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: lewis@flaxassociates.com Phone: 202 266-2655 (w) 301 922-9309 (c) Web: www.flaxassociates.com

Today’s Agenda

• Current status • Better results • Strategy and structure • Outreach • Next steps

Why

• Revenue decline • New leadership (ED/CEO or Board) • Funding needed for a critical initiative

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.

Challenges

Issues / challenges hindering our ability to establish a partnership program

Typical Offerings

• Conference offerings • Gala dinner • Advertising • Event or program sponsorships • List rental • Other

Event Attendance

Memorable?

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

A Change in Approach

• Engagement first; dollars second • Platforms and campaigns – not our events

Strategy Issues

• Not addressed • Disconnect • Internally focused on our needs

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

Internal: Identify Assets

• Audience(s) • Programs / events • Communication channels • Others

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”

Alignment of Interests

Organizational Culture

Audience Interests

Sponsor Goals

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

Transition

• Respect • Empower • Strategic / difficult questions • Relationship vs transaction

Involvement

• Others involved • Promote others engaged • Spur interest

Third Party Credibility

• Reference point • Connection

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 lewis@flaxassociates.com (202) 266-2655 (301) 922-9309 www.flaxassociates.com