The effect of sports sponsorship on employees

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The effect of sports sponsorship on employees

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2 The effect of sports sponsorship on employees

Faculty of Economics and Business Master Thesis Marketing Management May, 2010

Author: Supervisors:

Valesca Alexandra van Dijk Dr. K.J. Alsem

Grote Beerstraat 133-8 Prof. Dr. R.H. Koning

9742 RE Groningen

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4 Preface

This Master Thesis is the final work of my graduation for the Master Business Administration;

Marketing Management at the University of Groningen. The Master Marketing Management pulled my interests after graduating the Bachelor Economics and Management. I really enjoyed the courses of the Master, specially because of the creative and practical side of marketing. Furthermore, I love sports and this thesis is a combination of my two main interests: marketing and sports.

Despite some setbacks, I generally liked writing this Thesis. First because of the interesting topic and second, because of the support during the writing process. For this support, I like to thank in

particular Dr. K.J. Alsem and Prof. Dr. R.H. Koning for helping me with the subject, their inspirations, giving useful feedback, and their enthousiasm. After each meeting, I was completely motivated and knew where to work on. M. Walraven for her ideas, feedback, interesting literature and contact with the Rabobank. R. Jansen, H. Crielaard and J. Grooters of Rabobank Netherlands in Utrecht, for their help, ideas, and enthousiasm and above all: the possibility to perform my research at the largest sponsor of the Netherlands.

Furthermore, I am very thankful for the support of my parents, Lennart, and Jennifer. They were always positive about my research and gave me some motivating words when I was ending up in little problems or setbacks. Marten for his contribution in the process of analyzing, Jan Bert for his layout-ideas, and of course Petra, with whom I spend a lot of hours in the UB or at Zernike, for her ideas, information and motivation.

I enjoyed the years that I studied in Groningen and I am looking forward to start a new phase of my life.

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5 Management summary

Firms can have several goals with sports sponsorship. There is quite some research about the effects of sports sponsorship on awareness and image. However, the effects of sports sponsorship on employees, or the internal audience, are not well investigated yet (Walliser, 2003). In this thesis, research is done to get insight in the effect of sports sponsorship on employees‟ awareness of brand values of an organization. Employees may recognize the brand values of the organization in the way of involving in sports sponsorship. Furthermore, it is interesting to investigate if employees‟ pride increases because of knowing the brand values of the organization and because of involvement in sports sponsorship. Therefore, the main research question of this thesis is: What is the effect of sports sponsorship on the internal audience and in particular on employees‟ awareness of brand values in an organization?

With use of different literature and scientific journals about sports sponsorship and internal branding, a conceptual model is created. The most important relation in this conceptual model is the influence of employees‟ awareness of sports sponsorship on employees‟ awareness of the brand values of an organization. It is hypothesized that this relation is moderated by three variables: perceived internal communication about the sports sponsorship, consistency external marketing (sports sponsorship) and internal communications, and the fit between sponsor and sponsee. Furthermore, perceived internal communications about the sports sponsorship, employees‟ awareness of the brand values and employees‟ awareness of the sports sponsorship can influence the employees‟ pride.

The conceptual model is empirically tested in a quantitative research at the Rabobank to get insight in the different models‟ relationships. Rabobank was in 2009, with a budget of 50 million euro, again the largest sponsor in the Netherlands.

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Analysis of the data showed some interesting descriptive results. 63.5 per cent of the employees are aware of all the three sponsored sports by Rabobank. Cycling (63%) and hockey (52.6%) are the most liked sports sponsorship projects, horse riding is less popular (36.7%). Employees‟ pride is striking high (88.6%), just as employees‟ awareness of the brand values (82.7%). A low percentage of the employees (27%) think that there is a fit between the sponsored sports and Rabobank and the most striking negative result comprises the internal communications about the sports sponsorship. 88.3 per cent of the employees state that there is not enough internal communication about the sports sponsorship.

Employees‟ awareness of sports sponsorship is not directly affecting employees‟ awareness of the brand values. So the main relation in the conceptual model is not confirmed by the research at Rabobank. However, there are some other interesting relations. First, employees‟ awareness of sports sponsorship is directly influencing pride of employees (specially for employees working at local banks) and pride is influencing employees‟ awareness of the brand values. Second, perceived fit and internal communications are positively influencing employees‟ awareness of the brand values when employees are completely aware of the sports sponsorship. Therefore, it is important for Rabobank to improve the internal communications about the sports sponsorship projects. Thereby, employees‟ awareness of the brand values is positively influencing employees‟ pride. Third, a good perceived fit between sponsor and sponsee creates a better awareness of the sports sponsorship.

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5. Research results ... 41

5.1 Representativeness ...41

5.2 Reliability ...44

5.3 Descriptives ...45

5.3.1 Descriptives important for the conceptual model……….46

5.3.2 Other descriptives………..47

5.4 Conceptual model results ...50

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9 1. Introduction

1.1 Background problem

Sponsorship is the world‟s fastest growing form of marketing according to the IEG Network (2001). £24.6b was worldwide spent on sponsorship in 2001, ranging from sports, education,

financial services, the arts and the broadcast media. “Sponsorship has moved away from being a philanthropic approach to communication and has taken a key role as a strategic approach to marketing (and thus corporate) strategies” (Dolphin, 2003). Sponsorship is thus becoming more and more important in marketing strategies.

“Sponsorship is a more embracing activity than other forms of marketing communications, often involving an organization in substantial levels of expenditure” (Yeshin, 1999). 75 per cent of total sponsorship involves sports sponsorship (Thwaites, 1995), therefore sponsoring

of sports is an often incurred activity and also a strategic approach to marketing strategies. Sports- and event sponsorship are often used by companies to promote their brands to the customers. For many organizations, sponsorship is an important marketing instrument that consists of a mutual relationship (Westerbeek, 2003).

Nowadays, sponsorships are increasingly being used strategically inside the organisation to facilitate a structural change or to motivate their employees. This finding emerged from a large study from Farrelly, Greyser and Quester (2005), that studied brand-management practices and sponsorship in 20 global sports organizations and companies.

Despite this increasing importance of sports sponsorship in marketing strategies, it has not yet received much attention in marketing literature. For issues as sponsorship effects other than awareness and image, the research cycle is very at its beginning. Moreover, the effects of sports sponsorship on employees are not well investigated yet (Walliser, 2003).

