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Great sponsorship is, by its very nature, a collaborative process. Големите спонсорство е, по своята същност, е един съвместен процес. It only works if a critical mass of your stakeholders are integrating sponsorship across their activities. Тя работи само, ако на критична маса от своя страна се интегрира спонсорство през тяхната дейност. My experience is that if you create a multi-departmental stakeholder team and get them spooled up on the principles of best practice sponsorship, you will get the buy-in to the approach that you need. Моят опит е, че ако създадете няколко ведомствени заинтересованите екип и да ги spooled се на принципите на добрите практики за спонсорство, вие ще получите входна такса за подхода, който ви трябва. The weak link for buy-in tends to be at the senior executive level. Слабото място за изкупуване в обикновено е най-високо ниво изпълнителна власт. There is something about that potent combination of not knowing how sponsorship really works, benefitting greatly from the status quo (great tickets, meeting top sportspeople, funding pet charities, etc), and a healthy corporate ego, that makes it attractive to resist any major changes in how sponsorship is done. Има нещо за тази силна комбинация от не знае как спонсорство наистина работи, облагодетелства много от статуквото (голям билети, заседаващи в топ спортисти, финансиране домашни благотворителни организации и т.н.), и здравословна корпоративно его, че го прави привлекателно да се устои на големи промени в начина, спонсорството е направено. And if your CEO nixes the plan, you don't have a lot of room to move. И ако си главен изпълнителен директор nixes на плана, не е нужно много място за движение. I have three suggestions for handling this senior executive roadblock. Имам три предложения за работа с този висш roadblock изпълнителната власт. Provide a stakeholder team recommendation Осигуряване на заинтересованите страни екип препоръка Your first and most attractive option is to work with your stakeholder team on the development of the overall sponsorship strategy and any leverage plans that are big enough to catch a senior executive's attention. Вашата първа и най-привлекателен вариант е да се работи с екип със заинтересованите страни за разработване на цялостна стратегия за спонсорство и всички планове на лоста, които са достатъчно големи, за да привлече вниманието на висш ръководен пост на. This means the plan will be highly credible and clearly delivering across a number of areas of the company. Това означава, че планът ще бъде много надежден и ясно доставят в цяла редица области на фирмата. The success of this option will be largely due to your corporate culture. Успехът на тази опция ще се дължи до голяма степен вашата корпоративна култура. If your senior executives have a culture of respecting, valuing, and empowering middle management, they should be quite open to a new approach if it is signed off by key people they trust. Ако старши мениджър на култура на спазване, оценяване, и овластяване на средни управленски позиции, те трябва да бъдат напълно отворени за нов подход, ако е подписан на разстояние от ключовите хора се доверяват. The ideal scenario is that your CMO will table the recommendation to other c-level peers, providing you and your ideas with high-level endorsement. Идеалният сценарий е, че си ООП ще представи препоръки към други връстници C-ниво, осигуряващи комфорт и идеите си с одобрението на високо равнище. The CMO should also be able to advise you on whether this is the best approach with the executives you've got, or whether to move onto a different option. ООП следва да бъде в състояние да ви посъветва дали това е най-добрият подход с кадри имаш, или да преминете към друга опция. Propose a pilot program Предложи пилотна програма If you've got a major sponsorship – beloved by one or more senior executives – and you want to change how it's leveraged, you may see some resistance. Ако имаш големи спонсорство - обичан от един или повече висши ръководители - и искате да промените начина, по който на ливъридж, може да видите някои резистентност. In that case, you can provide a recommended course of action from the stakeholder team and include a pilot program as your Plan B. В този случай, може да осигури препоръчва курс на действие от страна на заинтересованите страни екип и да включва пилотна програма за вашия план Б. A pilot program is a smaller version of something you want to roll out across a year, season, country, etc. For instance, you may want to do a comprehensive social media campaign around a league sponsorship or do virtual bounce-back coupons for fans, via their mobile phones. Пилотна програма е по-малка версия на нещо, което искам да ставам през една година, сезон, държава и т.