default interpretation of distant events
CLT offers a theoretical framework for interpreting psychological reactions to
different forms of sponsorship announcements
3 Schaefers / Cobbs / Groza | Timing of Sponsorship Announcements | AMS Annual Conference, Monterey, CA | May 15-18, 2013
5. Hypotheses
H1: Concrete (vs. abstract) sponsorship announcements…
(a) more positive attitude toward sponsoring brand,
(b) higher trust in the sponsoring brand,
(c) higher willingness to recommend sponsoring brand,
(d) higher purchase intention for the sponsoring brand.
More information about the sponsorship
relationship results in improved sponsorship
memory and evaluation
(Coppetti et al. 2009; Cornwell et al. 2006)
H2: For temporally distant events,
concrete (vs. abstract) sponsorship announcements…
(a) more positive attitude toward sponsoring brand,
(b) higher trust in sponsoring brand,
(c) higher willingness to recommend
(d) higher purchase intention
• Thinking about distant events higher-level
(abstract) construals
• Concrete information about a distant event
more information processing (i.e., central
route) to resolve disparity
H3: For temporally near events, construal level will have no
effect on consumers’ evaluation of the sponsoring brand.
• Abstract information about a near event
predisposition to a concrete mindset;
communication unlikely to draw consumers
away from central route
4 Schaefers / Cobbs / Groza | Timing of Sponsorship Announcements | AMS Annual Conference, Monterey, CA | May 15-18, 2013
6. Empirical Studies
Study 1
Between-subjects experimental design
IV: construal level of the sponsorship
announcement (abstract/concrete)
DVs:
Attitude toward the sponsoring brand
(α=.974) (Putrevu and Lord 1994)
Trust in the sponsoring brand (α=.885)
(Erdem and Swait 2004)
Willingness to recommend (α=.943)
(Maxham and Netemeyer 2003)
Purchase intent (α=.944)
(Putrevu and Lord 1994)
Pretesting for stimuli development
Sample of 78 business school students
(Mage=24.9 yrs, SD 7.79; 50% female)
Successful manipulation
Study 2
2 x 2 between-subjects exp. design
IVs:
Construal level of the sponsorship
announcement (abstract/concrete)
Temporal distance to the sponsored event
(near/far)
DVs:
Attitude toward the sponsoring brand
(α=.955)
Trust in the sponsoring brand (α=.916)
Willingness to recommend (α=.952)
Purchase intent (α=.935)
Sample of 225 different business school
students (Mage=22.2 yrs, SD 4.05;
48.9% female)
Successful manipulations
5 Schaefers / Cobbs / Groza | Timing of Sponsorship Announcements | AMS Annual Conference, Monterey, CA | May 15-18, 2013
7. Results Study 1
Attitude Trust
Willingness to
recommend
Intention to
purchase
CLA
abstract
CLA
concrete
6.00
5.60
5.20
4.80
4.40
CLA
abstract
CLA
concrete
5.60
5.20
4.80
4.40
4.00
CLA
abstract
CLA
concrete
4.80
4.40
4.00
3.60
3.20
CLA
abstract
CLA
concrete
p < .001 p = .028 p = .001 p = .003
6.20
5.80
5.40
5.00
4.60
6 Schaefers / Cobbs / Groza | Timing of Sponsorship Announcements | AMS Annual Conference, Monterey, CA | May 15-18, 2013
8. Results Study 2
5.80
5.40
5.00
4.60
Attitude Trust
CLA
abstract
CLA
concrete
5,60
5.60
5,40
5.20
5,20
5,00
4.80
4,80
4.40
CLA
abstract
CLA
concrete
Willingness to
recommend
4.80
4.40
4.00
3.60
CLA
abstract
CLA
concrete
Intention to
purchase
4.60
4.20
3.80
3.40
CLA
abstract
CLA
concrete
4,60
4,40
p = .035 p = .061 p = .016 p = .192
Abstract
announcement
concrete
announcement
Temporally distant Temporally near
7 Schaefers / Cobbs / Groza | Timing of Sponsorship Announcements | AMS Annual Conference, Monterey, CA | May 15-18, 2013
9. Discussion
H1: Concrete (vs. abstract) sponsorship announcements will lead to
(a) more positive attitude,
(b) higher trust,
(c) higher willingness to recommend, and
(d) higher purchase intention
…for the sponsoring brand.
