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This paper aims to examine the common situation where the sponsor of an event is replaced and the impact of this situation on consumers’ behavioral intentions toward the new sponsor.

An original conceptual framework was developed to account for consumers’ reactions toward a new sponsor in the context of a sponsorship change, depending on whether the former and new sponsors are competitors, the duration of the relationship between the former sponsor and the event (tenure length), and the level of congruence between the new and the former sponsor and the event. This framework, based on consumer motive attributions, was tested by means of three completely randomized experiments.

The results of the first experiment show that if the former and new sponsors are competitors, consumers’ behavioral intentions toward the new sponsor are more positive if the former sponsor’s tenure duration was short. When the former and the new sponsors are not competitors, the former sponsor’s tenure duration does not impact behavioral intentions. The second experiment demonstrates that consumers’ altruistic motive attributions are the underlying mechanism that explains these effects. Finally, the third experiment identifies a boundary condition, that is, these effects occur only if the new and the former sponsor are congruent with the sponsored property.

This research has not considered the situation where the former and new sponsors have different levels of congruence with the event (e.g. when the former sponsor is congruent but the new sponsor is incongruent with the event) and has examined only sponsorship tenure durations of one versus 15 years.

Sponsorship managers learn that replacing a sponsor that was supporting the event for a short rather than a long period of time is more beneficial, but only if replacing a competitor that is congruent with the sponsored property. The reason is that such a replacement triggers more altruistic motive attributions compared with contexts where the former sponsor is not a competitor or incongruent with the sponsored property. Suggestions of sponsorship activation strategies known to increase perceptions of altruism are provided to enhance sponsorship effectiveness for new sponsors.

This study is the first to look at how consumer responses to a new sponsor vary depending on the former sponsor’s tenure length, competitor status and event congruency.

This paper aims to provide a systematic review of evaluations of public health and social marketing campaigns reporting the use of sports sponsorship. Sports sponsorship is a key health promotion strategy, yet academic literature on the use of sponsorship in social marketing and public health is surprisingly limited.

Seventeen studies were identified following systematic literature review procedures.

Coupling of social marketing and public health sponsorship with changes in policies in sporting clubs and associations offers an effective means to achieve desired outcomes, e.g. behaviour change.

The analysis presented in this review included information that was reported in the identified studies, which might be an incomplete representation of work undertaken but not reported. All of the studies identified in this review were conducted in English-speaking countries. Considerable opportunity for future research is apparent, and areas for future research are outlined.

Limited evidence was available, and additional research examining the effectiveness of sponsorship in attaining behavioural change is urgently needed. Future studies should assess the role, scope of involvement in, aims and benefits of non-government sponsors of public health and social marketing campaigns; use methods that do not rely on self-reporting, such as observations; and explore the influence of health sponsorship on attitudes, social norms and behaviours.

This is the first study to provide a systematic review of the use of sports sponsorship in public health and social marketing.

The purpose of this paper is to explore the application of event design principles in the creation and execution of effective experiential sponsorship activations (ESAs) by B2B brands and examine the challenges posed by the sponsorship context to sponsors seeking to create ESAs, with proposed potential solutions.

A case study of Cisco’s ESA activities as part of its London 2012 Olympic and Paralympic Games sponsorship activation is developed, drawing on interviews with key Cisco employees and secondary sources of data, both internal and external to Cisco.

Blending the event design principles typically associated with B2B events with those more commonly found in corporate hospitality or B2C events enables sponsors to address the cognitive needs of attendees as business representatives, while also satisfying their needs as individuals seeking more sensorial experiences. Effective use of event design principles, creative marketing and promotion, and collaboration with other sponsors allow brands to overcome constraints placed on them by the unpredictable nature of sponsorship, sponsorship rights agreements and the increased clutter in the sponsorship environment.

Existing knowledge on sponsorship activation is extended, drawing on principles of event design to offer a sponsor-focused perspective on the creation and execution of effective ESAs for B2B brands. Existing thinking around B2B event design is challenged and augmented when considering its application to ESA design.

Inter-sponsor collaboration and the blending of cognitive and sensorial elements of event design are important for sponsors seeking to create and deliver effective ESAs.

The paper draws on the event design literature to appraise the execution of ESA by B2B brands within the context of event sponsorship.

This study examines the strategies used, and the challenges faced, by global sport company adidas as it established a major sponsorship deal with the New Zealand Rugby Football Union. In particular the study focuses on how adidas 'localised' into the New Zealand market, how they used the All Blacks as part of their global marketing campaign and, the resistance they encountered based on claims they were exploiting the Maori haka.

To date the vast majority of sponsorship research has focused on the perspective of sponsors. The purpose of this paper is to use this research to identify factors that sponsored institutions and organizations (sponsees) should be cognizant of before entering into a sponsorship arrangement, and to propose a research agenda based on these factors.

The authors leverage sponsorship research that has been published in business journals with an impact factor above 0.5 (Reuters, 2015).

This paper argues that sponsees should be aware of the benefits that sponsorship brings to sponsors so that they can better appeal to potential sponsors. A sponsee also needs to be aware of the impact a sponsorship partnership may have on its own brand, image, and equity.

This is a conceptual paper grounded in the literature that aims to stimulate further research in the domain of sponsorship and provide deeper understanding for sponsees. Empirical research addressing the research questions posed is required.

In a holistic manner, this literature review offers insights into factors that sponsees should consider before entering a sponsorship relationship.

Previous research in the sponsorship domain has focused primarily on dyadic sponsors. This paper considers sponsorship from the sponsee’s perspective.

This study aims at developing and testing a conceptual model that shows the antecedents of the recall of a former sponsorship.

Primary (n = 1,146) and secondary data from German professional soccer build the empirical base for this research. Multilevel logistic regression is used for data analysis.

The results show that retroactive interferences in the form of replacement sponsors for the same object reduce the recall of a former sponsorship, while the mere passage of time does not have a significant main effect. To counteract such forgetting, the empirical analysis shows that sponsor managers can influence recall of a former sponsorship positively after sponsorship termination by switching to a lower-level sponsorship for the same object or by engaging in subsequent sponsorships with other congruent objects in the same context.

The focus on one type of sponsorship (sport sponsorship) in one country (Germany) is the main limitation of this research.

The findings of this paper should encourage managers to consider the long-term consequences of sponsorship engagements beyond the duration of the sponsorship contract. Managers can influence the recall of a sponsorship not only prior to and during an engagement, but also after the loss of sponsorship rights.

Previous research on former sponsorships has mainly focused on the phenomenon of former sponsor recall per se, without considering the determinants of the construct. This paper contributes to sponsorship literature by showing that the number of replacement sponsorships, a construct unique to the former sponsorship context, dominates the time since sponsorship ending as the main driver of forgetting. Moreover, it provides managers with new post-sponsorship strategies that help maintaining the recall of a former sponsorship at a high level.