While a substantial body of research has emerged examining the affect corporate sponsorship has on consumers, the literature has yet to consider how sponsorship affects business-to-business customers. Grounded in social identity theory, this paper addresses this important gap by proposing and empirically testing a B2B sponsorships effects model. The model is tested utilizing Structural Equation Modeling (SEM) of data collected from 552 active business-to-business customers of an industry supply company. Results suggest B2B customers are attuned to company sponsorship activities and are influenced by these sponsorships. Specifically, corporate sponsorships can influence customer’s loyalty, positive word-of-mouth and purchase decisions by enhancing customer’s level of company identification. Theoretical and managerial implications are discussed.
7 reasons why customer value is your secret weaponStacey Danheiser
58% of deals end up in "no decision" because VALUE wasn't communicated to the customer. If a customer doesn't see value in what you're selling - they won't buy from you! Here are 7 reasons why you need to tune into what your customers value...and how to get started now.
At The End of every B is a C: B2B Customer Engagement with Paul GreenbergDale Roberts
There is no more B2B or C2C, only Human to Human. Customer engagement is the number one priority for every business. All organisations are figuring out how to engage customers and keep them engaged. What do you have to do? Who else does this well? What are the benefits?
The answers to these differentiate companies in busy markets and are the source of sustainable and profitable business. Paul Greenberg, author of CRM at the Speed of Light, known as the bible of CRM, will help you figure that out.
7 reasons why customer value is your secret weaponStacey Danheiser
58% of deals end up in "no decision" because VALUE wasn't communicated to the customer. If a customer doesn't see value in what you're selling - they won't buy from you! Here are 7 reasons why you need to tune into what your customers value...and how to get started now.
At The End of every B is a C: B2B Customer Engagement with Paul GreenbergDale Roberts
There is no more B2B or C2C, only Human to Human. Customer engagement is the number one priority for every business. All organisations are figuring out how to engage customers and keep them engaged. What do you have to do? Who else does this well? What are the benefits?
The answers to these differentiate companies in busy markets and are the source of sustainable and profitable business. Paul Greenberg, author of CRM at the Speed of Light, known as the bible of CRM, will help you figure that out.
The execution and construction of the Research article is to be engaged an in-depth
business description, and to gather evidential data statement analysis on how local
businesses somehow be engaging with their customers in an honest corporate mindset, and
to establish B2C marketing relationships in the local market. As per many business leaders
of different organizations said that, to be globally competitive and to attract loyal consumers,
one should first patronize the local products including the company branding, and second, a
continuous B2C honest engagements within them. Categorically speaking, there are several
perceptions, challenges, and apprehensions for most consumers’ point of views in relation to
their business proprietary engagements and other third party related business
communications. This is when business owners started to imposed several commanding
entity regulations that ensure their local branding will not suffer, and it will still be patronize
by their valuable consumers at present.
Re:Engage: Accelerating Sales Pipeline w/ Marketing's New DynamicsScott Salkin
According to an IDC study, nearly 57% of B2B prospects and customers feel that their sales reps are not prepared for the first meeting. And more than 1/3 of deals are lost due to circumstances within a reps control.
Why?
Originally presented at the Arizona Technology Council CEO Summit in August 2013, this presentation takes an in-depth look at the effect of marketing's "always-on" dynamics as a result of the web and social media, and how they've impacted the B2B sales cycle.
Topics include social media, lead generation and lead nurturing, marketing automation, sales enablement, search engine optimization, mobile marketing, and much more. Plus some great statistics from IDC, Google and several other B2B sales and marketing research reports.
Cracking the C-Suite: Finding and Aligning with the Relevant Executive in 2010G3 Communications
Stephen J. Bistritz, Ed.D. author of the new book “Selling to the C-Suite.” Steve shares strategies on how to map an organization to determine the formal and informal power. He is joined by Dan McDade, President of PointClear, who shares recent success stories on using Multi-touch, Multi-media, Multi-cycle campaigns that Multiply Results and gain access to high level executives.
