Happiness and Helplessness Essay Example for Free

Happiness and Helplessness Essay Different procedures: classical conditioning and then punishment †¢because using dogs in experiment, noticed that if dogs had been through classical conditioning experiments, could not be used in avoidance experiments obut adverse for the opposite (avoidance exp dogs 1st could learn very quickly in the classical conditioning exp second) †¢tripartite designoone dogs put into harness and nothing done to them (control) oanother set with shocks done to back legs but had nose plate to turn off shock (controllable shock emission escape) o(yoked control) had nose plate that could not turn off shock †¢took dogs off of harness and tried to train them in avoiding shock †¢yoked control could not learn to escape an aversion condition †¢failure of contiguity and contingency interference effect †¢trans-situationalilty †¢stress vs controllability oprior exp with control effect of signal event. †¢Other observations oappetitive learning, anxiety, depressive like state †¢Seligman, maier, and solomon’s theory of learned helplessness oMotivational, cognitive, emotional aspects Why so important about learned helplessness? †¢A role for contingency and not mere contiguity in learning †¢A role of cognitions in learning, behavior and motivation †¢Its link to depression (exposure to uncontrollable or unescapable stress causes a depressive state) Contingency learning †¢Contingencies oIf and only if x, then y (y dependent on x) †¢To determine a contingency we need to know two bits of info oProbability that Y will occur after x p(y/x) oProbability that y will occur in the absence of x, p(y/no x) †¢Contingency is oDelta p = p(y/x)-p(y/no x) †¢Doe sour behavior cause some consequence Experience of control †¢People report a subjective feeling of control if oPositive relation between response r and consequence C (behavior can include c) oNegative relation between response R and consequence c (behavior can inhibit C) †¢Learned helplessness when:  ono relationship between R and C theory of learned helplessness †¢learned helpless = experience with non contingency interferes with learning about contingencies depression †¢attempt to link LH with depression osimilar surface characteristic osimilar neurochemistry †¢hopelessness depression ois neg event important and stable oare consequences important and stable odoes it effect self-esteem †¢depressive realism oput people i n exp does behavior cause certain type of event ohow much control of blowing up tank was their fault –  omost people are delusion about the actual amount of control their actions have – while depressive people have more realistic point of view results †¢residents self report oincrease in happiness, activity †¢interview reported increased alertness †¢nurses rated increases in ogeneral health otime visiting other patients other people talking to staff omore involvement in activities oless time in passive activities olived longer the pursuit of happiness †¢state vs trait happiness opleasure of the moment osubjective well being †¢what causes happiness oAristotle. Hedonia (pleasure) †¢Eudaimonia (a life well-lived) Some of us are born happy †¢Strong genetic contribution to happiness oIdentical twins are more similar in happiness than fraternal twins oEven those raised in different families (via adoption) Happy events make us happy †¢Pleasant things happen just as often to happy people as unhappy people †¢And unpleasant things happy to happy people just as often †¢Older people have fewer happy event (because they’re less active) but get more pleasure from each one †¢How to measure happiness: simple polls, and reflections Set-point theory of happiness †¢Our disposition determines our happiness †¢Happiness is largely a stable internal trait oLong tern adult happiness is stable around a set point depending on genetic factors and personality traits molded Economists disagree †¢Classis economic theory argues that ind are motivated to maximize their utility (satisfaction) †¢A descendent of the utilitarianism theory of john mill oGreta happiness principle †¢One must always act so to produce the greatest happiness for the greatest Money makes us happy †¢Richer people are happy, but only to a certain point †¢Material lives keep increasing, but happiness does not increase at same rate What doesn’t greater income produce significantly greater happiness? †¢Ther perception of well-being oNot how well am I doing oBut how well am I doing compared to my peers †¢Also depends on expectation of income oPeople are more sensitive to perceived losses than gains †¢But if you factor in wealth and consumption patterns it starts to account for more data Bhutan Attributional styles †¢Why do some people exp uncontrollable stressors but not develop learned helplessness? †¢Why do some people derive more satisfaction from success or happy experiences?  oImportant how they are treated It’s not whether you have a life of pleasant events its how you attribute those events †¢Internal vs external oWere you or others to blame †¢Global vs specific oDoes it happen everywhere or just here †¢Permanent or temporary oDoes it always happen or just now †¢A bramson, Seligman, Teasdale (1978) Modern positive psychology †¢Martin Seligman †¢Using modern psychological research oPleasure oEngagement (benefit of immersing in a primary activity) oMeaning and affiliation (pleasure of belonging to a group or cause) †¢What makes a happy life. oGerman socioeconomic panal †¢Found that ind well being can change considerably in their lives †¢Against set point theory oWhat were the factors that can influence whether a person becomes more or less happy for long periods of time? †¢Be extroverted, not neurotic †¢High priority for humanitarian, family goals, and low priority for materialistic ones †¢Long term partner (not be neurotic, have high priority for altruistic and family goals) †¢Attend church †¢Don’t work too much, or too little †¢Exercise †¢Participate in social activities †¢Don’t be fat

Conceit and Misfortune in Oliver Goldsmith’s The Vicar of Wakefield Ess

Conceit and Misfortune in Oliver Goldsmith’s The Vicar of Wakefield From three hundred years of Ireland’s history, The Penguin Book of Irish Fiction1[1] collects a combination of complete works and samples of the works of many great Irish authors. Among the authors included in this volume is Oliver Goldsmith, an Irishman of great diversity in his writings and remembered perhaps as well for his individuality, character and generosity as for the various poems, essays, and works of fiction that he contributed to literary world. The Vicar of Wakefield, the selection chosen for the anthology, is not only significant because it is often considered his best work, but also as it is the only novel that Goldsmith ever wrote.2[2] The Vicar of Wakefield is an amusing and captivating tale that follows the life and hardships of the Vicar Primrose and his family, as they journey from happiness, through calamity, to the bare escape of complete ruin. The story’s humor as well as its plot result both equally, and to a great extent, from Goldsmith’s creation of the Primrose family’s hot and invariable desire to rise again to happiness by finding ways to better their dire financial straits and to reverse their societal decline. Although the passage in the anthology presents only four chapters from the novel, may of the ideas there presented introduce in, comment on, or foreshadow to various themes, lessons, and events of great importance to the work as a whole. These ideas will carry through the plot, and culminate in the story’s denouement at which time, if not previously, they will all be finally understood and their significance revealed. Among them are the here apparently def inite social boundaries that divides the rich from ... ...nt in the story Primrose had lamented, â€Å"O, my children, if you could be learn to commune your own hearts, and know what noble company you can make them, you would little regard the elegance and splendors of the worthless† (p. 147). Had the rest the Primrose family ever been inclined to understand this early on, and to feel in the same way sated with the simple existence that satisfied their patriarch, many of their misfortunes may have been avoided. However, without them story’s lessons, adventures, hilarity, and glorious unexpected conclusion would have been lost as well.    Notes: [1] Tobin, Colm, ed. The Penguin Book of Irish Fiction. New York: Penguin Books, 2001. [2] All further references to The Vicar of Wakefield will be cited as part of the complete work: Goldsmith, Oliver. The Vicar of Wakefield. 1766. Ed. Stephen Coote. London: Penguin Books, 1982.

