Economics and Marketing

Research background. Sponsorship and sports marketing have been in existence for years and now have been greatly expanded and developed. Organizers of major events can hardly expect to receive some
funds without expecting to give something back in return. Historically, sponsorship originated as an
inexpensive addition to the marketing mix and was perceived as a philanthropic endeavour. In other words,
corporations classified sponsorship as a donation and it was not considered a ‘marketing expense’, but
nowadays it has changed significantly (Abiodun, 2011; Seguin et al., 2005).
The attitude changed with regard to sponsorship when corporations began searching for a return on
investment from donations made to various organisations (Meenaghan, 1991; Ramanantsoa, Thiery-Balé,
1989; Wilkinson, 1993). This came after a substantial increase in resources allocated to sponsorship, meaning that sponsorship became increasingly recognised as a valid promotional tool, a business expense
that needed justification in the form of Return On Investment (Seguin et al., 2005).
In addition, we have to keep track of constantly changing information. Nowadays, sponsors are
increasingly more strategic in their approach to seeking value from sponsorship opportunities. Therefore, it is
meaningful to understand that sponsorship is beneficial for both sides. Sponsorship proposals, for sport
organizations, can help to achieve investment opportunities for business enterprises. For sponsors
themselves, sponsorship can achieve even the most important company goals, such as access to a new
marketplace, increased sales, (which directly will bring the capability of an organization to grow), increased
popularity, strengthened image. Nowadays, sponsors are increasingly more strategic in their approach of
seeking value from sponsorship opportunities. Furthermore, it is very important to understand how sponsors
decisions will affect all of the organization in a strategic prospect. This could take us to a better
comprehension of the key areas to be considered in the development of sponsorship proposals. Many of
sports sponsorship proposals are counterproductive, because not taking into account the existing relationship
between sponsorship and companies strategies.
Results and findings. Organization situation is the firm’s goals, capabilities and resources. In
organizations one of the most important strategic goals is to increase popularity, strengthen the image,
achievement on the new market segment resources (Mitchel et al., 2013; Lane, 2009). The company can be
sponsoring sport events which can bring new markets to it, positioning against competitors and other
objectives. Product – market situation is the product category comparison new to the marketplace, growing,
maturing or declining (Lane, 2009). Sponsoring can help achieve new marketplace, increase in sales which
directly will bring capability of the organization to grow. A company involved in sports sponsorships can
send instant messages to millions of potential buyers, generate community goodwill part, but most
importantly it can increase market share and profit (Bocse et al., 2012). Competitive situation is how many
competitors there are. What are their characteristics and marketing methods (Lane, 2009)? In essence, sport
sponsorship has become a powerful marketing strategy used by firms to communicate with vast external and
internal audiences to differentiate themselves from competitors (Cornwell, 2008), with the ultimate goal to
orienting consumer’s preferences toward sponsors’ products (Barros, Silvestre, 2006) (Biscaia et al., 2013).
Companies that are able to successfully tap into a consumer’s psychological connectedness with a sports
team and can become more meaningful to that consumer (Henseler et al., 2011), what makes benefits and
extension for brands and relationship. Environmental situation is what industry-wide and company–specific
environmental opportunities and threats are most important (Mitchel et al., 2011; Lane, 2009). Quinn defines
strategic decisions as “those decisions that determine the overall direction of an enterprise and its ultimate
viability in light of the unpredictable and the unknowable changes that may occur in its most important
surrounding environments.” (Shank, 2009, p. 342). It is a two-way street for both the sports entity and the
sponsoring organization whereby the latter, tends to associate itself or its brands with the positive images
obtained by the unique personality of the sporting event (Abiodun, 2011). The advantage of image building,
promoted in a long term strategy, lies in the impact it has on an audience – target accurately determined
because of the fittest event (Bocse et al., 2012).
In our research we define the scope of effect of sport sponsorship on sponsors and reveal the sports
sponsorship opportunities and links in sponsors’ strategic planning. The research method is content analyses
and systemizing based upon theoretical framework.
Keywords: sponsorship, sport sponsorship proposal, strategy.

Research background. Sponsorship and sports marketing have been in existence for years and now have been greatly expanded and developed. Organizers of major events can hardly expect to receive some funds without expecting to give something back in return. Historically, sponsorship originated as an inexpensive addition to the marketing mix and was perceived as a philanthropic endeavour. In other words, corporations classified sponsorship as a donation and it was not considered a ‘marketing expense’, but nowadays it has changed significantly (Abiodun, 2011; Seguin et al., 2005). The attitude changed with regard to sponsorship when corporations began searching for a return on investment from donations made to various organisations (Meenaghan, 1991; Ramanantsoa, Thiery-Balé, 1989; Wilkinson, 1993). This came after a substantial increase in resources allocated to sponsorship, meaning that sponsorship became increasingly recognised as a valid promotional tool, a business expense that need...

Indian corporate leaders have done well in standing up to global giants who caught them unprepared in 1991. Their companies have grown in size and market share. Some have even entered new international markets. But Indian corporations need to look beyond this into the uncertain future, in order to win the next round. Infact, business organizations would need distinct products, processes, technologies, business models and organizations so as to successfully manage these challenges. The bottom line and the key success mantra would be innovation. In this background, the paper attempts to examine some issues, which would enable organizations to explore their business strategies in order to enhance their competitiveness, through innovation and market integration. The paper also emphasizes on building empirical models to illustrate the role of innovative strategies in business organizations, and how innovation could help organizations of developing countries, to compete with technological...

This is a translation to the English language of a research article from its original version in Spanish. We offer this translation for the article to reach an international wider audience. This article is published in Contaduría y Administración, which is an open-access journal published by the National Autonomous University of Mexico (UNAM) and currently is a Scopus indexed review. To cite this article properly, use the following reference:
Vera-Martínez, J., & Itriago-Marrero, M. (2008). Determinando comportamiento competitivo de mercadotecnia: una revisión crítica para planteamientos a futuro. Contaduría y Administración, (224), 89-110. https://doi.org/10.22201/fca.24488410e.2008.631, https://www.redalyc.org/pdf/395/39512459005.pdf
Abstract
This article offers an analytical review of the empirical work presented by Ramaswamy, Gatignon, and Reibstein (1994) on competitive marketing behavior in industrial markets.  The original work analyzes the effect of structural market variables and product characteristics on two behavior types: retaliatory and cooperative.  The purpose of revising this seminal work is to propose new research lines through re-conceptualizing certain elements of this theory and proposing the inclusion of additional variables that can also have an effect on competitive behavior.  The proposed variables are related to market concentration, product differentiation degree, product-category growth rate, a measurement of uncertainty, and the response capacity of firms.  The use of a competitive inequity index is also proposed.  Additionally, it is suggested to perform studies where complex competitive behaviors can be assessed separately.

Purpose, The purpose of the study is to examine the impact of Education and Internet users indicators on the Unemployment rate in two specific periods 2016 and 2018.Design/methodology/approach, This study used Cross-sectional analyses to analyze data for two given years 2016 and 2018 by using multiple linear regression method using SPSS software. The stepwise selection method was used to choose the variables. Findings, As the study indicates, there is no impact between the Education index and Internet users index on the Unemployment rate in two given periods 2016 and 2018. Research limitations/implications, The research implication of this study is that the data of 23 European Union countries have used to be analyzed in just two specific years (2016 and 2018).