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Over the past decade, the Olympic Movement has become increasingly dependent upon financial support provided by corporate sponsors. This study explores the evolution of the Olympic sponsorship programme, presents current and future marketing strategies employed by sponsors, and discusses major challenges within the programme.

In a currently western-dominated body of literature, the purpose of this paper is to empirically examine the relationship between motivation, experience, and satisfaction through a structural equation model. This empirical examination was performed in the context of a mega-sporting event (i.e. Asian Games), while considering sample characteristics and the cultural setting of a Middle Eastern host country (i.e. Qatar).

A survey was disseminated to 12 competition and non-competition venues of the 15th Asian Games in Doha, Qatar. There was a convenience sample of 392 volunteers.

Three-factor identification for volunteer motivation (external, purposive, and event related) with 48.76 percent variance explained. One-factor identification for volunteer experience with 66.08 percent of the variance explained. Two-factor identification for volunteer satisfaction (recruitment and training, communication and support) with 68.93 percent of variance explained. The sport volunteer satisfaction model fit data well (root mean square error of approximation=0.04, non-normed fit index=0.98, comparative fit index=0.99, standardized root mean squared residual=0.03). Motivation was positively and significantly related to experience. In turn, experience was positively and significantly related to satisfaction.

Limitations included the utilization of a convenience and homogeneous sample (approximately 78 percent were Asian males), and the fact the retention construct was not included in the model. Results indicated the need to further the utilization of modeling approaches in examining psychometric properties of sport event volunteers, as well as expand the knowledge of how eastern cultures perceive the concept of volunteerism.

Volunteers at the Asian Games were satisfied due to the fact that their event-related motives were actually fulfilled. Participants’ overall satisfaction levels were high since their experience with the event was also positive. Initially, satisfied volunteers could encourage additional volunteer involvement. An extended community-based volunteer pool could be utilized for a plethora of events in Qatar, thus supporting the country’s aspiration for becoming a hub for international sport events.

The authors tested empirically the interrelationship between volunteer motivation, experience, and satisfaction through a structural equation model in a Middle Eastern mega-sporting event.

The present study aims to explore the efforts of a core action sports company (Board Sports Company (BSC)) to employ a multi‐brand strategy and to focus on the identity and reach of the seven distinct brands operated under the parent company. The study seeks to identify benefits and limitations of the multi‐brand strategy, as seen by company employees.

In a single‐case design study approach, a global, private action sports company, recognized as a leader in authentic action sports footwear and apparel, was selected for study. Data were collected via in‐depth interviews with key company employees and an extensive review of secondary sources.

The adoption of a multi‐brand strategy with the operation of seven distinct brands has allowed BSC to expand to mainstream audiences, while strengthening its core target markets. Through aggressive consumer segmentation practices and the strategic utilization of a variety of distribution outlets, BSC remains competitive in a highly antagonistic business environment.

Possibly the greatest benefit of a multi‐brand strategy is a company's ability to diversify, while minimizing the risk of transferring potentially harmful associations among its brands. Thus, BSC has expanded its reach into the mainstream through new sports, product lines, distribution channels, and target audiences. Simultaneously, the organization has guarded the perception of authenticity of its core brands.

The study extends the understanding of the management of sport brands by moving beyond collegiate and professional sport organizations to focus on an athletic wear and equipment brand. It also offers insight to sport organizations that might consider expansion via the adoption of a multi‐brand strategy.