The product manager for coffee development at Kraft Foods Canada is faced with a decision of whether to embark on a marketing initiative for Kraft’s coffee pod machines in Canada. The machines dispense a single serving of coffee, and are currently being launched by Kraft in the United States. While existing Kraft brands dominate 1/3 of the Canadian market, 2/3 of market is occupied by competitors. While higher-priced premium is a smaller market, it is growing rapidly. Coffee sales were greatest among middle to upper income Canadians.
Alternate Choices:
Warmed Blankets, Air Circulating Blankets, Electric Blankets, Water Circulating Blankets, Adjusting room temperature, Heating Lamps (Infrared), Intravenous fluids (warmed), medication, Heated Mattresses
PROBLEM STATEMENT
How should Augustine Medical price the Bair Hugger Patient Warming System?
Business-to-business (B2B) selling is no longer about finding that one C-suite executive at the golf course. It's now about consensus sales. It takes average of 5.4 decision makers to approve a B2B purchase. 60% of the research is done before reaching out to sales. Half of B2B purchases involve millennials as decision-makers. How should marketing adapt to address the new dynamics of B2B purchases?
Beyond the Brand: Why Business Decision Makers Buy Into Strong Culturesgyro
The FORTUNE Knowledge Group and gyro produced a groundbreaking global study that shows how culture has taken the lead as the primary driver of long-term business relationships.
Five hundred global execs (director level or higher) were polled. The key finding: decision makers place a huge value on a business partner’s culture, what the company stands for and whether or not they back up their values.
In this study, we found:
60% of respondents said knowing what a company stands for is much more important than innovativeness and market dominance.
60% prefer a partner’s intent on doing what’s right even if it doesn’t maximize revenue.
81% agree that companies successful at long-term relationships make a direct correlation between their beliefs and the way they conduct business.
How big data and psychographics are changing B2B marketing - Richard RobinsonB2B Marketing Forum
The impact of data-driven marketing has never been in sharper focus. But what does this really mean for B2B marketers?
Richard will share how the combination of data analytics, behavioural science and micro-targeting is transforming the way that organisations are engaging with customers and prospects. Enabling businesses to be more customer-centric and bringing the panacea of the ‘right message to the right person at the right time’ within reach.
Brand Recall in of Color Coated Roofing Sheet Market of Bangaloreijsrd.com
Brand Recall is the extent to which a brand name is recalled as a member of a brand, product or service class, as distinct from brand recognition. Common market research usage is that pure brand recall requires "unaided recall". Brand awareness is the probability that consumers are familiar about the life and availability of the product. It is the degree to which consumers precisely associate the brand with the specific product. It is measured as ratio of niche market that has former knowledge of brand. Brand awareness includes both brand recognition as well as brand recall. Brand recognition is the ability of consumer to recognize prior knowledge of brand when they are asked questions about that brand or when they are shown that specific brand, i.e., the consumers can clearly differentiate the brand as having being earlier noticed or heard. While brand recall is the potential of customer to recover a brand from his memory when given the product class/category, needs satisfied by that category or buying scenario as a signal. In other words, it refers that consumers should correctly recover brand from the memory when given a clue or he can recall the specific brand when the product category is mentioned. It is generally easier to recognize a brand rather than recall it from the memory Building brand awareness is essential for building brand equity. It includes use of various renowned channels of promotion such as advertising, word of mouth publicity, social media like blogs, sponsorships, launching events, etc. To create brand awareness, it is important to create reliable brand image, slogans and taglines. The brand message to be communicated should also be consistent. Strong brand awareness leads to high sales and high market share. Brand awareness can be regarded as a means through which consumers become acquainted and familiar with a brand and recognize that brand.
Investigating the Cost-Benefit of Sponsorship: An analysis of price, exposure...Joe Cobbs
Using a unique data set of F1 team sponsorships in 2007, we advanced research on sponsorship costs by constructing a model of sponsorship rights fees that tested several theory-based elements of the sponsorship relationship and controlled for characteristics of the sponsored team. Results indicated that the level of sponsorship affiliation (p < .01) and ability of the sponsor to trade value-in-kind (p < .01) were significant predictors of the cost of sponsor affiliation. In addition, the sponsor’s congruence with the team, in the form of a shared nationality (p < .05) and product category (automotive and technology) (p < .05), were also significant influences of sponsors’ cost. As control variables, the points scored (p < .01) and years of experience of the sponsored team (p < .01) were also significant influences of the sponsors’ cost.
