Sponsorship relationships as strategic alliances: A life cycle model approach

The impact of degenerative episodes on the sponsorship B2B relationship: Implications for brand management

“…As such, the effective management of the sponsorship B2B relationship and the sport entity brand contributes to the value derived by both parties. Urriolagoitia and Planellas (2007) explored the management of these relationships and concluded that sponsorship can assume a more strategic role through a willingness to nurture the relationship between sponsor and sport entity and by ensuring that expectations are clearly communicated. Conversely, a lack of commitment on the part of the sport entity has been found to limit the ability of the sponsorship relationship to develop into a form of alliance (Farrelly & Quester, 2005a).…”

“…The increasing importance and complexity of sponsorship as a strategy has led sponsors and sponsored organizations to regard this B2B relationship as a partnership (Urriolagoitia & Planellas, 2007) or a form of strategic alliance (Farrelly & Quester, 2005a). It has been suggested that successful sponsorship alliances require that a sponsor make a long term commitment to the partnership as well as an investment in leveraging the brand association, thus providing greater exposure to both brands (Cliffe & Motion, 2005;Cornwell et al, 2005).…”

“…Mohr and Spekman (1994, p.137) state that commitment "suggests a future orientation in which partners attempt to build a relationship that can weather unanticipated problems." Specific relational investments can also form part of the commitment to the sponsorship relationship (Urriolagoitia & Planellas, 2007). These relational capabilities are critical for building business brands (Beverland et al, 2007).…”

“…For a sport organization, this means that a strong brand can attract potentially sizable sponsorship fees as well as increased brand exposure in the media and consequently greater exposure to potential sponsors (Farrelly et al, 2006;Urriolagoitia & Planellas, 2007). Therefore, active management of the sport entity brand is essential to develop successful relationships with sponsors.…”

Premières applications de la pharmacogénomique en oncologie

“…Cette stratégie est supérieure en terme de surplus global généré et sa pérennité repose sur un partage du surplus fondé sur des prix établis en information parfaite (Yue et al, 2006). Plus largement, l'alliance stratégique doit être comprise comme un accord de long terme, qui porte sur le partage des ressources, connaissances et compétences, dans l'objectif de renforcer la position concurrentielle de chacune des firmes (Urriolagoitia et Planellas, 2007).…”