2016-06-23 generating corporate sponsorship support
TRANSCRIPT
Generating Corporate Sponsorship Support
Lewis Flax, Flax Associates June 23, 2016
Raffa Learning Community
Thrive. Grow. Achieve.
Generating Corporate Sponsorship Support
Raffa Learning Community Thursday, June 23rd, 2016
9:00 AM – 11:00 AM
1891 Preston White Drive
Reston, VA 20191 Held at American College of Radiology
Your Host
Lewis Flax
– Develop strategy and structure for partnership programs – Provide guidance on business development outreach – Offer training, coaching, and consulting – Review of documents and proposals
Email: [email protected] Phone: 202 266-2655 (w) 301 922-9309 (c) Web: www.flaxassociates.com
Respondents from both State/Local organizations and smaller organizations showed noticeable decreases in the percent of
their budget revenue derived from dues
62% 66%
41% 43%
0%
10%
20%
30%
40%
50%
60%
70%
State/local <$1mn annual budget >50% of Budget From Dues
2014 2015
Q: Approximately what percentage of your organization’s annual budget comes from dues?
6 © 2015, Association TRENDS. All rights reserved.
More respondents reported starting new non-dues revenue projects than in previous years, with those from
larger organizations leading the way with these initiatives in 2015.
33%
45% 48%
54%
46% 43%
51%
42% 44%
[VALUE] 47%
[VALUE]
<$1mn annual budget
$1-4.9mn $5-9.9mn >$10mn
2013 2014 2015
46% 45%
[VALUE]
0%
10%
20%
30%
40%
50%
60%
2013 2014 2015
Q: Have you initiated any new non-dues revenue projects in the last 12 months? 7
© 2015, Association TRENDS. All rights reserved.
Typical Offerings
• Conference offerings • Gala dinner • Advertising • Event or program sponsorships • List rental • Other
Traditional Approach
• ‘Inventory’ • Transactional • Difficult and time consuming • Repetitive funding requests • Impact on activities over time
Better Results: Partnerships
• Shift from one-off transactions to partnerships
• Offer multi-channel year round benefits • Implications
Develop our Strategy
• Specific process • Align with our values and culture • Acknowledge corporate goals • Seek approval
Leadership Buy-In
Critical for success Making the case • Aligned with strategic plan • Key organizational goals and objectives • Barriers to success • Address how to overcome the barriers
Why Companies Invest
• Generate new leads / clients • Expand awareness – visibility / branding • Increase brand loyalty • Change / reinforce image • Provide thought leadership • Improve retention or recruitment • Show community responsibility
A Shift In Views
• 87% of Americans are likely to switch from one brand to another – price and quality being equal – if the other brand is associated with a good cause (21% increase since 1993)
• 72% of American employees wish their employers would do more to support a cause or social issue (38% increase since 2004)
• 83% of Americans say companies have a responsibility to help support causes
Source: Cone Cause Evolution Study
Obtain Sponsor Input
Solicit feedback • Understand their objectives • Specific benefits • Other ways to engage • Successful partnerships • Good questions – next steps
Interview Outreach
• Associated industries (2-5) • Appropriate companies • Focus on top prospects (80/20 rule) • Key themes
Assets: Audience(s)
• Member / donor base • Other connections / affiliations • Board, advisory groups, volunteers • Others
Membership / Donor Base
• Members/donors represent a start • Others that are not members or donors • Evaluate compared to the potential • Exponential opportunity - 5x!
Assets: Programs / Events
• Conferences / trade shows • Gala events • Programmatic initiatives • Others
Assets: Communication Channels
• Website • Magazines / e-newsletters • Social media • Direct mail / e-distribution Leverage corporate communication channels
Convert Assets to Benefits
• Determine assets of interest • Understand benefits from the perspective of
the sponsor • Consider other potential benefits • Establish platforms
Internal Assessment
• Ensure alignment with mission and culture • Coordinate within your organization • Clarify what is available for ‘sale’ • Determine parameters of involvement • Respect “Organizational Tension”
Structure Benefits and Packages
• Establish platforms that align with corporate interests
• Bundle benefits strategically • Tier packages to incent companies to ‘buy-
up’ • Restrict benefits of greatest value • Establish other limited offerings at lower levels of support
Leadership Support
Critical for success • Align with strategic plan • Acknowledge cultural factors • Ensure staff buy-in • Address potential barriers
Initial Outreach
• Leverage volunteer leadership connections • Appeal to interests • Opportunities for involvement • Specific requests • Peer to peer interaction is preferred
Outreach: Differentiation
• Understand objectives first; position offerings second • Tailor responses / customize
Seek Input
• Draft format • Edits, comments, and track changes • Seek feedback, value their input, and gain
buy-in
Next Steps
• Interest in improving results • Time/resources • Strategies and tactics • Actions in the next 21 days • Impact on your organization
Questions? Lewis Flax [email protected] (202) 266-2655 (301) 922-9309 www.flaxassociates.com