In the concluding analysis, we employed logistic regression to examine the potential contributors to surplus ROI for F1 team sponsors. Only 26 (10.1%) of 257 F1 team sponsors realized exposure value that outweighed sponsorship costs (i.e., surplus ROI). The sponsored team’s points scored (p < .01) and the sponsor’s operation in the automobile industry (p < .01) emerged as significant predictors of surplus ROI.
Does Sponsorship Enhance Sport Organizational Performance?Joe Cobbs
Results indicate a highly significant model (F = 113.5, p < .001) that explains close to half the variance in team points (adjusted R-squared = 0.45). All five independent variables are significant predictors (each p < .01). Interpreting the coefficients, the control variables indicate that F1 teams historically earn 10 points in the current season for each past drivers’ championship won by the team, and teams competing after 2009 can expect to earn 114 more points than teams competing in 2009 and prior (due to the institutional change in the points system that occurred in 2010). Regarding the sponsor variables of interest, operational sponsors had the most surprising effect: each operational sponsor was associated with 4.7 less team points earned. However, this negative effect of operational sponsors somewhat supports the findings of Cobbs and colleagues (in press), where such sponsors had no discernible influence on team survival. Conversely, both performance and financial sponsors produced positive effects to team points. For each performance-based sponsor, teams earned 2.1 additional points. For each financial sponsor, teams earned 3.6 additional points.
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Similar to Groza Cobbs wmc2014_peru B2B Sponsorship
The execution and construction of the Research article is to be engaged an in-depth
business description, and to gather evidential data statement analysis on how local
businesses somehow be engaging with their customers in an honest corporate mindset, and
to establish B2C marketing relationships in the local market. As per many business leaders
of different organizations said that, to be globally competitive and to attract loyal consumers,
one should first patronize the local products including the company branding, and second, a
continuous B2C honest engagements within them. Categorically speaking, there are several
perceptions, challenges, and apprehensions for most consumers’ point of views in relation to
their business proprietary engagements and other third party related business
communications. This is when business owners started to imposed several commanding
entity regulations that ensure their local branding will not suffer, and it will still be patronize
by their valuable consumers at present.
Re:Engage: Accelerating Sales Pipeline w/ Marketing's New DynamicsScott Salkin
According to an IDC study, nearly 57% of B2B prospects and customers feel that their sales reps are not prepared for the first meeting. And more than 1/3 of deals are lost due to circumstances within a reps control.
Why?
Originally presented at the Arizona Technology Council CEO Summit in August 2013, this presentation takes an in-depth look at the effect of marketing's "always-on" dynamics as a result of the web and social media, and how they've impacted the B2B sales cycle.
Topics include social media, lead generation and lead nurturing, marketing automation, sales enablement, search engine optimization, mobile marketing, and much more. Plus some great statistics from IDC, Google and several other B2B sales and marketing research reports.
Cracking the C-Suite: Finding and Aligning with the Relevant Executive in 2010G3 Communications
Stephen J. Bistritz, Ed.D. author of the new book “Selling to the C-Suite.” Steve shares strategies on how to map an organization to determine the formal and informal power. He is joined by Dan McDade, President of PointClear, who shares recent success stories on using Multi-touch, Multi-media, Multi-cycle campaigns that Multiply Results and gain access to high level executives.
The product manager for coffee development at Kraft Foods Canada is faced with a decision of whether to embark on a marketing initiative for Kraft’s coffee pod machines in Canada. The machines dispense a single serving of coffee, and are currently being launched by Kraft in the United States. While existing Kraft brands dominate 1/3 of the Canadian market, 2/3 of market is occupied by competitors. While higher-priced premium is a smaller market, it is growing rapidly. Coffee sales were greatest among middle to upper income Canadians.
