A STUDY ON THE GROWTH, EVOLUTION, BENEFITS AND KEY CHALLENGES OF CAUSE RELATE...IAEME Publication
To keep up with the escalating competition and the demand for product and brand distinctiveness, business organisations are developing cutting-edge marketing strategies. Cause-related marketing is one such strategy that first appeared in the 1980s. This marketing strategy's success inspired numerous new business ventures, and its adoption rate rose significantly over time, notably in more recent years. Corporate Social Responsibility (CSR) is the root of cause-related marketing (CRM). The idea of corporate social responsibility (CSR) has been extensively established and discussed. While CSR stresses on altruistic function of a corporate enterprise, CRM demonstrates a means to turn that compassion into a successful investment. The goal of the current study was to provide a conceptual basis of the concept of CRM, as well as information on its evolution, growth, advantages, and significant implementation-related issues. To make this concept clearer, data was gathered from several secondary sources. In an effort to make it more successful and productive, the researcher has offered advice and suggested actions.
Running Head CONDUCTING AN ORGANISATIONAL ASSESSMENT1AN ORGANI.docxtodd271
Running Head: CONDUCTING AN ORGANISATIONAL ASSESSMENT 1
AN ORGANISATIONAL ASSESSMENT 12
LASA 1—Conducting An Organizational Assessment
Sean Markl
Argosy University
Operational Management
September 26, 2018
There are very many issues that determine whether an organization is going to fail or succeed in a given environment. Competition keeps increasing and the dynamics of doing business change with time. Consumer demands and preferences as well as government’s laws and regulations for doing business also change with time. An overall organizational success encompasses the inclusion of all the stakeholders such as employees and shareholders, and the harmonization of its goals and missions. With all these in mind, an organization ought to develop an effective structure, a powerful strategy and a good culture since its success or failure heavily depends on these factors more than anything else.
The Organizational Structure
This is the arrangement or the framework by which different activities are laid out and how individual or team work are coordinated in an organization. To achieve goals and different objectives of the organization all the activities and roles in an organization should be well coordinated, controlled and managed. The organization structure is a tool that should never be neglected. It helps to show who does what and who reports to whom (Thompson, 2018). These reporting relationships are very valuable and result to unity of command.
A good organization structure eases the flow of formal communications within the organization. This is because it outlines the channels of communication and how different actions of the stakeholders are related or linked together. Structure helps different personnel in the organization to work together for a common goal.
There is no structure that can be said to be the best. For example, an organization needs to consider its strategy and have clearly outlined responsibilities and roles, clear communication channels and defined procedures in order to select a good structure. A good structure helps the business to:
· Improve staff morale.
· Avoid excessive meetings
· Make quick and effective decisions
· Reduce conflict among teams and departments
· Have coordination
· Reduce costs
· Be responsive to changes
The Strategy
This is a combination of all the plans, ideas and actions that an organization intends to take in order to achieve set goals. The strategic plans may be for short term, medium term or even long-term goals. The strategy maps the route that the business will take in order to achieve its goals and visions.
With time the strategy of a business can change even if the goals remain the same. It does not have to be inflexible. This allows the business to incorporate changes in the internal and external environment and also take advantage of new opportunities that may arise in the course of running the organization. An organization needs a strategy for various reasons as situations m.
Summary 1. Marketing is an organizational function and a set.docxpicklesvalery
Summary
1. Marketing is an organizational function and a set of processes for
creating, communicating, and delivering value to customers and for
managing customer relationships in ways that benefit the organization
and its stakeholders. Marketing management is the art and science of
choosing target markets and getting, keeping, and growing customers
through creating, delivering, and communicating superior customer
value.
2. Marketers are skilled at managing demand: They seek to influence its
level, timing, and composition for goods, services, events, experiences,
persons, places, properties, organizations, information, and ideas. They
also operate in four different marketplaces: consumer, business, global,
and nonprofit.
3. Marketing is not done only by the marketing department. It needs to
affect every aspect of the customer experience. To create a strong
marketing organization, marketers must think like executives in other
departments, and executives in other departments must think more like
marketers.
4. Today’s marketplace is fundamentally different as a result of major
societal forces that have resulted in many new consumer and company
capabilities. In particular, technology, globalization, and social
responsibility have created new opportunities and challenges and
significantly changed marketing management. Companies seek the
right balance of tried-and-true methods with breakthrough new
approaches to achieve marketing excellence.
5. There are five competing concepts under which organizations can
choose to conduct their business: the production concept, the product
concept, the sell
Page 1 of 8
9/6/2017https://jigsaw.vitalsource.com/api/v0/books/9781323591512/print?from=30&to=31
PRINTED BY: [email protected] Printing is
for personal, private use only. No part of this book may be reproduced or
transmitted without publisher's prior permission. Violators will be
prosecuted.
ing concept, the marketing concept, and the holistic marketing concept.
The first three are of limited use today.
6. The holistic marketing concept is based on the development, design,
and implementation of marketing programs, processes, and activities
that recognize their breadth and interdependencies. Holistic marketing
recognizes that everything matters in marketing and that a broad,
integrated perspective is often necessary. Four components of holistic
marketing are relationship marketing, integrated marketing, internal
marketing, and performance marketing.
7. The set of tasks necessary for successful marketing management
includes developing marketing strategies and plans, capturing
marketing insights, connecting with customers, building strong brands,
creating, delivering, and communicating value, and creating long-term
growth.
MyMarketingLab
Go to mymktlab.com to complete the problems marked with this
icon as well as for additional Auto-graded and Assisted-
graded writing questions.
Page 2 of 8
9/ ...
Identifying and Ranking Of Deterring Factors of Financial Sponsorship (Suppor...inventionjournals
The aim of this study is to identify and rank of deterring factors of financial sponsorship related to sport from the perspective of professionals, principals and heads of sports boards of Kurdistan Province. The study was descriptive-survey which was conducted as field research in the community. The study population included all professionals, directors and heads of sport boards of Kurdistan Province in which 150 persons were selected using targeted sampling method. The measurement tool in this research was a researcher made questionnaire in which its validity was confirmed by experts of sports management and its reliability was 0.94 using Cronbach alpha. To rank deterrents or preventive factors, it was used Friedman test and to differentiate among the views, it was used one-way variance analysis and LSD post hoc test. The results indicated that media and government factors from the perspectives of professionals, directors and heads of sport boards have the most deterrent factors in sport-related financial sponsorship in Kurdistan. The results also indicated that there is a significant difference among sport-related financial sponsorship deterrents in professionals and directors. However, there is no significant difference among directors and heads of sport boards. It can be said that media and government factors are among the factors which prevents financial sponsorship in Kurdistan. So, authorities’ attention to reduce public and media problems can lead to financial sponsorship and finally sports progress in Kurdistan.
A STUDY ON THE GROWTH, EVOLUTION, BENEFITS AND KEY CHALLENGES OF CAUSE RELATE...IAEME Publication
To keep up with the escalating competition and the demand for product and brand distinctiveness, business organisations are developing cutting-edge marketing strategies. Cause-related marketing is one such strategy that first appeared in the 1980s. This marketing strategy's success inspired numerous new business ventures, and its adoption rate rose significantly over time, notably in more recent years. Corporate Social Responsibility (CSR) is the root of cause-related marketing (CRM). The idea of corporate social responsibility (CSR) has been extensively established and discussed. While CSR stresses on altruistic function of a corporate enterprise, CRM demonstrates a means to turn that compassion into a successful investment. The goal of the current study was to provide a conceptual basis of the concept of CRM, as well as information on its evolution, growth, advantages, and significant implementation-related issues. To make this concept clearer, data was gathered from several secondary sources. In an effort to make it more successful and productive, the researcher has offered advice and suggested actions.
Running Head CONDUCTING AN ORGANISATIONAL ASSESSMENT1AN ORGANI.docxtodd271
Running Head: CONDUCTING AN ORGANISATIONAL ASSESSMENT 1
AN ORGANISATIONAL ASSESSMENT 12
LASA 1—Conducting An Organizational Assessment
Sean Markl
Argosy University
Operational Management
September 26, 2018
There are very many issues that determine whether an organization is going to fail or succeed in a given environment. Competition keeps increasing and the dynamics of doing business change with time. Consumer demands and preferences as well as government’s laws and regulations for doing business also change with time. An overall organizational success encompasses the inclusion of all the stakeholders such as employees and shareholders, and the harmonization of its goals and missions. With all these in mind, an organization ought to develop an effective structure, a powerful strategy and a good culture since its success or failure heavily depends on these factors more than anything else.
The Organizational Structure
This is the arrangement or the framework by which different activities are laid out and how individual or team work are coordinated in an organization. To achieve goals and different objectives of the organization all the activities and roles in an organization should be well coordinated, controlled and managed. The organization structure is a tool that should never be neglected. It helps to show who does what and who reports to whom (Thompson, 2018). These reporting relationships are very valuable and result to unity of command.
A good organization structure eases the flow of formal communications within the organization. This is because it outlines the channels of communication and how different actions of the stakeholders are related or linked together. Structure helps different personnel in the organization to work together for a common goal.
There is no structure that can be said to be the best. For example, an organization needs to consider its strategy and have clearly outlined responsibilities and roles, clear communication channels and defined procedures in order to select a good structure. A good structure helps the business to:
· Improve staff morale.
· Avoid excessive meetings
· Make quick and effective decisions
· Reduce conflict among teams and departments
· Have coordination
· Reduce costs
· Be responsive to changes
The Strategy
This is a combination of all the plans, ideas and actions that an organization intends to take in order to achieve set goals. The strategic plans may be for short term, medium term or even long-term goals. The strategy maps the route that the business will take in order to achieve its goals and visions.
With time the strategy of a business can change even if the goals remain the same. It does not have to be inflexible. This allows the business to incorporate changes in the internal and external environment and also take advantage of new opportunities that may arise in the course of running the organization. An organization needs a strategy for various reasons as situations m.
Summary 1. Marketing is an organizational function and a set.docxpicklesvalery
Summary
1. Marketing is an organizational function and a set of processes for
creating, communicating, and delivering value to customers and for
managing customer relationships in ways that benefit the organization
and its stakeholders. Marketing management is the art and science of
choosing target markets and getting, keeping, and growing customers
through creating, delivering, and communicating superior customer
value.
2. Marketers are skilled at managing demand: They seek to influence its
level, timing, and composition for goods, services, events, experiences,
persons, places, properties, organizations, information, and ideas. They
also operate in four different marketplaces: consumer, business, global,
and nonprofit.
3. Marketing is not done only by the marketing department. It needs to
affect every aspect of the customer experience. To create a strong
marketing organization, marketers must think like executives in other
departments, and executives in other departments must think more like
marketers.
4. Today’s marketplace is fundamentally different as a result of major
societal forces that have resulted in many new consumer and company
capabilities. In particular, technology, globalization, and social
responsibility have created new opportunities and challenges and
significantly changed marketing management. Companies seek the
right balance of tried-and-true methods with breakthrough new
approaches to achieve marketing excellence.
5. There are five competing concepts under which organizations can
choose to conduct their business: the production concept, the product
concept, the sell
Page 1 of 8
9/6/2017https://jigsaw.vitalsource.com/api/v0/books/9781323591512/print?from=30&to=31
PRINTED BY: [email protected] Printing is
for personal, private use only. No part of this book may be reproduced or
transmitted without publisher's prior permission. Violators will be
prosecuted.
ing concept, the marketing concept, and the holistic marketing concept.
The first three are of limited use today.
6. The holistic marketing concept is based on the development, design,
and implementation of marketing programs, processes, and activities
that recognize their breadth and interdependencies. Holistic marketing
recognizes that everything matters in marketing and that a broad,
integrated perspective is often necessary. Four components of holistic
marketing are relationship marketing, integrated marketing, internal
marketing, and performance marketing.
7. The set of tasks necessary for successful marketing management
includes developing marketing strategies and plans, capturing
marketing insights, connecting with customers, building strong brands,
creating, delivering, and communicating value, and creating long-term
growth.
MyMarketingLab
Go to mymktlab.com to complete the problems marked with this
icon as well as for additional Auto-graded and Assisted-
graded writing questions.
Page 2 of 8
9/ ...
Identifying and Ranking Of Deterring Factors of Financial Sponsorship (Suppor...inventionjournals
The aim of this study is to identify and rank of deterring factors of financial sponsorship related to sport from the perspective of professionals, principals and heads of sports boards of Kurdistan Province. The study was descriptive-survey which was conducted as field research in the community. The study population included all professionals, directors and heads of sport boards of Kurdistan Province in which 150 persons were selected using targeted sampling method. The measurement tool in this research was a researcher made questionnaire in which its validity was confirmed by experts of sports management and its reliability was 0.94 using Cronbach alpha. To rank deterrents or preventive factors, it was used Friedman test and to differentiate among the views, it was used one-way variance analysis and LSD post hoc test. The results indicated that media and government factors from the perspectives of professionals, directors and heads of sport boards have the most deterrent factors in sport-related financial sponsorship in Kurdistan. The results also indicated that there is a significant difference among sport-related financial sponsorship deterrents in professionals and directors. However, there is no significant difference among directors and heads of sport boards. It can be said that media and government factors are among the factors which prevents financial sponsorship in Kurdistan. So, authorities’ attention to reduce public and media problems can lead to financial sponsorship and finally sports progress in Kurdistan.
Sport is the real common denominator among people all over the world, beyond socio-economic and cultural differences. It is a strong power: Everyone is interested in sports.
The sports consumptions have enough socio-economic specificities to justify that the offer develops a marketing adapted to the sporting cultures. It is a market that continues to grow and it is normal that we wanted to see all these specificities.
Reading Express Indoor Pro Football hosted a Sports Marketing 101 Seminar on October 19, 2010. The class was instructed by Express General Manager Tim Glase, who brought a decade of experience in the sports industry, in particular motorsports, to the discussion.
International Journal of Academic Research and Development
ISSN: 2455-4197
Impact Factor: RJIF 5.22
www.academicsjournal.com
Volume 3; Issue 2; March 2018; Page No. 240-243
Assignment 3 Case StudyE-Business Strategy and Models in B.docxbraycarissa250
Assignment 3: Case Study
E-Business Strategy and Models in Banks: Case of Citibank
Bank is an institution that deals with money as well as credit. It accepts deposits from the public, makes funds available to those who need then and helps in remittance of money from one place to another (Macesich, George, 2000, p-42). Modern banks today perform a wide range of functions that makes it difficult to give an apt and precise definition of it. One of the famous economists, Crowther had said, a bank “collects money from those who have it to spare or who are saving it out of their incomes, and lends this money to those who require it”. In short, the term bank in modern times refers to an institution that deals with money i.e. accepts deposits and advances loans; has the ability to create credit which basically implies expanding its liabilities as a multiple of its reserves; creates demand deposits and it is a commercial institution that aims at securing profits.
Citibank is a subsidiary of Citigroup. Citibank was founded as City Bank of New York in the year 1918. According to the latest statistics, it is now the third largest bank holding company in the United States by the total assets after Bank of America and JP Morgan Chase. The bank has its retail banking operations spread over more than 100 countries and territories around the world (Harold, Cleveland & Huertas, 1985). Apart from the standard banking transactions, Citibank offers credit cards, insurance and other investment products. Their online services have earned them appreciation from every nook and corner, making them the most successful in the field. The 15 million online users bear testimony to the stated fact. The key people involved in the management of the bank are: Vikram Pandit (CEO), John Gerspach (CFO), Douglas Peterson (COO) and Willliam R. Rhodes, the Chairman.
Strategy literally means the way an action is planned to achieve the desired results. Every company has certain aims that it hopes to conquer. It has a vivid description of what it desires to achieve. The vision statement that company has is an idealized picture which inspires it, energizes its efforts towards directing its actions towards the expected goals (Hambrick and Chen, 2007, p 935-955). Strategic Decision Making, in context of a firm or an organization, is the framing of long term plan of action that aims at resulting in success and profits for the products and services marketed by the company, for instance (Triantaphyllou, 2000, p 320). Strategic decision making is important to outperform the various other competitors in the market. The process of determining appropriate courses of action for achieving organizational objectives and thereby accomplishing organizational purpose is known as Strategy formulation. In today’s era of cut-throat competition in the business environment budget-oriented planning or forecast-based planning methods are insufficient for a large corporation to survive and prosper. The firm ...
Running Head: MARKETING 1
MARKETING 14
Principles of Marketing
Institutional Affiliation
Student Name
Introduction
Kevin Plank, a former Fork Union Military Academy football player, established Under Armour in 1995 upon noticing that the cotton shirts of his football team at the University of Maryland were always soaked in sweat and noted better items for his team (Kraft, P., & Lee, J. W. 2009). He wanted to create shirts that were always cool even in the hottest of weather conditions. Plank went ahead and designed his prototype for his team, which attracted much attention from other collegiate teams. This prompted the expansion and growth of Under Amour products hence resulted in the opening up of its headquarters at Maryland-Baltimore. Nonetheless, despite its success, Under Amour continues facing stiff competition from similar sports retail brands. As a relatively new organization, Under Amour faces a high threat from competitors, yet it still has the opportunity to incorporate creative and innovative ideas (Kraft & Lee, 2009).
Five Environmental Forces
Environmental factors form part of a component of the PESTLE analysis tool, which gathers information regarding the firm’s circumstances. The environmental factors constitute usually impact various essential aspects of the business (Lam et al., 2019). A detailed description of how environmental factors affect Under Amour is outlined below.
Social factors
Under Amour is influenced by any alternations, whether positive or negative, in social factors in various circumstances. The management should examine the people's lifestyle in a given locality to determine whether they exercise regularly or not. This would determine if the company is viable to widen or restrict market share in the region.
Economic Factors
A business organization such as Under Amour is affected when significant trends in the economy might alleviate or hinder the organization attaining the set goals and objectives. The management must examine consumer behavior, interest rate adjustments, banking behavior, inflation, as well as overall economic indicators. When the economic factors are positive, the business growth would be significant as well.
Technological
Under Amour’s management should consider the changes brought about by the technology. It is because technology is changing the way of doing things in any organizational setting. Organizations that fail to embrace technology offer services and goods that are less competitive in the market hence low market share.