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10 1.2 Problem statement

The most researched effects of sports sponsorship are effects on the intangible, external elements like brand image and brand awareness (Walliser, 2003). However, besides the external audience of sports sponsorship, employees are an important internal or “second audience” for the advertisements and sponsor activities of an organization (Gilly and Wolfinbarger, 1998). Employees as audience of their advertisements and sponsorships are often overlooked by the decision makers. Employees can make the brand alive for an organization. Therefore, it is interesting to explore if sports sponsorship can be an effective marketing tool in internal branding.

In this thesis, the role of sports sponsorship as one way of internal branding will be explored. Most researches about the effects of sport sponsorship are external guided although employees are an important audience either. Employees who can identify themselves with the organization are likely to be more motivated and work harder (Mitchell, 2002). Thereby, positive staff will transfer their positive feelings to customers. The main focus of this thesis is to investigate if sports sponsorship can be a marketing tool for internal branding. Do employees recognize the brand values of an organization through sports sponsorship?

The main research question of this thesis is:

What is the effect of sports sponsorship on the internal audience and in particular on employees’ awareness of brand values in an organization?

Several sub questions are needed to come to a clear answer to the main research question.

1. What is sports sponsorship? a. Sponsoring in general

b. Difference between sports marketing and sports sponsoring c. Elements of sports sponsorship

d. Reasons of sponsoring sports

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2. What is internal branding?

a. What is internal branding and what are brand values b. Importance of internal branding

c. Defining corporate culture and corporate image d. Importance employees in the brand building process

3. What is the effect of sports sponsorship on corporate image and employees‟ recognition of brand values?

4. What are the moderating variables influencing the relationship between sports sponsorship and employees‟ recognition of brand values?

a. Importance of communication

b. Other proposed variables influencing the internal recognition of brand values - Fit between sponsor and sponsee

5. Is employee pride created through organizations‟ involvement in sports sponsorship?

With use of different applicable literature and scientific journals, a conceptual model is created at the end of the theoretical research. This conceptual model will be empirically tested to get insight in the different models‟ relationships. Therefore, two research methods are used. A literature study is combined with quantitative research to get insight in the relationships of the conceptual model.

1.3 Structure of the thesis

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12 2. Sponsoring

Sponsoring is getting more and more important in marketing strategies (Dolphin, 2003). Everybody knows somewhat about sponsoring, but a well known definition of sponsoring is not yet established. This chapter contains different definitions, elements, and objectives of sponsoring, and in particular sports sponsoring. The difference between sports marketing and sports sponsoring is also discussed. Furthermore, the effects of (sports) sponsorship are discussed and the effect on employees, the “second audience” according to Gilly and Wolfinbarger (1998), are described.

2.1 Sponsorship in general

Sponsorship can appeal to diverse constituencies like potential customers, present customers, general public, local community, workforce, business community, distributors, suppliers, shareholders, and government (Thwaites, 1995).

Although sponsorship exists for a considerable time, it is only recently that commercial organisations appreciate its potential as a method of marketing communication. Sponsorship can become a distinctive resource, one capable of winning a sustainable competitive advantage (Amis et al, 1997). For many organisations, sponsorship is an important marketing instrument that consists of a mutual relationship between sponsor and sponsee (Westerbeek et al, 2003).

Sponsorship has been described in many different ways, it has a wide definition. There is not yet reached a complete agreement about a definition. According to Walliser (2003), the definition of sponsorship is less important whereas other elements and issues of sponsoring receive priority. Cornwell and Maignan (1998) claim that the development of theoretical frameworks for significant sponsorship research is blocked by this lack of an accepted sponsoring definition.

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This definition does not mention non-commercial organizations and individuals, two important groups of sponsoring. Gardner and Shuman (1987) extended this definition and focus especially on objectives: “Sponsorship may be defined as investments in causes or events to support corporate objectives or marketing objectives”. Sleight (1989) defined sponsoring as “a business relation between a provider of funds, resources or services and a person, event or organisation who/ that gets some rights and associations that can be used for commercial advantage in return”.

Meenaghan came in 1994 with another attempt that resulted in the following sponsorship definition: “An investment in cash or in kind in an event, team, or person, in order to secure sponsor‟s access to the commercial potential associated with that event, team or person”. This definition is widely used today, although it‟s a very simple but clear definition.

One of the most important sources of information for the sponsorship business, the International Events Group (IEG), gives the following definition of sponsorship that looks like the definition of Meenaghan (1994): “…. a cash and/or in-kind fee paid to a property (typically a sports, entertainment, non-profit event or organization) in return for access to the exploitable commercial potential associated with that property” (IEG Glossary and Lexicon, 2001 from Roy and Cornwell (2003))

As this thesis is focusing on sports sponsorship, a small addition is made to the definition of the IEG to come to a clear definition of sports sponsorship:

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14 2.2 Sports marketing and sports sponsorship

Sports marketing and sports sponsoring is often mixed up by people. Westerbeek et al (2003) gives the following definition of sports marketing: “Sports marketing is the analysis, planning, and implementation of programs that lead to creation and stimulation of exchange processes of sporting goods and sports services. The sports marketer tries to satisfy the needs and wishes of sport consumers and other stakeholders efficiently and effectively, by identification and emphasising the added value of the sport product. By means of this process, the marketing objectives of the sporting organisation are achieved”.

Westerbeek et al (2003) expanded and changed the order of the traditional four p‟s of marketing to acquire the sports marketing mix.

1. Product 2. Price 3. Place (distribution) 4. Presentation (tangible) 5. Personnel 6. Process 7. Promotion advertisements personal selling sales promotion sponsoring public relations promotion by licensing

Figure 1, sports marketing mix

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So according to Westerbeek et al (2003), sponsoring of sports is a variable of the promotion mix. Sponsoring is a choice in setting the strategy. Sleight (1989) states that sports sponsoring is an integrated element of the sports marketing mix as well.

The popularity of sports sponsoring as an instrument of the sports promotion mix is still increasing. According to Westerbeek et al (2003), sports sponsoring is a cost-effective manner to achieve the communication objectives of the sponsor.

Sports sponsorship is one of the most prolific forms of sports marketing and sports sponsorship is commonplace now (Ashill, 2001). Over 75 per cent of total sponsorship concerns sporting activities (Twaithes, 1995). Crompton (2004) also states that the largest part of financial resources is devoted to sports sponsorships.

Sports has two potential markets (the participant and the spectator) and is therefore popular as a sponsorship activity. Sports sponsorship is used by the sponsor to communicate the message of its company to the target market (Twaithes, 1995).