Alternate Choices:
Warmed Blankets, Air Circulating Blankets, Electric Blankets, Water Circulating Blankets, Adjusting room temperature, Heating Lamps (Infrared), Intravenous fluids (warmed), medication, Heated Mattresses
PROBLEM STATEMENT
How should Augustine Medical price the Bair Hugger Patient Warming System?
Business-to-business (B2B) selling is no longer about finding that one C-suite executive at the golf course. It's now about consensus sales. It takes average of 5.4 decision makers to approve a B2B purchase. 60% of the research is done before reaching out to sales. Half of B2B purchases involve millennials as decision-makers. How should marketing adapt to address the new dynamics of B2B purchases?
Beyond the Brand: Why Business Decision Makers Buy Into Strong Culturesgyro
The FORTUNE Knowledge Group and gyro produced a groundbreaking global study that shows how culture has taken the lead as the primary driver of long-term business relationships.
Five hundred global execs (director level or higher) were polled. The key finding: decision makers place a huge value on a business partner’s culture, what the company stands for and whether or not they back up their values.
In this study, we found:
60% of respondents said knowing what a company stands for is much more important than innovativeness and market dominance.
60% prefer a partner’s intent on doing what’s right even if it doesn’t maximize revenue.
81% agree that companies successful at long-term relationships make a direct correlation between their beliefs and the way they conduct business.
How big data and psychographics are changing B2B marketing - Richard RobinsonB2B Marketing Forum
The impact of data-driven marketing has never been in sharper focus. But what does this really mean for B2B marketers?
Richard will share how the combination of data analytics, behavioural science and micro-targeting is transforming the way that organisations are engaging with customers and prospects. Enabling businesses to be more customer-centric and bringing the panacea of the ‘right message to the right person at the right time’ within reach.
Brand Recall in of Color Coated Roofing Sheet Market of Bangaloreijsrd.com
Brand Recall is the extent to which a brand name is recalled as a member of a brand, product or service class, as distinct from brand recognition. Common market research usage is that pure brand recall requires "unaided recall". Brand awareness is the probability that consumers are familiar about the life and availability of the product. It is the degree to which consumers precisely associate the brand with the specific product. It is measured as ratio of niche market that has former knowledge of brand. Brand awareness includes both brand recognition as well as brand recall. Brand recognition is the ability of consumer to recognize prior knowledge of brand when they are asked questions about that brand or when they are shown that specific brand, i.e., the consumers can clearly differentiate the brand as having being earlier noticed or heard. While brand recall is the potential of customer to recover a brand from his memory when given the product class/category, needs satisfied by that category or buying scenario as a signal. In other words, it refers that consumers should correctly recover brand from the memory when given a clue or he can recall the specific brand when the product category is mentioned. It is generally easier to recognize a brand rather than recall it from the memory Building brand awareness is essential for building brand equity. It includes use of various renowned channels of promotion such as advertising, word of mouth publicity, social media like blogs, sponsorships, launching events, etc. To create brand awareness, it is important to create reliable brand image, slogans and taglines. The brand message to be communicated should also be consistent. Strong brand awareness leads to high sales and high market share. Brand awareness can be regarded as a means through which consumers become acquainted and familiar with a brand and recognize that brand.
Investigating the Cost-Benefit of Sponsorship: An analysis of price, exposure...Joe Cobbs
Using a unique data set of F1 team sponsorships in 2007, we advanced research on sponsorship costs by constructing a model of sponsorship rights fees that tested several theory-based elements of the sponsorship relationship and controlled for characteristics of the sponsored team. Results indicated that the level of sponsorship affiliation (p < .01) and ability of the sponsor to trade value-in-kind (p < .01) were significant predictors of the cost of sponsor affiliation. In addition, the sponsor’s congruence with the team, in the form of a shared nationality (p < .05) and product category (automotive and technology) (p < .05), were also significant influences of sponsors’ cost. As control variables, the points scored (p < .01) and years of experience of the sponsored team (p < .01) were also significant influences of the sponsors’ cost.