H2: For temporally distant events, concrete (vs. abstract) sponsorship
announcements will lead to
(a) a more positive attitude,
(b) a higher trust,
(c) a higher willingness to recommend, and
(d) a higher purchase intention
for the sponsoring brand.
H3: For temporally near events, the construal level of the sponsorship
announcement will not affect consumers’ evaluation of the
sponsoring brand.
willingness to
recommend
( )
8 Schaefers / Cobbs / Groza | Timing of Sponsorship Announcements | AMS Annual Conference, Monterey, CA | May 15-18, 2013
10. Discussion
Intention to
purchase
4.60
4.20
3.80
3.40
CLA
abstract
CLA
concrete
No significant increase for
concrete announcement
about a temporally distant
event (p = .343)
However, similar pattern
lends mild support to H2d
Willingness to
recommend
4.80
4.40
4.00
3.60
CLA
abstract
CLA
concrete
Significant decrease for
concrete announcement
about a temporally near
event (p = .093)
Similar pattern for purchase
intent intriguing
Too much concrete
information interferes with
subjects‘ concrete
construals?
9 Schaefers / Cobbs / Groza | Timing of Sponsorship Announcements | AMS Annual Conference, Monterey, CA | May 15-18, 2013
11. Implications
CLT explains aspects of consumers‘ reactions to sponsorship
announcements
Relevance of CLT in sponsorship-linked communication
Presentation of content at low construal level preferable to abstract
Temporal distance to event important consideration:
Concrete information even about temporally distant events
When concrete information is not feasible to privide publicly low temporal distance
10 Schaefers / Cobbs / Groza | Timing of Sponsorship Announcements | AMS Annual Conference, Monterey, CA | May 15-18, 2013
12. Limitations & Outlook
Limitations:
Student samples
Self-report scales for DVs
Outlook:
Additional dimensions of CLT (social & geographical distance)
Evaluation of sponsored event
Individual difference variables (e.g., temporal orientation)
11 Schaefers / Cobbs / Groza | Timing of Sponsorship Announcements | AMS Annual Conference, Monterey, CA | May 15-18, 2013
13. Timing of Sponsorship Announcements
A Test of Temporal Distance and Construal Level Effects
Tobias Schaefers, EBS Business School, Germany
Joe Cobbs, Northern Kentucky University, USA
Mark D. Groza, Northern Illinois University, USA
42nd AMS Annual Conference
Monterey, CA, USA
May 15-18, 2013
14. Backup
13 Schaefers / Cobbs / Groza | Timing of Sponsorship Announcements | AMS Annual Conference, Monterey, CA | May 15-18, 2013
15. Backup
Table 1. Univariate between-subjects effects on sponsoring brand
F p Partial ²
Construal level of
announcement
(CLA)
Attitude toward… 3.478 .064 .015
Trust in… .988 .321 .004
Willingness to recommend .009 .927 .000
Purchase intention .005 .941 .000
Temporal distance
to the event
Attitude toward… .235 .629 .001
Trust in… .988 .321 .004
Willingness to recommend 2.619 .107 .012
Purchase intention .079 .779 .000
CLA Temporal
distance
Attitude toward… 4.514 .035 .020
Trust in… 3.545 .061 .016
Willingness to recommend 5.877 .016 .026
Purchase intention 1.715 .192 .008
14 Schaefers / Cobbs / Groza | Timing of Sponsorship Announcements | AMS Annual Conference, Monterey, CA | May 15-18, 2013
16. Backup
To ensure the manipulation of abstract/concrete sponsorship announcements worked as
intended, a semantic differential scale asking respondents to assess the newspaper article
based on four word pairs (e.g., “abstract/concrete”) was employed ( = .873/.803). In both
studies, results indicated that respondents in the abstract conditions perceived the
announcement to be significantly less concrete than respondents in the concrete conditions
(Study 1: Mabstract = 4.43; Mconcrete = 5.12; T = -2.254, p = .027; Study 2: Mabstract = 3.95;
Mconcrete = 4.95; T = -6.575, p < .001). A similar semantic differential scale was used in the
second study to ensure the manipulation of temporal distance for the sponsored event
(e.g., “about future events/about current events”; = .840). Results also indicated proper
manipulation (Mnear = 5.05; Mfar = 3.76; T = -7.596, p < .001).
15 Schaefers / Cobbs / Groza | Timing of Sponsorship Announcements | AMS Annual Conference, Monterey, CA | May 15-18, 2013