The value and benefits of relationship marketing to sport practitioners have been observed in the literature for more than a decade. In spite of this, little empirical research has been reported to examine the uptake of this approach or the means by which it is implemented. This paper reports the findings of qualitative, case study research into the uptake and application of relationship marketing principles by sport organizations. The findings are couched in terms of the Shani model, which is extended into an Australian context. Results indicate that while practitioners are cognizant of the workings of relationship marketing, there is some reluctance to embrace and apply these principles.