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This study approaches corporate sponsorship of sport as identification rhetoric to further understand the relationship created between consumers and corporate sponsors. The focus is on the corporate sponsorship of the NASCAR (National Association for Stock Car Auto Racing) Sprint Cup Series, examining how sponsorship messages utilise identification tactics. The study finds that messages rhetorically create identification through common ground and unifying symbol strategies between the sponsor and sponsored activity, and between the sponsor and consumer.

NASCAR (The National Association for Stock Car Auto Racing) has instituted an aggressive growth campaign. NASCAR's compelling challenge is to retain its core fan base - south-eastern US consumers - while also attracting a new upscale demographic and an international following. One targeted initiative was a three-year commitment to feature the NASCAR Busch Series at the Autodromo Hermanos Rodriguez, near Mexico City. This paper explores the assimilation of NASCAR's core product into a Hispanic subculture, observes the media's depiction of the expansion, and discusses the US fan reaction to racing in Mexico.

Although brand loyalty has been cited by practitioners as one of the most important sponsorship objectives, there is little empirical research on the effect that sponsorship has on sports fans' loyalty towards sponsoring brands. Comparing a sample of NASCAR fans to a sample of non-NASCAR fans, brand loyalty towards NASCAR sponsors was measured using a scale that includes both attitudinal and behavioural components. It was found that NASCAR fans exhibited stronger brand loyalty than non-NASCAR fans to NASCAR sponsoring brands of beer, particularly on the attitudinal component of brand loyalty. Furthermore, it was found that NASCAR fans' loyalty to NASCAR sponsoring brands is significantly higher for those fans who scored high on a scale that measures fan identification. Again, this effect was significant on the attitudinal factor of brand loyalty, but not the behavioural factor.

In 1992 Joe Jackson, former manager of DuPont Motorsports for twelve years, was angling to get the paint business at Rick Hendrick's sixty-five automotive dealerships across the United States. In order to win the Hendrick car dealership paint contract, Jackson and Hendrick met to discuss the possibility of sponsoring Hendrick's new team and rookie NASCAR driver—Jeff Gordon. As a result of that meeting, DuPont signed on to be the primary sponsor. By 2006 Gordon was a NASCAR superstar, and the DuPont logo—viewed by millions—was a household brand. While this level of exposure was exciting for the company, executives at DuPont could not help but wonder if they were fully leveraging this tremendous marketing opportunity. Gordon was on fire—but was DuPont maximizing the heat? The DuPont-NASCAR case tasks students and executives with designing a creative marketing campaign to activate the NASCAR sponsorship opportunity and maximize value beyond conventional sponsorship marketing. This open-ended challenge encourages students and executives to think outside of the traditional marketing tactics typically employed by business-to-consumer (B2C) NASCAR sponsors. Additionally, the nature of DuPont creates the need to develop a multi-dimensional plan that caters to a breadth of brands. Beyond designing a new marketing campaign, a key objective of the case is to focus students and executives on designing metrics for measurement of the return on investment (ROI) into a campaign plan. As a first step, it is important to clearly articulate the campaign, business strategy, and key business objectives mapped to the strategy.

Students and executives learn how to design a marketing campaign for measurement. Specifically, they are tasked with designing a new marketing campaign for DuPont to activate the DuPont/NASCAR relationship. Students and executives must define metrics for measurement and learn to use a balanced score card approach. Since the DuPont sponsorship of Hendrick Motorsports is a brand campaign built to reach the DuPont business-to-business (B2B) customer, both non-financial and financial metrics are used. The key to success is to have a clearly defined sponsorship marketing strategy and business objectives. The case teaches students and executives how to define key metrics and articulate a methodology for campaign measurement pre and post to quantify the return on investment (ROI).

Four demographic variables (education, age, gender and internet use) and two psychographic variables (attitude towards NASCAR sponsors and NASCAR involvement) were investigated for impact on NASCAR fan ability to recall sponsor brands. Regression analysis indicates that the above variables are significant predictors of ability to recall sponsor brands, combining to explain 33% of observed variance.

This research examined fans' purchase intentions towards the sponsor of a NASCAR (National Association for Stock Car Auto Racing) event and towards the previous sponsor. The study shows that fans are more likely to purchase from the current sponsor and less likely to purchase from the previous sponsor. Fan identification and perceived group norms were significant predictors of purchase intentions towards the current sponsor, but only perceived group norms predicted purchase intentions towards the ex-sponsor. Additionally, perceived group norms partially mediated the relationship between fan identification and purchase intention.