Competitive
Business growth and success are dependent on how organizations are capable of competing in the market. Under Amour’s management must ensure substantial financial resources are budgeted to ensure that the organization conducts aggressive marketing campaigns for brand awareness and recognition to the potential market.
Regulatory
The laws and regulations are enacted by the federal and state government to regulate the way bu.
Running Head MARKETING1MARKETING14P.docxjeanettehully
Running Head: MARKETING 1
MARKETING 14
Principles of Marketing
Institutional Affiliation
Student Name
Introduction
Kevin Plank, a former Fork Union Military Academy football player, established Under Armour in 1995 upon noticing that the cotton shirts of his football team at the University of Maryland were always soaked in sweat and noted better items for his team (Kraft, P., & Lee, J. W. 2009). He wanted to create shirts that were always cool even in the hottest of weather conditions. Plank went ahead and designed his prototype for his team, which attracted much attention from other collegiate teams. This prompted the expansion and growth of Under Amour products hence resulted in the opening up of its headquarters at Maryland-Baltimore. Nonetheless, despite its success, Under Amour continues facing stiff competition from similar sports retail brands. As a relatively new organization, Under Amour faces a high threat from competitors, yet it still has the opportunity to incorporate creative and innovative ideas (Kraft & Lee, 2009).
Five Environmental Forces
Environmental factors form part of a component of the PESTLE analysis tool, which gathers information regarding the firm’s circumstances. The environmental factors constitute usually impact various essential aspects of the business (Lam et al., 2019). A detailed description of how environmental factors affect Under Amour is outlined below.
Social factors
Under Amour is influenced by any alternations, whether positive or negative, in social factors in various circumstances. The management should examine the people's lifestyle in a given locality to determine whether they exercise regularly or not. This would determine if the company is viable to widen or restrict market share in the region.
Economic Factors
A business organization such as Under Amour is affected when significant trends in the economy might alleviate or hinder the organization attaining the set goals and objectives. The management must examine consumer behavior, interest rate adjustments, banking behavior, inflation, as well as overall economic indicators. When the economic factors are positive, the business growth would be significant as well.
Technological
Under Amour’s management should consider the changes brought about by the technology. It is because technology is changing the way of doing things in any organizational setting. Organizations that fail to embrace technology offer services and goods that are less competitive in the market hence low market share.
Competitive
Business growth and success are dependent on how organizations are capable of competing in the market. Under Amour’s management must ensure substantial financial resources are budgeted to ensure that the organization conducts aggressive marketing campaigns for brand awareness and recognition to the potential market.
Regulatory
The laws and regulations are enacted by the federal and state government to regulate the way bu ...
Running Head: MARKETING 1
MARKETING 14
Principles of Marketing
Institutional Affiliation
Student Name
Introduction
Kevin Plank, a former Fork Union Military Academy football player, established Under Armour in 1995 upon noticing that the cotton shirts of his football team at the University of Maryland were always soaked in sweat and noted better items for his team (Kraft, P., & Lee, J. W. 2009). He wanted to create shirts that were always cool even in the hottest of weather conditions. Plank went ahead and designed his prototype for his team, which attracted much attention from other collegiate teams. This prompted the expansion and growth of Under Amour products hence resulted in the opening up of its headquarters at Maryland-Baltimore. Nonetheless, despite its success, Under Amour continues facing stiff competition from similar sports retail brands. As a relatively new organization, Under Amour faces a high threat from competitors, yet it still has the opportunity to incorporate creative and innovative ideas (Kraft & Lee, 2009).
Five Environmental Forces
Environmental factors form part of a component of the PESTLE analysis tool, which gathers information regarding the firm’s circumstances. The environmental factors constitute usually impact various essential aspects of the business (Lam et al., 2019). A detailed description of how environmental factors affect Under Amour is outlined below.
Social factors
Under Amour is influenced by any alternations, whether positive or negative, in social factors in various circumstances. The management should examine the people's lifestyle in a given locality to determine whether they exercise regularly or not. This would determine if the company is viable to widen or restrict market share in the region.
Economic Factors
A business organization such as Under Amour is affected when significant trends in the economy might alleviate or hinder the organization attaining the set goals and objectives. The management must examine consumer behavior, interest rate adjustments, banking behavior, inflation, as well as overall economic indicators. When the economic factors are positive, the business growth would be significant as well.
Technological
Under Amour’s management should consider the changes brought about by the technology. It is because technology is changing the way of doing things in any organizational setting. Organizations that fail to embrace technology offer services and goods that are less competitive in the market hence low market share.
Competitive
Business growth and success are dependent on how organizations are capable of competing in the market. Under Amour’s management must ensure substantial financial resources are budgeted to ensure that the organization conducts aggressive marketing campaigns for brand awareness and recognition to the potential market.
Regulatory
The laws and regulations are enacted by the federal and state government to regulate the way bu.
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
RESEARCHINTRODUCTIONAs people these days are concerned abo.docxaudeleypearl
RESEARCH
INTRODUCTION
As people these days are concerned about their fitness. So, nowadays people are engaging themselves into sports and fitness activities. Trend is changing as people used to pass their time by doing household work in the past and now people started falling towards sports and fitness activities. Due to this change in trend, the sports and fitness apparel stores started earning more profits as they used to before the trend.
So, in this report we are going to research as consultants to an investor who wants to invest money into these apparel stores. Our ultimate agenda for this report will be to research the sports and fitness apparel market globally, its trends, players in this market, growth in this industry.
SCOPE OF SPORTS AND FITNESS APPAREL IN GLOBALMARKET
With theincrease in the awareness of the importance of sports and fitness in the life routine. People are becoming more conscious towards their health and sports and fitness companies have seen a tremendous growth in their sales or revenue of different sports and fitness wears. Nowadays the most demanding sports are Football, Swimming, Aerobics and the fitness activities such as Yoga, Gym and so on. Some of the highest grosser in this industry are Nike, Adidas, New Balance, Puma etc. Scope of this industry is increasing day by day and will bloom in the future too.
Not only these companies but some companies have come up as winners and are giving competition to these established brands. Each brand has build up their own strategies it might be growth strategy or market strategy. Not only the developed countries but developing or emerging countries in Asia such as India are viewed as having a great market for the sports and fitness apparel and it is estimated that India will become the highest grossing market for these products. In this ongoing growth phase,the industry is able to see many product launches, partnerships which will help further in growing this market. E-commerce will also play a significant role towards increasing the sales for these stores. Most of the brands have already started selling their products through some of these online markets such as Amazon.
MARKETING MIX
A marketing mix is a tool used to determine the best way to market a product or service. It is a combination of broad factors that address different aspects of marketing. The best-known and most basic marketing mix is known as the four Ps of marketing: product, price, place, and promotion(Gilstein& Julia. posted by Salem press Encyclopedia, 2018. 2p. retrieved on September 21,2019 from conestoga college library).
Marketing Mix includes four elements or consists of 4Ps-:
1. Product- Product is a commodity that are presented to the customers. In this case, there are many products that are related to sports and fitness.
2. Price- Price is the rate at which a customer agrees to buy a product. Many companies make different strategies such as lower cost strategy which is used by companies to a ...
Contents lists available at ScienceDirectJournal of Busine.docxdickonsondorris
Contents lists available at ScienceDirect
Journal of Business Research
journal homepage: www.elsevier.com/locate/jbusres
Effective entrepreneurial marketing on Facebook – A longitudinal study
Matthias Finka,b,⁎, Monika Kollerc, Johannes Gartnerd, Arne Flohe,f, Rainer Harmsg
a IFI Institute for Innovation Management, Johannes Kepler University Linz, Altenbergerstrasse 69, 4040 Linz, Austria
bAnglia Ruskin University, East Road, Cambridge, UK
c Institute for Marketing & Consumer Research, WU Vienna University of Economics and Business, Welthandelsplatz 1, 1020 Vienna, Austria
d Department of Management Studies, Aalto University, School of Business, Lapuankatu 2, FI-00076 Helsinki, Finland
e Department of Marketing and Retail Management, University of Surrey, Guildford, Surrey GU2 7XH, UK
f Institute for Marketing, Johannes Kepler University Linz, Altenbergerstrasse 69, 4040 Linz, Austria
gUniversity of Twente, Entrepreneurship, Strategy & Innovation Management, Drienerlolaan 5, 7522, NB, Enschede, the Netherlands
A R T I C L E I N F O
Keywords:
Entrepreneurial marketing
Social media
Community-based marketing
Celebrity endorser credibility
Influencer marketing
Longitudinal study
A B S T R A C T
Social media offers a myriad of opportunities for entrepreneurial marketing strategies that leverage the power of
communities, especially when they are combined with traditional approaches such as celebrity endorsement.
The reach, frequency, and speed of communication on social media offer the ideal leverage for the drivers of
entrepreneurial marketing. However, the rapid rate of change may threaten the effects of investments in en-
trepreneurial marketing on social media and they might become only short-lived. Employing structural equation
modeling, we test the long-term effect of Facebook-based celebrity endorsement on purchase intention among
234 members of a Facebook fan community in a two-wave longitudinal design. We argue that this relationship is
mediated by a sponsor's brand image and moderated by brand differentiation. This study is the first to investigate
the long-term effects of entrepreneurial marketing on social media. We present the contributions and implica-
tions of our findings as they affect research and practice.
1. Introduction
Entrepreneurial marketing is a practice and field of research that
has developed rapidly over the last three decades (Hills & Hultman,
2011; Hills, Hultman, & Miles, 2008; Kilenthong, Hultman, & Hills,
2016) It leverages the new logic of social media and has the potential to
disruptively innovate consumer communication in the emerging digital
economy. Facebook communities where individuals self-select into
communities concerned with specific themes, such as entertainment
and sports celebrities, offer an attractive marketing option for growing
numbers of firms (Hennig-Thurau et al., 2010). Sports celebrity en-
dorsement is one of the oldest marketing strategies for enhancing the
image of a brand and heig.
Angela’s Ashes - Murasaki Shikibu said that the novel happens be.docxdurantheseldine
Angela’s Ashes
- Murasaki Shikibu said that the novel "happens because of the storyteller's own experience . . . not only what he has passed through himself, but even events which he has only witnessed or been told of—has moved him to an emotion so passionate that he can no longer keep it shut up in his heart." What is the passionate emotion that is communicated in your novel? Why was the author of your novel moved to write? What is the thing that the novelist had to communicate? In your paper, explain the author's motivating emotion and how it is explored in the novel.
.
ANG1922, Winter 2016Essay 02 InstructionsYour second e.docxdurantheseldine
ANG1922, Winter 2016
Essay 02 Instructions
Your second essay is due by noon on Thursday, April 5th – by email only!
This essay must be an expository or informative essay. You have to explain something, give the pertinent information about it,
maybe describe the situation, maybe describe some process involved – the specifics depend on your topic. It might help to
know what an expository essay is not: it is not opinion nor argument. It might include any of the strategies, such as
description, comparison, contrast, and even narration, but the main purpose is to expound upon your topic. The possibilities are
endless.
Consider some possibilities if you were writing about guitars: You could explain what to look for in a guitar, how to record
guitar, part of the history of guitars (you couldn't do the whole history), categorize the types of guitars, explain the different
types of pick-ups available, and on and on. As another example, you could write something about current issues – explaining
the issue, the sides, the actions taken, the proposed solutions . . . whatever you decide to focus on. Those are just two
examples. The main criteria is that your essay is expository or informative, not an opinion or an argument.
You still have to write an introduction and a conclusion, of course. You do not have a required number of points or paragraphs.
Instead, you have a word limit: 750 word minimum, 1000 word maximum.
Rules for formatting your assignments
1) No cover page.
2) No headers. No footers.
3) At the top of the first page only, put your name and identify the assignment.
4) Set your page format to “letter” (8.5 x 11 in.). Beware: you may have A4 as your default page format.
5) Set the document language to “English” and use the spell checker.
6) Single spaced text, with a blank line between paragraphs.
7) Font: Times New Roman, 11 point.
Name your file properly <NAME – essay 2 – TITLE.doc>, put your name in your document also, and send it to
[email protected]
SPECIAL REQUIREMENTS (actually, third and fourth are not so special; they are an essential quality of effective writing)
➢ Use these comparative structures: as ____ as _____ ; less & than; more & than;
➢ Use comparatives in various parts of the sentence: the subject, the verb, and the object – all three
➢ Use at least all these at least twice each: colon, parentheses, and dash
➢ all of these conjunctions: even so, although, furthermore, moreover, if, unless (highlight them somehow)
A checklist for you:
1) _______ All of the above requirements are met
2) _______ Sentences have a variety of beginnings
3) _______ Concise, and precise, wording
4) _______ Specific, concrete images and details – avoid vague, obvious statements and abstractions
5) _______ Audience (well-chosen, well-defined, appropriately addressed), Purpose (focused, feasible, refined, clearly
expressed), and Persona (credible, evident from the text)
6).
Anecdotal Records Anecdotal Record Developmental Domain__ _.docxdurantheseldine
Anecdotal Records
Anecdotal Record Developmental Domain__ __________________________ ________
Child’s Name: ______________________________ Date: ___________________________
Child’s Age: _____________________________ Time: ____________________________
Date of Birth: _______________________________ Observer:____ ____________________
Setting: _________________
Anecdotal:
Interpretation:
Implication for Planning:
Anecdotal Records
Anecdotal Records are detailed, narrative descriptions of an incident involving
one or several children. They are focused narrative accounts of a specific event.
They are used to document unique behaviors and skills of a child or a small
group of children. Anecdotal Records may be written as behavior occurs or at a
later time.
!
Anecdotal!Record!Developmental!Domain2________________________________________________!
!
!
Child’s(Name:(______________________________! ((((((((((Date:(______________________________!(
(
Child’s(Age:(_________________________________!
(((((((((((
((((((((((Time:(_____________________________!
(
Date(of(Birth:(_______________________________!
(((((((((((
((((((((((Observer:(________________________!
(
Setting:(_______________________________________________________________________________________(
!
!
Anecdotal:(
!
(Describe exactly what you see and hear; do not summarize behavior. Use
words conveying exactly what a child said and did. Record what the child did
when playing or solving a problem. Use specific language to describing what the
child said and did including facial expression and tone of voice; avoid
interpretations of the child’s behavior; For example “He put on a firefighter’s hat
and said, “Let’s save someone!” or “He looked towards the puzzle piece and then
looked toward the puzzle. He put the puzzle piece on the puzzle and turned the
piece until it fit. He took the puzzle piece out.” Avoid using judgmental language)!
(
Interpretation:(
!
(What specific inferences can you make from this anecdotal record? What does
it tell you about this child’s growth and development? The inferences must be
directly related to the domain designated in the anecdote and refer to a specific
aspect of the domain.)
(
Implication(for(Planning:(
!
(Give a specific activity that you would incorporate into curriculum planning as a
result of what you learned about this child. Be sure the plan is directly related to
the area of development described in the anecdote. Be sure the activity is a
different activity than the one in the anecdote. Include a brief explanation of why
you would create the specific activity.)!
Anecdotal Records
!
Anecdotal!Record!Developmental!Domain2!Social!
!
!
Child’s(Name:(Jai!Liam! ((((((((((Date:(January!11,!2010!(
(
Child’s(Age:(4!years!1!month!
(((((((((((
((((((((((Time:(9:15!AM!
(
Date(of(Birth:(February!9,!2006!
(((((((((((
((((((((((Observer:(Ms.!Natalie!
(
Setting:(Ray!of!Light!Montessor.
Andy and Beth are neighbors in a small duplex. In the evenings after.docxdurantheseldine
Andy and Beth are neighbors in a small duplex. In the evenings after work, Andy enjoys practicing the
tuba, while Beth likes to relax and read novels. Unfortunately, Andy is not very good at his instrument,
and noise from his playing penetrates the walls and annoys Beth.
The daily utility Andy derives from playing the tuba for m minutes and spending xA dollars on other
consumption is given by
UA = xA + 32 log(m):
Andy would be happy to play his horn all day, except that he gets tired from blowing and he needs
to drink Red Bull (which is costly) to keep up his energy. (For simplicity, assume Andy gets no direct
utility benet from drinking Red Bull.) In fact, because there are diminishing returns to the eectiveness
of energy drinks, Andy has to increase his rate of Red Bull consumption the longer he plays the tuba.
Thus, Andy incurs c(m) dollars of Red Bull expense from playing the tuba m minutes in a day, where
c(m) =m2/36
Beth's happiness in a day is simply a function of how many dollars xB she spends on consumption
and how many minutes m of Andy's tuba playing she must endure. She becomes increasingly irritated
by the tuba the longer the playing goes on. Her utility is given by
UB = xB -m2/12
:
Assume that Beth and Andy have $150 of income to spend each day, and that they cannot save or
borrow any extra (they either use it or lose it).
1. From the perspective of a social planner with a utilitarian social welfare function, what is the
socially optimal amount of tuba playing each day?
2. Suppose there is no law stipulating whether Andy has a right to play his horn, or whether Beth
has a right to peace and quiet (it is hard to measure noise levels and sources, and to give rights
to this).
(a) Describe intuitively whether a market failure exists in this context.
(b) Calculate how many minutes m Andy chooses to play each day, and the resulting utilities of
Andy and Beth.
(c) Is there any deadweight loss from Andy's choice (if so, calculate it)?
3. Beth complains to her Landlord about the tuba noise, and in response the Landlord installs
noise meters that precisely record the level and source of noise in the apartments. The Landlord is
considering a policy where residents would be charged a fee of per minute of noise above a certain
threshold (the tuba would exceed this threshold). The Landlord wants to set to maximize total
welfare, as in part 1.
(a) In one concise sentence, describe intuitively how the optimal should be set.
(b) Calculate the optimal .
2
(c) What is the most Beth would be willing to pay the Landlord to induce him to implement the
policy in (b) (vs. the status quo described in part 2)?
(d) The Landlord does not want to make Andy upset. How much must the Landlord pay Andy
before he would agree to the policy in (b)?
4. Suppose the Landlord considers two alternative policies of \noise rights:"
(a) The Landlord gives Beth the rights to peace and quiet.
(b) The Landlord gives Andy the right to make noise.
These rights would be wri.
