As managers acquire experience some of what they had utilized with regards to their managerial styles change (Bauer and Erdogan, 2015).  For this week, after reading the article on what makes a great manager by Buckingham as cited in HBR (2011) as well as viewing the video that is located under Media and adding other professional resources that you have read, discuss your personal experiences with either how you have seen a manager alter his/her style as time went by or your own personal experience with it.  The discussion post this week should address two items: 1. Share examples of what you have learned about managing so that the optimum performance, as well as motivation from a team, has been the results.  Take into consideration the article from the last discussion by Walker as cited in HBR (2011) with regards to novice managers and compare the two author's ideas about management styles.  You may also refer to the other readings and video selections provided in the course if that is a better fit for your work and helps you to build out your research paper.      2.  Additionally, please research for the upcoming research papers and share two  sources in your discussion thread that speaks to your topic area.   You may use a selection from our coursework or a new source.  Please share a comment about how your topic area is relevant to managing and leading others or your approach to the research paper, and why this is an important topic to you.    Reference Bauer, T. & Erdogan, B. (2015). Organizational behavior V2.0.  Washington, DC:  Flat World. Harvard Business Review. (2011).  HBR's 10 must reads:  On managing people.  Boston, MA:  Harvard Business Review Press. Audi and the Audi Cup case In the ‘Audi and the Audi Cup’ case, select one of the key stakeholders and develop a new brand concept which leverages a sponsorship asset which has not featured prominently in recent activations. When developing this concept, explain: i. Why have you chosen this sponsorship asset? ii. How will this asset compliment or help achieve key objectives for Audi? iii. How can you make this activation scalable (i.e. Increase in size, reach) without significantly increasing the budget? iv. What KPI’s could be used in order to measure the success of this activation? v. Name two Critical Success Factors that will influence the outcome or success of this activation for the stakeholder you have chosen. Guidance to answering Activity When developing concepts for sponsorship activation for a brand (sponsor) there is a tendency to start with an ‘idea’. Perhaps you will have an idea which is creative and different to other activation ideas that have not been used by this particular brand or partner (i.e. football club or cycling team). This does not always lead to the best fit ot address the marketing or business objectives of the sponsor. When assessing the suitability and strength of concepts for sponsors, there are a number of .

1. As managers acquire experience some of what they had utilized
with regards to their managerial styles change (Bauer and
Erdogan, 2015). For this week, after reading the article on what
makes a great manager by Buckingham as cited in HBR (2011)
as well as viewing the video that is located under Media and
adding other professional resources that you have read, discuss
your personal experiences with either how you have seen a
manager alter his/her style as time went by or your own
personal experience with it.
The discussion post this week should address two items:
1. Share examples of what you have learned about managing so
that the optimum performance, as well as motivation from a
team, has been the results. Take into consideration the article
from the last discussion by Walker as cited in HBR (2011) with
regards to novice managers and compare the two author's ideas
about management styles. You may also refer to the other
readings and video selections provided in the course if that is a
better fit for your work and helps you to build out your research
paper.
2. Additionally, please research for the upcoming research
papers and share two sources in your discussion thread that
speaks to your topic area. You may use a selection from our
coursework or a new source. Please share a comment about how
your topic area is relevant to managing and leading others or
your approach to the research paper, and why this is an
important topic to you.
Reference
Bauer, T. & Erdogan, B. (2015). Organizational behavior V2.0.
Washington, DC: Flat World.
Harvard Business Review. (2011). HBR's 10 must reads: On
managing people. Boston, MA: Harvard Business Review
Press.

2. Audi and the Audi Cup case
In the ‘Audi and the Audi Cup’ case, select one of the key
stakeholders and develop a new brand concept which leverages
a sponsorship asset which has not featured prominently in
recent activations.
When developing this concept, explain:
i. Why have you chosen this sponsorship asset?
ii. How will this asset compliment or help achieve key
objectives for Audi?
iii. How can you make this activation scalable (i.e. Increase in
size, reach) without significantly increasing the budget?
iv. What KPI’s could be used in order to measure the success of
this activation?
v. Name two Critical Success Factors that will influence the
outcome or success of this activation for the stakeholder you
have chosen.