A novel method for evaluating the benefits of a potential brand association is presented. The uniqueness of the method is considering brand association as just another product attribute, subject to the usual analysis used to determine the attributes desired by consumers in a new product. The method was illustrated using automobile tires as the product, and designation of the tire as the “Official” tire of NASCAR as the brand association. A set of tire profiles was created, describing hypothetical tires as combinations of levels of five attributes. Subjects ranked these profiles for preference, and this preference was decomposed through conjoint analysis to yield part‐worths for each attribute level for each subject. Association with NASCAR had an average impact of 14.8 percent on consumer preference, comparable with that of speed rating (13.8 percent), and not much below that of brand (20.5 percent). Rudimentary market simulation suggested that associating the underdog tire brand with NASCAR would result in dramatically improved market share. Evaluating potential brand associations by their simulated effects on market share may be a useful managerial tool.

This paper expands upon existing sports sponsorship 'match-up' research by offering an interview-driven, empirically-grounded, 'thick' description of the decision-making processes of sports organisations in developing athlete-sponsor-team relationships. By focusing on a particular NASCAR (The National Association for Stock Car Auto Racing) organisation (BAM Racing), the study offers an in-depth interpretation of the sometimes 'messy' methods employed by executives in grafting an effective, synergistic match-up. The paper concludes with a discussion on the theoretical and practical implications of these findings.

It is February 2011 and Brian France, CEO of NASCAR (the National Association for Stock Car Auto Racing), is facing a crisis. In the last five years, attendance at weekend NASCAR races has fallen 22 percent and television viewership has declined 30 percent. Key marketing sponsors have recently left the sport. At the same time, the U.S. economy was only beginning to recover from an economic recession that had an adverse impact on the sport of auto racing as a whole. Some leaders within NASCAR counseled Brian that these trends in attendance, viewership, and sponsorship stemmed from the recession and that NASCAR should continue with business as usual. But Brian sensed that the industry needed fundamental change and that he, as CEO of NASCAR, was the one that must lead this change.

With Brian at the helm, NASCAR embarked on an unprecedented amount of qualitative and quantitative research to assess the strengths and weaknesses of the entire industry. At the center of this research was the NASCAR consumer. Highly engaged, enthusiastic consumers were at the heart of an industry business model that had been successful for decades. But in 2011, marketing within all of NASCAR needed to transform, as it was clear that consumers were disengaging with the sport.

As the consumer research results unfold, Brian and leaders within NASCAR must make tough choices and set priorities. The case focuses on four key areas in which decisions need to be made by NASCAR leadership: digital marketing and social media, targeting the next-generation NASCAR consumer, enhancing the star power of NASCAR drivers, and enhancing the consumer experience at NASCAR events. Focus group videos offer students a customer-centric deep-dive into these challenges.

At its heart, this is a case about great leadership and transforming marketing throughout an entire industry. A wrap-up video from CEO Brian France summarizes how NASCAR executives tackled the difficult questions posed in the case.

• Understand how deep consumer engagement is at the heart of a successful marketing ecosystem

• Analyze focus group videos to understand the needs of today's consumer

• Prioritize the market segments that should be cultivated as the next-generation consumer

• Understand how differing incentives within an industry are at the heart of many marketing problems

• Analyze a complex set of problems and set and manage priorities

• Understand the importance of leadership in a time of crisis

Understand how deep consumer engagement is at the heart of a successful marketing ecosystem

Analyze focus group videos to understand the needs of today's consumer

Prioritize the market segments that should be cultivated as the next-generation consumer

Understand how differing incentives within an industry are at the heart of many marketing problems

Analyze a complex set of problems and set and manage priorities

Understand the importance of leadership in a time of crisis

The purpose of this study was to examine stock price abnormal returns following title sponsorship announcement and event date of NASCAR, the PGA Tour, and the LPGA Tour. For this purpose, the authors used event study analysis where the analysis measures the impact that a specific event has on stock prices by comparing actual stock returns to estimated returns (Spais & Filis, 2008). An event study analysis demonstrated that title sponsors for the LPGA Tour and NASCAR garnered significant stock price increases on both the announcement date and the event date. The moderator tests suggested that high image congruence and high-technology related sponsorships assumed a key role in stock price increases.