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Bank is an institution that deals with money as well as credit. It accepts deposits from the public, makes funds available to those who need then and helps in remittance of money from one place to another (Macesich, George, 2000, p-42). Modern banks today perform a wide range of functions that makes it difficult to give an apt and precise definition of it. One of the famous economists, Crowther had said, a bank “collects money from those who have it to spare or who are saving it out of their incomes, and lends this money to those who require it”. In short, the term bank in modern times refers to an institution that deals with money i.e. accepts deposits and advances loans; has the ability to create credit which basically implies expanding its liabilities as a multiple of its reserves; creates demand deposits and it is a commercial institution that aims at securing profits.
Citibank is a subsidiary of Citigroup. Citibank was founded as City Bank of New York in the year 1918. According to the latest statistics, it is now the third largest bank holding company in the United States by the total assets after Bank of America and JP Morgan Chase. The bank has its retail banking operations spread over more than 100 countries and territories around the world (Harold, Cleveland & Huertas, 1985). Apart from the standard banking transactions, Citibank offers credit cards, insurance and other investment products. Their online services have earned them appreciation from every nook and corner, making them the most successful in the field. The 15 million online users bear testimony to the stated fact. The key people involved in the management of the bank are: Vikram Pandit (CEO), John Gerspach (CFO), Douglas Peterson (COO) and Willliam R. Rhodes, the Chairman.
Strategy literally means the way an action is planned to achieve the desired results. Every company has certain aims that it hopes to conquer. It has a vivid description of what it desires to achieve. The vision statement that company has is an idealized picture which inspires it, energizes its efforts towards directing its actions towards the expected goals (Hambrick and Chen, 2007, p 935-955). Strategic Decision Making, in context of a firm or an organization, is the framing of long term plan of action that aims at resulting in success and profits for the products and services marketed by the company, for instance (Triantaphyllou, 2000, p 320). Strategic decision making is important to outperform the various other competitors in the market. The process of determining appropriate courses of action for achieving organizational objectives and thereby accomplishing organizational purpose is known as Strategy formulation. In today’s era of cut-throat competition in the business environment budget-oriented planning or forecast-based planning methods are insufficient for a large corporation to survive and prosper. The firm ...
Running Head: MARKETING 1
MARKETING 14
Principles of Marketing
Institutional Affiliation
Student Name
Introduction
Kevin Plank, a former Fork Union Military Academy football player, established Under Armour in 1995 upon noticing that the cotton shirts of his football team at the University of Maryland were always soaked in sweat and noted better items for his team (Kraft, P., & Lee, J. W. 2009). He wanted to create shirts that were always cool even in the hottest of weather conditions. Plank went ahead and designed his prototype for his team, which attracted much attention from other collegiate teams. This prompted the expansion and growth of Under Amour products hence resulted in the opening up of its headquarters at Maryland-Baltimore. Nonetheless, despite its success, Under Amour continues facing stiff competition from similar sports retail brands. As a relatively new organization, Under Amour faces a high threat from competitors, yet it still has the opportunity to incorporate creative and innovative ideas (Kraft & Lee, 2009).
Five Environmental Forces
Environmental factors form part of a component of the PESTLE analysis tool, which gathers information regarding the firm’s circumstances. The environmental factors constitute usually impact various essential aspects of the business (Lam et al., 2019). A detailed description of how environmental factors affect Under Amour is outlined below.
Social factors
Under Amour is influenced by any alternations, whether positive or negative, in social factors in various circumstances. The management should examine the people's lifestyle in a given locality to determine whether they exercise regularly or not. This would determine if the company is viable to widen or restrict market share in the region.
Economic Factors
A business organization such as Under Amour is affected when significant trends in the economy might alleviate or hinder the organization attaining the set goals and objectives. The management must examine consumer behavior, interest rate adjustments, banking behavior, inflation, as well as overall economic indicators. When the economic factors are positive, the business growth would be significant as well.
Technological
Under Amour’s management should consider the changes brought about by the technology. It is because technology is changing the way of doing things in any organizational setting. Organizations that fail to embrace technology offer services and goods that are less competitive in the market hence low market share.
Competitive
Business growth and success are dependent on how organizations are capable of competing in the market. Under Amour’s management must ensure substantial financial resources are budgeted to ensure that the organization conducts aggressive marketing campaigns for brand awareness and recognition to the potential market.
Regulatory
The laws and regulations are enacted by the federal and state government to regulate the way bu.
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Running Head: MARKETING 1
MARKETING 14
Principles of Marketing
Institutional Affiliation
Student Name
Introduction
Kevin Plank, a former Fork Union Military Academy football player, established Under Armour in 1995 upon noticing that the cotton shirts of his football team at the University of Maryland were always soaked in sweat and noted better items for his team (Kraft, P., & Lee, J. W. 2009). He wanted to create shirts that were always cool even in the hottest of weather conditions. Plank went ahead and designed his prototype for his team, which attracted much attention from other collegiate teams. This prompted the expansion and growth of Under Amour products hence resulted in the opening up of its headquarters at Maryland-Baltimore. Nonetheless, despite its success, Under Amour continues facing stiff competition from similar sports retail brands. As a relatively new organization, Under Amour faces a high threat from competitors, yet it still has the opportunity to incorporate creative and innovative ideas (Kraft & Lee, 2009).
Five Environmental Forces
Environmental factors form part of a component of the PESTLE analysis tool, which gathers information regarding the firm’s circumstances. The environmental factors constitute usually impact various essential aspects of the business (Lam et al., 2019). A detailed description of how environmental factors affect Under Amour is outlined below.
Social factors
Under Amour is influenced by any alternations, whether positive or negative, in social factors in various circumstances. The management should examine the people's lifestyle in a given locality to determine whether they exercise regularly or not. This would determine if the company is viable to widen or restrict market share in the region.
Economic Factors
A business organization such as Under Amour is affected when significant trends in the economy might alleviate or hinder the organization attaining the set goals and objectives. The management must examine consumer behavior, interest rate adjustments, banking behavior, inflation, as well as overall economic indicators. When the economic factors are positive, the business growth would be significant as well.
Technological
Under Amour’s management should consider the changes brought about by the technology. It is because technology is changing the way of doing things in any organizational setting. Organizations that fail to embrace technology offer services and goods that are less competitive in the market hence low market share.
Competitive
Business growth and success are dependent on how organizations are capable of competing in the market. Under Amour’s management must ensure substantial financial resources are budgeted to ensure that the organization conducts aggressive marketing campaigns for brand awareness and recognition to the potential market.
Regulatory
The laws and regulations are enacted by the federal and state government to regulate the way bu ...
Running Head: MARKETING 1
MARKETING 14
Principles of Marketing
Institutional Affiliation
Student Name
Introduction
Kevin Plank, a former Fork Union Military Academy football player, established Under Armour in 1995 upon noticing that the cotton shirts of his football team at the University of Maryland were always soaked in sweat and noted better items for his team (Kraft, P., & Lee, J. W. 2009). He wanted to create shirts that were always cool even in the hottest of weather conditions. Plank went ahead and designed his prototype for his team, which attracted much attention from other collegiate teams. This prompted the expansion and growth of Under Amour products hence resulted in the opening up of its headquarters at Maryland-Baltimore. Nonetheless, despite its success, Under Amour continues facing stiff competition from similar sports retail brands. As a relatively new organization, Under Amour faces a high threat from competitors, yet it still has the opportunity to incorporate creative and innovative ideas (Kraft & Lee, 2009).
Five Environmental Forces
Environmental factors form part of a component of the PESTLE analysis tool, which gathers information regarding the firm’s circumstances. The environmental factors constitute usually impact various essential aspects of the business (Lam et al., 2019). A detailed description of how environmental factors affect Under Amour is outlined below.
Social factors
Under Amour is influenced by any alternations, whether positive or negative, in social factors in various circumstances. The management should examine the people's lifestyle in a given locality to determine whether they exercise regularly or not. This would determine if the company is viable to widen or restrict market share in the region.
Economic Factors
A business organization such as Under Amour is affected when significant trends in the economy might alleviate or hinder the organization attaining the set goals and objectives. The management must examine consumer behavior, interest rate adjustments, banking behavior, inflation, as well as overall economic indicators. When the economic factors are positive, the business growth would be significant as well.
Technological
Under Amour’s management should consider the changes brought about by the technology. It is because technology is changing the way of doing things in any organizational setting. Organizations that fail to embrace technology offer services and goods that are less competitive in the market hence low market share.
Competitive
Business growth and success are dependent on how organizations are capable of competing in the market. Under Amour’s management must ensure substantial financial resources are budgeted to ensure that the organization conducts aggressive marketing campaigns for brand awareness and recognition to the potential market.
Regulatory
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RESEARCHINTRODUCTIONAs people these days are concerned abo.docxaudeleypearl
RESEARCH
INTRODUCTION
As people these days are concerned about their fitness. So, nowadays people are engaging themselves into sports and fitness activities. Trend is changing as people used to pass their time by doing household work in the past and now people started falling towards sports and fitness activities. Due to this change in trend, the sports and fitness apparel stores started earning more profits as they used to before the trend.
So, in this report we are going to research as consultants to an investor who wants to invest money into these apparel stores. Our ultimate agenda for this report will be to research the sports and fitness apparel market globally, its trends, players in this market, growth in this industry.
SCOPE OF SPORTS AND FITNESS APPAREL IN GLOBALMARKET
With theincrease in the awareness of the importance of sports and fitness in the life routine. People are becoming more conscious towards their health and sports and fitness companies have seen a tremendous growth in their sales or revenue of different sports and fitness wears. Nowadays the most demanding sports are Football, Swimming, Aerobics and the fitness activities such as Yoga, Gym and so on. Some of the highest grosser in this industry are Nike, Adidas, New Balance, Puma etc. Scope of this industry is increasing day by day and will bloom in the future too.
Not only these companies but some companies have come up as winners and are giving competition to these established brands. Each brand has build up their own strategies it might be growth strategy or market strategy. Not only the developed countries but developing or emerging countries in Asia such as India are viewed as having a great market for the sports and fitness apparel and it is estimated that India will become the highest grossing market for these products. In this ongoing growth phase,the industry is able to see many product launches, partnerships which will help further in growing this market. E-commerce will also play a significant role towards increasing the sales for these stores. Most of the brands have already started selling their products through some of these online markets such as Amazon.
MARKETING MIX
A marketing mix is a tool used to determine the best way to market a product or service. It is a combination of broad factors that address different aspects of marketing. The best-known and most basic marketing mix is known as the four Ps of marketing: product, price, place, and promotion(Gilstein& Julia. posted by Salem press Encyclopedia, 2018. 2p. retrieved on September 21,2019 from conestoga college library).
Marketing Mix includes four elements or consists of 4Ps-:
1. Product- Product is a commodity that are presented to the customers. In this case, there are many products that are related to sports and fitness.
2. Price- Price is the rate at which a customer agrees to buy a product. Many companies make different strategies such as lower cost strategy which is used by companies to a ...
Contents lists available at ScienceDirectJournal of Busine.docxdickonsondorris
Contents lists available at ScienceDirect
Journal of Business Research
journal homepage: www.elsevier.com/locate/jbusres
Effective entrepreneurial marketing on Facebook – A longitudinal study
Matthias Finka,b,⁎, Monika Kollerc, Johannes Gartnerd, Arne Flohe,f, Rainer Harmsg
a IFI Institute for Innovation Management, Johannes Kepler University Linz, Altenbergerstrasse 69, 4040 Linz, Austria
bAnglia Ruskin University, East Road, Cambridge, UK
c Institute for Marketing & Consumer Research, WU Vienna University of Economics and Business, Welthandelsplatz 1, 1020 Vienna, Austria
d Department of Management Studies, Aalto University, School of Business, Lapuankatu 2, FI-00076 Helsinki, Finland
e Department of Marketing and Retail Management, University of Surrey, Guildford, Surrey GU2 7XH, UK
f Institute for Marketing, Johannes Kepler University Linz, Altenbergerstrasse 69, 4040 Linz, Austria
gUniversity of Twente, Entrepreneurship, Strategy & Innovation Management, Drienerlolaan 5, 7522, NB, Enschede, the Netherlands
A R T I C L E I N F O
Keywords:
Entrepreneurial marketing
Social media
Community-based marketing
Celebrity endorser credibility
Influencer marketing
Longitudinal study
A B S T R A C T
Social media offers a myriad of opportunities for entrepreneurial marketing strategies that leverage the power of
communities, especially when they are combined with traditional approaches such as celebrity endorsement.
The reach, frequency, and speed of communication on social media offer the ideal leverage for the drivers of
entrepreneurial marketing. However, the rapid rate of change may threaten the effects of investments in en-
trepreneurial marketing on social media and they might become only short-lived. Employing structural equation
modeling, we test the long-term effect of Facebook-based celebrity endorsement on purchase intention among
234 members of a Facebook fan community in a two-wave longitudinal design. We argue that this relationship is
mediated by a sponsor's brand image and moderated by brand differentiation. This study is the first to investigate
the long-term effects of entrepreneurial marketing on social media. We present the contributions and implica-
tions of our findings as they affect research and practice.
1. Introduction
Entrepreneurial marketing is a practice and field of research that
has developed rapidly over the last three decades (Hills & Hultman,
2011; Hills, Hultman, & Miles, 2008; Kilenthong, Hultman, & Hills,
2016) It leverages the new logic of social media and has the potential to
disruptively innovate consumer communication in the emerging digital
economy. Facebook communities where individuals self-select into
communities concerned with specific themes, such as entertainment
and sports celebrities, offer an attractive marketing option for growing
numbers of firms (Hennig-Thurau et al., 2010). Sports celebrity en-
dorsement is one of the oldest marketing strategies for enhancing the
image of a brand and heig.
Angela’s Ashes - Murasaki Shikibu said that the novel happens be.docxdurantheseldine
Angela’s Ashes
- Murasaki Shikibu said that the novel "happens because of the storyteller's own experience . . . not only what he has passed through himself, but even events which he has only witnessed or been told of—has moved him to an emotion so passionate that he can no longer keep it shut up in his heart." What is the passionate emotion that is communicated in your novel? Why was the author of your novel moved to write? What is the thing that the novelist had to communicate? In your paper, explain the author's motivating emotion and how it is explored in the novel.
.
ANG1922, Winter 2016Essay 02 InstructionsYour second e.docxdurantheseldine
ANG1922, Winter 2016
Essay 02 Instructions
Your second essay is due by noon on Thursday, April 5th – by email only!
This essay must be an expository or informative essay. You have to explain something, give the pertinent information about it,
maybe describe the situation, maybe describe some process involved – the specifics depend on your topic. It might help to
know what an expository essay is not: it is not opinion nor argument. It might include any of the strategies, such as
description, comparison, contrast, and even narration, but the main purpose is to expound upon your topic. The possibilities are
endless.
Consider some possibilities if you were writing about guitars: You could explain what to look for in a guitar, how to record
guitar, part of the history of guitars (you couldn't do the whole history), categorize the types of guitars, explain the different
types of pick-ups available, and on and on. As another example, you could write something about current issues – explaining
the issue, the sides, the actions taken, the proposed solutions . . . whatever you decide to focus on. Those are just two
examples. The main criteria is that your essay is expository or informative, not an opinion or an argument.
You still have to write an introduction and a conclusion, of course. You do not have a required number of points or paragraphs.
Instead, you have a word limit: 750 word minimum, 1000 word maximum.
Rules for formatting your assignments
1) No cover page.
2) No headers. No footers.
3) At the top of the first page only, put your name and identify the assignment.
4) Set your page format to “letter” (8.5 x 11 in.). Beware: you may have A4 as your default page format.
5) Set the document language to “English” and use the spell checker.
6) Single spaced text, with a blank line between paragraphs.
7) Font: Times New Roman, 11 point.
Name your file properly <NAME – essay 2 – TITLE.doc>, put your name in your document also, and send it to
[email protected]
SPECIAL REQUIREMENTS (actually, third and fourth are not so special; they are an essential quality of effective writing)
➢ Use these comparative structures: as ____ as _____ ; less & than; more & than;
➢ Use comparatives in various parts of the sentence: the subject, the verb, and the object – all three
➢ Use at least all these at least twice each: colon, parentheses, and dash
➢ all of these conjunctions: even so, although, furthermore, moreover, if, unless (highlight them somehow)
A checklist for you:
1) _______ All of the above requirements are met
2) _______ Sentences have a variety of beginnings
3) _______ Concise, and precise, wording
4) _______ Specific, concrete images and details – avoid vague, obvious statements and abstractions
5) _______ Audience (well-chosen, well-defined, appropriately addressed), Purpose (focused, feasible, refined, clearly
expressed), and Persona (credible, evident from the text)
6).
Anecdotal Records Anecdotal Record Developmental Domain__ _.docxdurantheseldine
Anecdotal Records
Anecdotal Record Developmental Domain__ __________________________ ________
Child’s Name: ______________________________ Date: ___________________________
Child’s Age: _____________________________ Time: ____________________________
Date of Birth: _______________________________ Observer:____ ____________________
Setting: _________________
Anecdotal:
Interpretation:
Implication for Planning:
Anecdotal Records
Anecdotal Records are detailed, narrative descriptions of an incident involving
one or several children. They are focused narrative accounts of a specific event.
They are used to document unique behaviors and skills of a child or a small
group of children. Anecdotal Records may be written as behavior occurs or at a
later time.
!
Anecdotal!Record!Developmental!Domain2________________________________________________!
!
!
Child’s(Name:(______________________________! ((((((((((Date:(______________________________!(
(
Child’s(Age:(_________________________________!
(((((((((((
((((((((((Time:(_____________________________!
(
Date(of(Birth:(_______________________________!
(((((((((((
((((((((((Observer:(________________________!
(
Setting:(_______________________________________________________________________________________(
!
!
Anecdotal:(
!
(Describe exactly what you see and hear; do not summarize behavior. Use
words conveying exactly what a child said and did. Record what the child did
when playing or solving a problem. Use specific language to describing what the
child said and did including facial expression and tone of voice; avoid
interpretations of the child’s behavior; For example “He put on a firefighter’s hat
and said, “Let’s save someone!” or “He looked towards the puzzle piece and then
looked toward the puzzle. He put the puzzle piece on the puzzle and turned the
piece until it fit. He took the puzzle piece out.” Avoid using judgmental language)!