3. Guidance to answering Activity
When developing concepts for sponsorship activation for a
brand (sponsor) there is a tendency to start with an ‘idea’.
Perhaps you will have an idea which is creative and different to
other activation ideas that have not been used by this particular
brand or partner (i.e. football club or cycling team). This does
not always lead to the best fit ot address the marketing or
business objectives of the sponsor.
When assessing the suitability and strength of concepts for
sponsors, there are a number of important steps to consider:
1 Key Insights
Can you identify a specific challenge or issue faced by the
sponsor which could be addressed by this activation concept?
For example, the 18 to 24-year age group might not consider
Audi to be a brand for them because it is too premium or elitist.
We all know that Audi does make luxury and expensive cars but
they also have smaller and lower priced cars that might be

4. suitable for the younger market who have a smaller budget to
spend.
Once you have a specific insight about a challenge or issue
(hopefully confirmed by desk research) then you can start to
think about the type of concept you will develop.
Attitudes of consumers or football fans in the 18 to 24 age
group are very different to those in the older age groups and
therefore you need to consider their interests and tastes.
Research, data and customer segmentation can also assist in
profiling age groups to establish their interests and what
differentiates them from other groups. Audi makes cars which
tend to be quite powerful and can drive very fast. Whilst this
might appeal to some consumers, the 18 to 24 age group might
be more conscious about safety and the carbon footprint. If this
is the case, developing an activation concept around ‘speed and
performance’ may not resonate with this age group.
2 Use models or theories to support your strategic thinking
The sport business in general and sponsorship sector does not
have a lot of scientific formula or theories when it comes to
developing a concept, unlike some other industries which have
more regulations.
However, it is possible to use the principles of marketing to
guide your strategic thinking. If you simply develop a concept
or idea without using any models or principles, it is unlikely
you will explore new territory. Everyone is familiar with the’4
P’s’ marketing model which some people may consider to be
outdated. When applied in modern fashion, the ‘4 P’s’ are still
relevant to marketing, sponsoring and activation. The same can
be said of Kapferer’s Prism for brand identity.
When we talk about ‘brand activation’ there are three different
phases:
- Actions: appealing to the 5 senses, personal contacts and
experiences, and multi-channel storytelling that general
involves the products and services

5. - Actor: being perceived as more than a supplier but as a key
actor in the field, promoting or introducing new innovations
- Activism: stimulate category debates, innovate culturally and
change the dynamics of the market place or consumers attitudes
All three of the above could also apply to a sponsor’s activation
concept.
If we go back to the example of the 18 to 24-year age group,
does the sponsor simply want to appeal to the senses of the
consumer or football fans? Or would they like to engage with
this group on a higher level and allow them to play a role in
sharing their views and experiences about the role of cars in
today’s society?
In the Marketing Funnel, awareness and consideration are only
the first steps engaging with a potential customer. To achieve
preference, purchase and loyalty a brand must be a lot more
open and willing to allow the consumer to experiment, speak
their mind and make their own choices.
So, what models or marketing principle can you apply to
develop the framework of your activation concept that not only
helps to showcase the sponsor’s brand but also create a deeper
meaning or relationship with the fans or supporters of the
football club?
3 Originality, creativity and sustainability
When developing a concept or campaign for a sponsor
activation, most people tend to make the most obvious
connections. For example, the sponsor is a premium car brand
so speed or luxury are selected as factors that define the
concept.
If you take a closer look at the organisation, the mission
statement and corporate values you might get a slightly
different picture of who they are and what they stand for. Of
course, they would like to sell their products (cars or bicycle
tires) but there many competitors in the market place. Creativity
alone will not achieve the impact or market penetration. It has
to be a combination or original thinking which reflects the DNA