н. Например, може да искате да се направи цялостна социална медийна кампания около лига спонсорство или не виртуална скача обратно талони за феновете , чрез своите мобилни телефони. If this is all sounding a bit wacky to your seniors, you could pilot some of your easier, lower cost, minimal infrastructure ideas – like the ones above – at one midweek game in a smaller city. Ако всичко това е звученето малко чалнат за да си възрастен, може да пилотни някои от по-лесно, по-ниска цена, минимални идеи инфраструктура - като тези по-горе - в средата на седмицата една игра, в един малък град. There is no reason you need to put all the flashy bells and whistles on it if the point is to try it out. Няма причина трябва да се постави цялата наперен звънци и свирки за него, ако въпросът е да го изпробвате. Add them when you get the green light to roll it out. Добави тях, когато получите зелена светлина за това ставам. If you do propose a pilot program, the most important parts of the equation for your senior executives are the objectives and measurement plan, which must be strategic and detailed. Ако все пак предложи на пилотна програма, най-важните части на уравнението за вашите висши ръководители са целите и измерване план, който трябва да бъде стратегически и детайлни. That way, you can all be agreed as to what will be considered a success. По този начин, всички те могат да се договорят за това какво ще се счита за успех. Sneak in some best practice Sneak в някои най-добри практики I am a firm believer that it is better to seek forgiveness than to ask permission. Аз съм твърдо вярва, че е по-добре да търсят прошка, отколкото да се иска разрешение. If your stakeholder team is strong, and their day-to-day operations are not being micromanaged from above, there is no reason you need to even tell your senior executives about the new approach. Ако заинтересованите страни екип е силен, и си ден за ден операции не се micromanaged от по-горе, няма причина трябва да се каже дори си висши ръководители за новия подход. Instead, embark on a plan that includes the best performing, most internally popular leverage ideas from previous years, and add a number of best practice, last generation** leverage ideas to the mix. Вместо това, започне работа по плана, който включва най-добри показатели, най-вътрешно-популярните лоста идеи от предходни години, и добавяне на номер на най-добрите практики, последно поколение ** лоста идеи към сместа. The senior executives won't have lost any of the activities that they think have value, but you have the opportunity to significantly improve the returns. Ръководните кадри няма да загуби някоя от дейностите, които според тях имат стойност, но имате възможност за значително подобряване на възвръщаемост. On the numerous occasions when I have taken this approach with clients, all the sponsorship buzz ends up being around the last generation leverage activities, the senior executive team is delighted, and you will have a lot more freedom to do great things – and get rid of old-school thinking – in the future. На много пъти, когато са предприели този подход с клиенти, всички спонсорство Buzz озовава е около последните дейности поколение на лоста ", главния изпълнителен екип е удоволствие, а вие ще имате много по-голяма свобода да правят велики неща - и да се отървем от старата школа мислене - в бъдеще. If you go all out and do something really cool with your leverage activities, be sure to submit your case study to an influential marketing or advertising publication, like Brandweek, AdAge, AdNews, etc. The kudos your company and, by association, the senior executives, will get from this kind of endorsement of your strong strategic work will definitely free you up to do more of it in the future. Ако отидете на всички, и направи нещо наистина страхотно с лоста дейности, бъдете сигурни, за да представи своя казус с влиятелни търговия или публикуване реклама, като Brandweek, пословици, AdNews и т.н. Слава вашата фирма и, от асоциацията, главния ръководители, ще получите от този вид заверка на вашето силно стратегическо работа определено ще ви освободи да направи повече от него в бъдеще. I've done this with a few clients, and even the most stubborn Managing Director starts to see the light when a few of their peers phone up congratulating them on “their” innovation! Аз бях направил това с няколко клиенти, и дори най-упоритите управляващ директор започва да видят светлината, когато няколко от техните връстници телефона ги поздрави на "своите" Иновации! **Not sure what Last Generation Sponsorship is? ** Не съм сигурен какво последно поколение спонсорство е? Download my white paper, Изтегляне на моя бяла хартия, “Last Generation Sponsorship” "Миналата Финансиране поколение" . You'll be in good company – it's been downloaded about 400,000 times! Вие ще бъдете в добра компания - това е бил изтеглен около 400 000 пъти! If you liked that post, then try these... Ако ви харесва този пост, след това се опитайте тези ... Five Things a Sponsorship Seeker Must Bring to a Sponsor Meeting Пет неща, които Seeker Финансиране трябва да доведа до един спонсор събрание New year's resolutions for non-profits Нова година резолюции за без печалба Five telltale signs of a “magic wand” sponsor Пет издайнически знаци на "вълшебна пръчица" спонсор New Year's resolutions for sponsorship seekers Нова година резолюции за спонсорство, търсещи убежище For maximum Impact, Forget the Event, Concentrate on the Event ExperienceM За максимален ефект, забравете за събитие, Концентрирайте се върху събитие ExperienceM