(
Interpretation:(
!
(What specific inferences can you make from this anecdotal record? What does
it tell you about this child’s growth and development? The inferences must be
directly related to the domain designated in the anecdote and refer to a specific
aspect of the domain.)
(
Implication(for(Planning:(
!
(Give a specific activity that you would incorporate into curriculum planning as a
result of what you learned about this child. Be sure the plan is directly related to
the area of development described in the anecdote. Be sure the activity is a
different activity than the one in the anecdote. Include a brief explanation of why
you would create the specific activity.)!
Anecdotal Records
!
Anecdotal!Record!Developmental!Domain2!Social!
!
!
Child’s(Name:(Jai!Liam! ((((((((((Date:(January!11,!2010!(
(
Child’s(Age:(4!years!1!month!
(((((((((((
((((((((((Time:(9:15!AM!
(
Date(of(Birth:(February!9,!2006!
(((((((((((
((((((((((Observer:(Ms.!Natalie!
(
Setting:(Ray!of!Light!Montessor.
Andy and Beth are neighbors in a small duplex. In the evenings after.docxdurantheseldine
Andy and Beth are neighbors in a small duplex. In the evenings after work, Andy enjoys practicing the
tuba, while Beth likes to relax and read novels. Unfortunately, Andy is not very good at his instrument,
and noise from his playing penetrates the walls and annoys Beth.
The daily utility Andy derives from playing the tuba for m minutes and spending xA dollars on other
consumption is given by
UA = xA + 32 log(m):
Andy would be happy to play his horn all day, except that he gets tired from blowing and he needs
to drink Red Bull (which is costly) to keep up his energy. (For simplicity, assume Andy gets no direct
utility benet from drinking Red Bull.) In fact, because there are diminishing returns to the eectiveness
of energy drinks, Andy has to increase his rate of Red Bull consumption the longer he plays the tuba.
Thus, Andy incurs c(m) dollars of Red Bull expense from playing the tuba m minutes in a day, where
c(m) =m2/36
Beth's happiness in a day is simply a function of how many dollars xB she spends on consumption
and how many minutes m of Andy's tuba playing she must endure. She becomes increasingly irritated
by the tuba the longer the playing goes on. Her utility is given by
UB = xB -m2/12
:
Assume that Beth and Andy have $150 of income to spend each day, and that they cannot save or
borrow any extra (they either use it or lose it).
1. From the perspective of a social planner with a utilitarian social welfare function, what is the
socially optimal amount of tuba playing each day?
2. Suppose there is no law stipulating whether Andy has a right to play his horn, or whether Beth
has a right to peace and quiet (it is hard to measure noise levels and sources, and to give rights
to this).
(a) Describe intuitively whether a market failure exists in this context.
(b) Calculate how many minutes m Andy chooses to play each day, and the resulting utilities of
Andy and Beth.
(c) Is there any deadweight loss from Andy's choice (if so, calculate it)?
3. Beth complains to her Landlord about the tuba noise, and in response the Landlord installs
noise meters that precisely record the level and source of noise in the apartments. The Landlord is
considering a policy where residents would be charged a fee of per minute of noise above a certain
threshold (the tuba would exceed this threshold). The Landlord wants to set to maximize total
welfare, as in part 1.
(a) In one concise sentence, describe intuitively how the optimal should be set.
(b) Calculate the optimal .
2
(c) What is the most Beth would be willing to pay the Landlord to induce him to implement the
policy in (b) (vs. the status quo described in part 2)?
(d) The Landlord does not want to make Andy upset. How much must the Landlord pay Andy
before he would agree to the policy in (b)?
4. Suppose the Landlord considers two alternative policies of \noise rights:"
(a) The Landlord gives Beth the rights to peace and quiet.
(b) The Landlord gives Andy the right to make noise.
These rights would be wri.
Andrew John De Los SantosPUP 190SOS 111 Sustainable CitiesMar.docxdurantheseldine
Andrew John De Los Santos
PUP 190/SOS 111 Sustainable Cities
March 21, 2019
Assignment 4: Researching Urban Sustainability
Solution
s
1. RESEARCH QUESTION:
How can composting food waste help reduce climate change and enhance sustainability?
2. SEARCH TERMS/COMBINATIONS:
I used different combinations of search terms:
1. Compost AND Sustain*
2. Compost AND “food waste” AND environment
3. “Compost Biochar” AND “Carbon Sequestration”
4. “Food Waste” AND “Carbon Sequestration”
3. DATABASES SEARCHED:
I used the following databases:
1. Scopus
2. Web of Science
4. ANNOTATED BIBLIOGRAPHY
Bolan, N. S., Kunhikrishnan, A., Choppala, G. K., Thangarajan, R., & Chung, J. W. (2012). Stabilization of carbon in composts and biochars in relation to carbon sequestration and soil fertility. Science of The Total Environment, 424, 264–270. https://doi.org/https://doi.org/10.1016/j.scitotenv.2012.02.061
(Word Count: 194)
Dr. Nanthi Bolan previously worked for the Centre for Environmental Risk Assessment and the Cooperative Research Centre for Contaminants Assessment and Remediation of the Environment at the University of South Australia, and now at the University of Newcastle, and he has published many highly-cited studies on biochar, according to Google Scholar. Current intensive farming techniques removes carbon from the soil, so it's necessary to enhance its capacity to act as a carbon sink and thereby help to mitigate climate change. In Dr. Bolan’s paper, she looked at how to enhance carbon sequestration in soil using compost and biochar from organic materials to mitigate GHG emissions. The methodology used was to run different decomposition experiments on various organic amendments to measure the release of CO2. Results showed that compost combined with clay materials increased the stabilization of carbon the most. However, when organic material undergoes pyrolysis (heated at high temperatures with little oxygen) and becomes biochar, it further enhances its ability to stabilize and sequester carbon. Additionally, it was found that both compost and biochar enhance soil quality. Therefore, composting food waste or turning it into biochar can improve soil quality and reduce carbon emissions.
Oldfield, T. L., Sikirica, N., Mondini, C., López, G., Kuikman, P. J., & Holden, N. M. (2018). Biochar, compost and biochar-compost blend as options to recover nutrients and sequester carbon. Journal of Environmental Management, 218, 465–476. https://doi.org/https://doi.org/10.1016/j.jenvman.2018.04.061
(Word Count: 155)
Dr. Oldfield works at the School of Biosystems and Food Engineering at the University College Dublin, Ireland. In his paper, he looked at the potential environmental impact of end-of-life of organic materials in agriculture and how the applications compare to that of traditional mineral fertilizer. He looked at global warming, acidification, and eutrophication impacts among pyrolysis (biochar), composting (compost), and its combination (biochar-compost .
Android Permissions Demystified
Adrienne Porter Felt, Erika Chin, Steve Hanna, Dawn Song, David Wagner
University of California, Berkeley
{ apf, emc, sch, dawnsong, daw }@ cs.berkeley.edu
ABSTRACT
Android provides third-party applications with an extensive
API that includes access to phone hardware, settings, and
user data. Access to privacy- and security-relevant parts of
the API is controlled with an install-time application permis-
sion system. We study Android applications to determine
whether Android developers follow least privilege with their
permission requests. We built Stowaway, a tool that detects
overprivilege in compiled Android applications. Stowaway
determines the set of API calls that an application uses and
then maps those API calls to permissions. We used auto-
mated testing tools on the Android API in order to build
the permission map that is necessary for detecting overpriv-
ilege. We apply Stowaway to a set of 940 applications and
find that about one-third are overprivileged. We investigate
the causes of overprivilege and find evidence that developers
are trying to follow least privilege but sometimes fail due to
insufficient API documentation.
Categories and Subject Descriptors
D.2.5 [Software Engineering]: Testing and Debugging;
D.4.6 [Operating Systems]: Security and Protection
General Terms
Security
Keywords
Android, permissions, least privilege
1. INTRODUCTION
Android’s unrestricted application market and open source
have made it a popular platform for third-party applications.
As of 2011, the Android Market includes more applications
than the Apple App Store [10]. Android supports third-
party development with an extensive API that provides ap-
plications with access to phone hardware (e.g., the camera),
WiFi and cellular networks, user data, and phone settings.
Permission to make digital or hard copies of all or part of this work for
personal or classroom use is granted without fee provided that copies are
not made or distributed for profit or commercial advantage and that copies
bear this notice and the full citation on the first page. To copy otherwise, to
republish, to post on servers or to redistribute to lists, requires prior specific
permission and/or a fee.
CCS’11, October 17–21, 2011, Chicago, Illinois, USA.
Copyright 2011 ACM 978-1-4503-0948-6/11/10 ...$10.00.
Access to privacy- and security-relevant parts of Android’s
rich API is controlled by an install-time application permis-
sion system. Each application must declare upfront what
permissions it requires, and the user is notified during in-
stallation about what permissions it will receive. If a user
does not want to grant a permission to an application, he or
she can cancel the installation process.
Install-time permissions can provide users with control
over their privacy and reduce the impact of bugs and vul-
nerabilities in applications. However, an install-time per-
mission system is ineffective if developers routinely request
more perm.
ANDREW CARNEGIE PRINCE OF STEELNARRATOR On November 25th, 1835 i.docxdurantheseldine
ANDREW CARNEGIE PRINCE OF STEEL
NARRATOR On November 25th, 1835 in Dunfermline, Scotland , William Carnegie plied his trade on the handloom which filled the first floor of his humble stone bungalow. But his mind that day was not on making fine linen cloth. His wife, Margaret , was in labor in the other room of their home, a small attic. That night, she gave birth to their first child, a son they named Andrew . The child's father, William , was a fine craftsman who provided a comfortable home for his wife and son, but his business was devastated by the textilefactories. William Carnegie refused to seek work in the factories and the family suffered through the poverty caused by his pride. It was Andrew's mother, Margaret , who supplied the strength to keep the family together. From her example, Andrew learned the value of hard work at an early age. Even then while doing his chores, he showed contempt for things that stood in his way. One of his jobs was to fetch water from the town well. By custom, the townspeople put out their buckets to form a line the night before. But Andrewgot tired of watching late risers take their place in front of him. One morning, he simply kicked their buckets out of theway and took his place at the head of the line. No one stopped him. Going to school wasn't mandatory and Andrewdidn't start until he was eight. Most of his early education was learned at the feet of his father and uncles, George Lauder , who ran a grocery market, and Tom Morrison , a fiery public speaker whose working-class opinions about the wealthy antagonized powerful people. Young Andrew would learn there was a price to pay for his Uncle Tom Morrison'sconfrontations with political foes. From his bedroom window,Andrew could see the tree line of the beautiful PittencrieffEstate, which contained ruins from the historical legacy ofMary , Queen of Scots. Just once a year, the owner of the estate allowed the public to come in and stroll the grounds, with one exception. He barred anyone related to a Morrison . So Andrew was forced to stay outside while all of his playmates were allowed to go into the park. The pain of this annual event in his young life would forever color Carnegie'sattitudes about his personal right to freedom of expression and his belief in the equality of all men. By the winter of 1847, another kind of pain would threaten the Carnegie family, which now included his brother, Tom , born in 1843 . DespiteMargaret's valiant efforts, they faced a prospect of soup lines to survive. Against everyone's advice, she decided to uproot the family and immigrate to America , where she had relatives living in Pittsburgh . Twelve-year-old Andrew was afraid of leaving the only home he'd ever known. He would later write of his departure from Scotland , " I remember I stood with tearful eyes as my beloved Dunfermline vanished from view." Andrew had never seen the sea when they booked passage on the converted whaling ship, the Wiscasset, bound forAmerica.
Andrew CassidySaint Leo UniversityContemporary Issues in Crimina.docxdurantheseldine
Andrew Cassidy
Saint Leo University
Contemporary Issues in Criminal Justice Administration (CRJ 575)
July 25, 2014
Dr.
Donald G. Campbell
Abstract
Leaders fail to act accordingly based off theories that are examined in detail explaining the fall of a organization.
Background
Leadership failures can be attributed to theories based off emergence or nature of the particular type or style of leadership. Some theories that are examined are the traditional leadership theory, behavior and leadership styles theory, contingency and situational theory, transactional and transformational theory, comparison of charismatic and transformational leadership and finally the new leadership which represents the servant, spiritual, authentic and ethical style of leadership (
Swanson, C. R., Territo, L., and Taylor, R. W., 2012)
. Many reasons are listed why leaders fail but an effective leader should be developing and effective organization.
Reasons Why Leaders Fail
A leader fails to act because of five different reasons (Haller, C.L., 2010). The first is the interpersonal skills of a leader. If the leader has a poor skill in interpersonal then the leader has lost the ability to inspire their people. Poor communication fails underneath poor interpersonal skills. A well-rounded leader gives feedback to their employees, which correlates a element that produces a high functioning organization. Sometimes leaders fear the confrontation. A good example of side stepping this would be learning the art of verbal judo. The technique allows a employer to hear and understand the feelings but also takes into consideration the feelings of this a particular individual. Part of being a leader is making risk decisions on short notice that may be difficult but may involve address issues with others that closely work around you.
The second reason leaders fail is the inability to adapt and change. Part of the society we now live in requires us to adapt and overcome changes in the world. A good leader must be able to see the good in anything and promote change from within. New situations arise on daily basis and strategies must be formed accordingly in order to embrace the change. The one thing a good leader can count on is constant change in the workplace. I believe this to be especially true in law enforcement. The third reason leaders fail to act is because leaders focus more on self -promotion focusing on being important or powerful. The perception in the workplace is that this type of action is a betrayal of trust and a failure of integrity. The objective focus in this particular leader makes the performance not good enough to succeed but wants a celebrity status in return. Some leaders want what is not theirs and pride themselves as being top dog in a organization. The fourth reason why leaders fail is because of their indecisiveness. A direct result of this is because the leader has alack of confi.
Andrea Azpiazo – Review One. Little Havana Multifamily Developme.docxdurantheseldine
Andrea Azpiazo – Review One. Little Havana: Multifamily Development Project
This report states that Little Havana is considered a low to moderate income market. However, the report also informs that demand for the proposed apartments will come from the mid to upper-income population of the Little Havana area, but it does not provide demographic data to support that demand. Who are they? What age groups? Is it primarily family households, retirees, millennials, or a mix? These are essential questions that need to be answered for an investor to have some indication of where the potential growth in rental rates will come.
No Operating Expenses are listed other than Management Fee, which is on the low end of the industry scale and likely since this is a new building. What are the projections for electricity, building and grounds maintenance, water? Although this is new construction, there will be operating expenses required throughout the holding period. Will there be a washer and dryer in the units? What about laundry or vending machines as a source of Other Income.
Based on data provided in the report, the CAP Rate for this proposed Multifamily development is significantly higher than the averages for the area, at 5.3-5.7%. Considering this is new Class A development which is not expected to carry high CAPEX reserves for a typical investment holding period of 5-7 years, the Going-In and Going-Out CAP Rates should be lower. Additionally, 70% LTV at 9% is indicative of higher risk. Is there an issue with the developer which has not been disclosed and precludes them from obtaining better terms?
The asking rent for this proposed multifamily development is 21.42% over the average rents for comparable apartments in the area. An additional bathroom in the units and one parking space per unit does not support the $1,400 asking rent, particularly when considering that there are no amenities in this building to attract a demographic that is willing to pay $300, or 21.42%, more in rent for the subject area.
Being new construction, why weren’t hurricane impact windows or shutters included, which are more in line with current building codes and municipal planning, such as Miami21? This reduces property insurance costs. The new owner may have to invest in these as part of capital expenditures.
The proposed development does not appear to fit the current target market and relies on expectations for future growth and demand in the area. Further examination, with more due diligence from sites such as STDB, US Census data, NREI, CBRE is warranted to determine the viability of this project for the proposed holding period.
Andrea Azpiazo
–
Review One. Little Havana: Multifamily Development Project
This report states that Little Havana is considered a low to moderate income market. However,
the report also informs that demand for the proposed apartments will come from the mid to
upper
-
income population of the Little Ha.
And what we students of history always learn is that the human bein.docxdurantheseldine
"And what we students of history always learn is that the human being is a very complicated contraption and that they are not good or bad but are good and bad and the good comes out of the bad and the bad out of the good, and the devil take the hindmost." - All the King's Men, Robert Penn Warren
1. What can you analyze about the syntax of this text?
2. AP Style Question: How does this excerpt's syntax affect the arrangement of details and overall pacing of the text?(Structure 3.A)
3. AP Style Question: How do the diction, imagery, details, and syntax in a text support multiple tones? (Narration 4.C)
THE JOY LUCK CLUB
"That night I sat on Tyan-yu's bed and waited for him to touch me. But he didn't. I was relieved." - Amy Tan, The Joy Luck Club
QI: What effect does the syntactical arrangement have on the quote?
Q2: AP Style Question: Which details from the text indicate the identity of the narrator or speaker? (Narration 4.A)
"1984"
"For, after all, how do we know that two and two make four? Or that the force of gravity works? Or that the past is unchangeable? If both the past and the external world exist only in the mind, and if the mind itself is controllable - what then?" George Orwell, 1984
Q: What effect does the syntactical arrangement have on the quote?
.
and Contradiction in Architecture Robert Venturi .docxdurantheseldine
and
Contradiction
in Architecture
Robert Venturi
with an introduction by Vincent Scully
The Museum of Modern Art Papers on Architecture
The Museum of Modern Art, New York
in association with
the Graham Foundation for Advanced Studies in
the Fine Arts, Chicago
Distributed by Harry N. Abrams, Inc., New York
Trustees of The Museum of Modern Art as of October I992
David Rockefeller, Chairman ofthe Board; Mrs. FrankY. Larkin, Donald B.
Marron, Gifford Phillips, Vice Chairmen; Agnes Gund, Presiden; Ronald S.