6. of the sponsor with a blend of creativity.
Also important is sustainability. Too many brands ‘pop up’ once
in a while and expect to engage in a dialogue with consumers or
fans after being quiet for several months. This is one of the
advantages of sponsoring, the sponsor can enter a dialogue with
fans all year round. When you know a sponsor and football club
or cycling team will be partners for four years, it is important to
think about how to sustain an ongoing relationship. When a
sponsor just appears once a year or season for a few weeks, you
need to invest a lot of resources to re-engage with the fanbase.
Sponsorship Works 2018 8
PROJECT DETAILS
Sponsorship title:
Audi Cup
Duration of sponsorship:
2009-present
Case study entered by:
Audi AG
Sponsor’s industry sector:
Automotive
Rights-holder:
Audi AG (Ownership Platform)
Agency:
brands and emotions GmbH

7. – Lead Agency, Audi Cup
Other organisations involved in the
planning, activation or evaluation:
FC Bayern Munich;
Several service providers (including event
agency, TV commercialisation,
TV production, etc.).
Campaign summary
Launched in 2009, the year of Audi’s 100th anniversary,
the Audi Cup is a pre-seasonal worldwide football
tournament. Leading teams including FC Barcelona,
Real Madrid and Manchester United meet in Munich
for the biennial Audi Cup during the summer break in
football.
The event is an owned and mainly refinanced
platform by Audi with a strong international media
presence, achieving around 2.5 billion consumer
contacts across television and online media at each
tournament in around 200 countries. With cutting-edge
technologies as an integral part of its staging and
coverage, the event provides a global opportunity to
highlight Audi’s “Vorsprung durch Technik” values.
Planning
Business needs
The Audi Cup provides an ideal platform to present
a strong, resonating connection between top-level
international football and the brand’s “Vorsprung
durch Technik” positioning. Audi has been involved in
international football for over 14 years and the launch
of the Audi Cup in 2009 established a new benchmark

8. in proprietary sports marketing, creating a whole new
way for Audi to implement its own rights in a highly
controlled and targeted manner.
Taking a “high-tech” approach to the world of
football broadcasting and marketing, the Audi Cup
meets the clear business need for Audi to demonstrate
Audi and the Audi Cup
A u d i a n d t h e A u d i C u p
Sponsorship Works 2018 9
A u d i a n d t h e A u d i C u p
and underpin its core brand proposition as a highly
innovative, technologically advanced automotive
company.
The development and implementation of tools
including the first ever implementation of digital overlay
of led boards in live broadcasting and the first ever live
holographic press conference in sport, a dedicated
chatbot and Alexa Skill and the Audi Player Index, not
only underline Audi’s status as a “high-tech” brand but
genuinely enhance enjoyment of the tournament for
fans, building a truly relevant connection.
Sponsorship selection
Audi’s long association with football, with its focus on
high-profile, global clubs, saw the brand develop from
a classic sponsor to an owner and organiser of various
leading platforms in its own right – the Audi Cup, Audi

9. Summer Tour and Audi Football Summit. With these
properties and its year-round association with the
game, Audi set itself the goal of elevating its successful
sponsorships into full ownership; Audi shifted from a
host or a marque associated with the game to become
a progressive game-changer within the very business
of sport.
Football is the most popular sport in the world in
terms of fans and provides Audi with access to a
global audience with a broad demographic profile. It is
also a forward-thinking, innovative sport, welcoming
the technological advancements that Audi provides.
Audi has introduced its “Vorsprung durch Technik”
philosophy into the world of football in ways that are
both functional and exciting for fans.
Objectives
Audi selected football and created the Audi Cup with a
view to fulfilling a range of objectives:
• To become highly visible in the world of sport
• To create a powerful platform for brand
communications
• To establish an ongoing association in which Audi
could underscore its positioning as a high-tech
innovator
• To create an experience platform for clients and
top clients of Audi markets and dealers
• To manage the Audi Cup in such a way that would
meet the varying individual needs of all its different

10. stakeholders.
The central communication concept of the Audi Cup
2017 was the “Year of Audi Intelligence”. Audi sought to
introduce true innovations to the tournament, appealing
to sports enthusiasts and fans of the participating
clubs as well as Audi’s broader, international target
markets. In order to consolidate its position as an
innovative player in sports, Audi would reach out to
important decision-makers in the sports marketing
business with its “high-tech in football” innovations.
Activation
External communications:
• Media planning
• Traditional media
• Launch press conference
• Media partnerships
• Brand and product pommunication
• Branded content
• Online and social media
• “Money can’t buy” assets
• Event marketing and promotions
• Internal communications
• Employees
• Retailers
• High-tech innovations
• Holographic launch press conference (for the 2017
Audi Cup)
• Audi player index
• Digital overlay (first implemented in a live
broadcasting at Audi Cup 2015)
• Audi football chatbot and Alexa Skill
• Location-based social listening via Hyp3r.