Sponsorship has multiple dimensions what results in many different types and forms of sponsorship like arts, science, media vehicles, sports, education, etcetera. Besides the different types of sponsoring, there are diverse forms of sports sponsorship as well. Sports sponsorship can involve, for example, an event, a team, an individual or a league. Abratt et al (1987) state that sport may be sponsored by five main methods. These five methods are:

- Sponsorship of sport in general, like the foundation “Drenthe Beweegt” - Sponsorship of a sport in particular, like sponsoring the Volleyball Federation

of the Netherlands

- Sponsorship of a competition within a sport, like the Jupiler League soccer in the Netherlands

- Sponsorship of a team within a competition, like FC Emmen in the Jupiler League

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16 2.3 Reasons for sponsorship

Royal Globe Insurance assisted in a sponsorship programme sponsoring a sailing ship in the Tall Ships race and described the following objectives (Paulden, 1978):

1. to effect appropriate corporate recognition of America‟s Bicentennial;

2. to enhance the company‟s image through identification with a sponsorship having high visibility and public appeal;

3. to help position Royal Globe as a major in the international insurance market; 4. to reinforce producer and employee goodwill.

According to Meenaghan (1983), sponsorship offers the ability to achieve more than one objective in a single campaign. A single campaign may fulfil multiple objectives at any one time like: keeping the company name before the public, building goodwill among decision-makers and opinion-formers, and portraying a socially concerned company to the public.

Meenaghan (1983) classified the objectives of sponsorship in the following six groups: 1. broad corporate objectives

2. product-related objectives 3. sales objectives

4. media coverage 5. guest hospitality 6. personal objectives

Increasing sales is the most reported goal of sponsorship. This goal can be accomplished directly through sponsorships or it can be an end goal, reached via the more indirect way (Meenaghan, 1983).

The indirect way of sponsorship contains building brand equity and/ or building customer equity via sponsorship, which can boost the sales.

Reinforcing employee goodwill is an objective of sponsorship, which is allocated to the group of broad corporate objectives. Two objectives according to employees are mentioned by Meenaghan (1983):

1. Sponsoring can be used as an aid to staff relations and to assist staff recruitment. 2. Some companies invest in sponsorship as a means of encouraging loyalty and pride

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Abratt et al (1987) researched the reasons for an organization being involved specially in sports sponsorship. The two most important reasons are potential TV coverage and promoting corporate image. These goals will both result in increased sales.

Promotion of staff morale was found in the section of less important reasons in this research, but must be considered as a reason for sports sponsorship however.

Westerbeek et al (2003) state that amplifying the relationship with employees is an objective of sports sponsoring. According to Dolphin (2003), sponsorship has widely different goals, which can be allocated to four main objectives: enhance corporate image (Abratt and Gobler, 1989), adding value to organizational communications, increasing goodwill among opinion formers (Witcher, 1991) or promoting brand awareness (Hansen and Scotwin, 1995).

Meenaghan (2005) published an overview with possible sponsorship objectives, publics and effects. This overview states that sponsorship has objectives for internal staff of corporate image and corporate culture and the effects are enhanced staff pride, morale and image building.

As described, Meenaghan (1983) allocated the objective of reinforcing employee goodwill to the group of broad corporate objectives of sponsorship. The effect of sponsorship on the internal audience is not well investigated yet, but employees more and more seem to be an important objective group as well. Therefore, reinforcing employee goodwill deserves an individual group design, that results in the following seven groups of reasons for (sports) sponsorship:

1. broad corporate objectives 2. product-related objectives 3. sales objectives

4. media coverage 5. guest hospitality 6. personal objectives

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18 2.4 Effects of sponsorship

There are many researches about different elements of sponsorship. Cornwell and Maignan (1998) suggested five basic sponsorship research streams; nature of sponsorship, managerial aspects of sponsorship, measurement of sponsorship effects, strategic use of sponsorship, and legal and ethical considerations in sponsorship.

According to Walliser (2003), the largest proportion of sponsorship studies concerned the measurement of sponsorship effects. There are eighty-three of such sponsorship effect studies, of which 54 have been published since 1996. To evaluate these sponsorship effects, tracking techniques are used most of the time. Experiments are used less than a quarter.

Sponsorship‟s effects are evaluated by an increasing number of researchers over the past several years. Although there is a long list of reasons for sports sponsorship (paragraph 2.3), only awareness and image transfer are investigated in a larger number of studies. Most studies do not focus on the whole process of communication effects of sponsorship, but investigate only one single stage (Walliser 2003).

Research concerning the definition and conceptualisation of sponsorship seems to reach maturity. Adversely, for issues as sponsorship effects other than awareness and image and

some areas like social, art and environmental sponsorship, the research cycle is very at its beginning. According to Walliser (2003), effect research is focussing much on consumer goods and services companies striving for image and awareness objectives while engaging in sports sponsorship.

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19 3. Internal Branding

In this chapter, the concept of internal branding is discussed. The importance of employees in the brand building process and the importance of communication are the most remarkable elements. Furthermore, a number of proposed variables influencing the internal awareness of brand values are discussed and this chapter is ending with a conceptual model to test the research question in the research part.

3.1 What is internal branding?

Internal branding refers to: communicating the brand effectively to employees; convincing them of its relevance and worth; and successfully linking every job in the organisation to deliver the „brand essence‟ (Bergstrom et al, 2002). Internal brandings‟ focus is on employees and especially on the manner they deliver the brand experience (Hankinson, 2004). One of the most important aims of internal branding is aligning brand‟s identity with individual behaviour (Vallaster and De Chernatony, 2006).

According to Mahnert and Torres (2007), internal branding is defined as “the concerted, interdepartmental and multi-directional internal communications effort carried out in order to create and maintain an internal brand.”

Internal branding is about „selling‟ the brand to the employees of the organization. Internal branding is a combination of different trends. The brand has to be „sold‟ (marketing) to the employees (human resource management) on the right manner (communication). Corporate identity and brand values belong to the part of communication (Van Eck et al, 2008).

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According to Rokeach (1973), there are terminal values (desired end states) and instrumental values (desired modes of conduct). All values in this research are named brand values, whatever it is a terminal or instrumental value. Brand values have the potential to guide actions and decisions and need to be communicated, comprehended, accepted, and internalised by the staff to have an impact on their behaviour (Chernatony et al, 2006).