Lauder, Richard E. Salomon, Vice Presidents; John Parkinson 111, Vice
President and Treasurer, Mrs. Henry Ives Cobb, Vire Chairman Emeritus
Mrs. John D. Rockefeller jrd, President Emerim, Frederick M. Alger 111,
Lily Auchincloss, Edward Larrabee Barnes, Celeste G. Bartos, Sid R. Bass,
H.R.H. Prinz Franzvon Bayern,** Hilary P. Califano, Thomas S. Carroll,*
Mrs. Gustavo Cisneros, Marshall S. Cogan, Robert R. Douglass, Gianluigi
Gabetti, Lillian Gish,** Paul Gottlieb, Mrs. Melville Wakeman Hall,
George Heard Hamilton,' Barbara Jakobson, Philip Johnson, John L.
Loeb,* Robert B. Menschel, Dorothy C. Miller,** J. Irwin Miller,*
S. I. Newhouse, Jr., Philip S. Niarchos, James G. Niven, Richard E.
Oldenburg, Michael S. Ovitz, Peter G. Peterson, John Rewald,** David
Rockefeller, Jr., Rodman C. Rockefeller, Mrs. Wolfgang Schoenborn,*
Mrs. Robert F. Shapiro, Mrs. Bertram Smith, Jerry I. Speyer, Mrs. Alfred R.
Stern, Mrs. Donald B. Straus, E. Thomas Willianis, Jt, Richard S. Zeisler.
* Tmstee Emeritus **Honorary Tmstee Ex-Oficio T~ruees: David N .
Dinkins, Mayor of the City ofNew firk, Elizabeth Holtzman, Comptrolhr
of the City of New firk, Jeanne C. Thayer, President of The International
Council
Copyright O The Museum of Modern Art, New York, 1966, 1977
All rights resewed
Second edition 1977, reprinted 1979, 1981, 1983, 1985, 1988, 1990, 1992
Library of Congress Catalogue Card Number 77-77289
The Museum of Modern Art ISBN 0-87070-282-3
Abrams ISBN 0-8109-6023-0
Second edition designed by Steven Schoenfelder
Printed by Princeton University Press, Lawrenceville, New Jersey
Bound by Mueller Trade Bindery, Middletown, Connecticut
The Museum of Modern Art
I I West 53 Street
New York, New York 10019
Printed in the United States of America
Distributed in the United States and Canada by Harry N. Abrams, Inc., New York
A Times Mirror Company
Contents
Acknowledgments 6
Foreword 8
Introduction 9
Preface 13
1. Nonstraightforward Architecture:
A Gentle Manifesto 16
2. Complexity and Contradiction vs.
Simplification or Picturesqueness 16
3. Ambiguity 20
4. Contradictory Levels:
The Phenomenon of "Both-And" in Architecture 23
5 . Contradictory Levels Continued:
The Double-Functioning Element 34
6. Accommodation and the Limitations of Order:
The Conventional Element 41
7. Contradiction Adapted 45
8. Contradiction Juxtaposed 56
9. The Inside and the Outside 70
10. Theobligation T.
Ancient Egypt1The Civilization of the Nile River V.docxdurantheseldine
Ancient Egypt
1
The Civilization of the Nile River Valley: Egypt
Geography – Isolated by deserts on both sides.
The Nile’s periodic flooding made civilized life possible in Egypt. During drought or famine, Egypt was the place to go because Egypt always has water (cf. the story of Joseph and his brothers in Genesis).
The kingdom was divided into two parts: Lower Egypt and Upper Egypt (Upper Egypt is in the south), with Lower Egypt being a bit more cosmopolitan than Upper Egypt.
Unlike Mesopotamia, stone was plentiful.
2
Pre-Dynastic Egypt: There is some evidence that very early on (3400-3200 BC), Egypt was influenced by Mesopotamia (corresponds to Jemnet Nasr period at Uruk). The evidence includes:
the use of rectangular sun-dried mud-brick in building,
the use of cylinder seals only during this time (Egypt usually used stamp-seals before and after this period),
pictographic writing (the “idea” comes from Mesopotamia),
the idea of kingship, social stratification and specialization,
certain kinds of painted pottery,
and pictures of twisted animals and battling with animals.
This contact may explain Egypt’s sudden explosion into a complex, advanced civilization with writing. The use of mud-brick is peculiar, noting the abundance of stone. There is evidence, however, that the development begins in Upper Egypt (i.e., the south). Two distinct cultures, the Upper, with social stratification and royal artistic expression, etc., and the Lower, with contacts in Palestine, etc.
Egypt seems to go from the Neolithic to a complex civilization overnight. Linear development is not apparent. Agriculture appears to be introduced from outside.
The Pharaoh (the king) is somehow responsible for the yearly success of the Nile. His throne was Isis, the wife of Osiris and the mother of Horus. The king is identified with Horus.
Egypt seeks to portray changeless continuity over thousands of years. This is somewhat true, but not entirely accurate. Ancient Egypt went through a few periods of relative chaos or lack of centralized power. Egypt, however, as is well known, chose not to usually record such periods for posterity.
4
Map of Egypt
5
Egyptian history begins with King Narmer
Narmer united Upper and Lower Egypt
He is likely the same person as Menes
Mizraim is often the Hebrew name for Egypt
The combination of the two crowns appears.
This is the beginning of the First Dynasty, and of Egyptian history
He established his capital at the new city of Memphis (= neutral ground)
It was a new city, said to have arisen out of the ground when Narmer diverted the Nile.
The royal burial grounds of Saqqara and Giza are located nearby.
The uniting of Egypt is commemorated on the Palette of King Narmer (fig. 2.3)
Egyptian artistic canon for relief figures is manifested:
head and feet in profile, with one foot forward, but eye and shoulders shown frontally (cf. fig. 2.2)
This is the beginning of Egypt’s Bronze Age
It is also the beginning of Egy.
Anayze a landmark case. The assesment should include a full discussi.docxdurantheseldine
Anayze a landmark case. The assesment should include a full discussion of the case, the courts decision and the impact it had on the US political/legal environment.
8-12 pages
12 point times new roman font
at least 5 crediible sources
Selected cases:
Roe v. Wade (1973)
Miranda v. Arizona (1966)
Dred Scott v. Sandford (1854)
Plessy v. Ferguson (1896)
Brown v. Board of Education (1954)
Mapp v. Ohio (1961)
United States v. Nixon (1974)
Regents of the Univ. of California v. bakke (1978)
Lawrence v. Texas(2003)
Bush v. Gore (2000)
.
Anatomy and Physiology of the Digestive SystemObjectives· Iden.docxdurantheseldine
Anatomy and Physiology of the Digestive System
Objectives
· Identify the anatomical structures of the digestive system and their functions
· Explain the physiology of digestion through the system
Assignment Overview
This exercise helps students understand the anatomical structures of the digestive system
Deliverables
Annotated diagram of the digestive system
Step 1 Draw a diagram. (It is OK to take a diagram from the internet and label it.)
Using the drawing tools provided by your word-processing program, draw a diagram that traces the pathway and physiological processes of a bite of food through the digestive system. Annotate each step in the digestive process with a brief paragraph describing what happens in the step.
Be sure to include ALL the following topics:
· The organs of the digestive system (This includes the alimentary canal AND the accessory organs of digestion)
· The actions of the digestive system
· Propulsion
· Absorption
· Chemical digestion
· Mechanical d
Running head: CREATING A LANGUAGE RICH ENVIRONMENT1
CREATING A LANGUAGE RICH ENVIRONMENT6
Creating a Language Rich Environment
Kawanda Murphy
Instructor Afiya Armstrong
Ece315 Language Development in young Children
12/17/18
Creating a Language Rich Environment
Introduction
Children learn best in environments that support optimum creativity as well as development opportunities. As such, teachers must strive to foster a learning environment that enhances language acquisition among students. Learners can grasp different languages with the right practice, instructions as well as encouragement. Every teacher has a responsibility to have a classroom set up with specific learning areas as well as plan for their use (Celic, 2009). The ways in which he or she creates the opportunities for productive language acquisition can enable learners to lower their mistakes, allow learners at different educational levels interact with one another, as well as create a natural learning environment that teaches and provides various opportunities for language learning (Piper, 2012). Therefore, I have designed a classroom floor plan with three centers- the computer corner, the collaborative work table and reading corner- that do not only promote literacy, but also language acquisition.
The Classroom Floor plan
This floor plan is specifically designed to provide children with the opportunities on how learn and use language in natural ways. The three primary areas designed for promoting language learning and use include the computer corner, the reading center as well as the collaborative worktable.
The Computer Corner
The computer corner has 2 computer desks than can be used by between 2 and 3 learners at a time. The computer area supports language development among learners by providing them with the opportunities on how to use a computer, play interactive reading game, print words for learning as well as use other educational programs that promote reading as well as language acq.
ANAThe Article Review by Jeanette Keith on Book by Stephanie McCu.docxdurantheseldine
ANAThe Article Review by Jeanette Keith on Book by Stephanie McCurry
Stephanie McCurry.Masters of Small Worlds: Yeoman Households, Gender Relations and the Political Culture of the Antebellum South Carolina Low Country. New York: Oxford University Press, 1995. 320 pp. $39.95 (cloth), ISBN 978-0-19-507236-5.
Reviewed byJeanette Keith (Bloomsburg University of Pennsylvania)
Published on H-CivWar (February, 1996)
FOR DISCUSSION - Analyze this article as a myth regarding TOPIC“The Enslave South”!
Stephanie McCurry's superb study of antebellum South Carolina deserves a place on the shelves and reading lists of all historians of the South and the Civil War. In lucid prose, backed up by careful and sophisticated research, she provides an answer to one of the most basic questions about the war and the region, a question best posed in the terms many professors have heard from freshmen students: "If most Southerners didn't own slaves, then why did they fight for the Confederacy?" For her answer, McCurry looks at the South Carolina Low Country.
The Low Country represents the Slave South carried to extremes, characterized as it was by huge plantations, a majority slave population, and a political system unique in the South for its elitism. South Carolina was not "the South" any more than Massachusetts was "the North," but its very nature as the extreme example of "Southern-ness" makes it an excellent place to ask some basic questions about the nature of antebellum society and its relationship to the political system. McCurry's answers demolish some deeply cherished myths about the Low Country and cast new light on some very old questions in the historiography of the South.
McCurry's book is about yeoman farmers, their families, their religion, and their relationships (political and otherwise) with the planters. McCurry notes that the very presence of yeoman farmers in the Low Country has been written out of history: they exist only as "the people" in the discourse of planter politicians. Ironically, two opposing groups are responsible for this -- the descendants of planters, who have found their self-created myth of the aristocratic Low Country both soothing and a lucrative tourist attraction, and antebellum travelers like Frederick Law Olmsted, who assumed the degredation of the non-planter white population and who usually saw in the South what he wished to see.
Through the use of quantified data, McCurry establishes the existence of yeoman farmers in the Low Country and demonstrates that they were the majority of the white male population in the region. According to McCurry, these farmers owned small amounts of land and possibly a few slaves. Their strategy for survival, as described by McCurry, will be familiar to any student of the new rural social history. They produced food first for family sustenance and then grew cotton for the market. Farmers were masters of small households and controlled the labor of their wives, their children and (if they .
Analyzing workers social networking behavior – an invasion of priva.docxdurantheseldine
Analyzing workers' social networking behavior – an invasion of privacy?
Salesforce.com
's ‘Chatter’ is analytics software that can be used by IT administrators to track workers' behavior on social networking sites during working hours. The data collected can be used to determine who is collaborating with whom, and to inform developers about how much their applications are being used – a concept often referred to as stickiness. While these reasons for tracking users appear to be bona fide, is this a threat to personal privacy?
.
Analyzing and Visualizing Data Chapter 6Data Represent.docxdurantheseldine
Analyzing and Visualizing Data
Chapter 6
Data Representation
Introducing Visual Encoding
Data representation is the act of giving visual form to your data.
Viewers: When perceiving a visual display of data, it is decoded using the shapes, sizes, positions and colors to form an understanding
Visualizers: Doing the reverse through visual encoding, assigning visual properties to data values
Comprised of a combination of two properties
Marks: Visible features like dots, lines and areas
Attributes: Variations applied to the appearance of marks, such as size, position, or color.
Introducing Visual Encoding cont.
TBA
Introducing Visual Encoding cont.
TBA
Introducing Visual Encoding cont.
TBA
Introducing Visual Encoding cont.
TBA
Introducing Visual Encoding cont.
Marks and Attributes are the ingredients, a chart type is the recipe offering a predefined template for displaying data.
Different chart types offer different ways of representing data.
Introducing Visual Encoding cont.
TBA
Introducing Visual Encoding cont.
TBA
Introducing Visual Encoding cont.
TBA
Introducing Visual Encoding cont.
Chart Types
TBA
Chart Types
Exclusions
Inclusions
Categorical comparisons
Dual families
Text visualization
Dashboard
Small multiples
A note about ‘storytelling’
Influencing Factors and Considerations
TBA
Influencing Factors and Considerations cont.
TBA
Influencing Factors and Considerations cont.
TBA
Influencing Factors and Considerations cont.
TBA
Influencing Factors and Considerations cont.
TBA
Influencing Factors and Considerations cont.
TBA
Influencing Factors and Considerations cont.
TBA
Influencing Factors and Considerations cont.
TBA
Influencing Factors and Considerations cont.
TBA
Influencing Factors and Considerations cont.
TBA
Influencing Factors and Considerations cont.
TBA
Influencing Factors and Considerations cont.
TBA
Analyzing and Visualizing Data
Selecting a Graph
Selecting a Graph
Pie Charts
Compare a certain sector to the total.
Useful when there are only two sectors, for example yes/no or queued/finished.
Instant understanding of proportions when few sectors are used as dimensions.
When you use 10 sectors, or less, the pie chart keeps its visual efficiency.
Selecting a Graph cont.
Bar Charts/Plots
Ordinal and nominal data sets
Compare things between different groups or to track changes over time
Measure change over time, bar graphs are best when the changes are larger
Display and compare the number, frequency or other measure (e.g. mean) for different discrete categories of data
Flexible chart type and there are several variations of the standard bar chart including horizontal bar charts, grouped or component charts, and stacked bar charts.
Frequency for each category of a categorical variable
Relative frequency (%) for each category
Select.
Analyzing and Visualizing Data Chapter 1The .docxdurantheseldine
Analyzing and Visualizing Data
Chapter 1
The Components of Understanding
A Definition for Data Visualization
Data
Representation
Presentation
Understanding
The Components of Understanding cont.
Process of Understanding
Perceiving
Interpreting
Comprehending
The Components of Understanding cont.
1.2 The Importance of Conviction
Principles of Good Visualization Design
Trustworthy
Accessible
Elegant
Principle 1
Principle 1: Good Data Visualization is Trustworthy
Trust vs Truth
Trust Applies Throughout the Process
Principle 1 cont.
Principle 2
Principle 2: Good Data Visualization is Accessible
Reward vs Effort
The Factors Your Audiences Influence
The Factors You Can Influence
Principle 3
Principle 3: Good Data Visualization is Elegant
What is Elegant Design?
How Do You Achieve Elegance in Design?
Principle 3
.
Analyzing a Primary Source RubricName ______________________.docxdurantheseldine
Analyzing a Primary Source Rubric
Name ________________________ Date _______
Class ____________________________________
Exemplary Adequate Minimal Attempted
Analysis of
Document
Offers in-depth analysis
and interpretation of the
document; distinguishes
between fact and opinion;
explores reliability of
author; compares and
contrasts author's point
of view with views of
others
Offers accurate analysis
of the document
Demonstrates only a
minimal understanding
of the document
Reiterates one or two
facts from the document
but does not offer any
analysis or interpretation
of the document
Knowledge of
Historical Context
Shows evidence of
thorough knowledge of
period in which source
was written; relates
primary source to specific
historical context in
which it was written
Uses previous general
historical knowledge to
examine issues included
in document
Limited use of previous
historical knowledge
without complete
accuracy
Barely indicates any
previous historical
knowledge
Identification of
Key Issues/Main
Points
Identifies the key issues
and main points included
in the primary source;
shows understanding of
author's goal(s)
Identifies most but not all
of the key issues and
main points in the
primary source
Describes in general
terms one issue or
concept included in the
primary source
Deals only briefly and
vaguely with the key
issues and main points in
the document
Resources Uses several outside
resources in addition to
primary source
Uses 1–2 outside
resources in addition to
primary source
Relies heavily on the
material/information
provided
Relies exclusively on the
material/information
provided; no evidence of
outside resources
Identification of
Literary Devices
Analyzes author's use of
literary devices such as
repetition, irony, analogy,
and sarcasm
Mentions author's use of
literary devices but does
not develop fully
Does not discuss author's
use of literary devices
Does not discuss author's
use of literary devices
Understanding of
Audience
Shows strong
understanding of
author's audience
Shows some
understanding of
author's audience
Shows little
understanding of
author's audience
Shows no understanding
of author's audience
Analyzing a Primary Source Evaluation Form
Name ________________________ Date _______
Class ____________________________________
Exemplary Adequate Minimal Attempted
Analysis of
Document
Knowledge of
Historical Context
Identification of
Key Issues/Main
Points
Resources
Identification of
Literary Devices
Understanding of
Audience
COMMENTS:
ALI 150
C. Stammler
Exploring “Definition” Essays
For each assigned reading do the following for your analytical response:
Note: Your analysis must be TYPED and it is Due the Date the reading is due. (no late
work accepted)
A. the Text
A.Analyze: In your response, include the following information for EACH TITLED
TEXT: Title and Author
1.
B.If it is a Direct Thesis, copy it down. (include para)
C.If you could not locate a “Direct Thesis” and.
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2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
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Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
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This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
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The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
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Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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44 Int. J. Sport Management and Marketing, .docx
1. 44 Int. J. Sport Management and Marketing, Vol. 7, Nos. 1/2,
2010
The dynamics of brand equity, co-branding and
sponsorship in professional sports
Howard Frederick* and Sandeep Patil
Unitec New Zealand
Auckland, New Zealand
E-mail: [email protected]
E-mail: [email protected]
*Corresponding author
Abstract: Globalisation has been one of the most significant
determinants of
growth in the sports industry worldwide, especially with the
increasing
importance of brand creation, brand awareness, brand image,
brand identity
and brand equity. Professional sports teams have become top
sports brands
through leverage with major company sponsors. Sports
marketers have had
2. to become much more entrepreneurial to create competitive
advantage for
sports organisations and deliver relationship value to
consumers. Company
sponsorships are prominent drivers of brand strategy around the
world. They
help create an extended consumer experience and are becoming
a strategic
vehicle for creating co-branding partnerships between sports
organisations and
multinational companies.
