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The practice of brand extension through licensing: The Spalding challenge


  • Cobbs, Joe
  • McKelvey, Stephen


In this case study, the Russell Corporation's acquisition of Spalding creates an opportunity for Spalding's marketing staff to reevaluate their licensing strategy. Prior ownership has heavily leveraged the equity of the Spalding brand to generate maximum licensing revenues with a minimal concern for the long-term impact on the brand. Placed in the position of Spalding's Vice President for Marketing, the reader must grapple with strategic licensing factors such as the rise of the big-box retailer in distribution channels and product category congruence across extensions. Ultimately, with several licensing contracts up for renewal, a decision on the future direction of the Spalding brand must be outlined and defended in a presentation to the executives at Russell.

Suggested Citation

  • Cobbs, Joe & McKelvey, Stephen, 2009. "The practice of brand extension through licensing: The Spalding challenge," Sport Management Review, Elsevier, vol. 12(3), pages 185-192, August.
  • Handle: RePEc:eee:spomar:v:12:y:2009:i:3:p:185-192

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    References listed on IDEAS

    1. Brown, Graham, 2000. "Emerging Issues in Olympic Sponsorship: Implications for Host Cities," Sport Management Review, Elsevier, vol. 3(1), pages 71-92, May.
    2. Milena Parent & David Deephouse, 2007. "A Case Study of Stakeholder Identification and Prioritization by Managers," Journal of Business Ethics, Springer, vol. 75(1), pages 1-23, September.
    3. Andrew L. Friedman, 2002. "Developing Stakeholder Theory," Journal of Management Studies, Wiley Blackwell, vol. 39(1), pages 1-21, January.
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