Employees must understand organisation‟s values and appropriately deliver them (De Chernatony and Segal-Horn, 2001). Internalising organisational values is very important, an understanding has to be created that everyone in the organization shares (Allen, 2000).

According to Hankinson (2004), internal branding comprises a sharing and understanding of the values of an organization and translating these values into appropriate behaviour.

3.2 Corporate image and culture

Schwartz and Davis (1981) define culture as follows: “A pattern of beliefs and expectations shared by the organizations‟ members. These beliefs and expectations produce norms that powerfully shape the behaviour of individuals and groups in the organization”.

Collective values about the organization held by employees are at the core of organizational culture (Hofstede, 1994).

“Corporate image refers to the impressions of a particular company held by some segment of the public” (Johnson and Zinkhan, 1990). Corporate image is “the immediate mental picture that audiences have of an organization” (Gray and Balmer, 1998).

Corporate image in the eyes of its stakeholders is very important for an organization. Employees are belonging to this group of principal stakeholders. A consistent image with the several stakeholders is vital for two reasons. First, different stakeholder groups have an overlap in concerns and they may „communicate‟ with each other. For example, both employees and the general public have interest in the overall status of the organization and reputation of the organizations‟ products.

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communication system and identity of the organization so as to develop and maintain a recognizable image for the stakeholder groups like employees (Gray and Balmer, 1998).

3.3 Importance employees in the brand building process

According to Gilly and Wolfinbarger (1998), employees are an important internal or “second audience” for their advertisements. Therefore, advertising can be a tool for “selling jobs, motivating, educating, or otherwise communicating with employees” (George and Berry, 1981).

According to Harris and de Chernatony (2001), employees are getting more and more important in the brand building process.

Zyman et al (2002) states: “Before you can even think of selling your brand to consumers, you have to sell it to your employees.” A company‟s employees heavily determine how a brand is evolved in consumers‟ mind. Employees are becoming very important in the brand building process and therefore, it is important that the value and behaviour of employees are consistent and aligned with the desired values of a brand.

Mitchell (2002) states that companies often ignore their internal audience. Employees can make the brand come alive for your customers, but they have to know what you tell your customers. Andruss (2008) states that “If employees don‟t fully understand the brand promise and its importance, it leaves the potential for customers to not get what‟s promised”.

Klein (2009) argues that strategic HRM and marketing of services are in one line with each other. Good services have to come from the internal organization. If employees are not ready to communicate the brand, customers will not be reached by them. Klein states that the strong personal character of services requires a strong and supporting marketing culture within the whole organization. Internal branding is the start of success, according to Klein. It is all about searching, obtaining, retaining and utilize preferences of employees. To discover and work with this, an „internal marketing toolbox‟ is needed. With that toolbox engagement of the employees can be increased.

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22 3.4 Effect of sports sponsorship on corporate image

Javalgi et al (1994) examined the relationship between corporate sponsorship and corporate image. This research is specially developed for investigating the effects of sponsorship on the corporate image of customers, not on employees. The results are showing that corporate sponsorship can improve customers‟ corporate image but the effects differ among organizations. Sponsorship is not the only information source used by consumers to form impressions about the organization. Awareness of sponsorship is not enough for a strong and positive corporate image in the mind of consumers.

Stipp and Schiavone (1996) researched the impact of Olympic sponsorship on corporate image. This research is, like the research of Javalgi et al (1994), focused on customers. The findings strongly suggest that sponsorship of the 1992 Summer Olympics had a significant effect on the organizations‟ image. Three factors contributed to this success of sponsorship: positive attitudes about Olympic sponsors, perceived advertisement quality, and visibility during the Olympics.

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There are some sub-issues specified like:

- Transferred image value by sponsorship - Level of staff pride resulting from sponsorship - Perceptions of competitor analysis

- Staff perception of national/ local sponsorship activities - Staff attitudes towards the sponsorship portfolio

- Staff perceptions of customer attitudes towards sponsorship - Staff attitudes towards sponsorship involvement by the Bank - Staff perceptions of the Bank as a sports/ arts sponsor

- Staff perceptions of audiences targeted by sponsorship programme - Level of staff attendance at sponsored events

The results of the research can be classified under three main sections: transferred image values, staff pride, and attitudes towards the sponsorship portfolio.

Research results yielded that the staff respondents at the Bank of Ireland Group do not believe that the sponsorship programme of the Bank make the company like a winner or a desirable employer. These values are likely to be driven more by other inputs.

However, staff has more pride in the organization and the organization looks more large-scaled, vibrant and modern when the Bank is involved in sponsorships.

Generally, Grimes and Meenaghan state that “Sponsorship has the capacity, if properly chosen and executed, to reach all corporate audiences and in the light of the current management attempts to address the internal corporate market, it can prove a highly beneficial tool”. Sponsorship can be used to make the corporate image more attractive with desired brand values of the organization in the eyes of their corporate staff according to Grimes and Meenaghan (1998).

Corporate image can be created through well-conceived communication programmes (Gray and Balmer, 1998) and sponsorship is getting more and more important in the communication mix (Javalgi et al, 1994), so sports sponsorship may be used to create internal corporate image.

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According to Gilly and Wolfinbarger (1998) and Chernatony et al (2006), we can assume that there is a relationship between sports sponsoring (external communication) and employees‟ perceptions of the brand values. Furthermore, sponsorship can be used to make the corporate image more attractive with desired brand values of the organization in the eyes of their corporate staff according to Grimes and Meenaghan (1998).

According to the literature discussed, we can assume that there is a relationship between employees‟ awareness of sports sponsorship and awareness of the brand values; the main relationship to be researched in this thesis.

Because of causality, it is important to determine if the reverse relationship is possible either. Employees‟ awareness of brand values is not likely to affect employees‟ awareness of sports sponsorship, so this reverse relation is excluded in this thesis.

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25 3.5 Internal branding through communication

Communication is the key to employee engagement (Evans, 1994). Internal communications help employees understanding the values, culture and vision of an organization. Open lines of communication is one of the most affective manner to build strong internal relationships. Employees have to be informed about the intentions of an organization before public knows about it. Employees need to hear the news first, what will create a sense of appreciation and all-important sense of worth. Employees only can bring the vision and brand alive, if they are well-informed about it.

Corporate images can be created through well-conceived communication programmes (Gray and Balmer, 1998).