Event Sponsorship as a Value Creating Strategy for Brands

Event sponsorship as a value creating strategy for brands Dimitra Papadimitriou University of Patras, Patra, Greece Artemisia Apostolopoulou Robert Morris University, Moon Township, Pennsylvania, USA, and Theofanis Dounis University of Patras, Patras, Greece Abstract Purpose – The present research involves corporations that served as Grand National Sponsors of the Athens 2004 Olympic Games and aims to explore whether a strategic approach was employed in the acquisition and management of their Olympic sponsorship.Design/methodology/approach – A multiple case study analysis was employed, for which data were collected through semi-structured interviews. The study sample included seven of the ten Grand National Sponsors that signed agreements with ATHOC, the Organizing Committee of the 2004 Athens Olympic Games. Data analysis was organized around ? ve themes inspired by the existing literature. Findings – With the exception of two ? ms, the majority of the Grand Nati onal Sponsors reported no clear or measurable objectives and limited consideration to strategic or brand-related initiatives in their decisions to invest in the national Olympic sponsorship program. However, they did report plans to invest resources to leverage their rights, even though in most cases no speci? c evaluation processes had been designed. Research limitations/implications – Given that the Olympic Games are organized every four years in a new location, the ? ndings of this research may not ? d direct application to other markets and organizing committees that implement their own sponsorship programs. Nevertheless, this research did show relatively poor recognition of the role of sponsorship in creating value and building the corporate brand. Corporations considering becoming involved in sport sponsorship and also event organizers are encouraged to adopt a more strategic approach in the sponsorship solicitation and management process. Originality/value – Exi sting literature has discussed the role of sport sponsorship in brand management and the communication mix, and has highlighted the bene? s for ? rms that establish long-term ties with the Olympic Games. The present research adds to that line of work by highlighting if and how a strategic and brand building approach was adopted in the context of national-level Olympic partnerships. Keywords Sponsorship, Olympic Games, Brand management, Corporate strategy Paper type Research paper An executive summary for managers and executive readers can be found at the end of this article. Introduction The meaning of sponsorship as an integral element of the marketing mix has been conceptualised by Sandler and Shani (1993) with the following de? ition: â€Å"[Sponsorship is] the provision of resources (money, people, or equipment) by an organization directly to an event or activity in exchange for a direct association to the event or activity† (p. 39). Corporate spending on sport sponsorshi p in many European countries and in North America has increased dramatically (Lachowetz et al. , 2003). Global spending on sponsorship was estimated to reach $US28 billion in 2004 (from $US25. 9 billion in 2003) of which, according to the The current issue and full text archive of this journal is available at www. meraldinsight. com/1061-0421. htm Journal of Product & Brand Management 17/4 (2008) 212– 222 q Emerald Group Publishing Limited [ISSN 1061-0421] [DOI 10. 1108/10610420810887563] International Events Group, 69 per cent relates to sporting events (International Events Group, n. d. ). There is plenty of evidence that sport sponsorship, including Olympic sponsorship, can be very effective in achieving a number of objectives, not the least of which is competitive advantage related to brand image and reputation (Amis et al. 1997; Copeland et al. , 1996; Meenaghan, 1998). The sport marketing literature provides some discussion on the value of sport sponsorship in also deli vering other bene? ts, such as increased awareness levels, sales and greater market share, and opportunities to develop employee and client (i. e. hospitality) relations (e. g. Abratt et al. , 1987; Apostolopoulou and Papadimitriou, 2004; Irwin and Asimakopoulos, 1992; Lough et al. , 2000; Ludwig and Karabetsos, 1999; Scott and Suchard, 1992). The technological developments related to porting, events along with the growing interest of the media for such activities, account to some extent for the steady increase of sport-related sponsorship investments (Meenaghan, 1998; Shilbury et al. , 2003). Meanwhile, the decreasing corporate trust in the ef? ciency of traditional media advertising channels may also explain why corporate investments in sport follow a growing trend (Meenaghan, 1998). Despite the pervasive appeal of the sport sector, however, companies have plenty of other event options at a local, national and international level from which to choose; thus greater emphasis on retu rn of 212Event sponsorship as a value creating strategy for brands Dimitra Papadimitriou, Artemisia Apostolopoulou and Theofanis Dounis Journal of Product & Brand Management Volume 17  · Number 4  · 2008  · 212 –222 investment will prevail their sponsorship decisions (Copeland et al. , 1996). Also, as the corporate demand for accountability in marketing expenditure increases, so does the need for a deeper understanding of the unique elements of event sponsorships as a strategic resource and a tool of marketing (Meenaghan, 1998; Thwaites et al. , 1998). Given the potential bene? ts involved in sponsorship, and in order to maximize ? ancial and other returns, corporations need to be strategic not only in their choice of properties (sport or other) with which to form partnerships but also in the allocation of resources to those agreements. Businesses must consider strategic priorities that suit their needs and systematically exploit the opportunities within their markets, and engage in partnerships that are aligned with those priorities. Furthermore, within those partnerships they need to link corporate objectives to particular strategic initiatives, a process that could turn sponsorship to a value-creating strategy capable of creating a distinctive advantage.Surprisingly, research is scarce on corporate sponsorship and its importance as a strategic resource and a brand management tool. As Meenaghan (1998) stresses, â€Å"The sponsorship literature has traditionally viewed sponsorship as an activity largely similar to advertising and generally, though not always, spoken of in terms of short- rather than long-term horizons† (p. 25). Indeed, most existing studies are descriptive, and focus on objectives and general motivation for making those kinds of investments (e. g. Berrett and Slack, 1999; Cornwell and Maignan, 1998; Doherty and Murray, 2007).Amis (2003) has also outlined the dearth of research on how intangible resources are identi? ed and managed in relation to image and reputation through sport sponsorship. This is also re? ected in the industry, as many companies invest immense resources but still ignore the capacity of sport sponsorship for ensuring longer-term bene? ts (Amis et al. , 1999). Accordingly, the present study attempts to explore the adoption (or not) of a strategic approach to the sponsorship process on the part of large companies involved in Olympic sponsorship.This is a research avenue that has been largely unexplored in the existing literature. and ideals and on leveraging its key brand on a national and international level. The Olympic Partner (TOP) program, which represents the IOC’s sponsorship program, holds a key role in the IOC’s overall marketing efforts as it attracts the interest of many international corporations due to a number of factors, including the long-term (a required minimum of four years) linkage to a very attractive intellectual property, exclusive global marketi ng rights, and the principle of product/service-category exclusivity. The ? st TOP program (1985-1988) involved nine partners and generated $US95 million, a far cry from the more lucrative 2001-2004 program, which engaged 11 corporations contributing $US603 million. Global corporations like Visa, Coca-Cola, Kodak and Panasonic view this type of partnership as strategic, and this is manifested by the fact that since 1986 all of them have invested considerable resources to remain part of the program until at least the 2012 Olympic Games. The IOC has extended their particularly successful marketing concept to a lower stage by introducing Olympic sponsorships at the national level.Revenues from those sponsorships contribute to the ever-increasing cost of hosting the event. The Organizing Committees of the Olympic Games (OCOGs) manage this program, which involves an array of sponsors, suppliers and providers from the host country (provided they are approved by the IOC). The 2000 Olympics attracted the interest of 93 such national partners who contributed $US492 million to the Organizing Committee of the Sydney Games (SOCOG), while the 2004 Olympic Games held in Athens generated e570 million through their national Olympic sponsorship program (Jeanrenaud, 2006).Present research The present study focuses on the national companies that signed on as Grand National Sponsors of the 2004 Athens Olympic Games and explores the role of these partnerships in sponsors’ brand management efforts, as perceived by company executives, as well as the degree to which these sponsors’ approach to their Olympic sponsorship was strategic. Furthermore, sponsors’ plans to integrate the sponsorship in corporate strategy and to exploit rights received by the Organizing Committee are also discussed. Given the increased pressure of corporations to maximize ef? iency in the use of their resources and to avoid opportunity cost, there is much interest in identifying whether a strategic approach was adopted in these companies’ Olympic involvement. The practices of these sponsors could provide valuable insight not only to other ? rms considering investment in sport sponsorship, but also to event organizing committees aiming to secure corporate support. The remainder of the paper includes a review of relevant literature, followed by a summary of the methodology and the ? ndings of the study.The paper concludes with a discussion of the theoretical contributions of the study and also practical recommendations for brand management and marketing executives as well as sport property representatives. Corporate sponsorship and Olympic Games The Olympic Games hold a few distinctive characteristics that make the event a particularly desirable property for a wide range of sponsors, but also for conducting research. First of all, it is a unique and highly prestigious event with a strong ability to reach a global audience through television networks.Secondly, th e marketing program and policies of the International Olympic Committee (IOC), the governing body of the Olympic Movement and the Olympics, actively preserve exclusivity for the limited number of international and national sponsorships and favor long-term partnerships. The IOC has worked extensively to raise awareness about how corporate contributions enhance the Olympic Movement and invests resources to achieve sponsor recognition. Thirdly, Olympic sponsorships are linked to attractive hospitality packages, which corporations value highly for networking, roduct display, and employee incentive purposes. Continuing a pattern which began in the late 1980s, sponsorship investments in the Olympic Games have increased exponentially, accounting for 34 per cent of the IOC’s $US4 billion Olympic marketing revenue