In the concluding analysis, we employed logistic regression to examine the potential contributors to surplus ROI for F1 team sponsors. Only 26 (10.1%) of 257 F1 team sponsors realized exposure value that outweighed sponsorship costs (i.e., surplus ROI). The sponsored team’s points scored (p < .01) and the sponsor’s operation in the automobile industry (p < .01) emerged as significant predictors of surplus ROI.
Does Sponsorship Enhance Sport Organizational Performance?Joe Cobbs
Results indicate a highly significant model (F = 113.5, p < .001) that explains close to half the variance in team points (adjusted R-squared = 0.45). All five independent variables are significant predictors (each p < .01). Interpreting the coefficients, the control variables indicate that F1 teams historically earn 10 points in the current season for each past drivers’ championship won by the team, and teams competing after 2009 can expect to earn 114 more points than teams competing in 2009 and prior (due to the institutional change in the points system that occurred in 2010). Regarding the sponsor variables of interest, operational sponsors had the most surprising effect: each operational sponsor was associated with 4.7 less team points earned. However, this negative effect of operational sponsors somewhat supports the findings of Cobbs and colleagues (in press), where such sponsors had no discernible influence on team survival. Conversely, both performance and financial sponsors produced positive effects to team points. For each performance-based sponsor, teams earned 2.1 additional points. For each financial sponsor, teams earned 3.6 additional points.
Influence of technology partners in the history of sport organizations: The c...Joe Cobbs
Among the study’s initial findings is that technology partners, in the form of technology-based sponsor relationships, have a positive, statistically significant influence on the survival of F1 teams. From a managerial perspective, this result provides organizations with the knowledge that while monetary resources provided by sponsors are important, the technological expertise available via such partners is also essential to survival in the technologically advanced world of F1 motor racing.
Sponsorship Costs: The Effects of Sponsorship Level, Brand Equity, and Sponso...Joe Cobbs
Preliminary data analysis reveals that, when holding constant team performance and
driver quality (operationalized by constructors points and past driver championships), sponsors at the title level pay a premium of $9.47 million (z = 2.86, p = .004), while sponsors with a high level of brand equity pay a premium of $4.61 million (z = 2.10, p = .036). Results indicate that sponsors in the oil/fuel category pay a premium of $7.01 million (z = 2.94, p = .003). Among other reasons, these results are particularly interesting in consideration of past F1 research that
has indicated sponsors investing at high levels are most likely to realize ROI in the form of televised brand exposure (Jensen & Cobbs, 2014), but also more likely to incur negative reactions in stock returns upon announcements of the F1 sponsorship (Cobbs et al., 2012).
Rivalry in Major League Soccer: Antecedents to rival fan discriminationJoe Cobbs
We surveyed over 400 fans in MLS, representing each team. The rivalry survey data is available at www.KnowRivalry.com. Regarding their favorite team, each respondent was asked about the importance of 11 elements of rivalry, according to Tyler and Cobbs, 2015. Statistical tests reveal that fans are significantly more discriminatory toward rival fans on four measures of animosity when either the antecedent of cultural difference or unfairness is important to the rivalry, compared to fans of rivalries where theses two antecedents were unimportant or neutral. Yet, this same pattern did not repeat itself for the other 9 antecedents of rivalry.
Sports rivalry comparison by geography: Are Canadians more friendly?Joe Cobbs
To test for regional variations in reactions to sports rivals, we recruited a sample of highly identified fans across four professional leagues: Major League Baseball, Major League Soccer, National Football League, and National Hockey League. To distinguish teams by region, we utilized the four primary delineations adopted by the US Census (Northeast, Midwest, Southeast, West)and included Canada as a fifth region. Results show two clear distinctions by region that match our general expectation based on regional profiles. First, the Northeast is different from other US regions. Second, Canada is distinct from the US. Both of these differences are evident in fans’ level of team identification and reaction to rival fans. Fans of professional teams in the US Northeast are significantly less identified with their favorite team compared to the other three US regions. Fans of Canadian teams are even less identified with their favorite teams compared to all US regions. Despite lower identification, fans of teams in the US Northeast are significantly more bias against their team’s rival compared to all other US regions in each of the four measures we employed to represent animosity toward rivals (i.e., prejudice, relationship discrimination, schadenfreude, dis-identification). Conversely, fans of Canadian teams were significantly less bias toward rival fans compared to US fans on all four measures.