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Celek patronát is, do its dokonalý příroda, jeden kolaborace běh. Ono ale práce -li jeden kritický hlavní část of tvůj stakeholders ar integrace patronát kříem jejich činnost. Má podstoupit is aby -li tebe jmenovat jeden kří- fakulta stakeholder četa a brát je stroj na navíjení drátu na cívky autobus v rozhlase kořen of nejlépe cvičit patronát, tebe vůle dostat koem koupit- do a k člen určitý blíit se aby tebe potřebovat. Člen určitý slabý článek do koupit- do dávat pozor a k být v člen určitý posluchač 4.ročníku na univerzitě exekutiva hladina. Tam is něco o aby mocný kombinace of ne věznamně jak? patronát ve skutečnosti práce, benefitting celek dle člen určitý společenské postavení quo ( celek cedulka, setkání hlava sportspeople, financovat chovat jako v bavlnce blahovolný, etc), a jeden zdravý korporační ego, aby díla ono přitalivý a k bránit se jakýkoliv člověk vyí hodnosti burza do jak? patronát is platí. A -li tvůj CEO či druhý posluchač 4.ročníku na univerzitě exekutiva nixes člen určitý dělat plány, tebe donât mít mnoství of komnata a k hýbat se. JÁ mít trojka návrhy do zacházení tato posluchač 4.ročníku na univerzitě exekutiva roadblock. - Darovat jeden stakeholder četa doporučení - Nabídnout jeden být pilotem plán - Plíit se do nějaký nejlépe cvičit Darovat jeden stakeholder četa doporučení Tvůj nejdříve a nejčetnějí přitalivý monost volby is a k práce s tvůj stakeholder četa v rozhlase rozvoj of člen určitý kombinéza patronát strategie a jakýkoliv páka dělat plány aby ar dobrý dostatečný a k aretace jeden posluchač 4.ročníku na univerzitě executiveâs pozornost. Tato prostředek the plan will be highly credible and clearly delivering across a number of areas of the company. The success of this option will be largely due to your corporate culture. If your senior executives have a culture of respecting, valuing, and empowering middle management, they should be quite open to a new approach if it is signed off by key people they trust. Propose a pilot program If youâve got a major sponsorship â beloved by one or more senior executives â and you want to change how itâs leveraged, you may see some resistance. In that case, you can provide a recommended course of action from the stakeholder team and include a pilot program as your Plan B. A pilot program is a smaller version of something you want to roll out across a year, season, country, etc. For instance, you may want to do a comprehensive social media campaign around a league sponsorship or do virtual bounce-back coupons for fans, via their mobile phones. If this is all sounding a bit wacky to your seniors, you could pilot some of your easier, lower cost, minimal infrastructure ideas â like the ones above â at one midweek game in a smaller city. There is no reason you need to put all the flashy bells and whistles on it if the point is to try it out. Add them when you get the green light to roll it out. If you do propose a pilot program, the most important part of the equation for your senior executives is the objectives and measurement plan, which must be strategic and detailed. That way, you can all be agreed as to what will be considered a success. Sneak in some best practice I am a firm believer that it is better to seek forgiveness than to ask permission. If your stakeholder team is strong, and their day-to-day operations are not being micromanaged from above, there is no reason you need to even tell your senior executives about the new approach. Instead, embark on a plan that includes the best performing, most internally popular leverage ideas from previous years, and add a number of best practice, âthird winâ-type leverage ideas to the mix. The senior executives wonât have lost any of the activities that they think have value, but you have the opportunity to significantly improve the returns. On the numerous occasions when I have taken this approach with clients, all the sponsorship buzz ends up being around the last generation leverage activities, the senior executive team is delighted, and you will have a lot more freedom to do great things â and get rid of old-school thinking â in the future. If you go all out and do something really cool with your leverage activities, be sure to submit your case study to an influential marketing or advertising publication, like Brandweek, AdAge, AdNews, etc. The kudos your company and, by association, the senior executives, will get from this kind of endorsement of your strong strategic work will definitely free you up to do more of it in the future. Iâve done this with a few clients, and even the most stubborn Managing Director