for the 2001-2004 Olympic quadrennium (International Olympic Committee, n. d. ). This is the end result of the IOC’s strategic plan, which since 1985 has focused syst ematically on enhancing the Olympic image 213 Literature reviewThe review of literature is structured around three themes: 1 sponsorship and corporate strategy; 2 the integration of sponsorship within corporate marketing efforts; and 3 sponsorship and brand management. Event sponsorship as a value creating strategy for brands Dimitra Papadimitriou, Artemisia Apostolopoulou and Theofanis Dounis Journal of Product & Brand Management Volume 17  · Number 4  · 2008  · 212 –222 Sponsorship and corporate strategy Understanding what companies do or do not do to remain competitive in a constantly changing environment is at the heart of strategic thinking.Practice has shown that sport sponsorship, because of the bene? ts associated with those agreements, is a frequent strategic choice of many multinational corporations. Of the most indicative examples are Coca-Cola, Kodak and Visa International, three companies with long-standing relationships with the Olympic Games. These partic ular ? rms have integrated those agreements well into their long-term marketing strategies and are continuously promoting their involvement in order to gain competitive advantage (Farrell and Frame, 1997).However, such costly agreements cannot be treated in an ad hoc manner. Successful corporations are well aware that sponsorship deals should be approached as a resource, with the capability to lead to distinctive competence if effectively combined with other organizational resources (Amis et al. , 1997, 1999). Sport sponsorship, if viewed as a strategic resource, can support brand management objectives by enhancing brand image and reputation and by assisting the company to gain competitive advantage in targeted marketplaces (Amis, 2003).This, however, implies that corporations are prepared to engage in long-term commitments and to actively exploit those agreements, or otherwise face the disappointment of low return on their investment. Though limited, research evidence has shown tha t many companies engage in sport sponsorship with limited planning and integration (Farrelly et al. , 1997; Polonsky et al. , 1995). A few companies make those investments with con? ned understanding of the range of bene? ts involved and how those bene? s can be realized. They even lack the growing knowledge of the nature of the particular communication means and this is depicted on their objectives and the poor rationale for involvement. The empirical results of Farrelly et al. (1997) with a sample of North American and Australian companies engaged in sport sponsorship showed that more time is spent into negotiating deals than in integration and planning. Moreover, their research showed that a few North American ? ms approached sponsorship management as a strategic tool, whereas the majority of Australian businesses concentrated more on the communication opportunities of sponsorship (Farrelly et al. , 1997). Similarly, Amis et al. (1999) have provided evidence that companies often engage in sponsorship without integrating it in other marketing initiatives. The consequence involves delivering an unclear and inconsistent image to the customer. Any company considering entering into a sponsorship agreement should ? rst assess the potential bene? s and the probability of gaining a competitive position in the marketplace and then make a decision of whether or not to invest in the sponsorship. Building on the work of Hamel and Prahalad (1994), Amis et al. (1999) argue that sport sponsorship can become a potential source of competitive advantage if it meets three criteria: 1 it allows for a signi? cant increase in the perceived customer value of the service or product; 2 it permits for differentiating the brand from the competitors; and 3 it provides space for exploiting the deal through new services and products. 14 The employment of sport as a strategic tool for developing a position of competitive advantage is well described by Amis (2003) in reference to the case study of Guinness. That particular company has used sport extensively and consistently to build a unifying brand message on a global level. This was achieved by ? rst engaging in a global survey to identify a â€Å"key brand bene? t† (â€Å"Guinness brings out your inner strength†) that would unify its global brand and also ensure differentiation from other popular beer brands (Amis, 2003, p. 200).Secondly, the company used sport and sport sponsorship as a central element of its brand positioning strategy, creating advertisements featuring athletes and driving on-trade promotions and sales during world sporting events (Amis, 2003). The critical element of Olympic sponsorship is that it offers sponsors the opportunity to make use of unique business opportunities by providing concrete rights and speci? c bene? ts associated with the strongest sporting brand in the world (i. e. the Olympic Games), depending on the sponsorship category.Accordingly, and given the competiti ve nature of the growing Olympic sponsorship industry, other sport and non-sport sponsorship options, and the signi? cant resource investment required to get into a sponsorship agreement, strategic thinking becomes critical. Following the example of multinational corporations, one would expect that sponsors involved in Olympic sponsorships on the national level should also engage ? rst and foremost in fundamental strategic thinking related to company brand management efforts and overall corporate strategy, and consider how a potential sponsorship agreement would enhance corporate strategy and objectives.This question is the point of exploration of the present study. Integrating sponsorship into organizational marketing In her discussion on sponsorship-linked marketing development, Cornwell (1995) proposes a model of sponsorship development. That model involves six steps, each linked to the next, including: 1 analysis of the situation; 2 determination of objectives; 3 development of sponsorship-related strategy; 4 creation of sponsorship link; 5 sponsorship implementation; and 6 sponsorship evaluation.In another research effort to standardize the process of selecting a sport sponsorship program and utilizing it as a viable marketing tool, Arthur et al. (1998) proposed a multistep process that involved many of the points discussed earlier by Cornwell. The authors emphasized the necessity of a careful consideration of all options available to an organization in order to achieve company objectives, as well as the need to incorporate the sponsorship within the organization, manage, activate, and evaluate it (Arthur et al. , 1998).Therefore, it should be stressed that sport sponsorship can be an invaluable tool as long as it is fully integrated into a ? rm’s marketing and communication efforts. This involves ? rst of all placement of the corporate sponsorship activities into the marketing departments, clear and appropriate objectives and planning, and full in tegration into the communication mix. Otherwise, sponsorship activities, including those linked to the Olympic Games can be turned into costly mistakes with no substantial return on investment.Event sponsorship as a value creating strategy for brands Dimitra Papadimitriou, Artemisia Apostolopoulou and Theofanis Dounis Journal of Product & Brand Management Volume 17  · Number 4  · 2008  · 212 –222 Sponsorship and brand management Wong and Merrilees (2005) stress that, in pursuing competitive advantage in the marketplace, the brand should be in the heart of corporate strategy. In other words, managers should be able to combine corporate, marketing and promotional plans in a brand-based strategy, which can offer their company a sustainable edge over their competitors and lead to high levels of brand equity.Brand equity is one of the most fundamental signi? ers of a powerful brand because it represents the end result of strong brand loyalty, high name awareness, positive br and image, favorable brand associations, and the perception of superior quality (Aaker, 1991). As companies strive to build powerful brands with high value in the marketplace, sport sponsorship can serve as a tool for supporting brand management objectives (Amis, 2003; Sandler and Shani, 1993).Establishing and exploiting a partnership with a sport property can assist a company to strengthen some or all of the elements of brand equity and consequently increase the overall value of its brand (Roy and Cornwell, 2003). A few authors have discussed sport sponsorship’s role in enhancing brand image and reputation, increasing brand awareness and familiarity, and altering public perceptions (e. g. Amis et al. , 1997; Cornwell et al. , 2001; Gwinner and Eaton, 1999; Irwin and Asimakopoulos, 1992). Bene? s have also been reported in terms of brand personality and brand differentiation (Amis et al. , 1999; Cornwell et al. , 2001). The brand-related bene? ts outlined above can be deliver ed with an even greater effectiveness via Olympic sponsorship agreements. Brown (2000) discussed how AMP (an insurance and investment company) and Visa, both companies in the services sector, used their Olympic sponsorship of the 2000 Olympic Games for brand development and brand differentiation initiatives. Crimmins and Horn (1996) have also reported that Visa has bene? ed from measurable changed perceptions of its brand over MasterCard as a result of the Olympic sponsorship. Furthermore, Stipp (1998) showed that managers are well aware of how sponsor image is signi? cantly affected by the special qualities of Olympic advertising, the favorable public attitudes toward Olympic sponsorship, and the strength of the association between the sponsor and the Olympics. This is attributed to the fact that the general public expresses high respect for the Olympic Games and attaches special value to Olympic sponsorship (Stipp, 1998).Even though there is evidence that sport sponsorship, and pa rticularly Olympic sponsorship, is a distinctive resource capable of ful? lling brand management objectives, it should be stated that its effectiveness depends on active management (Amis, 2003; Cornwell et al. , 2001), appropriate and adequate leveraging (Chalip and Leyns, 2002), and longterm agreements which allow time for strong associations to be developed between events and brands (Keller, 1993). Companies should not make the mistake of mismanaging sport sponsorship agreements.They should approach these agreements as a distinctive resource, which needs to be integrated within other company activities in order to produce sustainable competitive advantage (Amis et al. , 1999). Sample On the national level, ATHOC, the Organizing Committee of the 2004 Athens Olympic Games, instituted a sponsorship program, the National Sponsoring Programme, which offered three levels of involvement: 1 Grand Sponsor; 2 Of? cial Supporter; and 3 Of? cial Provider.This sponsorship program contributed a total of e570 million to the Organizing Committee’s budget (Jeanrenaud, 2006). The present research effort focused on the highest of the three levels, the Grand Sponsors. It was assumed that, given the size of the companies and the extent of their investment, there were higher chances that a strategic and/or brand building orientation would have been adopted at that level. Therefore, the sample for this study was drawn from the population of the Grand National Olympic Sponsors of ATHOC. The ten ompanies that served as Grand sponsors were 1 Alpha Bank (private bank); 2 Athenian Brewery (beer producer); 3 DELTA (dairy product company, co-sponsor