Industry Insights on Sponsorship Marketing

As sponsorship marketing becomes an increasingly important medium to help companies connect with their audiences at a meaningful level, the desire to share knowledge among industry is demonstrated through organizations such as the Sponsorship Marketing Council of Canada, which was created in 2004 to advance the development of best practices and accountabilities in the field of sponsorship marketing.

The mission of the SMC is to help advertisers who use sponsorships as part of their integrated marketing communications strategies get the maximum return on their investments. The council provides a resource for Canadian advertisers to enrich their understanding of sponsorship marketing as a viable and effective MARCOM tool.

The Sponsorship Marketing Council’s annual Sponsorship Marketing Awards provides terrific insight into the strategic and creative approaches that companies consider to be best practices in the sponsorship marketing discipline.  I encourage you to take a few minutes to review the winning campaigns for this year to see what’s really working from an industry perspective and how you can apply this level of thinking to your own sponsorship program.

Later,

BC

P.S. A reminder that MARCOM 2008 (June 11-12, Ottawa) is fast approaching, so if you are thinking of attending, now is the time to act! MARCOM is Canada’s premiere national conference for public and not-for-profit sector marketing professionals and features two days of learning and networking with experts and colleagues from across Canada. For any organization that wants to take a strategic approach towards their corporate revenue generation programs, CMG Canada will be launching its Revenue Generation Boot Camp, a full-day Pre-Conference  Workshop on June 11th. Click on the link for details.

Good Marketing Leads To Successful Sponsorship Development

When I look at the organizations and/or individuals that are successful at generating sponsorship revenue, they are the ones that are usually highly committed to a marketing orientation. This should really come as no surprise – just look at the some of the key marketing functions that are essential to a successful sponsorship development and sales program:

  • A highly valued product that customer groups want and actively support;
  • A strong brand and competitive positioning in the market;
  • Segmentation of various target audiences and a comprehensive understanding of the unique needs of each audience;
  • A constantly evolving product that reflects the changing needs of customers;
  • An effective marketing mix;
  • A clear understanding of business objectives and how sponsorships can contribute to meeting these goals;
  • An internal culture that supports the notion of sponsors receiving value for their investment;
  • An effective sales promotion and sponsorship sales program;
  • A diversified revenue mix;
  • A structured marketing evaluation process.

The bottom line is that if you take a marketing approach towards the development of your sponsorship program, you will have an easier time selling it it to potential sponsors. The late Peter Drucker couldn’t have said it better “The job of marketing is to make selling unnecessary”.

MARCOM 2008 (June 11-12) at the Hampton Inn Ottawa and Conference Centre provides an opportunity for professionals in the public and not-for-profit sectors to become more proficient at marketing. The two-day conference covers almost every facet of the marketing process and provides a forum for delegates from across the country to network and share best practices. For the sponsorship professional who wants to take their game to the next level, there are literally dozens of sessions and roundtables that can help them acquire new skills and ideas that they can apply immediately to their sponsorship program. Here are a few of the topics that will be offered at this years event that will be of particular interest to the sponsorship community:

  • Revenue Generation Boot Camp – One-day, Pre-Conference Workshop (June 10) addressing all of the core revenue streams that a non-profit organization can leverage with corporate partners including sponsorships, affinity programs, business member (allied) programs, web and print advertising.
  • Using Marketing to Enhance Foundation and Grant funding Requests
  • Strategic Marketing Planning (the foundation of good marketing)
  • Evaluating the Effectiveness of Social Marketing Sponsorships (groundbreaking research)
  • Separating the Sponsorship Pretenders from the “Real Deal”. Do you have what it takes to operate a successful sponsorship program?
  • The Branding Imperative – Why Non-Profits Need Powerful Brands and How to Build One
  • Social Media Case Studies (Web 2.0)

I have been involved in this conference for four years and will be facilitating the one-day Revenue Generation Boot Camp as well as Sponsorship “Pretenders” session. I encourage you to take advantage of this unique opportunity to learn how marketing can help you take your sponsorship program to the next level. Visit MARCOM for more details.

Later,

BC

Using Objectives to Simplify Your Approach Towards Partners and Sponsors

If you are like most people, you want to save time and simplify your life. One of the simplest things you can do to achieve both is to have a clear plan. When I look at almost any instance in my life (work or otherwise) when I’ve become bogged down, it’s because I’ve been fuzzy about what I want to achieve and conversely, when I have clear objectives or goals, things seem to happen much easier.

Too often, organizations considering strategic partnerships as a means of achieving marketing objectives are not able to articulate the actual outcomes they want to achieve through these collaborative arrangements. This results in a lot of wasted energy at the recruitment, implementation and performance measurement stages.

So, putting aside all the textbook jargon related to setting objectives, here are my basic rules on how you can simplify your approach towards recruiting strategic partners and sponsors.

Start with where you are – in order to develop an effective partnership, you need a clear understanding of the current situation to determine your starting point. Simply stated, you can’t plan a trip without knowing where you are. The same principle applies to a marketing environment. This includes an honest assessment of your current status (in measurable terms) whether it be public take-up on a program or service, percentage of members participating in an event, revenue generated through a specific fundraising activity, etc. A SWOT analysis and competitive analysis are two useful tools to assist you in this exercise.

Determine where you want to be – Once you know where you are, the next step is to set a vision for where you want to be over the short-term and long-term. For example, if there is a high level of awareness for your program or service but not a lot of take-up, you need to understand the barriers to take-up. Based on this analysis, your focus may shift from partnerships that build awareness to those that build audience knowledge or credibility, or move your audience to action. In this instance, another partnership that focuses on awareness will not get you any further towards achieving your goals.

Narrow your list of potential partners – Now that you are clearly focused on what you want to achieve, narrowing your list of potential partners should be much easier. This stage may involve some initial research and/or discussions with potential partners.

Be realistic in what you want to achieve through any partnership – A partnership is not going to solve all of your marketing challenges; rather, they should be viewed as opportunities to fill the gaps in your overall plan. By breaking down what you want to achieve over the long-term into a series of time-specific, manageable steps, you will be able to set clear, measurable objectives that can be tracked and evaluated. For example, the first phase of a new partnership might focus on generating awareness and knowledge about your product, program or service while the second phase might focus on specific activities that move the audience through the causal chain (buying cycle).

What does all this have to do with sponsorships? – The same principles apply to recruiting sponsors, only in reverse. If you can understand what a potential sponsor wants to achieve and arrive at a realistic understanding of how you can specifically help them achieve their objectives, you are on your way to developing a successful sponsorship and long-term relationship. Conversely, if a potential sponsor cannot articulate his/her goals or has an unrealistic view of what the sponsorship can deliver, you are setting yourself up for an unpleasant experience.

So, whether you are recruiting strategic partners or soliciting sponsors, your first priority has to be identifying objectives. Once you take this critical step, you’ll be amazed at how easy the rest of the plan falls into place.

Later,

BC