The authors studied sponsorship programs of 20 global companies and sports organizations like the IOC and FIFA. They found that internal communication of sponsorships can motivate employees and foster pride and cohesion. The case study of UBS's sponsorship of sailing team Alinghi is discussed in depth, noting its external impact but also its effective internal program communicating brand values and strategy to employees through training programs and incentives. The success of sponsorships in supporting brand strategy depends greatly on internal programs that engage employees.

1. Professors Farrelly, Greyser and Quester
have undertaken an interesting study into
the practice of sports sponsorship in 20
global companies and sports organisations.
The authors have studied sponsorship relat-
ing to the International Olympic Committee
and FIFA, programmes undertaken by com-
panies such as BNP Paribas, Crédit Lyonnais,
Visa, Nike or UBS.
The cases analysed in this investigation
have shown that companies would be well
advised to consider the potential of inter-
nal communication of a sponsorship when
looking into its possibilities. Communication
programmes based on the sponsorships of
the company can encourage internal cohe-
sion or arouse a feeling of pride of belong-
SPONSORSHIP AS A MOTIVATIONAL TOOL FOR PERSONNEL
Diego Torres, Ph.D.
www.cruyffinstitute.orgSPORT MANAGEMENT FOR SPORTS PEOPLE
ing. Not only can it transmit a sensation of
leadership, but it can also communicate in
a deeply emotional context the brand val-
ues and attributes that the company wishes
for itself.
One of the cases studied by the authors of
this study is that of UBS and its sponsorship
of the defending boat in the 32nd Americas
Cup, the Team Alinghi. This is a sponsorship
that we have been able to follow in the me-
dia here in Spain. However, as well as its im-
portant external impact, it is a programme
with an internal programme that has been
very well managed by the company.
At the beginning of 2004 UBS launched
a global campaign structured around
the topic, “You & Us — Could be this
the world’s most powerful two person
financial firm”. This expression compares the
strength on a world scale that UBS possesses
with an orientation towards the client based
on closeness and personalised treatment.
Recognising the diversity of cultures and
experiences, UBS promotes collabora-
tions between its different units, creat-
ing internal Networks that strength-
en the intellectual capital of the
company. This means that in order to meet
the needs of a client, teams are formed,
the members of which come from different
business units to work together and find so-
lutions that benefit them.
For UBS, sponsorship of a team in the Ameri-
cas Cup emphasises the need for teamwork
in order to achieve exceptional efficiency:
in other words, it is a magnificent sporting
analogy of the company strategy. Through
the sponsorship of the Alinghi and the
“You & Us” communication campaign,
UBS aims to underline the trust shown by
the clients in the company and that this
More and more companies
arediscoveringanewusefor
sponsorship: the possibility of us-
ing it to motivate the personnel,
strengthen the corporate culture
and manage change. Until very
recently,ifwehadaskedourselves
what sponsorship was for, all the
answerswouldhavereferredtoits
effect on the market and clients:
increasing the awareness and
management of the brand and
its image. However, it has been
noticed that a growing number
of companies also use sponsor-
ship to achieve other strategic,
but less obvious, objectives.
Scene from the 32nd America Cup (photo: Close2Sport, Barcelona)

2. trust arises from the close relationship
developed with the UBS financial advisers,
who make every effort to understand the
client’s objectives, and from the appropri-
ate financial solutions created, using the full
potential of the global resources and capaci-
ties of UBS.
Therefore, in order to be efficient in
its objective, this sponsorship must
be strongly backed up by internal pro-
grammes that teach the values of Team
Alinghi and of the brand within the
organisation. The employees form an
essential audience in the communi-
cation of the sponsorship, since this
involves a promise to the clients regarding
a unique experience that must be fulfilled.
And it is precisely the UBS employees who
provide this experience for the clients. The
success of this sponsorship as support to
the implementation of the brand strategy
will depend, to a great extent, on the pro-
grammes aimed at the employees.
Aware of the importance of this aspect,
UBS has made this sponsorship the
focus of many internal communication
actions, the central axis of executive train-
ing programmes, and it has been used in
incentive programmes. In this way, the con-
nection with Team Alinghi has become an
essential element in the construction of the
UBS brand, and not only for its direct effect
on the market.
In our opinion, this is a particularly well man-
aged case but is by no means the only one.
The study by Farrelly, Greyser and Quester
has identified numerous international exam-
ples of good work undertaken in involving
the employees in sponsorship programmes.
“Sports Sponsorship to Rally the Home Team”,
Harvard Business Review
(Sep. 2007) – an advance of the study by Farrelly,
Greyser and Quester.
“Sponsorship Relationships as Strategic Alliances:
A Life Cycle Model Approach”, Business Horizons
(2007), L.Urriolagoitia and M. Planellas.
ABOUT THE AUTHOR
RECOMMENDED READING
Johan Cruyff Institute for Sport Studies educates athletes worldwide, positioning them to build a productive future and serve the best interest of sport and society.
We also have very interesting examples in
Spain. Companies such as DKV or Timber-
land have been capable of converting spon-
sorships and social responsibility activities
into elements that build corporate culture,
which underline the values of the company
and which are a source of pride of belonging
to something.
Without doubt, sponsorships will con-
tinue to be evaluated and chosen mainly
from their possible effect on the mar-
ket, but companies will do well not to
ignore the opportunity provided by the
correct use of sponsorship in relation to
their employees.
info@cruyffinstitute.org
www.cruyffinstitute.org
Diego Torres is a doctor in Management Sciences
(ESADE, Universitat Ramon Llull) and professor of
Strategic Management in the International Master
of Sport Management (MISM) at the Johan Cruyff
Institute for Sport Studies Barcelona.
He is partner-director of Strategy Innovation Lab,
a pioneering initiative to help innovative
organisations formulate and implement new
strategies. Diego is author of various books,
among which feature:
“Major Sport Events as Opportunity for the Devel-
opment of Cities”, “New Trends in Management
of Major Sport Events”, and “Building a Working
Agenda in the Field of Sport and Tourism”. His
latest publication, “Don’t give up”, compiles 12
exceptional cases of overcoming difficulties by
famous disabled sportsmen and women.