with FAGE); 4 FAGE (dairy product company, co-sponsor with DELTA); 5 Hellenic Broadcasting Corporation (ERT, national broadcasting company); 6 Hellenic Post (ELTA, national postal services provider); 7 Hellenic Telecommunications Organization (OTE, national telecommunications company); 8 Hyundai Hellas (automotive company); 9 Olympic A irlines (national airline company); and 10 Public Power Corporation SA (DEI, national electrical power provider).Data collection The design of this research involved a multiple case study approach. Data were collected through semi-structured interviews conducted with the Marketing Directors or other company executives responsible for coordinating the Olympic sponsorship activities of their particular organization. The particular research design was deemed appropriate for the study objectives as it facilitated the exploratory nature of this research. It also allowed for motivating the interviewees to explore and discuss aspects of their sponsorship-related thinking and enabled in-depth probing into unexpected issues during the discussion.Interviews took place between January and May 2004, and the duration of each interview was approximately one hour. Research efforts resulted in a total of seven of the possible ten interviews. Consequently, all results are based on information from t he seven sponsors interviewed. An interview guide was developed to incorporate the following key themes: . the reason(s) for which the ? rms entered into the Olympic sponsorship agreement; . the way(s) in which the Olympic sponsorship was integrated into the ? rms’ overall corporate strategy, their marketing strategy, and their brand management efforts; . he amount of resources deployed into the sponsorship; . the initiatives introduced to leverage the sponsorship; and . companies’ plans to evaluate the effectiveness of their Olympic sponsorship. 215 Methodology The present study follows a multiple case study approach to investigate the extent to which Grand Sponsors of the 2004 Olympic Games were involved in strategic planning and systematic leveraging activities related to their Olympic sponsorship agreements. Event sponsorship as a value creating strategy for brands Dimitra Papadimitriou, Artemisia Apostolopoulou and Theofanis DounisJournal of Product & Brand Manage ment Volume 17  · Number 4  · 2008  · 212 –222 Data analysis In an effort to explore whether a strategic approach was adopted (or not) by the Grand Sponsors of the 2004 Olympics in the acquisition and management of their sponsorship, the present study focused on four indicators, namely: 1 sponsors’ stated goals and/or objectives; 2 resources allocated to the acquisition and activation of the sponsorship; 3 sponsorship leveraging initiatives; and 4 sponsorship evaluation plans The study attempted to assess the degree to which each of these areas was considered in the sponsorship process.In addition, the perceptions of company-sponsor representatives in terms of the incorporation of their sponsorship in the overall corporate strategy and brand management efforts were used as a ? fth indicator. These ? ve elements were chosen to frame the analysis because they have been proposed in past research (Arthur et al. , 1998; Cornwell, 1995) as indicators of a strategic app roach to sport sponsorship, and thus were deemed appropriate for the objectives of the present research.All data received through the interviews were therefore contentanalyzed based on those ? ve parameters. Results A discussion on each of the ? ve parameters as they relate to the seven companies-sponsors in the sample is presented in the following section. Sponsorship as part of corporate strategy and brand management efforts In order to explore whether a strategic approach was adopted in the acquisition of the Olympic sponsorship at the national level, companies were asked to discuss how iOlympic sponsorship ? tted in their overall (i. . corporate) brand management strategy. From the responses received to that question alone, it appeared that two of the seven companies in the sample clearly saw this sponsorship as an opportunity to support major shifts in the structure and orientation of their companies. More speci? cally, Alpha Bank, a private bank that had gone through a merger in recent years, saw its Olympic sponsorship as a way to support the union of the two banks that merged and also as a cause behind which to unite the two distinct cultures and staffs.Its involvement with the Olympics was seen as a platform to promote the new, post-merger company and to solidify its new name and identity in the minds of consumers. ELTA, the main postal services provider in Greece, which had been a sponsor of the ? rst modern Olympic Games held in Athens in 1896, was also going through major changes at the time leading up to the Olympic Games as the company was preparing for an initial public offering (IPO). Their main interest was to use their Olympic sponsorship to strengthen and promote their corporate image.According to a company representative, â€Å"we want to promote a modern image of effectiveness and quality; a humane image† (personal communication, February 2, 2004). Their investment in this sponsorship intended to support the company’s brand r epositioning efforts that focused on promoting a more positive, a more customer- and service-oriented image. In addition to the role of the sponsorship in shaping a new image 216 for the company, it served as a means to celebrate a milestone in company history, i. e. the 175th anniversary of the establishment of the organization. When asked the same question of how their Olympic sponsorship ? ted with their brand management efforts, the remaining ? ve companies in the sample did not discuss any strategic initiatives that were supposed to be supported by the sponsorship. Instead, they provided reasons for which they decided to become a sponsor. Athenian Brewery, a beer producer, and DELTA, one of the dairy product co-sponsors, mentioned that their decision to become a sponsor was driven primarily by the fact that the Olympic Games was the largest and most important athletic event to occur in the modern history of the country, while the other three cited being a logical choice for the pro? e and size of their company (FAGE, dairy product co-sponsor); obliging to a matter of honor (Olympic Airlines, airline); and supporting their company’s social responsibility strategy (DEI, power provider) as their rationale for entering into those agreements. Even though it seems that, from their responses to that question alone, these ? ve sponsors did not consider any strategic or brand-related initiatives in their decisions to become involved in the program, there was some relevant information that ould be deciphered from their commentary on their sponsorship objectives, which indicates that some consideration of corporate strategy or branding was present. That information is discussed in the following section. Stated goals and/or objectives All of the companies in the sample seemed to have, to a greater or lesser extent, some stated goals for this sponsorship. However, with the exception of two cases, none of them were speci? c or measurable. In general, stated goal s/objectives fell into two categories: 1 pro? -oriented (i. e. sales); or 2 brand-oriented. Table I outlines companies’ goals and/or objectives in terms of their Olympic sponsorship agreements and groups them based on their orientation. In terms of the pro? t-oriented goals/objectives, the majority of the sponsors in the sample seemed to agree that increasing sales for one or all of their products/services was one of their goals. Olympic Airlines, the national airline company, had speci? c objectives in terms of the amount of additional traf? it would generate during the summer months and was also expecting long-term repeat business. Alpha Bank, the private bank, was more speci? c in terms of the group it was targeting; it was looking to attract a younger demographic for its services. As was noted, â€Å"we are aiming to attract a younger audience [as] the pro? le of our clients is middle age† (personal communication, January 20, 2004). Interestingly, there was also th e case of one sponsor (ELTA, postal services provider) that did not declare any speci? pro? t-oriented goals, but rather expressed a desire to at least make up the money they invested in acquiring the sponsorship. As stated by a company representative, one of their goals was â€Å"to cover the minimum guaranteed amount spent to acquire the sponsorship† (personal communication, February 2, 2004). The same company representative indicated that they did not view their Olympic sponsorship as a means that would produce any signi? cant commercial bene? ts and that the ? ancial returns were expected to be marginal. In addition to the pro? t-oriented goals, there were also other stated goals/objectives related to some aspects of brand Table I Goals/objectives of Grand National Olympic sponsors Brand-oriented goals/objectives Brand awareness, recognition Brand loyalty Integrate staff members of two banks Integrate two company cultures Brand associations Brand image, positioning Organi zational culture, employees (internal branding)Other goals/ objectives Grand National Olympic Pro? t-oriented goals/ sponsors objectives Alpha Bank Event sponsorship as a value creating strategy for brands Dimitra Papadimitriou, Artemisia Apostolopoulou and Theofanis Dounis Strengthen employee relations through leveraging initiatives Support the efforts of ATHOC – altruism 217 Receive moral bene? ts Increase market share Establish the new bank name in the minds of consumers Gain new customers Attract younger consumers Generate pro? of e50 million Athenian Increase sales (target group: Enhance brand recognition Create a legacy Make Heineken a yearBrewery 18-34) of Heineken after the Games round beer Community involvement DELTA Increase sales Create brand recognition, Community Strengthen company image awareness involvement Project interest in community matters and the country FAGE Generate sales from visitors Promote products abroad Turn foreign visitors into upon return to th eir Create brand awareness consumers of their countries among visitors (foreign products consumers) Hellenic Post [Avoid losses – make up the Create a positive image, (ELTA) money spent on sponsorship] customer- and serviceoriented Support company repositioning efforts Increase prestige as a new Olympic Airlines Increase traf? c by 150,000 Generate exposure and buzz post-Games company travelers (e50 million) Generate repeat travel in the future Create image of trust and Public Power Create credibility association Corporation, SA with the event Create prestige (DEI) Strengthen social pro? le of company Unite employees behind common effort Journal of Product & Brand Management Volume 17  · Number 4  · 2008  · 212 –222 Serve noble cause of sponsorship Coordinate communications under one strategy Take advantage of sponsorship rightsEvent sponsorship as a value creating strategy for brands Dimitra Papadimitriou, Artemisia Apostolopoulou and Theofanis Dounis Journal of Product & Brand Management Volume 17  · Number 4  · 2008  · 212 –222 management. More speci? cally, the two areas that seemed to be more prevalent in sponsors’ priorities were brand awareness and recognition and brand image. Five of the seven sponsors in the sample stated that they were interested in raising awareness/recognition levels for their brands or a particular product under their brand. For Athenian Brewery, the beer producer, the goal was â€Å"to enhance brand recognition for Heineken [one of the products of that