Gilly and Wolfinbarger (1998) state that advertisements can affect the ability of employees to do their jobs, trust in their organisation will increase and the commitment and identity with the organisation will grow. There are some gaps in advertising perceptions between employees and decision makers, while employees on the contrary enjoy an „insider role‟ and like to be informed in advance of advertising. The gaps have to be narrowed and the conclusion of Gilly and Wolfinbarger (1998) is that “for these organizations desiring to maximise the impact of advertising on their internal as well as external audiences, communication between employees and decision makers is essential”.

The brand‟s identity has to be communicated to employees. When decision makers communicate with employees about advertisements, they were more willing to accept the advertisements of the organization (Harris and de Chernatony, 2001). Therefore, the brand team should not only explain the brand‟s identity to employees, but also how several forms of brand communications, as advertisements and sponsoring, are intended to reflect the brand‟s identity. Without explaining these brand communications, employees will form their own interpretations and that leads to incongruous brand perceptions among the staff.

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Internal communication is important for several reasons, according to Mitchell (2002). Internal communication is the best way to make a powerful emotional connection between the products and services of your company and your employees. Without that connection, employees can pull down the expectations of your advertisements or sponsorships. Sometimes this is because they do not know the message that the company is providing to the customers. It can also be determined by the feeling, trust and beliefs of the employees towards the company.

“When employees care about the brand and believe in it, they get inspired by a common sense of purpose and identity and therefore they are motivated to work harder and their loyalty increases” (Mitchell, 2002). It is crucial that employees know what the company is doing, they have to be informed all the time. Employees can be guided for better understanding and idea of the brand. Customers are more likely to experience the brand of the company stated by advertisements if employees can live the brand and are loyal and feeling engaged with the company.

The critical question is: “How are brand values communicated to staff?”. Effectively communicating brand values to employees is critical for attaining value-congruent and consistent employee behaviour (Nguyen and Leblanc, 2002). Employees have to accept these values to live the brand to consumers. Communicating brand values of a service to staff occurs chiefly through a combination of organizational and management communication (Van Riel, 1995).

“Organizational management includes both recruitment advertising and the contact between potential recruits and employees during the selection process”. (Chernatony et al, 2006). In the recruitment process, initial communication of brand values to potential employees are important. Recruitment advertisements and some additional literature, such as brochures, make potential employees aware of the values of the organization.

Once employed, brand values are absorbed by individuals in the process known as „socialisation‟. “Socialisation is the process of taught what is being important”. (Schein, 1988). Employees need not only to be told the brand values, but also be involved with the brand values to live the brand.

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Chernatony et al (2006) explores the way that brand values are communicated to both customers and staff. The research especially investigates the services branch.

Organizations are more becoming value-driven and their staffs are key ambassadors in the brand building process. Staff need to deliver the brand promise to the customers and specially the emotional and functional values of services brands are highly dependent on their staff (Nguyen and Leblanc, 2002).

According to the discussed theory, it can be concluded that communication is not only about informing the employees; understanding has to be created (Gray & Robertson, 2005). It is about credibility, clarity, and authenticity. Employees have to believe, understand and relate to what is communicated to them by the Chief Executive Officer. Research after the topics employees want to hear about from their CEO are:

- Future of the organization - Overall corporate strategy - Top-line financial results - Major changes

- Feedback from the board of directors - Major stakeholder issues

- Responses to media attention

Effective communication is about feelings, not just facts. The success of an organization largely depends on the quality of their daily conversations (Gray & Robertson, 2005).

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Figure 3, Conceptual model part 2/5

Communication programs are designed to inform employees about the policies of the company, the goals and objectives, the jobs the top executive wants done and the way he wants them to be done. Employees have to know the company, the system work and what they can expect from both (Golightly, 1973). The most important point of all is that an executive has to communicate with honesty. He can only tell things that are true and only promises things that the organization can deliver. Thereby, no matter what the communication is, all communication needs to be consistent. If internal and external marketing communications are consistent, the chance increases that the advertised promises are being fulfilled. Employees are better prepared to perform the promises if they get the same message (Ahmed & Rafiq, 2003). Diffuse and broad messages will create a gap between the employees and the organization and in the worst scenario, confusions in actions are arising.

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Concluding, it is stated that internal and external marketing has to be consistent (Golightly, 1973, Mitchell, 2002 and Ahmed & Rafiq, 2003). With help of this consistency, the chance increases that advertised promises are being fulfilled. Employees are better prepared to perform the promises if they get the same message. Furthermore, the other elements of the internal communication mix have to be in line with the internal communication of the sports sponsoring.

This conclusion brings a second influencing element on the relationship between employees‟ awareness of sports sponsoring and awareness of brand values. The external marketing (sports sponsorship) has to be consistent with the internal communication about the sports sponsorship and with other internal information (figure 4).

Figure 4, Conceptual model part 3/5 Employees‟ awareness of sports sponsorship Employees‟ awareness of the brand values Internal communication about how the sports sponsorship is intended to reflect the brand‟s identity

External marketing (sports sponsorship) is consistent with the internal communication about the sports sponsorship and with other internal

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30 3.6 Fit between sponsor and sponsee

An interesting case about companies using their sponsorship as an internal marketing vehicle is analyzed by Farrelly, Greyser and Quester (2005). The Switzerland-based UBS, one of the world‟s leading financial firms, uses their sponsorship as an internal marketing vehicle. UBS and the sponsored Team Alinghi have many common values, such as responsibility, teamwork, informed and rapid decision making, Swiss identity, and drive to succeed. These common values are at the heart of communications designed to motivate, unite, and improve the output of the employees of UBS all around the world. UBS also includes references to the sponsorship of Team Alinghi in internal newsletters and memos and professional development programs, where the different common values will reinforce the corporate messages about the approach of the company to clients and employees. The sponsorship‟s objectives, and a toolbox that employees can use to leverage the sponsorship of Team Alinghi to acquire clients are offered on their Intranet site; the World of Alinghi. This site and toolbox are very important elements in building enthusiasm for the sponsorship. “Across companies, the employee engagement stimulated by internal marketing of a sponsorship enhances the external effectiveness of the program (Farrelly and Greyser, 2007).

The research of Farrelly et al (2005) highlighted several international examples of a good approach according to involvement of employees in sponsorship programs. However, in Spain there are interesting examples too. Companies as DKV and Timberland succeeded in transforming sponsorship and activities with social responsibility into elements of which the corporate culture of the organization is builded. These elements emphasize the values of the organization and create a source of pride and increase the feeling of belonging to something.

Sponsor UBS and sponsee Alinghi have many common values. These different common values will reinforce the corporate messages about the approach of the company to clients and employees (Diego Torres about Farrelly et al, 2005).