This study reports data from a survey of the top marketing and
communications executives in sports and company organisations
in New
Zealand and as well as a qualitative content analysis of core
documents and
websites. The study provides insights for sports marketers
seeking to:
• use sponsorship as a prominent driver of brand strategy
• employ co-branding as a strategy to create an extended
consumer experience
• build strong brands through efficient co-branding articulation
strategies.
The study also provides recommendations for sports
organisations and
companies to formulate their marketing communications and
brand strategies
from the perspective of a co-branding relationship.
Keywords: brands; co-branding; brand equity; sponsorship;
professional
4. The dynamics of brand equity, co-branding and sponsorship
45
1 Introduction
Playing sports not only imparts physical skills but it also
contributes an abundance of life
skills such as team building, leadership, challenge, triumph,
failure, humanity,
sportsmanship, fragility, belonging, and comradeship (Kahle
and Riley, 2004). The
unique relationship that we have with sports is one of the
reasons that teams are able to
attract huge sponsorship deals and has led to keen competition
for the sports consumer
dollar. In the USA alone, sports is the 11th largest industry
estimated at US$30 billion
and growing at 9% annually (Bathgate, 2005).
Consequently, sports companies must become more proactive
and entrepreneurial in
the marketplace in order to achieve competitive advantage.
Entrepreneurial marketing is
“the proactive identification and exploitation of opportunities
for acquiring and retaining
profitable customers through innovative approaches to risk
management, resource
leveraging and value creation” (Morris et al., 2002). For sports
marketers it all comes
5. down to relationships. In relationship marketing, emphasis is
placed on building longer
term relationships with customers rather than on individual
transactions. It involves
understanding the customers’ needs as they go through their life
cycles with a sporting
enterprise (e.g., Bejou and Palmer, 2006; Buttle, 1996;
Hougaard and Bjerre, 2002).
This study draws generalisations to the entire sporting world by
focusing on football
(also known as soccer), now played in 205 countries. This is a
sport with huge economic
and business dimensions, and sponsorship is widely used as a
central driver of company
brand strategy through co-branding partnerships (Beech et al.,
2000; Morgan and
Summers, 2005; Cliffe and Motion, 2005).
Sports marketing is about “buying and selling audiences”
(McDaniel, 2002; Trail
et al., 2003). Sports marketers create, develop and articulate
targeted advertising themes
and promotional campaigns in order to persuade consumers to
increase their consumption
of sports products and services. Sports market researchers have
had to develop
sophisticated market segmentation techniques for two reasons:
Sports fans have
consumption profiles that are different from the general public;
and different sports also
have different fan profiles (James and Ross, 2004; Kwon and
Trail, 2001).
In this study we examine co-branding relationships in one
‘sports-crazy’ country,
6. New Zealand, known particularly for its rugby and cricket.
Rather than choosing to
survey rugby or cricket managers and executives, we picked
New Zealand football. It is a
growing sport and it is a manageable research topic. It is also
not yet distorted by the
mega-deals in rugby and cricket. We believe that narrowing
down the topic nonetheless
allows for generalisation about the global sports branding
environment. New Zealand and
its sporting environment are similar to patterns elsewhere, yet
its scale allows for more
granularised examination.
2 Objectives and hypotheses
The purpose of the research is to evaluate the concept of co-
branding equity and its
strategic articulation. We focus on the marketing
communication strategies used by New
Zealand professional football (soccer) teams to build equity and
to maximise brands in a
co-branding relationship with business partners. We seek to
understand what underpins
co-branding arrangements and how brand values are leveraged
and promoted to the
7. 46 H. Frederick and S. Patil
benefit of both partners. We seek as well to examine the sources
of co-brand equity and
particularly how its components are enhanced in the
relationship between sporting and
business organisations. As this is an exploratory study in an un-
researched area in New
Zealand, we wanted to see if New Zealand business and sports
marketing managers
described the same phenomenon found in the literature. We also
wanted to see whether
these findings might generalise to other world contexts.
3 Literature review
Drawing upon previous authors (Ferkins and Garland, 2006;
Meerabeau et al., 1991;
Sleight, 1989; Walliser, 2003), we define sports sponsorship as
having five components:
Sports sponsorship is a business relationship between a sports
team and a company in
return for rights used for commercial advantage. Summarising
the literature (Dolphin,
2003; Ferkins and Garland, 2006; Liu et al., 1998; Sleight,
8. 1989; Walliser, 2003),
sponsorship can be seen as a ‘flexible and diverse’ medium that
enables company to:
• build brands and increase brand awareness
• enhance company image and leverage company reputation
• stimulate sale of products and services to increase sales
• reinforce advertising and media exposure
• address new target audiences and markets and community
relations
• entertain clients and customers
• reward company personnel
• undertake corporate social and responsibility and hospitality.
Sponsorship and advertising should be distinguished from one
another since they deliver
their messages in different ways to different market segments
(Mason, 2005; Meenaghan,
2001a). Advertising messages are generally more direct, explicit
and more easily
controlled (Cornwell et al., 2005) and ads have a shorter-lived
effect (Cornwell et al.,
2005; Dolphin, 2003; Meenaghan, 2001b). Sponsorships are
more cost-effective, have
longer-term impacts, provide material support to sports teams,
and generate community
goodwill. There are two kinds of sponsorship. On-the-field
sponsorship includes
placement of logo on sports equipment and/or clothing or
9. billboards at the scene of the
event as well as endorsements of players. Broadcasting
sponsorship includes
advertisements in print, radio, television and/or the internet
(Liu et al., 1998; Mason,
2005; Schaaf, 2004; Sleight, 1989).
Entrepreneurial marketing processes can be strategically
employed by a sporting
enterprise to create, discover, assess, and exploit
entrepreneurial opportunities more
effectively and efficiently. Entrepreneurial marketing is the
pursuit of opportunity, the
obsession with the customer, and a focus on relationships. In
addition to brand
recognition and market share, the entrepreneurial marketer
concentrates on relationships
(Gumpert, 2002). Given the unpredictable behaviour of some
athletes and sporting
companies, entrepreneurial marketing means learning how to
balance risk against
10. The dynamics of brand equity, co-branding and sponsorship
47
visibility and exposure (Miles and Darroch, 2006; Miles, 2008).
Sports marketers must
constantly unveil bold, provocative marketing campaigns
without breaking too far from
marketing approaches of the past. As we moved into the
research, it was important to
define our other concepts:
• A brand is a company asset (typically a name, a word, a sign,
or symbol) that
communicates meaning and identity and that differentiates a
product or services from
competitors (Kotler, 2003, p.418) (Aaker, 1991; Couvelaere and
Richelieu, 2005;
Keller and Lehmann, 2006).
• A company brand is a representation of an organisation’s
identity and value system
(Balmer, 2001; de Chernatony and Riley, 1998; Motion et al.,
2003).
• Brands have core values intrinsic to the core ideology
(Balmer, 2001) and extended
values, which create depth and texture across global markets
(Uggla, 2006).
11. • Brand equity is a set of assets that add value to the product or
service (Aaker, 1991,
p.15). The two components of brand equity (Cornwell et al.,
2005) are brand
awareness and brand image.
• Brand leveraging can be defined as the strategy of
capitalising, exploiting or
enhancing established brand equity (Keller and Lehmann, 2006;
Uggla, 2006).
• Co-branding is a collaboration of two (or more) brands with
significant customer
recognition to promote an existing or new product or service to
the benefit of both
partners (Blackett and Boad, 1999; Motion et al., 2003;
Washburn et al., 2000).
Co-branding builds and maintains the competitive advantage of
participant brands
(Leuthesser et al., 2003).
Constructing a co-branding association or relationship between
a sports team and a
company begins by identifying a common ground between
participant brands (Lebar
et al., 2005; Motion et al., 2003). The articulation of the
anticipated new merged outcome
needs to be planned and needs to occur simultaneously for both
partners at ideological,
strategic, tactical and emotional levels (StrategicDirection,
2002; 2004) across a range of
media. It is important that possible previous associations be
disarticulated and that the
new association is clearly articulated to the consuming public.
Shared value is the critical
12. aspect of a co-branding association (Motion et al., 2003). The
greater the core values that
partners share, the bigger is the potential increase in equity of
any co-branded product or
service (Jones, 2004).
Sponsorship provides an ideal platform from which co-branding
can be leveraged
(Cliffe and Motion, 2005) by adding value through intrinsic
feel-good benefits or
extrinsic benefits such as televised broadcasts and print
exposures (Hill and
Vincent, 2006).
In this study we borrowed heavily from Young and Rubicam’s
Brand Asset Value
(BAV) measure. BAV operationalises ‘Shared Value Creation’
by looking at the key
components of brand equity, namely differentiation, relevance,
esteem, and knowledge.
BAV is the most extensive worldwide study of brands and their
relationships and has
proven validity and reliability (Kotler and Keller, 2006).
13. 48 H. Frederick and S. Patil
4 Research methodology and design
We used content analysis of texts as well as an expert survey in
order to understand the
context in which co-branding relationships are formed and how
they are inter-related. We
collected data on the following organisations.
• Sports organisations from New Zealand included Rugby
Union, Golf, Netball,
Cricket, Football (Soccer), Bowls, Tennis, and Touch Rugby.
• Sponsors came from the electronics, bank/finance, apparel,
automobile, beverage,
airline, telecomm, and broadcast industries.1
Content analysis examined 80 newspaper articles and several
dozen websites. Using
NVivo-7, we analysed images and texts depicting the vision,
mission, values,
brand principles and giving guidelines of companies involved in
a sports
co-branding relationship.
Our sample of survey respondents was selected from popular
football teams and their
14. sponsors that had a base in New Zealand. All chosen companies
were involved in
co-branding with a sports team, and all sports organisations
supported elite and popular
sports teams in New Zealand with significant business
sponsorships.
A 21 question survey was distributed to 45 marketing and
communication managers
of 9 sports organisations and 36 multi-national companies based
in New Zealand whose
contact details we gleaned from public sources. We had an 80%
response rate to the
survey, which we believe significantly covers the area of
research in question.
5 Findings
From this sample of New Zealand organisations, rugby had
eleven sponsoring
companies. In second place were netball and football (soccer),
each with five sponsors.
Examined the other way around, insurance/finance companies
sponsored five sports each.
Consumer electronics, apparel, and airline companies had on
average four sports
sponsorships each. Telecommunication companies sponsored
only one sport (the largest,
rugby). Those willing to reveal the size of their sponsorship
clustered around
US$1–US$5 million annually. The time period of the co-
branding relationships examined
was typically about five years.
Asked to name the top reasons for starting and maintaining their
co-branding
15. relationships, 35% of respondents (combined company and
sports managers) indicated
that ‘strategic value’ was the most important. ‘Emotional value’
rated at 20%, ‘financial
value’ was 17%, while ‘ideological value’ rated 15%.
‘Innovation and creativity’ was seen as the most important core
synergistic brand
value in a co-branding relationship (Table 1). Other highly rated
core synergistic values
were ‘culture and tradition’ and ‘entertainment and fun’.
Interestingly, ‘integrity’ had the
lowest frequency of mention.
When asked to pick the top benefit of co-branding (Table 2),
two groups of values
emerged as themes:
1 media coverage and advertising, increased sales or popularity,
increased
radio/TV audience
2 profile enhancement and brand dimensions.
16. The dynamics of brand equity, co-branding and sponsorship
49
Table 1 Core synergistic values in a co-branding relationship
Values Percentage (%)
Innovation and creativity 100
Culture and tradition 75
Entertainment and fun 75
Commitment 67
Passion 67
Excellence 50
Inspiration 50
Community focus 50
Challenge and competition 42
Integrity 33
17. Table 2 Top benefit from a co-branding relationship
Benefits Percentage (%)
Media coverage and advertising 14
Profile enhancement 14
Brand dimensions 14
Increased sales or popularity 13
Increased radio/TV audience 12
Product development 9
Stakeholder relations 9
Hospitality 8
Promotion 3
Internal marketing or employee relations 3
Others 1
When asked to pick the one most important strategic goal of
such a relationship
(Table 3), respondents focused on brand awareness (31%)
followed by brand experience
and brand image.
Table 3 Strategic goals of co-branding
Goals Percentage (%)
18. Brand awareness 31
Brand experience 25
Brand image or personality 20
Goodwill 12
Brand loyalty 10
Other 2
50 H. Frederick and S. Patil
Asked to pick the key brand equity component that would
compel a partner to enter
19. a co-branding relationship (Table 4), esteem and differentiation
were the most
important components.
Table 4 Key equity component compelling a co-branding
relationship
Equity component Percentage (%)
Differentiation 34
Esteem 34
Knowledge of the brand 16
Relevance 9
Other 7
Asked which types of promotional events were most preferred
(Table 5), sporting events
are most often mentioned (44%) to articulate co-branding
associations. Another current
trend is to sponsor business events (28%).
Table 5 Types of promotional events
Event types Percentage (%)
Sporting events 44
Business events 28
Trade events 14
Community events 14
20. Others 0
Respondents were asked what they believed were the main
sources of equity leveraging
in a co-branding relationship (Table 6). About two-thirds picked
either access to the
brand strategy of the partner or marketing communication
strategy as the main sources of
co-branding equity.
Table 6 Sources of co-brand equity leveraging
Sources Percentage (%)
Access to the brand strategy of co-branded partner 36.54
Marketing communication association 32.69
Alignment of company brand values 17.31
Reach of the co-brand 11.54
Others 1.92
We were interested to hear the respondents’ views on the
preferred type of sponsorship
arrangement in a co-branding relationship. The leading
preference is to be the
main or official team sponsor. However, commercial and media
partnership were also
frequently mentioned.
21. The dynamics of brand equity, co-branding and sponsorship
51
Table 7 Preferred sponsorship arrangement
Arrangement Percentage (%)
Main or official sponsor 36.17
Commercial partners 31.91
Media or broadcast sponsor 17.02
Others 6.38
Technical sponsors or supplier 4.26
22. Premium, classic or gold partners 4.26
The computer-assisted qualitative content analysis examined
hundreds of newspapers
articles and website pages. Our purpose was to examine
manifest content in these
documents that depicted the vision, mission, values, and brand
principles of companies
involved in a co-branding relationship. Paraphrasing in their
own words, here are the
themes that emerged from our documentary analysis.
• We articulate our brand through sponsorship of fine sports
organisations.
• We concentrate on brand values to build brand portfolio.
Brand value emerges in our
statements about performance, passion, integrity, and diversity.
• Through these relationships we define who we are and what
we strive to be each day.
We are honest and ethical businesses that harness diverse ideas
and strengths.
• Our joint brand equity is the value of our brand names.
Through brand equity we
seek to show how we are associated with the world’s most
recognised sports teams
and to increase that awareness in our home countries and
abroad.
• Celebrity endorsements are the driving force for any game. We
thank our celebrities
for their efforts to promote the game.
• Money has changed the landscape of sports forever. Naming
23. rights for sports venues
is an important form of brand exposure
• Embracing diversity, doing creative things and maximising
potential expresses what
we do.
• Sports sponsorship works across the globe. It can improve a
region’s image (e.g., the
Gulf), drive tourism and alleviate dependency on oil and natural
gas.
• Sports sponsorship has an impact on share price. (For
example, Sports Direct’s
shares dived 16% after England’s failure to qualify for the 2008
European
soccer championship.)
• Like our business, we want our teams to win at all costs.
6 Discussion
Our findings may have sampled New Zealand teams and
sponsors, but we venture
that the results can be generalised more broadly because of their
resonance with the
literature. New Zealand is a ‘sports-crazy’ country. It is
relatively wealthy, has huge
24. 52 H. Frederick and S. Patil
sports attendance, has numerous companies interested in
leveraging their brands
nationally and internationally, is highly competitive in world
sports, and extensively uses
co-branding and sports sponsorships.
Strategic value is the key to entering into a co-branding
relationship; with innovation
and creativity seen as the most important core synergistic brand
values. Brand
dimensions, enhancement of brand profile and media coverage
and advertising are
principal benefits and/or objectives of a co-branding
relationship. Differentiation of the
brand through sponsorship of sports gives a competitive
advantage. Brand profile
awareness coupled with access and reach of the marketing
communication is the strategy
used by most companies within a co-branding association.
Sponsoring a national team or
being the main sponsor of an event gives maximum utility to the
25. resources invested in a
co-branding relationship. Qualitative analysis shows the
importance of brand
communication, brand value, brand value (equity and global
appeal), celebrity brand
image, money influencing sport, overseas sports investment, and
winning at all costs.
Looking at the survey as a whole, the top benefits of co-
branding are:
• Brand dimensions
• Media coverage and advertising
• Increased broadcasting audience
• Profile enhancement
• Increased sales and popularity.
7 Company-team nexus
To corroborate our results, we looked at the phenomenon of
sports sponsorship
and co-branding around the world as of late 2007. In this
section we outline events that
provide external validation for our findings so that we can
generalise beyond the
New Zealand circumstance.
• It is clear that many companies (American International Group
(AIG), Hyundai,
Emirates, Carlsberg, Sony and Adidas, to name a few) intend
further to globalise
their brand recognition to sports co-branding (Rothacher, 2004).
26. • Carlsberg’s philosophy of sponsorship is to get consumers
involved and engaged in
the brand. To Carlsberg, sports is the unique medium through
which consumers are
exposed to the brand in an entertaining and pleasant
environment (Carlsberg, 2007).
• Sony Corporation believes their products deliver dreams and
new forms of
enjoyment to customers and that sports sponsorship heightens
awareness and respect
for the Sony brand (Sony, 2007).
• Emirates and Hyundai emphasise that their co-branding
association with football
associations such as FIFA (Fédération Internationale de
Football Association)
and Union of European Football Associations (UEFA),
respectively, has not
only boosted their brand awareness but also helped create a
brand character and
association that generate real passion and emotion from
consumers (Emirates, 2007;
27. The dynamics of brand equity, co-branding and sponsorship
53
Hyundai, 2007). In addition, through its deal with FIFA from
2007 to 2014, Emirates
benefits from enhanced global media exposure at FIFA’s special
events and
development initiatives.
