Managing and modelling the combination of resources and global brands in international sporting events

Applying the business model concept into resource-based thinking, this research paper questions the potential for formalising a firm's resource arrangement and control methods in order to create global brands. The clinical study of three cases of international sporting event organisations (Roland Garros, BNP Paribas Masters and Open13) enables a comparison of business models which rely on the same pool of resources but which structure and manage them differently. The main result identified in the context of an unstable sports environment, is the importance of such organisations' aptitude to deploy and control resources which have been built up with certain stakeholders. Beyond the comparison of different business models within a similar environment, an empirical sequential approach for building up and managing a firm's assets is suggested. The analysis of the development of each business model also enables us to understand how strategies for limiting the dependence of an organisation on the reputation of its main suppliers are rolled out.