company] [. . . ] to promote Heineken and make it a year-round beer† (personal communication, March 4, 2004).Alpha Bank, the private bank, was more interested in raising people’s awareness of the new name of the bank, while FAGE, one of the dairy product co-sponsors, was focused on making foreign consumers who were visiting Greece for the Games familiar with their products in hope that they would continue consumption upon return to their native countries. The second aspect of brand building that seemed to be important amongst at least four of the seven Grand National Olympic sponsors in the sample was brand image. Through association with an event as grandiose and unique as the Olympic Games, sponsors felt they could create a more positive image for their company.This goal was particularly important for ELTA, the postal services provider that was hoping that the sponsorship would support its repositioning efforts. As their representative stated, â€Å"our company is at the stage of planning or promoting a change in its nature and orientation [. . . ] we are now shifting from the era of the citizen to the era of the customer, and that is important† (personal communication, February 2, 2004). Using the sponsorship to create an image of trust and credibility was one of the goals of DEI, the national power provider, while projecting their company’s interest in the community and the country and cr eating prestige as a new company were goals expressed by DELTA (dairy product co-sponsor) and Olympic Airlines (airline), respectively.Another area related to branding, other than the two mentioned above, which also became evident from the data, is the use of sponsorship for purposes of branding within the organization (i. e. internal branding). Two of the companies in the sample, Alpha Bank (private bank) and DEI (power provider), indicated that they saw their Olympic sponsorship as a means to promote employee relations. According to the representative of one of the sponsors (DEI), â€Å"[one of the goals of our company for the Olympic sponsorship is] to unite employees around a vision and a common effort† (personal communication, May 6, 2004). A third company, DELTA (dairy product producer), made reference to that goal not directly, but through the discussion of their sponsorship activation initiatives.In addition to the two main groups of goals, there were also some other goals/objectives expressed by Grand National Olympic sponsors. Those re? ected mainly altruistic motives and moral bene? ts sought through their involvement in the particular sponsorship program. Allocated resources Another indication of whether a sponsorship is seen as an investment and a brand building tool is the amount of resources invested in the process. There were two types of resources examined in this study, i. e. human and material resources. Furthermore, material resources were distinguished between in-cash versus in-kind, and those invested in the acquisition versus the activation of the sponsorship. 218In terms of human resources allocated to their Olympic sponsorship, all companies in the sample formed some type of committee that was responsible for managing all sponsorshiprelated activities. The size of those committees ranged from two to 15 members and, in most cases, membership included employees from a number of departments within the organization. Furthermore, two of the companies in the sample, Alpha Bank and Athenian Brewery, discussed their intention to involve their employees in the process by initiating employee Olympic volunteer programs. Not all sponsors in the sample were willing to disclose the ? nancial investments they made to acquire their Olympic sponsorships. Of the seven companies in the sample, six provided some information in terms of the ? nancial resources allocated to becoming a Grand Olympic sponsor.From the information provided through the interviews, it was concluded that Athenian Brewery and DELTA invested in cash only, DEI invested in kind only, while Alpha Bank, ELTA and Olympic Airlines invested both in cash and in kind. In general, there seemed to be a commitment toward the sponsorship, which became more apparent from the stated intentions of sponsors to allocate ? nancial resources in sponsorship activation initiatives. Even though all seven companies in the sample discussed some sponsorship activation plans, onl y four of the sponsors (Alpha Bank, Athenian Brewery, FAGE, Olympic Airlines) mentioned that they were planning to invest ? ancial resources on that aspect, with two of those (Alpha Bank and Olympic Airlines) disclosing the speci? c amounts. Some more information on sponsorship activation is provided in the section below. Sponsorship activation In addition to the resources allocated to sponsorship activation, information was collected on speci? c leveraging initiatives. Although there was some variation in terms of the means chosen by each company to activate their sponsorship, most initiatives involved the use of the Olympic logo and symbols as well as the Olympic mascots on sponsors’ products, employees, distribution vehicles, and at points of sale. The most common sponsorship activation initiatives involved Olympic-themed sales promotions (e. g. ontests), themed packaging, new products (e. g. Olympic-themed credit card), and collectible pins. Furthermore, three of the spon sors in the sample (Alpha Bank, ELTA and Olympic Airlines) mentioned the existence of a hospitality program for their clients or partners. In terms of the use of communication media to activate their Olympic sponsorship, the most popular choices appeared to be advertising through mass electronic (e. g. television) and print (e. g. newspaper) media, posters and billboards, displays at sponsors’ distribution outlets or specially created kiosks, and internal company communication media or publications (e. g. employee newsletter).Surprisingly, the use of the internet and the companies’ websites (provided one existed) did not appear to be prevalent, with only three sponsors (Athenian Brewery, Alpha Bank and FAGE) mentioning its use in leveraging their sponsorship agreement, while three other companies (DELTA, ELTA and Olympic Airlines) indicated that promotion through the internet would be limited. Sponsorship evaluation Of all ? ve indicators used to determine the role of these sponsorship agreements in companies’ strategy and brand management efforts, this measure is probably the one for Event sponsorship as a value creating strategy for brands Dimitra Papadimitriou, Artemisia Apostolopoulou and Theofanis Dounis Journal of Product & Brand Management Volume 17  · Number 4  · 2008  · 212 –222 which more general and more vague responses were received.With the exception of three companies that either did not provide any information on this area (Alpha Bank) or provided very general information (Olympic Airlines and DEI), the remaining sponsors in the sample indicated at least some plans to measure sales, company awareness/recognition levels, and perceived image amongst consumers, or to conduct cost-bene? t analyses after the Games. Discussion In light of the ? ndings received from a representative group of the Grand National Sponsors of the 2004 Athens Olympic Games, some general observations and practical recommendations are offered for marketing and brand management executives interested in investing in sport sponsorship. Firstly, even though the marketing literature has repeatedly cautioned corporate executives about the need to be strategic with their decisions to invest in sponsorship and also in the selection of an appropriate property that could further corporate objectives (e. g. Farrelly et al. , 1997; Meenaghan, 1998), the ? dings of this study indicate that only a small number of the national sponsors of the Athens Olympic Games truly saw this sponsorship as a tool to further corporate strategy. For a number of other ? rms becoming a sponsor was explained by generally stated objectives of assisting the Organizing Committee’s efforts to put on a good event of the greatest national importance. However, even those companies that did not speak about corporate strategy and brand management made it clear throughout their interviews that solidifying an association with the Olympic Games could affect their brand image and positioning in a positive manner. The use of words such as â€Å"legacy†, â€Å"honor†, â€Å"prestige† and â€Å"image† indicates that these companies were well aware of how an of? ial relationship with an event as unique as the Olympic Games and as important for the history of the country (i. e. Greece) would help to build strong brand associations. This con? rms past research suggesting that sport sponsorship can be used as a brand-building tool through the creation of positive and favorable brand associations (e. g. Amis, 2003; Roy and Cornwell, 2003). Secondly, the companies in the sample highlighted the key strengths of their national Olympic sponsorships by stating the goals and objectives attached to those agreements, even though they were not, in most cases, speci? c or measurable as it has been recommended through past literature (e. g. Arthur et al. , 1998).Interestingly, many of the goals and objectives stated were brand- related. It was evident through the interviews that companies recognized the opportunity to sharpen their brand image and increase levels of brand awareness, but also saw the chance to do that in a favorable light by taking advantage of the positive feelings and emotions people had toward the Olympic Games. Being seen as one of the contributors to an event as important to the country and its citizens – even though not directly related to pro? toriented objectives – if achieved, could have led to positive outcomes via strengthening the company’s image and emotional connection with current and potential consumers.Past research also has connected the existence of positive brand associations to favorable consequences for brands (e. g. Amis, 2003; Gladden et al. , 1998). Thirdly, it appeared from the data that all the companies created teams to manage their sponsorships and, in most 219 cases, those teams involved employees from a number of departments. The involveme nt of various departments in the sponsorship management process could indicate efforts of sponsors to integrate their Olympic sponsorship throughout their organizations. Furthermore, for those companies that decided to involve their employees via Olympic volunteer programs or to incorporate employee bene? s and special corporate hospitality programs, it seems that they also saw this sponsorship as a tool to build employee relations and strengthen their brand internally. Fourthly, the willingness of companies to allocate resources not only in becoming sponsors but also in leveraging their sponsorship relationships indicates an even greater commitment in using this sponsorship as a brand building tool and receiving full bene? ts from their involvement – even though that was not clear from responses related to the ? rst indicator. It also implies that companies saw value in the intellectual property of the Olympic Games and in the rights received through their agreements with th e Organizing Committee. Although most of the managers interviewed failed to report with speci? ity the resources committed in sponsorship activation, this ? nding is in agreement with previous research that proposes spending money to leverage the associated bene? ts of a sponsorship (e. g. the $2-for-$1 additional spending found by Farrelly et al. , 1997). The leveraging initiatives described throughout the interviews were clearly efforts to capitalize on the positive