• Heineken has extended its sponsorship association with the
UEFA Champions
League due to the fact that with over 4 billion viewers per
season in 227 nations
around the world, the premier sporting event has become truly
global and fits
perfectly with the Heineken brand (Heineken, 2007; Wilson et
al., 2007).
• Emirates, Sony Ericsson and Westpac look at getting closer to
the community
through their contribution of funds to stadium building, and
they visualise that sports
sponsorship is especially a great way of doing it.
• Qantas airline regularly takes 50 frequent flyers on ‘changing
28. room tours’ at the
Wallabies home matches in Australia (South, 2007) with the
groups given replica
Wallaby jumpers and walked around the atmospheric changing
room to create a
passion for their team and long-term association within the next
generation.
• The New Zealand Rugby Union along with their sponsors
Adidas set up an
innovative example in brand leverage by arranging an hour-long
autograph session
that attracted thousands of fans before their departure to the
World Cup in France
(Drinnan, 2007).
• Sony Corporation’s global partnership programme contract
with FIFA running from
2007 to 2014 with a contract value of US$305 million enables
Sony Corporation to
exercise various rights as an official sponsor of over 40 FIFA
events (Sony, 2007).
• As a FIFA partner, Sony will be able to exclusively promote
advertising and
marketing activities; with other rights include advertising
boards in stadiums, TV
sponsor credits and preferential negotiation rights for TV
commercial spots.
• Nike believes in the power of sports to develop a new
approach to philanthropy
and it intends to invest a minimum of $315 million in grants,
product donations and
in-kind support through 2011 to resurface old playing fields,
fund community-based
29. programmes and help young people create their own
communities (Nike, 2007).
• Vodafone (2007) believes that sports and music are the two
passions of life that cut
through all barriers and understood in unique ways and invest
heavily in events and
sports teams throughout the world.
• The humiliating defeat of England against Croatia for the Euro
qualification is
estimated to cost British retailers £600 million ($1.2 billion).
• Shares in Umbro, which also acknowledged that its sales of
replica England shirts
would be severely hit, slumped by 3.7% in midday trading in
London. Another
sports retailer JJB Sports share fell by 3.3%.
• In New Zealand, All Blacks shirt and principal sponsor Adidas
expected a substantial
loss in its balance sheets in the year 2007 due to the All Blacks
loss at the
quarterfinals of the Rugby World Cup 2007.
30. 54 H. Frederick and S. Patil
8 Conclusion
The main objectives that underpin a co-branding relationship
and/or association with the
context of sports sponsorship are brand portfolio (brand
dimensions and profile
enhancement) and media exposure (advertising and
broadcasting). Community awareness
and creation of goodwill are also considered important for a
long-term relationship. A
combination of innovative and flexible leverage options depend
on the market segment.
Differentiation and esteem are the key components of brand
equity. The longer the
duration of a co-branding association, the greater would be the
impact on brand image.
Access to brand strategy as well as the extent and reach of the
marketing communication
platform are seen as key sources of co-branding equity.
We believe this study adds to the body of academic studies on
co-branding,
sponsorship and brand leverage. It also adds to the emerging
literature linking
entrepreneurship to sports marketing. Future research needs to
31. investigate as many sports
as possible because different sports have different audiences
and thus require different
types of co-branding and sponsorship. The cultural aspect could
be significant to the
alignment of brand values in a co-branding association. In
addition, we believe that
the present study provides valuable information on the role of
business sponsorship in a
co-branding relationship and the strategies of articulation to
build a strong sports brand.
The study should also be useful to companies in formulating
their marketing
communications and brand strategies with a co-branding
relationship perspective.
Sports marketers must be ‘fleet afoot’ within the business
environment. Perhaps
future research can sports sponsorship from the entrepreneurial
perspective within a
large sporting organisation. In this sense sports marketers are
more like ‘intrapreneurs’, a
term used to describe the entrepreneurial behaviour of people
within large firms
and organisations.
9 Limitations
The present research study provides insights for sports
marketers to use sponsorship as a
prominent driver of brand strategy, to have co-branding as a
strategy to create an
extended consumer experience and to build strong brands
through efficient articulation
strategies. However, the main limitations of this study are
sample constraints,
32. generalisations and first-hand information, due to the fact that
primary research across all
sports is prohibitive. In addition, some of our analysis was
dependent on a range of
secondary sources available in the public domain.
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Note
1 They included: LG Electronics, National Bank, Nike, Ford,
Coca-Cola, Air New Zealand,
Telecom, Television New Zealand, Nestle, Fisher & Paykel,
ASB Bank, Adidas, Hyundai,
Heineken, Qantas, Vodafone, Sky, McDonalds, Samsung,
Westpac, Basics, Kia Motors, Lion
Breweries, Emirates, O2, TV3, Cadbury, Benq Mobile, ABN
Amro, W-star, Volvo, Export
Gold, Lufthansa, T.com, Century Radio, Travelex, Tower,
Umbro, Honda, Pepsi, Air Asia,
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Telefonica, Sky City, State, Renault,
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A Conceptual Framework of Influences . . . . Roy and Goss
Marketing Management Journal, Fall 2007 96
INTRODUCTION
42. While estimations concerning the exact size and
scope of the fantasy sports industry vary, its
status as a growing industry connected to large
portions of leisure time and activity, escalating
numbers of participants, and increasing
marketplace fertility remains unchallenged
(Janoff 2005). Janoff (2005) and Fisher (2007)
estimated fantasy sports to be a $2 billion
industry in 2005, including website fees, game
add-on features, videogames, etc. Less well
known are the underlying dynamics of the
unique market of fantasy players and the major
transformations occurring within the fantasy
sports business (Russo and Walker 2006). The
explosion of popularity in fantasy sports
participation and the dearth of research about it
create a need for investigation in this relatively
new form of sport spectatorship (Davis and
Duncan 2006), not to mention new challenges
for marketers, media companies, and others
within the sport industry who wish to capitalize
on the fantasy sports audience (Russo and
Walker 2006).
The purpose of this paper is to propose a
conceptual framework for marketers to utilize
in their examinations of influences on the
consumption of fantasy sports by postmodern
sports fans. The framework is based on
literature from psychology, sociology, sport
management/marketing, general management/
marketing, and consumer behavior.
44. DONALD P. ROY, Middle Tennessee State University
BENJAMIN D. GOSS, Missouri State University
The explosion of fantasy sports and the dearth of research about
it create a need for investigation in
this relatively new form of sport spectatorship (Davis and
Duncan 2006). This paper proposes a
conceptual framework for marketers to utilize in their
examinations of influences on the consumption
of fantasy sports by postmodern sports fans. The framework is
based on literature from psychology,
sociology, sport management/marketing, general
management/marketing, and consumer behavior
and leads to the proposition that fantasy sports consumption is
impacted by the interplay of
psychological characteristics internal to consumers, social
interactions, and external influences
controlled by fantasy sports marketers.
A Conceptual Framework of Influences . . . . Roy and Goss
97 Marketing Management Journal, Fall 2007
month of April 2006, and the websites of
professional sports leagues (Fisher 2006c).
Demographics
Market Sizes. From 2003 to 2006, an estimated
15-18 million people per year engaged in
fantasy sports participation (Birch 2004; Janoff
2005; Fisher 2006d; Fisher 2007). In football,
widely regarded as the most popular fantasy
45. sport, estimates include nine million unique
fantasy users in October 2005, as well as an
estimated ten million fantasy players for all of
2005, including offline players (Russo and
Walker 2006); this market was estimated to
grow to more than 11 million for 2006 (Fisher
2006b).
Spending. An August 2006 estimate indicated
that approximately 12 million people spent
more than $1.5 billion on fantasy sports per
year, with some players spending $265 a year
as the industry grows 7-10 percent annually.
Participant Profile. Combined data reveals that
the typical profile for a fantasy sports
participant is that of a young, married, well
educated, White, relatively affluent man with a
high household income who spends profusely,
including fantasy sports expenditures (Weekley
2004; Levy 2005; Klaassen 2006). In 2006, the
average age of players was 36 years; these
players, who spent 3.8 hours per week
managing teams, possessed undergraduate
degrees and received an annual income of
$89,566 (Klaassen 2006).
Growth. Numerous sources predict sizeable
future growth for the fantasy sports industry.
The total number of fantasy players is expected
to reach 30 million by the end of the decade
(Fisher 2006d), with a prediction of more than
6 million fantasy baseball players alone for
2006, up from 5 million in 2005 (Fisher 2006e).
More than 30 percent of 2005 fantasy football
46. players were first-timers; NFL.com indicated
that nearly 50 percent of its 2005 fantasy
audience consisted of first-timers (Russo and
Walker 2006). Fantasy sports participation has
become such a phenomenon that numerous
websites exist as independent fantasy sports
arbitrators that examine disputes for a fee
(Thompson 2007).
Gender. Though described by Thompson
(2007) as “an outlet for misdirected
testosterone, fueled by ego and trash talk” (p.
A1), growth segments in fantasy sports may not
TABLE 1
Major Fantasy Sports (FS) Providers, April 2006
Source: Fisher 2006c
Fantasy
Football
Provider
Number of Unique
Website Visitors
(millions)
Time Spent on
Website
(Minutes:Seconds)
Major Attraction,
Addition or Renovation
47. AOL Sports 5.44 16:46 FS: critical component that scores well
among
hardcore fans
ESPN.com 14.5 42:03 King of sports Internet landscape relies
heavily
on FS
The Sporting News .669 20:57 promotes paid FS leagues to
engaged, high-
income base of sports fans through heavy
community aspect
Fox Sports 10.47 22:25 Technical malfunctions marred its 2005
fan-
tasy football season
Sports Illustrated 6.49 17:03 Enhanced all FS offerings; made
“Fantasy
Plus” section a larger, permanent component of
magazine; added fantasy football column by
Peter King
Yahoo! Sports 11.35 45:30 Early establishment as FS
powerhouse placed
it far ahead of late-arriving competition
CBS SportsLine 9.23 33:56 Deep base in FS
A Conceptual Framework of Influences . . . . Roy and Goss
Marketing Management Journal, Fall 2007 98
48. be limited to males. Though numerous studies
indicate that several different media (including
fantasy sports) offer opportunities to emphasize
masculine ideals in sport by providing viewing
pleasure for males (Duncan and Brummett
1989); emphasizing empowerment through
sports knowledge (Duncan and Brummett 1989;
Gantz and Wenner 1995; Kennedy 2000); and
reinforcement of masculinity through
hypermasculine sport fanship choice (Messner,
Dunbar and Hunt 2000; Sargent, Zillman and
Weaver 1998; Sullivan 1991), one source
indicated that 25 percent of fantasy football
players in 2004 were women (Weekley 2004).
Another source indicated a major upswing in
female fantasy sports participation related to a
sports property long known to boast a female
fan base of approximately 40 percent: the
National Association of Stock Car Automobile
Racing (NASCAR). According to an April
2007 study released by the Fantasy Sports
Association, 33 percent of the more than 1.2
million people who play NASCAR fantasy
games are females, far higher than the female
participation rates of other fantasy sports games
and much larger than had been assumed (Fisher
2007). According to industry experts, these
findings showed considerable demographic
expansion for the fantasy sports industry, since
female participation in other fantasy sports
hovers in single-digit or low double-digit
percentages (Fisher 2007). Of additional
importance were data indicating that NASCAR
fantasy participants, who spent an average of
4.49 hours per week playing and researching
49. the sport online, were almost as engaged time-
wise as fantasy football players (5.05 hours per
week) and fantasy baseball players (4.97 hours
per week) (Fisher 2007).
Marketing
With the increased growth in fantasy sports
participation, marketing dynamics surrounding
the industry have heightened organizational
restructuring and reformulation of marketing
initiatives related to it. Advertisers may
currently fear a close association with user-
generated content because of the lessened
guarantees of quality controls and variable
standards of practice (Fisher 2006e). Another
way in which the fantasy sports boom has
permanently impacted marketing tied to event
consumption patterns in sport lies within the
subsequent diminished fan focus on the success
of teams and the increased notoriety of
individual performances (Birch 2004). This
heightened focus on individual performances
has spurred interest in even the most mundane
games, thereby increasing the value of
sponsorships because of the decreased
likelihood of waning fan interest.
However, perhaps the largest seismic shift in
the fantasy sports marketing landscape has
occurred offline with the advent of numerous
fantasy season preview magazines, advertising
across all forms of media, and numerous
promotional offers to join leagues (Fisher
2006b). Such increased emphasis on fantasy
50. team draft parties, introduction of new, simpler
games, and sharp rises in TV programming
devoted to fantasy football (Fisher 2006a;
Fisher 2006b; Welch 2007) has led to expanded
marketing initiatives due to increased
competition among fantasy sports game
providers.
Despite the apparent soundness of these
opinions, a more complete view of fantasy
sports consumption is warranted given
explosive growth in participation with little
inquiry about forces that influence individuals
to become fantasy sports players.
A CONCEPTUAL FRAMEWORK
OF FANTASY SPORTS CONSUMPTION
A person’s decision to play fantasy sports
games is influenced by several variables. As is
the case with any purchase decision,
consumption of fantasy sports can be driven by
a combination of internal and external
influences. A review of relevant literature leads
to the conceptual framework illustrated in
Figure 1, which depicts that fantasy sports
consumption is impacted by the interplay of
psychological characteristics internal to
consumers as well as social interactions and
A Conceptual Framework of Influences . . . . Roy and Goss
51. 99 Marketing Management Journal, Fall 2007
marketer-controlled influences that are external
to consumers but can affect consumption
decisions. These three factors are discussed in
the following sections.
Psychological Influences
One set of influences on fantasy sports
consumption resides within individual
consumers. These variables, labeled
psychological influences, are individual
characteristics of consumers that could affect
one’s decision to participate in fantasy sports.
Psychological influences identified as having a
potential impact on the fantasy sports
consumption decision are: the ability to exert
control; the desire to escape from reality; and
the feelings of achievement experienced after
success in competitive play.
Control. A strong psychological influence on
fantasy sports consumption is the feeling of
control created through participation in fantasy
sports games. Owning a team in a fantasy
sports league allows a person to participate
vicariously in professional sports (Bernhard and
Eade 2005). Such decisions as drafting players
for a team, acquiring players from other fantasy
teams via trades, and claiming players from free
agent pools provide fantasy team owners
opportunities to experience a measure of the
careers of certain sport management
professionals (Birch 2004; Davis and Duncan
2000). Development and application of sports
52. knowledge is highly correlated with the control
experienced by fantasy team owners. The more
knowledge one has about players’ statistics,
injuries, or other variables that can impact
individual players’ performances that are on
FIGURE 1.
Influences on Fantasy Sports Consumption
Social
Influences
• Community
• Socialization
Psychological
Influences
• Escape
• Control
• Achievement
Marketer-Controlled
Influences
• Product
• Price
• Promotion
53. Fantasy
Sports
Consumption
A Conceptual Framework of Influences . . . . Roy and Goss
Marketing Management Journal, Fall 2007 100
his/her fantasy team roster, the stronger the
feelings of control and confidence in decision-
making become for fantasy team owners. For
example, fantasy football players with more in-
depth knowledge about National Football
League (NFL) players and events that could
affect players’ performances may experience a
stronger sense of exerting control and have
greater confidence in selecting players in their
league’s draft and selecting their weekly line-
ups than fantasy players with less knowledge.
Fantasy game marketers recognize consumers’
desires to experience feelings of control as team
owners. Advertising campaigns for fantasy
sports games have utilized messages of
individuals exerting control as appeals to
participate (Shipman 2001). Similarly,
marketers of support products for fantasy game
players often appeal to the desire for control in
their marketing efforts. For example, the
54. website of one fantasy baseball information
provider promotes its 2007 draft products with
such copy as “Start preparing to dominate your
fantasy baseball league” and “Get a huge leg-up
on the rest of your league and sign up today
with Big Dawg Baseball” (Big Dawg Baseball
2007).
Escape. Sports offer people an opportunity to
forget their worries and briefly escape into
another world (Wann, Melnick, Russell and
Pease 2001). Escape is central to the notion of
consumption as a form of play (Holt 1995).
The escape motive cuts across all demographic
groups and is not limited to particular age
groups, income levels, or occupation categories.
Regarding fantasy sports, consumers who feel
the need to get away from daily routines or
relieve stress regardless of their demographic
characteristics can find refuge in the simulated
world of professional sports executives. The
get-away-from-it-all ability provides fantasy
sports players with an outlet to release tensions
and engage in play with others while immersing
themselves in a particular sport. Escape
attained via fantasy sports participation is
congruent with the motives of hedonic
consumption, which is driven by consumers’
need to engage in experiences filled with fun
and pleasure (Holbrook and Hirschman 1982).
Based on their premises of allowing one to use
fantastic imagery to assume the role of a sports
team owner, fantasy sports games are ideal
vehicles for enabling consumers to fulfill their
55. desire to escape. Fantasy team owners become
involved in professional sports in the only way
most of them could ever possibly experience:
assuming a role as a sports team executive in a
simulated league in which performance is based
on statistics of actual professional players.
Research into feelings experienced in fantasy
game play, and online gaming points to the
importance of escape among consumers of
these games. Escape from the everyday world
is an important part of consumption experiences
for many fantasy game players, as are
preparation rituals conducted before engaging
in game play such as devising game strategies
(Martin 2004). Another way fantasy sports
provide escape is by offering consumers a
means to expend energy and recharge energy
(Kim, Park, Kim, Moon and Chun 2002). In
addition to providing a getaway outlet, players
benefit from fantasy sports games by
strengthening analytical skills and problem-
solving abilities (Bernhard and Eade 2005).
Thus, the escapes that consumers experience
when engaged in fantasy sports may be more
than mere diversions from reality; they may
become means of sharpening intellectual skills
that can benefit them upon return to reality.
Achievement. Another internal motive that
influences fantasy sports consumption is
achievement. Achievement motivation is “the
striving to increase, or keep as high as possible,
one’s own capability in all activities in which a
standard of excellence is thought to apply and
where the execution of such activities can,
56. therefore, either succeed or fail” (Heckhausen
1967, p. 4). The need for achievement can be
met through the competitive nature of fantasy
sports in which the goal is to outperform other
fantasy teams in certain statistical categories.
