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My job crosses over with the non-profit world quite a bit. Моята работа прекосява с нестопанска цел свят доста малко. Most non-profits need or want sponsorship, so it makes perfect sense. Повечето организации с идеална цел нужда, или искат спонсорство, така че има голям смисъл. As a result, I speak at a lot of conferences for non-profits and community organisations. В резултат на това, че аз говоря в много конференции за организации с идеална цел и общински организации. I contribute to publications. Аз допринесе за публикации. I sit on panel discussions. Сядам на панелни дискусии. And I pay close attention to the sponsorship advice being provided to this sector. И аз се отделя специално внимание на спонсорство съвет се предоставя на този сектор. My respect for non-profit fundraisers is immense. Моята връзка с нетърговска цел fundraisers е огромно. I think they reside right alongside nurses and teachers, as the care they put into their jobs and the belief in what they do is so strong, but they are undervalued in our society. Мисля, че те пребивават редом медицински сестри и учители, тъй като грижите, които въвеждат в работата си и вярата в това, което правят е толкова силна, но те са подценени в нашето общество. They need and deserve the best advice they can get. Те се нуждаят и заслужават най-добрия съвет те могат да получат. The problem is that some of the advice being provided to these non-profits is not going to be helpful, and may be totally counterproductive. Проблемът е, че някои от съветите, се предоставя на тези организации с идеална цел, не ще да е от полза, и може да бъде напълно обратен ефект. I know the people giving the advice are full of good intentions and want the sector to succeed, but much of the sponsorship advice going out to this sector is coming from fundraising all-rounders, not sponsorship experts, and it does not reflect the most effective, professional approach to the highly specialised world of sponsorship. Знам, че хората, които дават консултацията са пълни с добри намерения и искат на сектора да успеят, но голяма част от спонсорство съвети да се излиза от този сектор е набиране на средства, идващи от всички, топка и бухалка, а не спонсорство експерти, и като не отговаря на най-ефективните , професионален подход към високо специализирани света на спонсорство. Below, I've outlined some of the worst advice I've ever heard from these “experts”. По-долу са набелязани някои от най-лошите съвети, които съм чувал от тези "експерти". The worst thing is that I've heard or read every one of these dozens of times. Най-лошото е, че съм чувал или чел всеки един от тези десетки пъти. Of course, there will always be the exception – the organisation who succeeded by using these tactics. Разбира се, винаги ще има изключение - организацията, който успява с помощта на тази тактика. Let's just be clear going in: That is the exception. Нека просто да е ясно, ще се в: Това е изключение. “Stack your board” "Stack дъската" The idea behind this advice is that if you have a bunch of heavy hitters on your board, they will be able to secure sponsors on your behalf. Идеята зад това становище е, че ако имате един куп тежки Hitters на борда си, те ще бъдат в състояние да осигури спонсори от ваше име. In reality, this rarely works out as well as you might hope, and even if they do get some money, you will often end up with one – or all – of these scenarios: В действителност, това рядко се работи, както и може да се надяваме, и дори и да получите пари, често ще се свърши с едно - или всички - от тези сценарии: - They cut a deal for way less than the sponsorship is worth, generally because they don't know what a sponsorship is worth. Те направили сделка за начина по-малко от спонсорство е на стойност, по принцип, защото те не знаят какво е спонсорството си струва. - They think the $5000 donation secured from a top executive is great, without realising that they've now fouled any chance you had of securing any substantial marketing investment from that company. Те смятат, че $ 5000 дарение осигурени от топ изпълнителните е страхотно, без да осъзнават, че те сега размътена случайно сте имали за осигуряване на всички значителни инвестиции за търговия от това дружество. - They promise benefits that you can't or don't want to deliver, or which are in contravention of other deals you have in place. Те осигуряват преимущества, които не могат или не искат да доставят, или които са в противоречие с други оферти сте на мястото си. - You end up dealing with a marketing team who have had this senior executive's-choice sponsorship inflicted on their portfolio, whether it is a good strategic fit or not, and you never get a chance to forge a real partnership. В крайна сметка, занимаващи се с търговия отбора, които са имали този старши executive's отговори спонсорство нанесени на портфолиото си, независимо дали това е добро стратегическо съответствие или не, и никога не получи шанс да се изгради истинско партньорство. Is this really what you want? Това ли е наистина това, което искаш? The better option: По-добрият вариант: - Build a board that has exceptional skills and resources. Изграждане на борда, който е изключителни умения и ресурси. If they happen to be well-connected, consider it a bonus. Ако