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Sponsorship researchers highlighted the importance of a fit between the sponsor and the sponsee (Johar and Pham (1999) and Pham and Johar (2001)). The degree of identification with a sponsor is improved when there is a fit between the sponsoring brand and the sponsee. This relationship will be less strong for services brands compared with tangible products associated with the brand (Roy and Cornwell, 1999).

With a perceived fit between the images of the sponsor and the sponsee in the eyes of the consumer, an image transfer between the two entities is easier (Speed & Thompson, 2000).

Grohs et al (2004) found, for all six examined sponsors, a positive relationship between perceived fit and recall. Persons with higher ratings for perceived fit between the event and a sponsor recognized the sponsor better than persons with lower perceived fit.

Results of Koo et al (2006) revealed that persons who perceived a high fit between sponsor and sponsee had far more positive brand attitude and corporate image in relation to the sponsor than persons in the low fit group.

So if the fit between the sponsor and the sponsee is high, meaning that the two are perceived as congruent (Simmons and Becker-Olsen, 1996), an image transfer between the two entities is easier (Speed & Thompson, 2000). Therefore, it can be assumed that brand values of the sponsoring organization are recognized better when there is a fit between the sponsor and the sponsee (figure 5).

Figure 5, Conceptual model part 4/5 Employees‟ awareness of sports sponsorship Employees‟ awareness of the brand values Internal communication about how the sports sponsorship is intended to reflect the brand‟s identity

External marketing (sports sponsorship) is consistent with the internal communication about the sports sponsorship and with other internal

communications

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32 3.7 Employees’ pride

The goal of Grimes and Meenaghan (1998) is to report the results of a research that is taken by one company, The Bank of Ireland Group, about the effects of their sponsoring programme on its internal staff. The main objective of the research at the Bank of Ireland Group was to research the effect of the sponsorship programme on the internal audience. The level of staff pride resulting from sponsorship is one of the sub-issues specified.

When an organisation positively portrayed its own staff, it can have impact on the attitudes of staff in terms of improving the staff morale and instilling a positive culture. There was relatively strong agreement among staff that involvement of the Bank in sponsorship makes the Bank look like an organisation they have pride in. On the contrary, the sponsorship involvement does not make employees believe that the Bank is a more desirable employer to work for.

Staff agreed with the statement that they take more interest in an event when they know that the Bank sponsor it. Employees feel proud that the Bank is sponsoring Arts and Sports and they relatively agree with the fact that they think the Bank‟s sponsorship strategy is more successful than the strategy of competitors.

The research of Farrelly et al (2005) showed that companies as DKV and Timberland succeeded in transforming sponsorship and activities with social responsibility into elements of which the corporate culture of the organization is builded. These elements emphasize the values of the organization and create a source of pride and increase the feeling of belonging to something.

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Besides employees‟ pride created through organizations‟ involvement in sports sponsorship, there is

some evidence that communication with employees is an important predictor for employee pride either. Gunter and Furnham (1996) researched four organizations and found for all four that “knowing what is going on in the organization” is an important predictor for employee pride in an organization. Therefore, communication and knowing the brand values are both important predictors of staff pride.

Sports sponsorship (Grimes and Meenaghan, 1998 and Farrelly et al, 2005) and employees knowing what is going on in the organization, as in communication and knowing the brand values (Gunter and Furnham, 1996) are both proved as important predictors for employee pride in an organization. Therefore, this outcome is added to the conceptual model (figure 6)

Figure 6, Complete conceptual model Employees‟ awareness of sports sponsorship Employees‟ awareness of the brand values Internal communication about how the sports sponsorship is intended to reflect the brand‟s identity

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34 4. Research design

In this chapter, after a short introduction of the Rabobank, a complete measurable conceptual model is given. Furthermore, the research design is described in the following paragraphs. This description starts with the research method, next an explanation of the questionnaire design, then the statistical scaling and statistical method.

4.1 Introduction company

Rabobank has a cooperative structure. The headquarter is established in Utrecht and there are local banks in many places throughout the Netherlands. Cooperation is the most important item through the history of the cooperative Rabobank. Banks are bundling their strengths and specialized business units are combining their knowledges. Rabobank is in 2009, with a budget of 50 million euro, again the largest sponsor in the Netherlands (MD Weekly, maart 2009). Rabobank is involved in the sports sponsorship of three different sports. Because of the cooperative structure, these sports must be attractive for both the headquarter and local banks.

Cycling

In cycling talent is invested the largest amount of money, namely €13 million in 2009. Rabobank is main sponsor of the cycling federation of the Netherlands (KNWU). Besides that, Rabobank has two cycling teams: The ProTeam and the Continental Team. The ProTeam consist of professional cyclists and in the Continental Team, young talent gets the opportunity to develop.

Not only professional cyclist are sponsored by the Rabobank, recreational cyclist are supported even well. Rabobank is often involved in local cycling events.

Hockey

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Rabobank is partner of the Hockey Federation of the Netherlands (KNHB):

as shirt sponsor of the national teams as naming the Rabobank Top Class

by national support of the Hockey associations

by international top events in the Netherlands like the Rabo EuroHockey Nations Championships 2009

Horse riding

Rabobank is main sponsor of the sports federation equestrian Netherlands (KNHS). Main point of this cooperation are the Rabo Talent Project (discover young talent and give them professional accompaniment) and the national teams in the different disciplines: taming, jumping, eventing, endurance, steering, and voltige.

Besides the Talent Project and the national Teams, Rabobank is yearly sponsoring some international competitions like Jumping Amsterdam, Indoor Brabant, and CHIO Rotterdam.

4.2 Research method

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Figure 7, Measurable conceptual model

Through questionnaires, data for quantitative research is gathered. The method of surveys has several advantages (Malhotra, 2006). First, a questionnaire is simple to administer. Furthermore, the obtained data are reliable because the alternatives are stated and the responses are thus limited to these alternatives. Finally, the coding, analysis, and the interpretation of the survey data are quite simple.

The questionnaire was made available through the web, with the aid of Questback. An email with a short introduction about the research and a link to the questionnaire were send to employees of the Rabobank to invite them to participate in the research. Therefore, the employees were able to reply the questionnaire at any time. The sample consists of thousand employees from both headquarters and local banks. Internet is also by far the fastest method of obtaining data and entails the lowest cost for high samples (Malhotra, 2006).