The purpose of our study is to compare how fans react to rivalry across different professional sports leagues. We surveyed a total of 4,247 fans of teams in Major League Baseball (MLB), Major League Soccer (MLS), the NFL, and the National Hockey League (NHL) to measure dis-identification toward the top rival of respondent's favorite team, as well as prejudice, relationship discrimination, and schadenfreude toward that rival team's fans. We also measured the level of fan identification with each respondent's favorite team. The results reveal a strong pattern of greater animosity toward rivals among NFL fans compared with fans of other leagues.
The purpose of this paper presentation is to critically examine the many differing conceptions of rivalry and to discern properties of rivalry across different sports. We survey college football fans (N = 5,304) to empirically test the exclusivity, scale, and symmetry of rivalry, then we replicate the study twice in the context of professional sports (1,649 NFL fans; 1,435 NHL fans). Results consistently indicate that teams have multiple rivals (non-exclusive), rivalry intensity varies among rivals (continuous in scale), and rivals rarely share equivalent perceptions of the rivalry (bidirectional).
Rival Conceptions of Rivalry: Why some competitions mean more than othersJoe Cobbs
Despite the pervasive attention given to rivalry games or derby matches, a uniform definition or consistent research operationalization remains elusive. Based on the theoretical foundations of social identification and categorization, we conceptualize a rival group as a highly salient outgroup that poses an acute threat to the identity of the ingroup or to ingroup members’ ability to make positive comparisons between their group and the outgroup. Utilizing a mixed method design, we survey fans about their favorite team’s rival and identify 11 recurring elements: frequency of competition, defining moment, recent parity, historical parity, star factor, geography, relative dominance, competition for personnel, cultural similarity, cultural difference, and unfairness. Next, we measure the importance of the rivalry elements across a broader sampling of rivalries and employ an exploratory factor analysis to gauge our interpretation of the three dimensions underlying rivalry: Conflict, Peer, and Bias.
Agha, Cobbs; Minor League Baseball: Farm team shuffle, nassm 2012Joe Cobbs
This study advances the literature in minor league baseball demand (attendance) modeling by proposing and testing a set of major league affiliate factors based on strategic alliance research. The results suggest implications particularly applicable to minor league team administrators. Whereas previously, team executives had little research to reference in regards to their choice of major league affiliate, this study indicates that MLB parent clubs with a higher winning percentage can significantly contribute to minor league team attendance, and in the case of AAA, this factor is more influential than the minor league team’s own winning percentage. However, at the AA level, administrators should temper their enthusiasm to switch affiliates because such a change can negatively influence team attendance.
Based on Construal Level Theory (CLT), we propose that the level of detail contained in event announcements of corporate sponsorship as well as the timing of the announcement are each important factors influencing consumers’ responses to the sponsorship. The formal hypotheses developed in the paper are tested by conducting a series of two laboratory experiments. Collectively, the results of the two studies suggest consumers prefer sponsorship announcements that contain concrete (versus abstract) information. Interestingly, while this effect holds for temporally distant announcements, the concreteness of information contained in an announcement does not influence perceptions when the announcement is revealing a temporally near sponsorship.
We conducted an experiment that manipulated the construal level of a sponsorship announcement (abstract/concrete) between subjects. Results indicate that an announcement of a lower construal level (i.e., more concrete) leads to more positive evaluations of both the sponsoring brand and the sponsored event. For abstract thinkers, concrete announcements did indeed lead to a more positive attitude toward the sponsor, a higher trust in the sponsor, a higher willingness to recommend the sponsor, and a higher purchase intention of the sponsor, as well as a more positive attitude toward the sponsored event and a higher trust in the sponsored event.