feelings and enthusiasm that were widespread throughout the country. Using a variety of promotional and communications initiatives to take advantage of product/service category exclusivity rights (even for the two dairy product producers that signed on as co-sponsors) and of the of? cial af? iation with the Olympic Games could provide a competitive advantage to those corporations and differentiate them from their competition. Lastly, the lack of data on sponsorship evaluation plans might imply that assessment of the ef fectiveness of process and of the ful? llment of goals might not be an area to which companies devoted much energy, at least in the early stages of their sponsorship relationship. This ? nding is consistent with the existing literature, which indicates that many companies spend signi? cant resources on sponsorship agreements but fail to establish formal sponsorship evaluation systems or procedures (Miyazaki and Morgan, 2001).Furthermore, the fact that most objectives stated throughout the interviews were rather general and not speci? c could make any effort to evaluate the effectiveness of these sponsorship agreements even harder. Consistent with past literature (e. g. Cornwell, 1995; Meenaghan, 1998), in this case it is also strongly recommended that plans to measure whether corporate objectives were achieved should be an integral part of the sponsorship design and implementation, and not merely an afterthought. Olympic sponsorships, especially at the national level, are somewhat u nique in that they are typically once-ina-lifetime opportunities, with sponsorship renewal being less of an issue. Even so, easuring return on investment could prove valuable in guiding a company through future decisions to invest in sport or other sponsorship opportunities. Managerial implications and conclusions Given the increased pressure on corporations to maximize ef? ciency in operations and maximize return on all company investments, sport sponsorship has naturally fallen under Event sponsorship as a value creating strategy for brands Dimitra Papadimitriou, Artemisia Apostolopoulou and Theofanis Dounis Journal of Product & Brand Management Volume 17  · Number 4  · 2008  · 212 –222 scrutiny in terms of its potential to further corporate goals and help strengthen the brand.The main contribution of this research is showing that there are still large corporations – such as the Grand National sponsors of the Athens 2004 Olympic Games – that enter expens ive sponsorship agreements with only moderate consideration to the strategic and brand-building elements of sponsorship. As this study showed, not all cases prove that speci? c brandbuilding initiatives were put in place from the start of those relationships. The ? ndings discussed above hold managerial implications for both sponsorship executives and (sport) event properties. In addition to an overall strategy involving corporate brand management, it is important for sponsors to fully understand what speci? advantages are delivered through their sponsorships and how customers might view those companies’ sponsorship efforts in relation to other media tools. As Farrelly et al. (1997) have suggested, ? rms need to ? rst â€Å"research the role of sponsorship in the strategic plan, communication mix, and its place in the organizational hierarchy† (p. 178). Using a manager-based view of the Grand National Olympic sponsorships, the ? ndings are quite clear in showing that t his type of thinking had not yet (i. e. at the time of the interviews) been adequately established in these agreements. The majority of the 2004 Olympics Grand sponsors had dif? culties approaching their partnerships as a valuable esource able to create competitive advantage in the marketplace. Nevertheless, the marketing department of ATHOC, the Organizing Committee of the Athens 2004 Olympic Games also holds part of the responsibility for the lack of strategic thinking in the investments of some Grand sponsors. Organizing Committees in general hinge on the success of these agreements in order to generate income and positive evaluations on corporate business developments. In addition to the promotion of the unique image of the Games and the rights of the Olympic sponsorship program, it is in the overall interest of the event property to integrate real strategic thinking in the sponsorship program process.This strategic thinking can be oriented, for example, by encouraging and/or as sisting candidate sponsors to explore their strategic link between the Olympic Games’ audience and their ? rms’ target market and overall brand-related objectives. If the property (in this case OCOG) works proactively to promote the unique business links associated to their audience, the brand bene? ts, as well as the other opportunities for meaningful interactions with costumers, sponsors will be more willing to allocate resources on entering the agreements and spending for their full activation. This could result in real strategic and brand management thinking on the part of the selected national Olympic sponsors, as well.Given that the Olympic partnerships involve a four-year period of sponsorship privileges, a strategic approach is particularly critical in order to facilitate a sustained long-term successful partnership with mutual bene? ts. In closing, the results of the study imply that the need for adequate planning and strategic integration of sponsorship withi n other corporate marketing and branding efforts cannot be overstated. Especially with a property as unique as the Olympic Games, the need to be strategic in all decisions related to the sponsorship, to create new and leverage existing unique brand associations, and to implement speci? c measures of success in every step of the process is imperative for sponsors if unique bene? ts are to be realized. 220 References Aaker, D. A. (1991), Managing Brand Equity, The Free Press, New York, NY.Abratt, R. , Clayton, B. 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(1998), â€Å"An international review of sponsorship research†, Sponsorship Business Review, Vol. 2, pp. 36-42. Cornwell, T. B. Roy, D. P. and Steinard, E. A. II (2001), â€Å"Exploring managers’ perceptions of the impact of sponsorship on brand equity†, Journal of Advertising, Vol. 30 No. 2, pp. 41-51. Crimmins, J. and Horn, M. (1996), â€Å"Sponsorship: from management ego trip to marketing success†, Journal of Advertising Research, Vol. 36, July/August, pp. 11-21. Doherty, A. and Murray, M. (2007), â€Å"The strategic sponsorship process in a non-pro? t sport organization†, Sport Marketing Quarterly, Vol. 16 No. 1, pp. 49-59. Farrell, K. A. and Frame, W. S. (1997), â€Å"The value of Olympic sponsorships: who is capturing the Gold? †, Journal of Market Focused Management, Vol. 2, pp. 71-82. Farrelly, J. F. , Quester, P. G. and Burton, R. 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International Events Group (n. d. ), â€Å"Sponsorship spending worldwide†, Sponsorship Report, available at: www. sponsorship. com/learn/worldwidespending. asp (accessed July 2, 2007). International Olympic Committee (n. d. ), â€Å"Revenue generation 2001-2004†, Organisation Facts and Figures, available at: www. olympic. org/uk/organisation/facts/ revenue/index_uk. asp (accessed July 1, 2007). Irwin, R. L. and Asimakopoulos, M. K. 1992), â€Å"An approach to the evaluation and selection of sport sponsorship proposals†, Sport Marketing Quarterly, Vol. 1 No. 2, pp. 43-51. Jeanrenaud, C. (2006), â€Å"Sponsorship†, in Andreff, W. and Szymanski, S. (Eds), The Handbook on the Economics of Sport, Edward Elgar, Cheltenham, pp. 49-58. Keller, K. L. (1993), â€Å"Conceptualizing, measuring, and managing customer-based brand equity†, Journal of Marketing, Vol. 57 No. 1, pp. 1-22. Lachowetz, T. , McDonald, M. , Sutton, W. A. and Hedrick, D. G. (2003), â€Å"Corporate sales activities and the retention of sponsors in the National Basketball Association (NBA)†, Sport Marketing Quarterly, Vol. 12 No. 1, pp. 18-26. Lough, N. L. , Irwin, R. L. and Short, G. 2000), â€Å"Corporate sponsorship motives among North American companies: a contemporary analysis†, International Journal of Sport Management, Vol. 1, pp. 283-95. Ludwig, S. and Karabetsos, J. D. (1999), â€Å"Objectives and evaluation processes utilized by sponsors of the 1996 Olympic Games†, Sport Marketing Quarterly, Vol. 8 No. 1, pp. 11-19. Meenaghan, T. (1998), â€Å"Commercial spo nsorship – the development of understanding†, International Journal of Sports Marketing & Sponsorship, Vol. 1 No. 1, pp. 19-31. Miyazaki, A. D. and Morgan, A. G. (2001), â€Å"Assessing market value of event sponsoring: corporate Olympic sponsorships†, Journal of Advertising Research, Vol. 41, January, pp. 9-15. Polonsky, M. , Sandler, D. , Casey, M. , Murphy, S. , Portelli, K. and Van Velzen, Y. 1995), â€Å"Small business and sport sponsorship: the Australian experience†, Journal of Promotion Management, Vol. 3 Nos 1/2, pp. 121-40. Roy, D. P. and Cornwell, T. B. (2003), â€Å"Brand equity’s in? uence on responses to event sponsorships†, Journal of Product & Brand Management, Vol. 12 No. 6, pp. 377-93. Sandler, D. M. and Shani, D. (1993), â€Å"Sponsorship and the Olympic Games: the consumer perspective†, Sport Marketing Quarterly, Vol. 11 No. 3, pp. 38-43. Scott, D. R. and Suchard, H. T. (1992), â€Å"Motivations for Australian expe nditure on sponsorship – an analysis†, International Journal of Advertising, Vol. 11, pp. 325-32. Shilbury, D. , Quick, S. and Westerbeek, H. (2003), Strategic Sport Marketing, 2nd ed. , Allen & Unwin, St Leonards. 221 Stipp, H. 1998), â€Å"The impact of Olympic sponsorship on corporate image†, International Journal of Advertising, Vol. 17 No. 1, pp. 75-87. Thwaites, D. , Aguilar-Manjarrez, R. and Kidd, C. (1998), â€Å"Sports sponsorship development in leading Canadian companies: issues and trends†, International Journal of Advertising, Vol. 17, pp. 29-49. Wong, H. Y. and Merrilees, B. (2005), â€Å"A brand orientation typology for SMEs: a case research approach†, Journal of Product & Brand Management, Vol. 14 No. 3, pp. 155-62. About the authors Dimitra Papadimitriou is a Lecturer in the Department of Business Management at the University of Patras, Greece. She teaches in the area of sport management and marketing.Her research interests include o rganizational theory, sport sponsorship and sport tourism, and her work has appeared in the European Sport Management Quarterly, Sport Marketing Quarterly, Sport Management Review, Managing Leisure, and the International Journal of Sports Marketing & Sponsorship. She is also the author of the book Management of Sport Enterprises and Organizations, published in 2005 by Kleidarithmos Publications. In addition, Dr Papadimitriou is an elected board member of the European Association for Sport Management and serves on the Editorial Board of the European Sport Management Quarterly journal. Dimitra Papadimitriou is the corresponding author and can be contacted at: [email  protected] gr Artemisia Apostolopoulou is an Assistant Professor of Sport Management in the School of Business at Robert Morris University, USA. She teaches sport management and marketing at the undergraduate and graduate level.Her primary area of research involves brand management and brand extension strategies impleme nted by sport organizations. Her secondary research interests include sponsorship and endorsement issues, as well as entertainment aspects of sport consumption. She has presented work at numerous national and international conferences, co-authored book chapters, and published research in Sport Marketing Quarterly and the International Journal of Sports Marketing & Sponsorship. Theofanis Dounis is a PhD candidate in the Department of Business Management at the University of Patras, Greece. He conducts research in the area of strategic management in the professional football industry.Executive summary and implications for managers and executives This summary has been provided to allow managers and executives a rapid appreciation of the content of the article. Those with a particular interest in the topic covered may then read the article in toto to take advantage of the more comprehensive description of the research undertaken and its results to get the full bene? t of the material pr esent. This sporting life Corporate sponsorship of sport is a big business and it is growing. In 2003, for example, spend on sponsorship was calculated at $US25. 