се случи да бъде с добри връзки, да счете за бонус. - Make a wish list of potential sponsors – ones that are well-matched with what you do – and provide it to the board. Направете списък с желания на потенциални спонсори - тези, които са добре подбрани с това, което правим - и го предоставя на борда. Ask them for referrals or to make calls on your behalf to open the doors only. Помолете ги за препратки или да се обаждат от ваше име да отвори вратите само. Finally, once you've got a sponsor's attention, don't squander it. Накрая, след като сте се погрижили внимание спонсора, не го пропилеем. Work with the marketing team to understand their overall marketing objectives and target markets and create a super-customised proposal that meets those needs. Работа с маркетинговия екип да разберем общите си цели пускането на пазара и целевите пазари и да създаде супер-конкретно предложение, което отговаря на тези нужди. “Go in at the C-level” "Отидете в най-C-ниво" This is related to the board issue, in that the top level of a company (CEOs, CMOs, etc) is unlikely to be where you'll find a real marketing partnership. Това е свързано с борда на въпрос, че в най-високото ниво на дружеството (изпълнителни директори, ООП и т.н.) едва ли ще бъде, където ще намерите истинско партньорство маркетинг. Instead, your offer will either be handed down the line until someone finally says “no”, or you might get a small donation (AKA, “go-away money”). Вместо това, вие предлагате или ще бъдат предадени за установяване на ред, докато най-накрая някой казва "не", или може да получите малко дарение (известен още като "зелените пари далеч"). Unless you are looking for a small donation, you are unlikely to get a satisfactory response. Ако търсите малко дарение, е малко вероятно да получи задоволителен отговор. The better option: По-добрият вариант: As above, deal directly with the marketing team. Както по-горе, се занимават пряко с маркетинг. “It's a numbers game” "Това е номера игра" This little gem is no doubt a derivative of fundraising via direct marketing. Това малко бижу е без съмнение производно на набиране на средства чрез директен маркетинг. If you make X number of calls or send Y number of mailers, you should get a response rate of Z%. Ако направите Х броя на обажданията или изпратете Y брой експедитор, вие трябва да получите отговор размер на Z%. The issue is that you are not asking mum and pop to part with $30 because they believe in what you do, you're asking a corporation for a $30,000 or $300,000 strategic marketing investment. Въпросът е, че не искат мама и поп да се раздели с $ 30, защото те вярват в това, което правиш, ти си иска корпорация за $ 30 000 или 300 хиляди щатски долара стратегически инвестиционен маркетинг. Sending hundreds of one-size fits all requests for sponsorship is not only unlikely to get you any significant money, it makes you look amateurish. Изпращане на стотици, "един размер подходящ за всички искания за спонсорство е не само вероятно няма да получи значителни пари, това ви кара да изглеждате аматьорски. And with the fierce competition for a sponsor's attention – not to mention their money – you need to be on your A-game, not a numbers game. И с жестока конкуренция за вниманието на спонсора - да не говорим за парите си - трябва да бъде на вашата игра, а не номера игра. The better option: По-добрият вариант: - Be very selective who you target – ideally target no more than 15-20 brands. Бъдете много селективни кой си цел - в идеалния случай целта не повече от 15-20 марки. - Choose brands that are both a target market and attribute/personality match with your organisation, program, or event. Изберете марки, които са целеви пазар и атрибути / личност мача с вашата организация, програма или събитие. - Do a lot of homework on the brand and develop a creative proposal that really breaks the mould. Да много домашна работа от марката и разработване на творчески предложения, които наистина прекъсвания на мухъл. Unsure how to develop that hit list or proposal? Сигурни как да се развие, което удари списък или предложение? The whole process is outlined in Целият процес е описан в The Sponsorship Seeker's Toolkit 3 rd Edition Финансиране на убежище Toolkit 3-то издание . “Look for sponsors who should be sponsoring you” "Търси спонсори, които трябва да ти спонсорира" This angle is driven by guilt. Този ъгъл се задвижва от чувство за вина. What companies are doing the wrong thing? Какви компании правят нещо погрешно? What companies are making too much money? Какви компании правят твърде много пари? What companies just spent a squillion on a stadium sponsorship? Какво компании просто прекарали squillion на стадион спонсорство? I work primarily for corporate sponsors, and I'm here to tell you, the second you invoke “should” is the second you've lost them. Работи предимно за корпоративни спонсори, и аз съм тук, за да ви кажа, второто се позовават "трябва" е вторият сте ги загубили. Even if they are talking in “shoulds” internally – as in, “we really should bulk up our community portfolio” – they don't want to hear it from you. Дори и да говорим в "shoulds" вътрешно - като в ", ние наистина трябва да насипно състояние до нашата общност портфейл" - те не искат да го чуя от теб. And given the number of approaches sponsors get from non-profits, they don't have to. И като се има предвид броя на подходите спонсори получите от организации с идеална цел, те не се наложи. The better option: По-добрият вариант: - Position yourself as a business partner and the sponsorship as a business solution. Позиция себе си като бизнес партньор и спонсорство като бизнес решение. - If a sponsor is active in the category you represent – environment, literacy, etc – showcase how sponsoring your organisation will help underpin their brand strategy. Ако е активен спонсор в категория, която представлява - околна среда, грамотност и т.