The phrase “strategic philanthropy” characterizes a concern in the management field for allocation of discretionary funds, and how these practices subsequently affect corporate performance. At the corporate level, increasing attention is being paid to the strategic aspect of social responsibility. Charitable giving has always been at the core of how the PGA TOUR operates, and in 2005 they surpassed the $1 billion mark in donations and announced an ambitious goal of matching that total again within only 10 years. An issue that challenges companies in this area is striking the appropriate balance between altruistic giving and strategic goal attainment. Executives increasingly see themselves in a no-win situation, caught between critics demanding higher levels of “social responsibility” and investors applying pressure to maximize short term profits (Porter & Kramer, 2002). The literature is mixed on the effects that philanthropic activity has on a firm's performance (Griffin & Mahon, 1997), and there is little research on how consumers perceive and react to philanthropy, whatever its organizational intent. This research builds on a typology of philanthropy that distinguishes between strategic process and several strategic outcomes. It reports the extent of strategic philanthropy and categories in a mixed-methods investigation of PGA TOUR supporters. Relationships between strategic philanthropy and consumers' belief in the PGA TOUR's philanthropic efforts as well as consumers' patronage intentions and reputational assessments about the PGA TOUR were evaluated. Data was collected in two phases. Phase I (qualitative; N=64) in the form of on-site, semi-structured interviews at a PGA TOUR event in Florida. Phase II of the project was in the form of fan-intercept, paper and pencil questionnaires (N=118) at a Champions TOUR event in North Carolina. Questionnaire items were developed from the qualitative portion of the study. The interviews revealed that while fans value the philanthropic efforts of the TOUR and view them altruistically, there is a group of consumers who feel strategy underpins the intent of the giving. Regression analyses suggested that CSR/philanthropy is an important predictor of reputation [ë(.857, 3)=4.856, p<.030] and that patronage intentions [ë(.118, 6)=15.551, p<.000] could be significantly impacted as well. Implications for practitioners and various discussion points and future research suggestions for academicians are forwarded. Keyword(s): research, sport management, sport topics