11. The following parties are involved in the processes
of external and internal communication:
• Audi AG/Sports Marketing and Sports
Communication
• Lead agency (brands and emotions GmbH)
• Participating clubs
• Media partners
• Graphic design artists and film service providers
• Technology services.
Sponsorship Works 2018 10
A u d i a n d t h e A u d i C u p
Exploitation & activation
A communication strategy Is developed for each
tournament to define goals and establish positioning
and messages. Differentiating the Audi Cup from
other football events, the strategy defines the Unique
Selling Points (USPs) for each target market. It also
establishes how Audi’s technological innovations can
be integrated. Communication tools and channels as
well as the required assets are selected.
Media planning
As part of the communication strategy, media planning
defines when and via which channels each communication
takes place. These include:
• Audi channels
• Traditional media
• Online & social media

12. • Football club channels.
Targeted use of the selected channels at the most
appropriate time for the intended audience is key.
For example, football club channels are particularly
suited to the weeks prior to the start of the tournament
to address fans directly while Audi’s social media
channels can start communicating from the launch
press conference.
Traditional media
Print advertising, posters and banners are used to
raise awareness of the Audi Cup. They primarily serve
national and local audiences. Clear, concise messaging
is used. Additional media options include the moving
“Stadium Vision” monitors.
Launch press conference
The launch press conference (and associated
press release) mark the very beginning of the
communications campaign. The participating teams
are announced and a photo opportunity is provided.
Media partnerships
Audi works with a range of print and radio outlets. Audi
offers tickets and VIP packages while the Partners
provide opportunities for advertising, content and
competitions.
Brand and product communications
These are especially relevant on event days. In addition
to shuttles and theme cars, a range of vehicles are
exhibited around the stadium. The banners around the
pitch and the LED boards are also utilised for brand
messaging.

13. Sponsorship Works 2018 11
A u d i a n d t h e A u d i C u p
Branded content
Audi produces Branded Content in the form of video
and radio spots that are supplied to media. Using
arresting imagery and the familiar faces and voices
of players, the content can establish and develop
emotional connections to the brand.
Online/social media
Online and social media provide the best opportunity
for reaching and interacting with high numbers of fans
and consumers all across the world. A range of content
is pre-prepared and distributed, supported by the
social media channels of participating clubs and media
partners as well as those of the fans themselves.
“Money can’t buy” assets
These provide emotionally charged moments which
remain in the memory and inspire a strong bond with
the Audi brand. They are offered as competition prizes
or as part of VIP packages. For example:
• Mascot kids
• Seats near the players’ bench
• Sideline experiences at teams’ warm-up sessions.
Event marketing and promotions
Fans, especially of FC Bayern Munich, should buy
tickets for the Audi Cup. So Audi implements several
event marketing and promotion activities to push ticket
sales, e.g. at important Champions League and/or
league and cup matches. Therefor the Audi Cup motto

14. cars were used.
Internal communication
The Audi Cup provides the perfect opportunity to
incentivise and motivate employees as well as markets
and retailers.
Employee communication
Employees can purchase tickets at the company
headquarters in Ingolstadt. A dedicated internal
communications platform is used alongside several
giant posters and banners. Competitions and raffles
are staged with the chance for a child to win a mascot
opportunity.
Retailer communication
Dealers and retail partners can access information
about the Audi Cup via their dealer portals. Tickets
can also be purchased in advance. Communication
materials are also made available and promotions in
connection with a local media partner are encouraged.
Market communication
International markets, importers and agencies are
managed and kept informed by the Audi marketing
department in Germany. In the run-up to the
tournament, a campaign information pack is created,
providing a comprehensive overview of communication
plans and opportunities plus materials such as official
logos, graphics and style guides.
Internal newsletters
Internal newsletters with all the latest Audi Cup
content and key facts are sent out to the international
marketing agencies at regular intervals. Audi football