9 billion. A year later in 2004, it had risen to $28 billion. In anyone’s money, that’s a big business. Of this spend 69 percent goes to sporting events. Sport, it seems, is the ? rst among equals.Event sponsorship as a value creating strategy for brands Dimitra Papadimitriou, Artemisia Apostolopoulou and Theofanis Dounis Journal of Product & Brand Management Volume 17  · Number 4  · 2008  · 212 –222 Within this or any other context the Olympic Games has become a phenomenon of our times. The ancients surely could not have imagined what was to come. The late nineteenth century/early twentieth century revivalists would be, one would suppose, either amazed or aghast. Organizers picking up the baton after the Second World War, such as the modest London Games of 1948, would still have little inkling of what was to come. A global TV audience and, some might argue, a shift in values, have changed the game.For global companies the Olympics deliver a global audience and provide a more or less unique opportunity to reinforce brand values and build reputation. It is an opportunity not to be missed. It only comes around every four years. Athenian outcomes British Prime Minister Harold Macmillan, on being asked what represented the gr

Analysis Of The Poem The Mother - 2371 Words

A life is something that you will never forget, but when you take that life it will stay with you forever. Especially when the life is one that is your own child. The poem â€Å"The Mother† is a poem explaining this and we will dive into the opinion I have on the poem. In my opinion this poem is trying to get the point of how abortion is something that you will never forget because it was the own mother who killed the baby themselve and that is the toughest part. The poem is very graphic in the way that it describes how â€Å"the mother† went through with having the abortion. The poet tries to tell the mother of how the kids life would been and what they would of became and the pleasures of raising the kids to make them become the person they want†¦show more content†¦This makes me think in a woman’s point of view and go into the shoes of a mother to maybe see how myself would be able to do what she did. In my eyes through my cognitive thinking even if you have the child at least give the child a chance to live by giving the child up for adoption. This allows the child to live and maybe have a great life that you could not give the child due to your situation. The message of this poem is very strong to my cognitive sense of my mind because of how powerful the message is especially when the poet says you can never forget a abortion. The way that she describes the mother having to look at her dead baby with little to no hair on the child and how it lays there lifeless is something that leads me to almost breakdown because the feeling of losing a child or even taking your own child’s life is something that messes with my mind and makes me feel a sense of compassion for the mother. Then when she goes on with how the child could of became something, but you never gave it the chance to go on and do that is hard for my mind to be and a comprehend why you could ever try and take the life of that child. Especially when the women is potentially already a mother who has kids and just committed the sin of taking a child of God and her own child. With committing that sin this makes the women miss the times that she would of had with her own child and in my mind it is hard for me to understand why she could ever do aShow MoreRelatedAnalysis Of The Poem Mother The Meddler 881 Words   |  4 PagesMother the meddler. She meant well, but her childish enthusiasm for this pairing was getting on her nerves. She showered, slathered on her favorite vanilla scented body lotion, fluffed her copper curls, then gave them a spritz of leave-in conditioner to keep the frizz at bay. The taupe sleeveless chemise and matching sling back shoes she d bought last week were perfect for the occasion.. The gold heart locket her parents had given her for her sixteenth birthday gave her would go nicely with theRead MoreAnalysis Of The Poem The Mother And Abortion 1115 Words   |  5 Pages1302 7-29-17 â€Å"The Mother† and Abortion Today, we read literature from all eras, from Shakespeare to James Baldwin. Literature imbeds social, political, and ethical problems and or ideals. This is especially true in poetry where symbolism empowers the writing. When you take a look at â€Å"The Mother† by Gwendolyn Brooks, it addresses the issue of abortion. Abortion has been a hot topic for over a hundred years, for it is debated over social and ethical reasons. When we analyze this poem, it is importantRead MoreAnalysis Of The Poem Battle Hymn Of The Tiger Mother Essay747 Words   |  3 PagesWhat is the best way to raise the future? Is it â€Å"Chinese Parenting† or â€Å"Western parenting†? 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Essay on Workplace Privacy - 3099 Words

Workplace Privacy Background As a director for the American Red Cross of Santa Monica, not only am I constantly faced with policy and personnel conflicts, I am also responsible for finding solutions to those conflicts. Recently, I was charged with the task of finding a solution to a problem we (as a chapter) had never dealt with before. The American Red Cross is an apolitical organization. During the recent elections, a supervisor in my office sent out emails to many of our colleagues and her friends stating her opinion regarding Proposition 22 (the proposition referring to the status of gay relationships). She was strongly against the issue, and was encouraging everyone to get out and vote against this†¦show more content†¦What follows in this report are my findings on these issues. Summary If you are reading this paper at work, chances are your boss may be reading it right along with you and you do not know it. Employers have a legitimate interest in monitoring their employees in the workplace. Besides efficiency and productivity, employers want to protect their agencies from possible employee misconduct, fraud, and misrepresentation. Current legal trends seem to indicate that employer interests are going to be given deference, especially if the workplace continues to experience signs of increased destructive behaviors (thefts, workplace violence, copyright infringement, etc.). At times, employee surveillance is viewed as absolutely necessary. Unfortunately, there are virtually no clear-cut laws that regulate employee monitoring in the workplace. In order to protect yourself, understand your employer’s policy on employee monitoring and know your privacy rights if your employer abuses monitoring in the workplace. The Privacy Issue One of the most interesting, yet controversial areas concerning employment is that of privacy. 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In addition, He also pointed that The problem of employee privacy and productivity becomes more significant as the boundaries between formal and informalRead MoreRecommendation Report : Workplace Privacy Essay717 Words   |  3 PagesDixon Subject: Recommendation Report – Workplace privacy Date: March 2nd, 2015 The purpose of this memo is to present my research and recommendations regarding workplace privacy and the monitoring of current, and new employees’ and their use of company owned equipment at work. Summary Employee privacy and the rights of employers are often debated, but to reduce an employee’s confusion and to ease the company’s potential liability, a thorough workplace policy should be in place for employeesRead MoreEssay on Privacy in the Workplace2455 Words   |  10 PagesPrivacy in the Workplace Introduction Technology has developed in leaps and bounds over the past few decades. The case is that the law always has difficulty keeping pace with new issues and technology and the few laws that are enacted are usually very general and obsucre. The main topic of this paper is to address the effect of technology on privacy in the workplace. We have to have an understanding of privacy before trying to protect it. Based on the Gift of Fire, privacy has three pieces:Read MorePrivacy in the Workplace Essay1624 Words   |  7 PagesPrivacy in the Workplace In recent times our right to privacy has been under fire, particularly in the workplace. With the fear of terrorists in todays world, we have been willing to sacrifice some of our individual rights for the rights of a society as a whole. A majority of these changes have taken place since September 11, 2001, in an attempt to prevent future terrorist attacks. New legislation, such as the USA Patriot Act, which decreases the limitations on the federal governments abilityRead More Privacy in the Workplace Essay2057 Words   |  9 PagesPrivacy. There seems to be no legal issue today that cuts so wide a swath through conflicts confronting American society: from AIDS tests to wiretaps, polygraph test to computerized data bases, the common denominator has been whether the right to privacy outweighs other concerns of society†¦ This quote from Robert Ellis Smith explains, in one sentence, the absolute need to ensure privacy in the workplace. One of the most interesting, yet controvers ial, areas concerning public personnel is employeeRead MoreAn Employee’S Right To Privacy In The Workplace Is An Increasingly1349 Words   |  6 PagesAn employee’s right to privacy in the workplace is an increasingly controversial legal topic, especially in an age of increased technology. These days, employers can virtually monitor all workplace communications made by employees using computers such as the Internet and company email. While the law generally allows this monitoring, some employee’s view it is a violation of their privacy. Other bothersome topics on an employee’s right to privacy in the workplace is employee drug or honesty testingRead MoreEmployee Privacy Rights In The Workplace Essay1390 Words   |  6 PagesThe issue of privacy is a big concern in the workplace. With the expanding of new technology, many employees are concern about his or, her privacy in the workplace. Employees have the right to go to work knowing that his or, her e mployer will not invade their privacy. The rights to privacy in the workplace only provide limited protection for workers against monitoring and breach of confidentiality. The National Work Rights Institute states, under the federal law, the limited protection the ElectronicRead MoreEmployee Privacy Rights in the Workplace Essay1537 Words   |  7 PagesEmployee Privacy Rights in the Workplace Employee privacy rights have been the topic of great debate in recent years. This essay will examine: the definition of privacy, employers rights to access activities done in the workplace, to whom the resources such as time and equipment belong, and employee monitoring as an invasion of privacy or a performance evaluation tool. These are the core issues of the employee privacy rights controversy. Employee privacy rights should only be applicable to the personal

