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Cause-related sport marketing: Can this marketing strategy affect company decision-makers?

Published online by Cambridge University Press:  02 February 2015

Richard L Irwin ,
Tony Lachowetz  and
John Clark
Richard L Irwin
Affiliation:
Health Sport Sciences, The University of Memphis, Memphis, TN, USA
Tony Lachowetz
Affiliation:
Department of Sport Management, University of Massachusetts Amherst, Amherst, MA, USA
John Clark
Affiliation:
MBA Program and Associate Professor, Sport Management, Robert Morris University, Moon Township, PA, USA
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Abstract

In an effort to sustain social responsibility initiatives, cause related marketing (CRM) has become more prevalent in the corporate marketing toolbox, due to the benefits realized by the sponsoring company, such as switching behavior by a desired consumer segment. The utilization of cause related sport marketing (CRSM) has also increased, as corporate entities position firms with high profile sport entities to obtain certain objectives. Little research has examined the impact of such programs on key business stakeholders, which this survey study attempts to address. Analysis of Variance results indicate respondents possessed positive opinions about the corporation's CRSM efforts, with significant differences existing between respondents with direct decision-making authority and those with limited or no decision-making authority on key items. Additionally, respondents expressed a more positive opinion toward continuing their business relationship with the corporation, or, for those respondents who were prospective clients, beginning a business relationship with the corporation.

Keywords

sport marketingmarketing strategysocial responsibilitycause related marketing (CRM)corporate marketingbusiness stakeholdersCRM impact

Information

Type
Research Article
Information
Journal of Management & Organization , Volume 16 , Issue 4 , September 2010 , pp. 550 - 556
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2010

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