Employees‟ awareness of sports sponsorship Employees‟ awareness of the brand values (Identity) Perceived degree of internal communica-tions about the sports sponsorship Perceived consistency between external marketing (sports sponsorship) and internal communications about this sponsorship Perceived f it employees between the Rabobank and the sports

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37 4.3 Measuring the variables in the questionnaire

The questionnaire consists of different questions to quantify the variables in the conceptual model. After tracing these values, relationships between the variables are examined.

Most of the values are investigated through the use of a 5-point Likert scale. According to Malhotra (2006), a Likert scale is a “widely used rating scale that requires the respondents to indicate a degree of agreement or disagreement with each of a series of statements about the stimulus objects”.A Likert scale has as main advantage that it is easy to construct and administer (Malhotra, 2006).

The variable employees‟ awareness sports sponsorship is measured with use of an aided and an unaided question. Employees‟ awareness of the brand values is measured with use of three questions. In these three questions, employees are asked only after the existing brand values. If employees know all the three brand values, they are aware of the brand values. This way of measuring is not completely correct and could be more reliable when using more, non-existing brand values. If employees tick a „wrong one‟ this would have consequences for the outcomes and probably would affect this variable. Because of the length of the questionnaire, these wrong brand values are omitted.

The variable perceived fit between the sports and Rabobank is measured for all three sports (cycling, hockey, and horse riding). The fit of all three sports are taken together in this variable, because the whole conceptual model is focussing on all three sports and therefore there is no reason to split these variable in three different sports. In paragraph 5.2, reliability analysis shows results of aggregating the three sports in this one variable.

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As mentioned in paragraph 4.2, the variable „external marketing consistent with internal communications about this sponsorship‟ is not measurable because this variable appeared to be very difficult to investigate. To be sure of reliable outcomes, this variable has to be investigated in two manners. Asking employees about their feeling of consistency is not enough, you also have to show different pictures of communication within the Rabobank as well as the external sponsorship. Some employees may think that the sports sponsoring and communications are consistent, but when they really see pictures they maybe think differently. Therefore, this has to be checked by some extra questions with pictures about the external marketing and internal communications. Pictures are difficult to apply in this research, so this variable will be left for further research in the future.

Interest in sports could also be a determinant factor in this research. Therefore, interest in sports is included in the questionnaire with use of communication questions often used by the Rabobank. Because sports interests is not mentioned in the studied literature, this factor is not included in the conceptual model.

Furthermore, representative samples are needed in quantitative research. Just having a large number of people responding the questionnaire is not enough to create reliable results. Therefore, it is important to include demographic variables like gender, age and how long the employee is working for Rabobank.

The questionnaire is designed by use of Questback, the program Rabobank is always working with. Questback is a website where questionnaires can be designed to do research. The data is stored in a file and can be easily converted into a SPSS output. The questionnaire is designed in the same way and with the same layout as Rabobank always does.

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39 4.4 Statistical scaling

The questionnaire gives different scale outcomes. Nominal, ordinal and interval/ ratio scales are distinguished (Malhotra, 2006). According to Malhotra (2006), “attitudinal data obtained from rating scales are often treated as interval scale as long as the scale contains minimal five steps”. Therefore, the data from questions with a Likert scale can be used as interval scale.

Variable Question Scaling

Awareness sports sponsorship

Kunt u sporten noemen waarvan u weet dat ze door Rabobank Nederland gesponsord worden? (unaided)

Welke van de volgende sporten worden door Rabobank

Nederland gesponsord? (meerdere antwoorden mogelijk) (aided)

Ik volg alles over de Rabowielerploeg

Ik volg alles over de Rabo hockeyers

Ik volg alles over de Rabo paardensport

Nominal

Internal

communication about the sports sponsorship

Intern is duidelijk gemaakt wat het doel van Rabobank is om wielrennen, hockey en paardensport te sponsoren

Het is mij duidelijk wat de sportsponsorprojecten van Rabobank exact inhouden

Ik vind dat er intern duidelijk wordt gecommuniceerd over het sportsponsorbeleid van Rabobank

Ik voel me betrokken bij de sportsponsorprojecten van Rabobank

Five point Likert scale,

Interval

Fit Ik vind de sport wielrennen passen bij de Rabobank

Het imago van de sport wielrennen komt overeen met het imago van de Rabobank

Ik vind de sport hockey passen bij de Rabobank

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Het imago van de sport hockey komt overeen met het imago van de Rabobank

Ik vind paardensport passen bij de Rabobank

Het imago van paardensport komt overeen met het imago van de Rabobank Awareness brand values De Rabobank is betrokken De Rabobank is dichtbij De Rabobank is toonaangevend

Interval

Pride employees Ik voel me sterk betrokken bij het wel en wee van de Rabobank

Ik voel me thuis bij de Rabobank

Ik voel me verbonden met de Rabobank

Ik doe mijn werk bij de Rabobank met plezier

Ik ben er trots op deel uit te maken van de Rabobank

Interval

Sports interests Kunt u voor elk van de volgende sporten aangeven in welke mate

u deze zelf beoefent?

Kunt u voor elk van de volgende sporten aangeven in welke mate u deze op TV bekijkt?

Interval

Demographics Wat is uw geslacht?

Wat is uw leeftijd?

Hoe lang werkt u bij de Rabobank?

Werkzaam bij Rabobank Nederland of lokale bank? Bij welk segment bent u hoofdzakelijk werkzaam? Geeft u direct of indirect leiding aan anderen?

Nominal Ordinal

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41 5. Research results

5.1 Representativeness

Before starting the analysis of the questionnaires, it is important to check the representativeness of the sample. If the sample does not display the total population of employees on the right manner, the analysis is not valid enough to draw conclusions.

There was a very quick and high respons; 302 employees returned the questionnaire. Not all respondents are included in the analysis because of missing and/or extreme values. Some employees did not complete the questionnaire with valid answers or gave striking contrary answers during the questionnaire. Finally, 289 respondents are included in the analysis of the questionnaires.

To look at the representativeness of the sample, three variables are checked. These three variables are: gender, age and where the employee is active (Rabobank Nederland or a local bank).

First, gender is checked. In the table 2, the percentages of men and women active at Rabobank Nederland or a local bank are given for both the total population and the sample.

