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This paper aims to contribute to the concept of co-branding by recognising the role of consumer perception and the importance of the variety of contexts in which co-branding is perceived. This is done by studying the way in which two service brands cooperate. A framework based upon previous research is contextualised into 'service branding' and used to investigate the associations between Hong Kong and the Olympic Equestrian Games.

In this article the development of the Olympic Games (the biggest mega sport event ever) will be described as an interesting case in the sport‐tourism relationship. The Olympics are indeed the biggest show on earth … the most participants in history, … spectators on site and the greatest television audience ever. This marriage of convenience between sport and tourism will be explored and examplified, first in general and second by means of on historical overview (of the Summer and Winter Games) and the economic impact of the Olympic Games.

The purpose of this paper is to help develop the understanding of the nature of coopetition (collaboration as well as competition) and is set in the context of a Taekwondo organisation.

Interviews were undertaken with 25 instructors in various clubs within New Zealand’s “International Taekwondo” (ITKD) together with 25 students and supplemented with triangulation against secondary data such as websites and media reports.

The findings suggest that coopetition can be seen from various perspectives in order that the organisation as a whole benefits. Specifically, while the ITKD is a not-for-profit firm, individual clubs may compete for revenue from students joining them as opposed to rival clubs. However, clubs collaborate in various way such as once registered, students can train free at rival clubs and resources are to some extent pooled so the ITKD as a whole benefits, e.g. sending competitors overseas and bringing in senior people to undertake a promotion grading.

The contribution is to offer insights into the nature of coopetition at the sports marketing/entrepreneurship interface by suggesting that the potential paradox of collaboration and competition can be explained by considering the benefits to an overall organisation as opposed to individual clubs within it.

The aim of this research was to identify and describe driving forces of importance in sponsorship during the seven years preceding a mega-sporting event like the Olympic Games 2008 in Beijing. This was done through the development of a conceptual 'meansobjectives model' linking sponsorship to brand equity factors and to objectives. The proposed model enables matching with real data consisting of 200 randomly chosen advertisements, articles and press releases from Chinese newspapers and the internet, revealing six types of means-objectives in sponsorship.

This paper investigates the challenge of ticketing for the Sydney Organizing Committee for the Olympic Games (SOCOG). During the various phases of ticket marketing and ticket offers, mistakes were committed, which caused damage to the ticketing campaign and the image of the Organizing Committee as well. The public disappointment produced by those mistakes was expressed in many different ways. One month prior to the Opening Ceremony, more than two million tickets remained unsold. However, people’s desire to take part in the “greatest show on earth”, led to a boom in tickets sales in the lead up to the Opening Ceremony. Finally, SOCOG managed to sell 87.90 per cent of the tickets available to the public, the largest percentage of tickets ever sold in an Olympiad.

This paper aims to focus on the design of the organization, processes, and systems of Olympic logistics.

A systematic methodology has been developed to design the strategy and tactics of logistics operations for the Athens 2004 Olympic Games. This methodology considers Olympic‐specific characteristics, host country characteristics, as well as lessons learned from previous games. It comprises the generation, analysis and evaluation of strategic alternatives, the development of core business processes and the prediction of resource requirements. Furthermore, the proposed method provides guidelines to complement the experiential knowledge that has been used exclusively in the past to plan the logistics operations of the games and similar large‐scale events.

Successful design principles, such as model venue planning, standardization of materials, the establishment of the Logistics Command Center (LCC), as well as establishment of an independent administration function, can be applied regardless of the specific characteristics of the host country. However, there are principles such as outsourcing, warehousing, or just‐in‐time (JIT) deliveries, that are based on certain specific characteristics (constraints/advantages) of the host country, such as a mature 3PL market, the existence and availability of large warehouses, and the completion of the venues in sufficient time prior to the beginning of the games.

The proposed design process provides generic rules that may be applied to guide the set up of operations for future games. Furthermore, the paper offers some useful insights applicable to the logistics of large events.

It is the first time that a systematic view of Olympic logistics is dealt with, as opposed to experiential knowledge with local applicability that has been used in the past to plan similar operations.