Global Growth in International Sport; AMS Conference 2014Joe Cobbs
Where firms define targeted niches geographically, building a diversified niche portfolio involves difficult decisions concerning international market expansion. Our study addresses this challenge empirically by utilizing the context of Formula One (F1) motor racing to advance the study of a niche-based growth strategy. Specifically, we develop and test a model that examines the importance of native resources to the success of an international expansion strategy featuring a portfolio of geographically-defined niches. In order to approximate the demand for the sport of F1 (dependent variable) across numerous countries, we utilize hierarchical regression with a data set that features the advertising rates for standard commercial time during the broadcast of every F1 grand prix from 2007 to 2010 in 19 different countries across five continents.
The purpose of our research is to investigate the influence of brand integration in sports broadcasts across different consumption experiences. Specifically, we utilize dual coding theory to evaluate the importance of visual and verbal broadcast cues for generating brand awareness under conditions of second screen use. To test these hypotheses, we constructed a six-minute segment consisting of clips from two 2012 college football games as the stimuli for the study, with all groups being exposed to the same stimuli. In order to assess the potential effect of second screen activity under various viewing conditions, the study utilized a 3 (audiovisual stimuli, audio-only stimuli and visual-only stimuli) x 2 (second screen, control) between-subjects experimental design with six total groups.
Visualizing Sports Rivalry with Social Network AnalysisJoe Cobbs
Tyler, B.D. & Cobbs, J. 2014. "Visualizing rivalry intensity: A social network analysis of fan perceptions," North American Society for Sport Management (NASSM) Annual Conference, Pittsburgh, PA.
Central to the conceptualization of rivalry is the process of social categorization and seeing the self and others as members of ingroups and outgroups. For some sport fans—especially those deemed highly identified—a favorite team becomes an extension of one’s self, and opposing teams and their fans are seen as dissimilar outgroups. Akin to other definitions, we view a rival as being a highly salient outgroup that poses an acute threat to the identity of the ingroup. To bring further clarity and consistency to the rivalry discussion, we quantify the perceived rivalries within a closed network of organizations by surveying college football fans (n=5,317) from 122 Football Bowl Subdivision (FBS, or Division I-A) teams using on an online questionnaire posted on 194 fan message boards. Through employing social network analysis (SNA), we graphically map rivalry scores in Netdraw and conduct further statistical analysis via UCINET SNA software. The network analysis results are most interesting when viewed graphically as nodes (universities) with bi-directional ties among them of various magnitude. In the study, we employ SNA measures of ego networks, centrality and power to reveal insights about the nature of rivalry.
SpB 305: Sports Marketing FAST project NKU Athletics -- Group 9Joe Cobbs
The Sports Business (SpB) program at Northern Kentucky University is proud of the survey design and data analysis work presented by this group of students to our course client, NKU Intercollegiate Athletics, to conclude the semester. The students impressed the client by developing a survey, collecting data, and presenting results to address a research question posed by NKU Athletics to kick off the Field Application Student Training (FAST) projects in SpB 305: Sports Marketing.
What's Field Application Student Training? The FAST system is designed to integrate client-based group projects across classes in the Sports Business curriculum at NKU. As students participate in various SpB courses, group projects across courses may focus on complementary components of a single challenge faced by an industry client.
The Sports Business (SpB) program at Northern Kentucky University is proud of the survey design and data analysis work presented by this group of students to our course client, NKU Intercollegiate Athletics, to conclude the semester. The students impressed the client by developing a survey, collecting data, and presenting results to address a research question posed by NKU Athletics to kick off the Field Application Student Training (FAST) projects in SpB 305: Sports Marketing.
What's Field Application Student Training? The FAST system is designed to integrate client-based group projects across classes in the Sports Business curriculum at NKU. As students participate in various SpB courses, group projects across courses may focus on complementary components of a single challenge faced by an industry client.
Attenuating the negative effects of a low fit sponsorshipJoe Cobbs
Presented at the 2011 Academy of Marketing Science conference: The study undertaken for this conference paper advances the concept of sponsorship fit beyond the historical one sponsor – one sponsored entity dyadic research framework. The research question is if concurrent co-sponsors affect the brand perceptions of an incongruent co-sponsor.