Man (total population)

Woman (total population)

Man (sample) Woman

(sample) Rabobank Nederland 61.7% 38.3% 66.7% 33.3% Local bank 37.7% 62.3% 48.8%* 50.8%* Rabobank Nederland/ local bank 41.9% 58.1% 50.9%* 48.8%*

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With a „goodness of fit‟ or Chi-square test, it is decided if the distribution of frequencies for a variable in the sample is representative for the population distribution. Chi-square gives a value of 9.93 with a critical value of 3.84 (p=0.05). Based on this outcome, the sample is not representative. With use of an independent T-test, the differences between men and women in some variables of the model are tested. Results show that only awareness of sports sponsorship is significantly different between men and women (0.04). Pride has a significance of 0.263 and awareness of the brand values has a significance of 0.057. So the sample is not representative based on gender, and generalizations must be careful. However, only employees‟ awareness of sports sponsorship is significantly different between men and women, so this non-representativeness probably is not strong influencing the outcomes.

Second, the workplace of employees is an important variable to be checked. The mean age of employees working at Rabobank Nederland is 41,4 years and 39,9 years for local banks (Q3, 2009). Table 3 shows the distribution of employees between Rabobank Nederland and local banks.

Total population Sample

Active at Rabobank Nederland 17.3% 11.4%

Active at a local bank 82.7% 88.6%

Table 3, Rabobank Nederland or local bank

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Age is the last important variable to be checked. The age classes in the questionnaire (table 5) are different from the age classes internal used with Rabobank (table 4).

Total Population < 25 25-34 35-44 45-54 55-59 > 60 Rabobank Nederland 2% 23% 37% 28% 9% 1% Local bank 4% 27% 39% 22% 7% 2%

Table 4, Age classes total population

Sample < 20 20-30 31-40 41-50 51-60 > 60

Rabobank Nederland

- 15.2% 24.2% 33.3% 27.3% -

Local bank 0.4% 17.2% 32.0% 31.2% 17.6% 1.6%

Table 5, Age classes sample

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44 5.2 Reliability

As mentioned in paragraph 4.3, there are five important variables in the conceptual model. These variables are

1. Employees‟ awareness of sports sponsorship 2. Employees‟ awareness of brand values

3. Internal communication about the sports sponsorship 4. Perceived fit between the Rabobank and sports 5. Pride employees brand

Employees‟ awareness of sports sponsorship is measured with the use of two different questions in the questionnaire. The first question is unaided and the second question is an aided multiple choice question. In this research, the outcomes of the unaided question are used as variable for employees‟ awareness of sports sponsorship because these outcomes give the most reliable results. Therefore, a new variable is made. The new variable consists of nominal values; by knowing one sport sponsored by Rabobank Nederland the new variable is one, by knowing two sports the new variable is two, and so on.

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The remaining three variables (internal communication about the sports sponsorship, perceived fit between the Rabobank and sports and pride employees brand) are also tested in a reliability analysis.

Variable Number of questions/ items in the questionnaire Cronbach’s alpha Employees‟ awareness of brand values 3 0.850 Internal communication about the sports sponsorship

4 0.868

Perceived fit between the Rabobank and sports

6 0.706

Pride employees brand 5 0.944

Table 6, Reliability Analysis

Cronbach‟s alpha is considerable higher than 0,6 for each variables (table 6), so we can assume that there is satisfactory internal consistency reliability for all four interval scaled variables. Therefore, four new variables are designed in SPSS with each variable summing the items of the variable into one.

5.3 Descriptives

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46 5.3.1 Descriptives important for the conceptual model

As mentioned in the last paragraph, there are five variables included in the conceptual model (employees‟ awareness of sports sponsorship, employees‟ awareness of brand values, internal communication about the sports sponsorship, perceived fit between the Rabobank and sports, and pride employees brand). Except for employees‟ awareness of sports sponsorship, all variables are researched with use of several questions and these questions are all combined designing a new variable. It is interesting to look at the descriptive statistics of these four new variables first. These new variables are all interval-scaled, with answer 1 representing completely disagree, 2 disagree, 3 neutral, 4 agree, and 5 completely agree. Therefore, it is valuable to know what percentage of the employees grading the new variable four or higher (agreeing).

Percentage valuing 4 or higher

Mean Employees‟ awareness of the

brand values

82.7% 4.18

Internal communications about the sports sponsorship

11.7% 2.81

Fit of sports and Rabobank 27.0% 3.54

Employees‟ pride of the Rabobank

88.6% 4.35

Table 7, Descriptives new designed variables

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The only variable from the conceptual model left is employees‟ awareness of sports sponsorship (table 8)

Percentage

Knowing one sport 10.8%

Knowing two sports 25.7%

Knowing all three sports 63.5% Table 8, Employees‟awareness of sports sponsorship

All employees knowing at least one sport sponsored by the Rabobank and a striking percentage (63.5%) knowing all the three sports in an unaided question.

5.3.2 Other descriptives

When looking at the working years of the respondents, it is very striking that 33.6 per cent of the employees is working for more than twenty years at the Rabobank! This can imply first for the fact that primarily the employees who are working for Rabobank for a long time feel very allied and therefore collaborate more often in questionnaires of Rabobank. Second, it can imply that Rabobank is a very good employer and employees‟ feel good working at Rabobank. Both options are supported by the fact that employees are very proud of the Rabobank (paragraph 5.3.1).

A lot of respondents (70.3%) like the sports sponsorship projects of the Rabobank. Thereby, employees like the sponsorship of cycling most (table 9). These percentages are based on the percentages respondents answering that they agree and completely agree with the question if they like the sports sponsorship projects of the three different sports (ticking 4 and 5).

Percentage liking the sports sponsorship projects

Cycling 63.0%

Hockey 52.6%

Horse riding 36.7%

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These outcomes are in line with the answers on the question if Rabobank should continue the different sports sponsorship projects (table 10).

Continue the sports sponsorship projects

Cycling 76.8%

Hockey 75.1%

Horse riding 56.4%

Table 10, Continuing the sports sponsorship projects

Employees are asked which sport they think Rabobank fits most (table 11)

Sport most fitting with the Rabobank

Cycling 42.6%

Hockey 18.0%

Horse riding 12.5%

Football 9.7%

Skating 8.7%

Table 11, Fit sports and the Rabobank

It is logical to see that the three already sponsored sports are also the most fitting sports according to the employees, because they are heavily relating Rabobank with these sports.

In the conceptual model, pride of the Rabobank as a brand is an important variable. There is also another form of pride, namely the pride of employees on the sports sponsorhip. 65.7 per cent of the respondents agree or completely agree with the fact that the sports sponsorship of Rabobank make them feel more proud.

The effect of sports sponsorship on employees