section_path: Commercialisation/Budget
section_name: Budget
paragraph_text: Budget
  
  During the first half of the 20th century, the IOC ran on a small budget. As president of the IOC from 1952 to 1972, Avery Brundage rejected all attempts to link the Olympics with commercial interest. He believed that the lobby of corporate interests would unduly impact the IOC's decision-making. His resistance to this revenue stream meant the IOC left organising committees to negotiate their own sponsorship contracts and use the Olympic symbols. When Brundage retired, the IOC had US$2 million in assets; eight years later the IOC coffers had swelled to US$45 million. This was primarily due to a shift in ideology toward expansion of the Games through corporate sponsorship and the sale of television rights. When Juan Antonio Samaranch was elected IOC president in 1980, his desire was to make the IOC financially independent.
  
  The 1984 Summer Olympics became a watershed moment in Olympic history. The Los Angeles-based organising committee, led by Peter Ueberroth, was able to generate a surplus of US$225 million, which was an unprecedented amount at that time. The organising committee had been able to create such a surplus in part by selling exclusive sponsorship rights to select companies. The IOC sought to gain control of these sponsorship rights. Samaranch helped to establish The Olympic Programme (TOP) in 1985, in order to create an Olympic brand. Membership in TOP was, and is, very exclusive and expensive. Fees cost US$50 million for a four-year membership. Members of TOP received exclusive global advertising rights for their product category, and use of the Olympic symbol, the interlocking rings, in their publications and advertisements.