starts to see the light when a few of their peers phone up congratulating them on âtheirâ innovation! Want more hands-on information about developing and selling-in those great leverage ideas (and managing your senior executives)? Iâve got workshops coming up in Melbourne, Stockholm, and Los Angeles. The links for more information are below. Melbourne Stockholm - Sponsorship Seekers â 18 May (half-day), Sponsors â 18 May (half-day). Iâm also doing a keynote on best practice sponsorship and experiential marketing and a breakout session on ambush marketing on 19 May. - Click here for more information on Scandinavian Sponsorship & Experiential Days Los Angeles Great sponsorship is, by its very nature, a collaborative process. It only works if a critical mass of your stakeholders are integrating sponsorship across their activities. My experience is that if you create a cross-departmental stakeholder team and get them spooled up on the principles of best practice sponsorship, you will get the buy-in to the approach that you need. The weak link for buy-in tends to be at the senior executive level. There is something about that potent combination of not knowing how sponsorship really works, benefitting greatly from the status quo (great tickets, meeting top sportspeople, funding pet charities, etc), and a healthy corporate ego, that makes it attractive to resist any major changes in how sponsorship is done. And if your CEO nixes the plan, you donât have a lot of room to move. I have three suggestions for handling this senior executive roadblock. Provide a stakeholder team recommendation Propose a pilot program Sneak in some best practice Provide a stakeholder team recommendation Your first and most attractive option is to work with your stakeholder team on the development of the overall sponsorship strategy and any leverage plans that are big enough to catch a senior executiveâs attention. This means the plan will be highly credible and clearly delivering across a number of areas of the company. The success of this option will be largely due to your corporate culture. If your senior executives have a culture of respecting, valuing, and empowering middle management, they should be quite open to a new approach if it is signed off by key people they trust. Propose a pilot program If youâve got a major sponsorship â beloved by one or more senior executives â and you want to change how itâs leveraged, you may see some resistance. In that case, you can provide a recommended course of action from the stakeholder team and include a pilot program as your Plan B. A pilot program is a smaller version of something you want to roll out across a year, season, country, etc. For instance, you may want to do a comprehensive social media campaign around a league sponsorship or do virtual bounce-back coupons for fans, via their mobile phones. If this is all sounding a bit wacky to your seniors, you could pilot some of your easier, lower cost, minimal infrastructure ideas â like the ones above â at one midweek game in a smaller city. There is no reason you need to put all the flashy bells and whistles on it if the point is to try it out. Add them when you get the green light to roll it out. If you do propose a pilot program, the most important part of the equation for your senior executives is the objectives and measurement plan, which must be strategic and detailed. That way, you can all be agreed as to what will be considered a success. Sneak in some best practice I am a firm believer that it is better to seek forgiveness than to ask permission. If your stakeholder team is strong, and their day-to-day operations are not being micromanaged from above, there is no reason you need to even tell your senior executives about the new approach. Instead, embark on a plan that includes the best performing, most internally popular leverage ideas from previous years, and add a number of best practice, âthird winâ-type leverage ideas to the mix. The senior executives wonât have lost any of the activities that they think have value, but you have the opportunity to significantly improve the returns. On the numerous occasions when I have taken this approach with clients, all the sponsorship buzz ends up being around the last generation leverage activities, the senior executive team is delighted, and you will have a lot more freedom to do great things â and get rid of old-school thinking â in the future. If you go all out and do something really cool with your leverage activities, be sure to submit your case study to an influential marketing or advertising publication, like Brandweek, AdAge, AdNews, etc. The kudos your company and, by association, the senior executives, will get from this kind of endorsement of your strong strategic work will definitely free you up to do more of it in the future. Iâve done this with a few clients, and even the most stubborn Managing Director starts to see the light when a few of their peers phone up congratulating them on âtheirâ innovation!