н. - покажете как спонсориране на вашата организация ще помогне на основата на неговата стратегия марка. Most importantly, never frame a sponsorship as if it is the sponsor's responsibility to invest in your organisation. Най-важното е, никога рамка за спонсорство, както ако той е спонсор е длъжен да се инвестират във вашата организация. “For sponsors, it's all about the triple-bottom line” "За спонсори, всичко е въпрос на тройната-долния ред" Yes, the triple-bottom line is important, but it is unlikely to be a factor in a sponsor's decision to invest in your organisation. Да, тройна-долния ред е важно, но е малко вероятно да бъде фактор в решението на възложителя да инвестират във вашата организация. The part of that triple-bottom line that is often invoked in non-profit sponsorship approaches is that of Corporate Social Responsibility. В част от тази тройна-долния ред, който често е ползвано, подходи с нестопанска цел за спонсорство е, че на корпоративната социална отговорност. Here's the rub: Non-profit sponsorship does not tick the CSR box. Тук е натърквам: с нестопанска цел спонсорство не отметка в квадратчето КСО. CSR is not about how a company spends its money, but how they make their money. КСО не е за това как една компания харчи парите си, а как те правят парите си. If they make money in an ethical, sustainable way, they are already socially responsible and the box is already ticked. Ако те правят пари по етичен, устойчив начин, те вече са социално отговорни и кутията е вече отбелязаните. If they make money in a way that isn't socially responsible, sponsoring your organisation won't make a blind bit of difference – it won't tick the box. Ако те правят пари, така че не е социално отговорен, спонсориране на вашата организация няма да направи слепи малко разлика - тя няма да отметка в квадратчето. Plus, if you talk about CSR in your proposals, most astute sponsors will know immediately that you don't really understand what CSR is all about. Плюс това, ако говорим за КСО, в предложения, най-проницателен спонсори ще знае веднага, че наистина не разбират какво КСО е всичко. There is, of course, the exception to the rule. Има, разбира се, е изключение от правилото. If you are proposing a sponsorship that will help them do business in a more ethical, sustainable way – for instance, you will audit their environmental credentials and make recommendations – you may be able to genuinely claim impact on CSR. Ако се предлага за спонсорство, което ще им помогне да правят бизнес в по-етичен, устойчив начин - например, ще одит на екологичните пълномощията и да прави препоръки - може да бъде в състояние да твърдят, действително отражение върху корпоративната социална отговорност. The better option: По-добрият вариант: Don't talk about CSR, “good corporate citizenship”, or “giving back to the community”. Да не говорим за КСО, "добро корпоративно гражданство", или "връщане към обществото". It is unlikely any of these will push the “yes” button with a potential sponsor. Малко вероятно е някой от тези ще настоява "да" бутона с потенциален спонсор. Plus, these are calls to action for them to sponsor in the charitable sector – which is huge – and doesn't say anything specific about why they should sponsor your organisation. Плюс това, това са призиви за действие, за да се спонсор в благотворителния сектор - което е огромна - и не казват нищо конкретно за това, защо те трябва спонсор на вашата организация. Concentrate instead on the specific, strategic value of your offer. Концентрат, вместо на конкретни, стратегическата стойност на офертата. And be sure to showcase why you are a better fit, and offer a stronger business proposition, than the other non-profits vying for their cash. И не забравяйте да покажете защо сте по-добър баланс, и да предлагат по-силен бизнес предложение, в сравнение с другите организации с идеална цел се борят за техните пари. “Appeal to their compassion” "Възвание към техните състрадание" While I have absolutely no doubt that what your organisation does makes a big difference in people's lives, the same can be said for thousands upon thousands of other organisations. Макар че аз имам абсолютно никакво съмнение, че това, което вашата организация се прави голяма разлика в живота на хората, същото може да се каже за хиляди и хиляди други организации. Stacking an offer with one heart-wrenching story after another does not make a compelling business case and, frankly, is so common that if there was ever any impact, it's long gone now. Носещи оферта с едно сърце-трогателен разказ след друг не прави убедителни случай стопанска дейност и, честно казано, е толкова често, че ако някога е имало някакво влияние, това е дълъг няма. The better option: