Marketing Communications

366 CHAPTER 11 SPONSORSHIP

Review questions

1. What is the difference between sponsorship and advertising, public relations and value
   marketing?


2. How can the mere exposure effect, congruence theory and operant conditioning explain
   how sponsorship works?


3. What are the most important current developments in sponsorship?


4. How can sponsorship be used to reach a variety of objectives in different target groups?


5. What are the advantages and disadvantages of the various types of event-related sponsorship?


6. How can cause-related sponsorship contribute to a company’s communications strategy?


7. What criteria can be used to select sponsorship proposals?


8. How can the effectiveness of a sponsorship campaign be measured?

Further reading

Adkins, S. (1999), Cause-related Marketing: Who Cares Wins. Oxford: Butterworth–Heinemann.

Duff y, N. and Hooper, J. (2003), Branding: Harnessing the Power of Emotion to Build Strong

Brands. Chichester: Wiley.

Grey, A.M. and Skildum-Reid, K. (2008), Th e Sponsorship Seeker’s Toolkit. Sydney: McGraw-Hill.

Lagae, W. (2005), Sports Sponsorship and Marketing Communications. Harlow: Prentice Hall.

Lehu, J.-M. (2009), Branded Entertainment: Product Placement and Brand Strategy in the

Entertainment Business. London: Kogan Page.

International Journal of Sports Marketing & Sponsorship , http://www.imrpublications.com/JSMS/.

CASE 11:

Carrefour: setting up convenience stores at music festivals

Carrefour: a world leader in distribution

The Carrefour Group is one of the world’s leading distribu-

tion groups. It is the world’s second-largest retailer and the

largest in Europe. The group currently operates four main

grocery store formats: hypermarkets, supermarkets, cash &

carry and convenience stores. The Carrefour Group currently

has over 9500 stores, either company-operated or franchises.

It operates in three major markets: Europe, Latin America

and Asia. With a presence in 32 countries, over 57% of

group turnover derives from outside France. The group

sees strong potential for further international growth in the

future, particularly in such large national markets as China,

Brazil, Indonesia, Poland and Turkey. In 2009, Carrefour

had a turnover of €112 245 million and 471 000 employees.

Wherever it has a presence, Carrefour is actively committed

to promoting local economic development. The group con-

sistently emphasises local recruitment plus management

and staff training on the job wherever they work. Typically, the

Carrefour Group will be one of the leading private employers

in any country where it operates. Naturally, this is the case

for France, where the group was originally founded, but it is

also true of such countries as Brazil, Argentina, Colombia,

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