Nursing Practice in Relation- Free Samples to Students

Question: Discuss about theNursing Practice in Relation to Complex PainManagement Answer: Introduction Nurses make decisions in their profession that should take into account laws as well as ethical standards. Therefore, to make the necessary decision as a nurse, you should have a clear understanding on how the law, ethics and nursing practice works. This essay addresses the nursing practice relating to complex pain management, pharmacology issues, and the patient-nurse relationship. It provides a compelling case study of Tom, a 55-year-old Aboriginal male with lung cancer and multiple metastases. The Toms case study will be used throughout the essay to point out how legal as well as ethical factors affect the nursing practice. It will also look at how nurses should consider both aspects of legal ethical issues when making decisions in the nursing practice Understanding Pain and Pain Management in Nursing Pain is commonly experienced as well as widely expressed in the nursing field. It occurs in up to 80% of patients having advanced cancer like the case of Tom as well as almost 60% of patients dying of other illnesses (Anderson and Devitt 2004). With the availability of analgesics, theres no pharmacological reason as to why cancer patients need to continue enduring pain. However, with the growth in the palliative care unit, pain managementt approach has been practiced in many hospitals so as to relieve both pain and anxiety in patients. In the case study presented, significance to provide safe palliate care especially to the Aboriginal Australians is three core principles that should be practiced. First, there should be engagement with the Aboriginal groups as well as personal when planning, providing as well as monitoring palliates care. This will ascertain that the cultural requirements of the Aboriginals are addressed as well as the preferences of a patient or his families are look ed upon. Some of the ways that can be used to engage Aboriginal societies include; referring to an Aboriginal Liaison health worker. In the case study, the nurse, Sarah engages Nancy, an Aboriginal liaison officer on the issue of Tom. She asks for support as well as advice from the Liaison officer on how to go about caring for her patient plus his family. Later on, they acknowledge the need for a traditional healer when Jimmy (Toms son) decides to call his uncle, where they plan for a teleconference meeting. Another core principle when communication with Aboriginal Indigenous Australians is to converse with the patient, relatives, and friends, Aboriginal health worker as well as communities in a manner that value the safety of their culture (Grace et al.2011). These communications may require the nurse to complete a detailed clinical assessment of the patient, shun from using medical terminologies as well as allocate more time for meaningful discussions among other requirements. All these requirements we have mentioned above are evident in the case study where Tom with his family as well as a nurse and the aboriginal health officer are discussing the assessment of Toms condition. Lastly, information should be provided to allow safe palliative care for the non-indigenous Australians. Through this, every healthcare worker including nurses should have cultural safety training. Also, workplace relationships, as well as a partnership with the indigenous liaison workers should be building so as to boost the practical understanding of the staff when it comes to providing safe care. According to Liaw et al. (2011) Pain management entails different types of experiences throughout the life cycle of a person. These experiences can either be acute or chronic from the chronic worsening or pain a symptom of a patient receiving palliative care. Pain can either be psychological, emotional, physiological or spiritual. In the nursing practice, it should be noted that every patient has right to receive effective pain management. Pain assessment as well as management is essential for alleviating excruciating pain. In managing pain, nurses use pharmacological or non-pharmacological techniques to ease the pain the patient is going through. Management of pain by older people might be a complicated process because of the alteration in diminished pain sensation as well as consciousness, which might make it hard for the patient to converse with his family members about the extent of pain as well as the adequacy of managing it. Wynne et al. holds that, a drug history is necessary for treating pain, especially for the older patients since they might be on different medications. This is because its necessary to avoid drug interactions as a registered nurse. Besides, pain management techniques arent invasive although invasive techniques such as the use of locally made anesthetics might be applied in some instances (Pereira 2017). Palliative Care and Pain Management A study published in the England journal Medicine showed that palliative care aids in managing symptoms and ease pain. It is also vital for cancer treatment especially for individuals with metastatic lung cancer. The same study showed that people who had palliative care that was offered immediately after being diagnosed with cancer suffered little depression were hard to get the end of life care, and most important of all, lived longer. Metastatic cancer implies that the cancer was caught late and it has spread to other parts of the body such as the heart, the brain, and the bone thus making cancer inoperable as well as incurable. However, there are some medications that have been found to prolong the lifespan if the patient for months and some for a few years. Unfortunately most of these, treatments have adverse side effects since they entail radiation treatment daily and do not even provide relief for the late stage lung cancer. Another study published in the medical journal focuse d on patients with lung cancer as well as difficulties breathing. In the case study used in this essay, the nurse noticed that his patient has difficulties in breathing and that his condition had worsened from the last time he came to the hospital. In the second study mentioned above, 50% of the patients were given breathlessness support devices while the other patients were not (Vos et al. 2009). The support services entailed respiratory medicine, occupational therapy, and palliative care. Seven months later, it was realized that the patients who received the support devices had less trouble breathing plus were much likely to be alive. Such devices helped those patients breathe easily. However, they only improved the survival period for patients with COPD and not those with cancer. Another study that analyzed 14 people of palliative care found that those who had at least one palliative care spends almost four days fewer in the ICU Commonly Used Analgesic for Managing Pain in Lung Cancer Patients Morphine is a potent opioid used to ease cancer pain. A particular receptor mediates its effects within the CNS and peripherally. McGrath (2010) argues that morphines key action is on the smooth muscles, but in the presence of inflammation, a silent receptor gets activated. Opioids are administered intravenously, sublingually, orally, as well as intravenously with respect to its indication as well as routes for administration. Both sustained as well as immediate release preparations have the same analgesic effects. Also, both opioids and laxatives need to be prescribed at the same time so as to alleviate the start of opioid-induced constipation. Morphine is administered orally, and it requires either regular or modified release. The previous analgesic treatment should determine the starting dosage. In the case study, the nurse talks about getting his patient some drugs to ease the pain as well as problem breathing (McGrath 2010). When the aboriginal liaison officer inquiries the pati ent about his pain as well as trouble breathing, the patient responds by saying that he does not want to be put on morphine because he does not want to be drowsy. He responds by saying that his aunt was given morphine that made her drowsy and died the following day Patient Nurse Relationship According to Pink and Allbon (2008) non-aboriginal medical professionals are adopting a holistic strategy of providing advice as well as care for their patients. What they need to do is practice humility through respecting local traditions as well as being cautious not to impose their values. They should know that health entails physical, emotional, spiritual as well as intellectual wellbeing. Besides, they should work hand in hand with other multi-disciplinarians and put in health representatives from the community. They should be sensitive to cultural care. For instance, less eye contact might be okay, but patients may be good with long silences as well they might not answer direct questions. In the self-contained societies, what may happen to a person might affect his family but the entire community. Aboriginal people may be conversing in the second language so that they might need a translator as well might be uncomfortable questioning an individual who is seen to have much knowl edge plus power. As a matter of fact, there are excellent publications authored by the aboriginal scientists as well as Aboriginal medical professionals (Pereira 2017). Such people are properly positioned to know the core issues in the Aboriginal health as well as have greater knowledge plus practical recommendations. References Anderson, I. and Devitt, J., 2004. Providing culturally appropriate palliative care to Aboriginal and Torres Strait Islander peoples: Discussion Paper. Australian Government Department of Health and Aging, editor. Wodonga: The National Palliative Care Program. Chapman, Y., Francis, K. and Birks, M., 2014. Understanding the community. Rural Nursing: The Australian Context, p.34. Grace, J., Krom, I., Maling, C., Butler, T. and Midford, R., 2011. Review of Indigenous offender health. Lee, V., 2014. Public Health Association of Australia submission to the Australian Human Rights Commission: National Childrens Commissioner examination of intentional self-harm and suicidal behaviour in children Liaw, S.T., Lau, P., Pyett, P., Furler, J., Burchill, M., Rowley, K. and Kelaher, M., 2011. Successful chronic disease care for Aboriginal Australians requires cultural competence. Australian and New Zealand journal of public health, 35(3), pp.238-248. Marmot, M., 2005. Social determinants of health inequalities. The Lancet, 365(9464), pp.1099-1104. McGrath, P., 2010. The living model: an Australian model for Aboriginal palliative care service delivery with international implications. Journal of Palliative Care, 26(1), p.59. Pereira-Salgado, A., Mader, P. and Boyd, L.M., 2017. Advance care planning, culture and religion: an environmental scan of Australian-based online resources. Australian Health Review. Pink, B. and Allbon, P., 2008. The health and welfare of Australia's Aboriginal and Torres Strait Islander peoples. Canberra: Commonwealth of Australia. Taylor, K. and Guerin, P., 2010. Health care and Indigenous Australians: cultural safety in practice. Macmillan Education AU. Vos, T., Barker, B., Begg, S., Stanley, L. and Lopez, A.D., 2009. Burden of disease and injury in Aboriginal and Torres Strait Islander Peoples: the Indigenous health gap. international Journal of Epidemiology, 38(2), pp.470-477. Wynne-Jones, M., Hillin, A., Byers, D., Stanley, D., Edwige, V. and Brideson, T., Australian Indigenous HealthInfoNet.