По-добрият вариант: Don't appeal to their compassion, appeal to their business sense. Да не се обжалва пред техните състрадание, жалбата им за бизнеса. Remind yourself constantly that this is a business relationship, and that providing marketing opportunity has a much higher value to a brand than simply being one of oh-so-many non-profits doing good things in the world. Напомни себе си постоянно, че това е бизнес отношения, и че осигуряването на пазарна възможност е много по-висока стойност на марката не просто е един от ох толкова много организации с идеална цел извършването на добри дела в света. Show them ways that they can involve their customers and staff – hooking into their compassion and making them the heroes. Покажете им, начина, по които те могат да включат своите клиенти и служители - кука на тяхната съпричастност и което ги превръща в герои. The upshot of all of this is that if you are trying to raise sponsorship, you need strong sponsorship skills. Резултатът от всичко това е, че ако се опитвате да се повиши спонсорство, трябва отлични умения за спонсорство. They are not a subset of fundraising, and if you want to succeed a sponsorship, it behoves you to seek out the best sponsorship advice you can find. Те не са подвид на набиране на средства, а ако искате да успеете за спонсорство, тя подобава да се търсят най-добрите съвети за спонсорство може да намерите. If you liked that post, then try these... Ако ви хареса този пост, след това се опитайте тези ... Steps: A Sponsorship Seeker's Guide to the Recovery 12 стъпки: Наръчник на търсещия спонсорство към възстановяване Webinar for Non-Profits Only: Secrets of Selling Non-Profit Sponsorship Webinar за организации с идеална цел само в: Тайните на продажба с нестопанска цел спонсориране Sponsorship Seekers: Five Phrases You Should Say More Often (and a Couple You Should Ban) Финансиране убежище: Пет фрази трябва да кажете по-често (и няколко Вие трябва Бан) Ambush Marketing Set to Rise Засада Маркетинг ще нарасне Where to find The Sponsorship Seeker's Toolkit 3rd Edition in America Къде да намерим за спонсориране убежище Toolkit 3rd Edition в Америка
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My job crosses over with the non-profit world quite a bit. Most non-profits need or want sponsorship, so it makes perfect sense. As a result, I speak at a lot of conferences for non-profits and community organisations. I contribute to publications. I sit on panel discussions. And I pay close attention to the sponsorship advice being provided to this sector. My respect for non-profit fundraisers is immense. I think they reside right alongside nurses and teachers, as the care they put into their jobs and the belief in what they do is so strong, but they are undervalued in our society. They need and deserve the best advice they can get. The problem is that some of the advice being provided to these non-profits is not going to be helpful, and may be totally counterproductive. I know the people giving the advice are full of good intentions and want the sector to succeed, but much of the sponsorship advice going out to this sector is coming from fundraising all-rounders, not sponsorship experts, and it does not reflect the most effective, professional approach to the highly specialised world of sponsorship. Below, I’ve outlined some of the worst advice I’ve ever heard from these “experts”. The worst thing is that I’ve heard or read every one of these dozens of times. Of course, there will always be the exception – the organisation who succeeded by using these tactics. Let’s just be clear going in: That is the exception. “Stack your board” The idea behind this advice is that if you have a bunch of heavy hitters on your board, they will be able to secure sponsors on your behalf. In reality, this rarely works out as well as you might hope, and even if they do get some money, you will often end up with one – or all – of these scenarios: - They cut a deal for way less than the sponsorship is worth, generally because they don’t know what a sponsorship is worth. - They think the $5000 donation secured from a top executive is great, without realising that they’ve now fouled any chance you had of securing any substantial marketing investment from that company. - They promise benefits that you can’t or don’t want to deliver, or which are in contravention of other deals you have in place. - You end up dealing with a marketing team who have had this senior executive’s-choice sponsorship inflicted on their portfolio, whether it is a good strategic fit or not, and you never get a chance to forge a real partnership. Is this really what you want? The better option: - Build a board that has exceptional skills and resources. If they happen to be well-connected, consider it a bonus. - Make a wish list of potential sponsors – ones that are well-matched with what you do – and provide it to the board. Ask them for referrals or to make calls on your behalf to open the doors only. Finally, once you’ve got a sponsor’s attention, don’t squander it. Work with the marketing team to understand their overall marketing objectives and target markets and create a super-customised proposal that meets those needs. “Go in at the C-level” This is related to the board issue, in that the top level of a company (CEOs, CMOs, etc) is unlikely to be where you’ll find a real marketing partnership. Instead, your offer will either be handed down the line until someone finally says “no”, or you might get a small donation (AKA, “go-away money”). Unless you are looking for a small donation, you are unlikely to get a satisfactory response. The better option: As above, deal directly with the marketing team. “It’s a numbers game” This little gem is no doubt a derivative of fundraising via direct marketing. If you make X number of calls or send Y number of mailers, you should get a response rate of Z%. The issue is that you are not asking mum and pop to part with $30 because they believe in what you do, you’re asking a corporation for a $30,000 or $300,000 strategic marketing investment. Sending hundreds of one-size fits all requests for sponsorship is not only unlikely to get you any significant money, it makes you look amateurish. And with the fierce competition for a sponsor’s attention – not to mention their money – you need to be on your A-game, not a numbers game. The better option: - Be very selective who you target – ideally target no more than 15-20 brands. - Choose brands that are both a target market and attribute/personality match with your organisation, program, or event. - Do a lot of homework on the brand and develop a creative proposal that really breaks the mould. Unsure how to develop that hit list or proposal? The whole process is outlined in The Sponsorship Seeker’s Toolkit 3rd Edition. “Look for sponsors who should be sponsoring you” This angle is driven by guilt. What companies are doing the wrong thing? What companies are making too much money? What companies just spent a squillion on a stadium sponsorship? I work primarily for corporate sponsors, and I’m here to tell you, the second you invoke “should” is the second you’ve lost them. Even if they are talking in “shoulds” internally – as in, “we really should bulk up our community portfolio” – they don’t want to hear it from you. And given the number of approaches sponsors get from non-profits, they don’t have to. The better option: - Position yourself as a business partner and the sponsorship as a business solution. - If a sponsor is active in the category you represent – environment, literacy, etc – showcase how sponsoring your organisation will help underpin their brand strategy. Most importantly, never frame a sponsorship as if it is the sponsor’s responsibility to invest in your organisation. “For sponsors, it’s all about the triple-bottom line” Yes, the triple-bottom line is important, but it is unlikely to be a factor in a sponsor’s decision to invest in your organisation. The part of that triple-bottom line that is often invoked in non-profit sponsorship approaches is that of Corporate Social Responsibility. Here’s the rub: Non-profit sponsorship does not tick the CSR box. CSR is not about how a company spends its money, but how they make their money. If they make money in an ethical, sustainable way, they are already socially responsible and the box is already ticked. If they make money in a way that isn’t socially responsible, sponsoring your organisation won’t make a blind bit of difference – it won’t tick the box. Plus, if you talk about CSR in your proposals, most astute sponsors will know immediately that you don’t really understand what CSR is all about. There is, of course, the exception to the rule. If you are proposing a sponsorship that will help them do business in a more ethical, sustainable way – for instance, you will audit their environmental credentials and make recommendations – you may be able to genuinely claim impact on CSR. The better option: Don’t talk about CSR, “good corporate citizenship”, or “giving back to the community”. It is unlikely any of these will push the “yes” button with a potential sponsor. Plus, these are calls to action for them to sponsor in the charitable sector – which is huge – and doesn’t say anything specific about why they should sponsor your organisation. Concentrate instead on the specific, strategic value of your offer. And be sure to showcase why you are a better fit, and offer a stronger business proposition, than the other non-profits vying for their cash. “Appeal to their compassion” While I have absolutely no doubt that what your organisation does makes a big difference in people’s lives, the same can be said for thousands upon thousands of other organisations. Stacking an offer with one heart-wrenching story after another does not make a compelling business case and, frankly, is so common that if there was ever any impact, it’s long gone now. The better option: Don’t appeal to their compassion, appeal to their business sense. Remind yourself constantly that this is a business relationship, and that providing marketing opportunity has a much higher value to a brand than simply being one of oh-so-many non-profits doing good things in the world. Show them ways that they can involve their customers and staff – hooking into their compassion and making them the heroes. The upshot of all of this is that if you are trying to raise sponsorship, you need strong sponsorship skills. They are not a subset of fundraising, and if you want to succeed a sponsorship, it behoves you to seek out the best sponsorship advice you can find.