Challenging unilateral brand spillover effects in sponsorship portfoliosJoe Cobbs
Presented at the 2010 Academy of Marketing Science annual conference: Commonly sponsored enterprises such as sports teams, traveling shows, celebrities, charitable causes, museums, and festivals have built their own valuable brands that carry considerable equity in the marketplace. Yet, it is unclear if and how a sponsored enterprise’s brand is affected by the corporate brands that align with it. The results of this study demonstrate that the brand quality of a sponsored sports league is partially dependent on the brand quality of the league’s portfolio of sponsors.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
3. Research Question
How does sponsorship
affect B2B buyers?
Can sponsorship enhance
supportive behaviors (i.e., WOM,
Loyalty, Share of Wallet)?
What does the ‘black-box’ of this
process look like?
4. B2B versus B2C Buying
Process
B2B B2C
Buyer Behavior
Professional Buyers
Experts
Well Trained, Rational
Product
Large Quantities – Volume
Discounts
Customized solutions
Promotion
Salespeople important part of
selling firm’s promotional strategy
Buyers are engaging venders
later in purchase process
Buyer Behavior
Non-Professional Buyers
Knowledge Gap
No formal training, Emotional
Product
Smaller volumes
Standardized
Promotion
Salespeople not as important to
selling firm’s promotional strategy
Buyers are engaging venders later
in purchase process
5. B2B Buying Process
With all that said:
B2B buyers buy from brands and people they
trust – Relationships are extremely important
(Mudambi 2002)
“Analyzing data from more than 100,000
business decision makers, Chally discovered
that 39% of B2B Buyers select a vendor
according to the skills of the salesperson
rather than price, quality, or service features.”
– Fogel, Hoffmeister, Rocco and Strunk (2012 HBR)
6. Theoretical Framework
Social Identity Theory (Tajfel and Turner 1985)
Customer-Company Identification (CCID)
Bhattacharya and Sen (2003)
Individuals identify with companies to satisfy
key self-definitional needs. The need for….
Self-Continuity
Self-Distinctiveness
Self-Enhancement
7. Conceptual Model
Customer-
Company
Identification
Perceived Prestige
of Sponsored
Entity
Sincerity of
Sponsorship
Customer
Loyalty
Word-of-
Mouth
H3
H1
H2
H5
Controls
Age
Gender
Tenure
Share-of-
Wallet
H4
8. Sample and Measures
Customers of a North American industrial
supply company
552 (992) 56% response rate
Sample consisted of customers who were aware
of the company’s sponsorship but not directly
engaged (i.e., attending an event) in the
sponsorship
9. Measures
Construct Item
s
Source
Prestige 4 Mael and Ashforth, 1992
Sincerity 5 Speed and Thompson, 2000
CCID 2 Bergami and Bagozzi, 2000
Loyalty 3 Palmatier, Scheer and Steenkamp, 2007
WOM 5 Harrison-Walker, 2001)
Share-of-
1 Lichtenstein, Drumwright and Braig,
2010 Wallet
CFA (RMSEA = 0.057, CFI = 0. 96, GFI = 0.93, NFI = 0.94)
Factor Loadings (all above .7, but 1 (.68)
AVE (all above .60)
11. Theoretical Implications
CCID is key driver of B2B supportive
behaviors (opening the black box)
Affiliated organizations (i.e., sponsored orgs)
can influence a customer’s identification levels
Linking an inter-organizational relationship to
customer supportive behaviors
12. Practical Implications
Prestige (def: perceptions that other people
believe the organization is well regarded,
Bergami and Bagozzi 2000) is an important
antecedent
Sponsors must appear to be sincere
B2B firms should use sponsorship to build
long-term customer relationship
13. Limitations & Future Research
Limitations
Self-report data
Customers from one firm, one industry, one
sponsorship
Future Research
Include additional antecedents
Use longitudinal data
Use objective sales data