While casual consumers of fantasy sports are
unlikely to be drawn to fantasy games because
A Conceptual Framework of Influences . . . . Roy and Goss
101 Marketing Management Journal, Fall 2007
of competition, most highly involved fantasy
game players are thought to engage in fantasy
sports because of their desires to engage in
competitive activity. This need to achieve
success and outperform other league players
motivates players to invest time and money in
acquiring and analyzing information that could
improve their fantasy teams’ performances.
Fantasy sports meet consumers’ need for
competition through frequent competitive
experiences such as weekly match-ups against
other team owners in a fantasy football league
(Davis and Duncan 2006). Fantasy game
marketers recognize that some consumers can
be motivated to play fantasy sports due to
opportunities to compete and achieve success
through victories over other fantasy teams and
even winning league championships.
Advertising strategies for some fantasy sports
games have been based on the suggestion that
successful players (i.e., fantasy league
57. champions) can enjoy public recognition of
their sports knowledge (Shipman 2001).
Another factor widely supposed to drive the
growth of fantasy sports participation is the
possibility of extrinsic rewards, which may
involve provider- or sponsor-offered cash or
other prizes for winners, not to mention
wagering among participants (Birch 2004;
Thompson 2007).
Social Influences
Fantasy sports can be viewed as a form of
consumption that is based on playful interaction
with other people. Holt (1995) described
“consumption as play” as a type of
consumption practice in which a desire exists to
interact with fellow consumers. Two forms of
playing identified by Holt are communing and
socializing, which are apparent influences on
consumers’ decisions to participate in fantasy
sports as discussed below.
Community. Fantasy sports games provide a
forum for people with shared interests to
interact with one another. Fantasy game
players who play in public leagues are joining a
group of people with whom they have had no
prior interactions. In a public league, the group
of team owners brought together to compete
have only one known shared interest when the
league is formed: a supposed interest in the
sport upon which the fantasy game is based.
Fantasy game tools such as live online drafts,
message boards, and e-mails between team
58. owners facilitate community building among
fantasy consumers. Davis and Duncan (2006)
posit that fantasy sports provide a venue for
male bonding, a particular form of community
building, and point to the male majority of
fantasy sports consumers, creating “men’s
clubs” that are platforms for reaffirming
masculinity.
Participation in fantasy sports not only provides
a means of communing with other players in
one’s league, but it enables communing through
shaping one’s identity. Just as people may
define themselves in part through identification
with a sports team or athlete (Wann et al.
2001), fantasy sports participation fosters
identity development through identification
with fantasy sports play in general (e.g., the
ability to identify one’s self as a fantasy
football player). Also, sport identification can
be enhanced through fantasy sports
consumption. For example, fantasy baseball
consumers may develop a stronger
identification with Major League Baseball
(MLB) as a result of closely monitoring game
scores, league standings, players’ statistics, and
other information used to make decisions in
fantasy game play. Identification with fantasy
sports in general or a particular sport through
fantasy games can become an element in one’s
identity and aid in gaining acceptance among
communities with similar interests.
Socialization. A strong influence on the
decision to consume fantasy sports is the
opportunity to socialize with family, friends,
59. co-workers, or other people within previously
established social networks. Fantasy sports
participants can create private leagues, which
allow those players to control the league’s other
participants. Whereas public league players are
brought together through shared interest in the
sport, private leagues are formed by dual
A Conceptual Framework of Influences . . . . Roy and Goss
Marketing Management Journal, Fall 2007 102
influences of prior social interaction and sport
interest, and social connections can even
outweigh sport interest in some private leagues.
For example, participation in a private fantasy
football league created for a group of former
college classmates may be motivated more by
social affiliation (i.e., connecting with old
friends) than members’ interest in football.
Researchers investigating consumer behavior of
sport and gaming have identified socialization
as a prime motive for consumption. Desire for
group affiliation and spending time with family
are key reasons why people consume sport
(Wann et al. 2001). The rapid evolution of
fantasy sports as a mass-market product has
enabled more consumers to meet these needs
through sport. A negative stereotype of fantasy
sports players that emerged in its early years
was one of a group of dedicated players who
were viewed as “an enthusiastic but socially
disconnected cult” (Bernhard and Eade 2005, p.
60. 32). This stigma has been removed largely
through easy access to games via the Internet,
making fantasy games a more common,
attractive vehicle for social interaction.
Marketer-Controlled Influences
In addition to psychological and social factors
that influence consumers’ choices to consume
fantasy sports, marketers of fantasy games can
impact consumer behavior through their
selection of marketing mix elements. Potential
for influencing consumers via the marketing
mix is greatest through product, price, and
promotion decisions.
Product. The product element of fantasy sports
games includes game branding, game formats,
and design of the user experience. Branding of
fantasy games can impact perceived value of a
particular game. The branding strategy used by
a game marketer can affect consumers’
perceptions about the quality and credibility of
a game. For example, the primary fantasy
game offered by the NFL on its website during
the 2006 season was “NFL Fantasy 2006” with
a shadow endorsement “Powered by CBS
SportsLine.com.” This strategy allows the NFL
to leverage the equity its brand possesses.
Football fans who have never played fantasy
football previously may consider fantasy
consumption through their knowledge of the
NFL brand. Conversely, the NFL is able to
promote its association with CBS SportsLine,
which is recognized by regular fantasy players
61. as a well established, leading fantasy games
provider. Similarly, Major League Baseball’s
fantasy games are co-branded with The
Sporting News, a media outlet historically
recognized for its coverage of baseball. These
co-branded game offerings can enhance the
perceived value of the games among baseball-
savvy consumers.
Offering multiple types of fantasy game
formats for a given sport can enhance the
product offering of fantasy games. Consumers
can choose from a variety of fantasy game
formats to find games that match their
preferences. In the case of fantasy baseball
games offered by Major League Baseball/The
Sporting News, players can choose to play
games using the classic roto-scoring system in
which fantasy teams earn points based on their
league rank in statistical categories or a head-
to-head scoring system in which pairs of teams
compete in terms of their players’ statistical
performances. Another game format offered by
MLB is a salary cap game in which team
owners select a team with players who have
variable salary values; owners must draft
rosters whose total salaries do not exceed the
salary cap. This format is noteworthy because
MLB does not have a salary cap in reality.
Many baseball fans believe a salary cap is
needed to promote payroll equity among teams,
and engaging in a fantasy baseball game with a
salary cap format allows them to experience
that concept. Other variations of fantasy
baseball games are available, too, generating
many options for finding appealing game
62. formats.
A third element of the fantasy game product
that can influence consumption of fantasy
sports is the design of the user experience,
which was essentially a non-issue in the early
days of fantasy sports, since game play
A Conceptual Framework of Influences . . . . Roy and Goss
103 Marketing Management Journal, Fall 2007
occurred via face-to-face interactions among
players. The advent of online fantasy sports
games predicates the importance of the user
experience design, which becomes the epicenter
of fantasy sports play. Just as sportscapes
(physical environment in which sport is
contested) influence consumers’ patronage of
spectator sports (Wakefield and Blodgett 1994,
1995; Wakefield, Blodgett and Sloan 1996), the
environment in which fantasy sports players
interact with competitors and make game
decisions can influence consumption decisions
and re-patronage intentions.
Since the development of a fantasy game’s
physical environment can be influential in
creating a positive user experience, game
marketers therefore employ a variety of tools to
enhance user experiences. Many fantasy game
offerings enable team owners to select a team
logo and/or color scheme that is represented
graphically on a football helmet or baseball
63. jersey, creating tangibility for an owner’s
fantasy team. Another element that enhances
the product offering is the group message board
that allows team owners within an individual
league to interact with one another by posting
messages about player trades, strategy or rules
questions, and even engaging in various forms
of banter with opponents. In addition to a
message board for players within a single
fantasy league, many fantasy game providers
offer a general message board that players from
all leagues can use to ask other players for
advice and opinions on player drafts, trade
proposals, or other strategy decisions. Message
boards not only serve as a means of information
exchange, but they provide a channel for
facilitation of meeting players’ communing and
socializing needs, too.
Another way that the user experience design
can influence fantasy sports consumption is the
availability of statistics. Fantasy team owners
with high involvement are particularly
interested in accessing player statistics to make
better decisions about roster changes and to
monitor performance of their team and others in
their league. Fantasy game marketers
recognize that differing needs exist among
fantasy game players regarding player statistics.
For example, Yahoo!’s fantasy football game
offering has basic NFL player statistics and is
available for free, but it also offers other
features for high involvement fantasy team
owners such as in-depth NFL player and team
reports and analysis that can be purchase for a
64. one-time fee of $19.99.
Price. Opportunities for consumers to engage
in fantasy sports consumption has been
impacted greatly by pricing tactics employed by
fantasy game marketers. Widespread adoption
of fantasy sports play has occurred largely
through free fantasy games offered by
mainstream media companies such as ESPN
and Yahoo! as well as free games offered on
professional sports leagues’ websites. MLB,
NFL, National Basketball Association (NBA),
National Hockey League (NHL), and NASCAR
all offer free fantasy games on their league
websites. These free games allow consumers to
engage in fantasy sports consumption without
incurring financial risk. Free game offerings
are important for attracting new fantasy sports
consumers, enabling them to try the product at
no cost.
In addition to free games that appeal to casual
and price-conscious fantasy sports consumers,
fantasy game marketers typically also offer
fantasy games for which consumers must pay to
participate. Consumers who participate in these
pay fantasy leagues often have higher
involvement and are more experienced fantasy
sports players. Many pay fantasy leagues offer
cash or other prizes for league winners, with
team owners subsidizing the rewards through
their payments to play in the league. Pricing of
pay fantasy sports products is often structured
to encourage more involvement and
consumption. For example, ESPN’s pricing for
its pay fantasy football product in 2006 was
65. $29.95 for one team, $49.95 for three teams,
and $69.95 for five teams (ESPN.com 2006).
The pricing structure of fantasy sports games
enables marketers to appeal to various market
segments in terms of product usage rate, with
free games for light-to-moderate users and pay
games for heavy users.
A Conceptual Framework of Influences . . . . Roy and Goss
Marketing Management Journal, Fall 2007 104
Promotion. Consumption of fantasy sports can
be influenced through promotion programs,
particularly the use of incentives to encourage
or reward game play. In addition to pricing
incentives that were described in the previous
section, fantasy game marketers use sales
promotion methods intended to persuade
consumers to play fantasy sports games. For
example, in 2006, CBS SportsLine.com offered
a $20 discount and a premium item (a free cap)
for consumers to purchase Fantasy Basketball
Commissioner, a fee-based fantasy basketball
league product.
Other promotional tactics involve special
events driven by marketing objectives that
attempt to add to the realism of the fantasy
sports team-owner experience, including
organized draft parties, opening day
promotions, and special celebrity athlete
appearances. The marketing objectives driving
these events include product placements, cross-
66. promotions, and traffic-drivers established
either by fantasy providers in conjunction with
their marketing partners or with brands seeking
to independently buzz market through fantasy
sports (Fisher 2006b; Fisher 2006e).
Rewarding performance is another incentive
used to influence fantasy sports consumption.
The types and value of incentives vary
depending largely on whether the league is a
free league or pay league. Some free leagues
do not offer any rewards for their champions.
Other free leagues and some pay leagues offer
prizes of nominal value such as a t-shirt or
banner denoting the recipient as a fantasy
league champion. While low in financial value,
these rewards can be a source of pride for
recipients. Cash rewards are typically restricted
to pay fantasy games. The amount of cash
awarded and the number of teams per league
receiving cash prizes varies and often is
correlated with the cost required to play in the
pay league. For example, CBS SportsLine.com
offers four different levels of pay fantasy
football leagues, ranging in cost from $14.95 to
$499.99. Prizes awarded to the league
champions for the games range from $200 to
$3,500 (CBS SportsLine 2006). Offering
different levels of risk and reward through
different price and prize amounts allow fantasy
game marketers to segment the fantasy player
market and appeal to a broad group of
consumers.
Another element of fantasy game marketers’
67. promotional mix is the use of interactive
marketing tactics, particularly e-mail
marketing. As consumers sign up to play free
or pay fantasy games, their contact information
typically is fed into a game provider’s database.
This information can be used to influence
customer loyalty to a fantasy game provider by
cross-selling other fantasy sports games. For
example, consumers who sign up to play a free
fantasy baseball game on The Sporting News
web site might receive e-mails containing
information for fantasy games in other sports
(e.g., NFL, NASCAR, or Professional Golfers
Association [PGA]). Such cross-selling tactics
could increase visits to game providers’
websites beyond time periods of initial fantasy
games, thus increasing the value of sites to
advertisers that support free fantasy games.
DISCUSSION
Empowerment of the Sports Fan
Ultimately for marketers, the major implication
of the growth of the fantasy sports industry is
that its evolution is another unambiguous signal
of the emergence of an increasingly empowered
consumer, in this case, the empowered sports
fan. This empowerment of postmodern sports
fan stems greatly from two growing elements of
the sports universe: fantasy sports and sports
talk radio (Fisher 2006c). However, unlike
sports talk radio, the fantasy sports industry
affords its participants unparalleled
opportunities for bonding (Davis and Duncan
68. 2006). Such opportunities have further spurred
empowerment as fantasy sports providers
through their expanded game offerings and
marketing/promotional initiatives have begun to
accommodate the burgeoning fantasy sports
market as its movement tracks from online
elements to offline elements that create
movement from an individualized linear
A Conceptual Framework of Influences . . . . Roy and Goss
105 Marketing Management Journal, Fall 2007
experience to participation in an engaged
community.
Transition From Linear Experience to
Engaged Community
The expansion of the fantasy sports universe is
likely due to a demonstrated existence of
fantasy sports participation as a pleasurable
social experience (Davis and Duncan 2006).
As users increasingly desire connections to true
online communities with social networking for
quality levels of engagement, fantasy sports
providers must ensure that associative
opportunities become critical components of
the entire user experience (Fisher 2006c).
Those providers who are able to offer users
such community-based connectivity through
enhanced participative experiences will
generate greater percentages of Internet page
views, wireless data consumption, etc.,
69. providing more viable, safe platforms for
marketers and their initiatives. (Oliver 2005;
Fisher 2006b)
Dynamics of Transition
Russo and Walker (2006) identify two chief
dynamics that will benchmark successful
transition of the fantasy sports industry from
the linear experience model to the engaged
community model.
First, movement will occur away from
subscription models to ad-supported models
that position fantasy sports games as
multidimensional marketing vehicles. Strong
engagement metrics (page views, visits, and
time spent on the site) and large numbers of
new players in 2005 suggest strong future
growth for ad-supported models and more
limited niches for subscription-based
products/services (Russo and Walker 2006).
Approximately 63% of fantasy football users
recalled seeing an ad from one of five major
fantasy advertisers, and those who recalled
fantasy advertising had a better impression (15-
20 percent) than users with no recall/association
(Russo and Walker 2006).
Second, further development and evolution of a
wide range of offline fantasy sports products
and services to complement online games must
be generated. The increased marketing
potential inherent in such offline activity
surrounding fantasy sports must be embraced
70. with greater creativity by marketers. According
to Russo and Walker (2006), sponsors are
presently included in online game headers and
banners, but site providers rarely create custom
interactive features that incorporated the
sponsors, nor do most sponsors effectively
leverage fantasy football in offline marketing.
Klasseen (2006) postulates that game providers
have historically had so little trouble selling
fantasy sports advertising packages until little
incentive existed to move past basic banner ads
and sponsor buttons. However, Klasseen
(2006) notes movement toward the design of
more creative marketing packages in 2006 to
drive sponsor initiatives.
Keys to Unlocking Potential of Engaged
Fantasy Sports Communities
Given the estimated number of players and
monetary volume of the industry, the stability
and viability of fantasy sports as a marketing
platform is no longer questionable.
Tremendous potential to leverage fantasy
football as a marketing property apparently
exists, but marketers and fantasy game
providers must work together to develop more
creative, high-impact programs, promotions,
and executions in both online and offline
elements. This development must be tempered
by the realization that such engaged fantasy
sports communities exist at the intersection of
television viewing and fantasy play (Russo and
Walker 2006). The pending transformation
must involve brand marketers embracing
fantasy sports, as well as fantasy providers
71. developing new products and services that
extend fantasy sports beyond merely online
games (Russo and Walker 2006). According to
Clay Walker, chairman of the Fantasy Sports
Association and senior vice president of Players
Inc. (the commercial arm of the NFL Players
Association), advertisers have not yet
determined how to maximize their investments
A Conceptual Framework of Influences . . . . Roy and Goss
Marketing Management Journal, Fall 2007 106
in fantasy sports, and such maximization will
not occur until leagues and/or providers have
“significantly better, richer data to bring to
market” (Fisher 2006d, p. 6). As with all
social-network advertising, marketers take care
not to disrupt consumers’ experiences
(Klaassen 2006).
Fueled by the discovery of fantasy NASCAR
racing’s considerable female base, the
apparently increasing numbers of women make
fantasy sports a fertile ground for marketing
investment. Marketers should explore
initiatives that encourage women who do not
currently participate to sample fantasy sports
participation and to drive those who already
participate to more involved levels of the
engaged community by designing marketing
camp ai gns th a t o f fe r i ncen t iv es ,
encouragement, and acceptance.
72. Creation and dissemination of meaningful
statistical information will be important to
attract fantasy participants who crave and
attempt to utilize even the smallest fragment of
statistical data to their advantages, much as
general managers and coaches do in actual
sport franchises. According to Dick Glover,
NASCAR’s vice president of broadcasting and
new media, growth of NASCAR’s overall and
female fantasy participation rates can be
directly attributed to NASCAR’s specific
conjunctive efforts with Stats Inc. to
create/disseminate more statistical data and
concrete performance data (Fisher 2007).
Another important implication, particularly for
fantasy sports providers, is the emergence and
growth of games/contests that apply fantasy
sports game principles to Hollywood awards,
reality television shows, cover appearances on
national lifestyle magazines, and other
entertainment elements (Fisher 2007). Internet
portals may find these to be particularly salient
streams of new revenue if developed well.
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