15. markets (importers who have their own sponsorships)
and supporting agencies are invited to a workshop
and behind-the-scenes tour in the Allianz Arena where
representatives are given an in-depth introduction to
the Audi Cup and their various activation opportunities.
‘High-tech’ innovations
Throughout the campaign, Audi develops and deploys
a range of technological innovations, highlighting its
position as a technologically advanced brand.
Holographic launch press conference (for the 2017
Audi Cup)
On May 12 2017, the coaches of the participating
teams – Jürgen Klopp (Liverpool FC) and Diego
Simeone (Atlético de Madrid) – were “holoportated”
to Munich to join FC Bayern Munich coach Carlo
Ancelotti and 50 journalists. They appeared as live 3D
‘humagrams,’ interacting in real time with Ancelotti and
the media. This was the first time the new technology
was used for a sports press conference.
Audi player index
This is a live-tracked player statistic tool used
to determine the “Man of the Match” who can
be interviewed by media immediately following
tournament games.
Digital overlay
This technology makes it possible to adapt the display
of LED stadium banners, using differing graphical
Sponsorship Works 2018 12

16. A u d i a n d t h e A u d i C u p
overlays for different countries. Audi implemented
digital overlay on LED boards for the first time in a live
broadcasting at the Audi Cup 2015.
Audi Football Chatbot and Alexa Skill
An update of the Audi Football App from the Audi Cup
2015, the Chatbot operated in 2017 via the Facebook
Messenger App. Providing users with entertainment
and live reports in dialogue form, the technology was
developed to create an Alexa Skill for the Amazon Echo
system.
Location-based social listening via Hyp3r
Hyp3r is a social listening tool which identifies key
influencers present in the stadium and watching during
the tournament, making targeted interaction via social
media more effective. This tool was used for the first
time in Europe at the 2017 Audi Cup.
Evaluation
Overall ROI
The 2017 Audi Cup achieved approximately 2.5
billion contacts across the globe in the event’s
communication period (May-August).
Results Against Objectives
To become highly visible in the world of sport:
• The 2017 Audi Cup enjoyed a worldwide live
television audience of more than 200 million viewer
• The tournament was covered and broadcast in
more than 200 countries worldwide (tv/online)

17. • In 2017, the event generated 292 hours of
television coverage
• Live streaming from the event averaged 1,500 –
2,000 live viewers per stream and reached 1.05
million total views with 19,000 total interactions
• Across the two days, a live audience of 125,000
spectators visited the Allianz Arena.
To create a platform for brand communications:
• In Germany alone, the 2017 Audi Cup achieved a
25-per-cent share of the television audience with
around 13 million people exposed to Audi’s brand
messaging
• Distribution of streamed coverage via Daily Motion
expanded the coverage online to ‘dark markets’
globally
• Across social media, the 2017 tournament
generated an enormous exposure for the Audi
brand with 1.3 billion social media contacts.
To underscore Audi’s positioning as a high-tech
innovator:
• At the 2017 launch press conference, with its
ground-breaking holographic technology, news
was generated not only by the statements of
the coaches and details of the tournament, but
also by the technology that was used. Coverage
in technology media was achieved alongside
traditional sports and business outlets.

18. • The Audi Player Index statistics immediately
identified each “Man of the Match” allowing the
media to interview the players directly afterwards.
• The Hyp3r tool was used for the first time in
Europe, allowing for more targeted and influential
social media messaging.
To meet the needs of stakeholders:
• Last year’s Audi Cup was broadcast live in more
than 130 countries worldwide, creating a high
profile focus for the marketing strategies of local
retailers and dealerships.
• In 2017, the tournament hosted 3,000 VIP guests
from more than 35 Audi markets.
• 50 journalists attended the press conference in
Munich.
Future Development
Brands and emotions and Audi are always seeking for
new activation angles for the Audi Cup. Corresponding
concepts for 2019 are work in progress. Z