Introducing Abby Sponsorship University for Not-For- Profits and Charities

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1 Introducing Abby Founder of the world s first online Sponsorship University for Not-For- Profits and Charities. Managing Director, Infinity Sponsorship. 25 years in sales, marketing, sponsorship, events management and education. Loves empowering others to thrive and be abundant.

2 Creating a Sponsorship-Friendly Organisation

3 Best practice sponsorship 2. Create a 4. Work out 11. Work sponsorship policy 3. Know what sponsors want what to offer 12. Handle difficult collaboratively with sponsors 10. Secure the partnership 1. Create a situations culture of 'Commercial Acceptance' 9. Negotiate the sponsorship 5. Target the right sponsor 16. Renew the 8. Create the sponsorship ideal proposal 15. Exiting a sponsorship 14. Prepare for renewals 13. Measure and maintain the relationship 6. Build the relationship 7. Value your proposition

4 LET S DIVE IN!

5 Start with the end in mind What is commercial acceptance? It s important to ensure you are a sponsorshipfriendly organisation. Sponsorship is a business deal AND a commitment to an ongoing relationship. Companies are not a private funding model that simply provides financial investment.

6 You are a business! It s vital that you see your not-for-profit as a business. Your label is not-for-profit, but you are allowed to make a profit! Ever heard of the charity overhead myth? Check out the Ted Talk by Dan Pallotta, The way we think about charity is dead wrong.

7 From the top down Pave the way for internal support before you seek sponsorship. Once you start, you can t go back! It takes a whole organisation to deliver on the promises you make to sponsors. Address expectations and timeframes 9-12 months! Educate your Board & team about the sponsorship journey ahead. Be prepared to commit.

8 Is there resistance?

9 Sponsorship vs Philanthropy You want an active, involved, enthusiastic and supportive Board. Bringing their commercial interests to their Board role is a conflict of interest. Many charities still see themselves in need of handouts, rather than the valuable marketing partner they are to the right sponsor. There needs to be a mindset shift, from the top down.

10 What do CEOs need to know? Fundraising is hard work. Offer support. Fundraising is a specialised skill. It takes money to make money get real about it. Pay peanuts, get monkeys. Everyone is an ambassador are your staff happy? Sponsors will want to see the CEO. Involve your fundraisers in strategic planning! Have a Board member responsible for (and experienced in) fundraising.

11 Why do companies sponsor? Sponsorship money comes out of a company s marketing budget. Marketing budget is used to promote, educate and influence people to buy. Sponsorship is used by companies as a vehicle to grow their business. They can grow their business by aligning with you. If you treat sponsorship as a donation, you will never be successful at working with the right companies and brands.

12 Why sponsors say NO Bad timing. You missed their budgeting cycle. No clear alignment between your organisation and what the company sells. Sending out a cold proposal without getting to know them first. Not giving enough lead-time for a company to invest in your opportunity.

13 Why sponsors say NO No clear opportunities for a company or brand to participate. Offering the same old gold, silver and bronze opportunities. No way to measure the partnership. No opportunity for ROI return on investment. Untried opportunities, techniques or benefits. Unmaintained relationships.

14 Getting Board buy-in Just like any relationship, you need to communicate, anticipate, educate and listen. Create a policy that frames how your organisation values corporate relationships. It will be more valuable to have people contribute to and own a policy. Creating a real life scenario where you ask your Board (and CEO and staff) to imagine they own a company that has been approached by your not-forprofit to be a sponsor is a valuable exercise.

15 Create a policy ESSENTIAL! Create transparent guidelines around how your organisation views corporate support. Things to consider: What influence will a sponsor have over the decisionmaking processes of your Board, if any? Is your Board prepared to be involved in building or maintaining relationships? Do you view a sponsorship with a company owned by a Board Director as a conflict of interest?

16 What to include? What guidelines and contractual agreements do you have in place for interested corporate partners? How does your organisation view sponsorship exclusivity? What are your measures and boundaries around breach of contract? Are you clear about your right to discontinue a sponsorship? And under what circumstances?

17 FREE for everyone! Lesson One of the Sponsorship Foundations Program Creating a Culture of Commercial Acceptance. Introductory video. Online seminar on gaining the support of your Board. Download a real-life example of a Commitment to Corporate Sponsorship Policy. Download your own template to amend for your own organisation. WRITE THIS DOWN!

18

19 Questions? Comments!

20 Keep in touch! Abby Clemence /InfinitySponsorship

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