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It's early in the year – the time when people wipe the slate, make resolutions, and dedicate themselves to doing better. Това е в началото на годината - времето, когато хората избършете шисти, да резолюции, и да се посвети на това по-добре. It's when people give themselves permission to start over. Това е, когато хората се даде разрешение да започнете отначало. What if we applied that thinking to corporate sponsorship? Ами ако ние прилагат, че мисленето на корпоративното спонсорство? What if sponsors took some time out from dealing with the administration of sponsorship and the improvement of sponsorship, and instead, dedicated themselves to the potential of sponsorship. Какво става, ако се спонсорира от известно време се занимава с управление на спонсорство и подобряване на спонсорство, а вместо това се посветили на потенциала на спонсорство. What if they asked themselves this one question: Какво става, ако те се питаха този въпрос: If you had the same sponsorship budget, but no commitments, Ако сте имали същия бюджет за спонсорство, но не и задължения, what would the perfect sponsorship portfolio Какво ще перфектни спонсорство портфейл for your brand(s) and target markets look like? за вашата марка (и) и целеви пазари изглежда? I do this for my corporate clients all the time. Аз правя това ми за корпоративни клиенти през цялото време. In its formal iteration, it is called a zero-based audit, and it is often one of the most powerful parts of my recommendation. В официалното му итерация, тя се нарича нулева въз основа на одита, и то често е един от най-мощните части на моята препоръка. Strip away the politics, sentiment, history, and headaches, and suddenly my clients can see the true potential of sponsorship. Газа далеч от политиката, настроения, история, и главоболие, и изведнъж ми клиенти могат да видите истинския потенциал на спонсорство. More often than not, a senior decision maker will say, “now, we know what our goal is”. По-често, а не старши Decision Maker ще кажат: "Сега, ние знаем какво ни цел е". Bingo. Бинго. That's your challenge. Това е вашето предизвикателство. Whether your budget is $150,000 or $5 million or $50 million, leave the reality of your portfolio behind, work with your team, and ask yourselves these questions: Независимо дали ви бюджет е $ 150,000 и $ 5 милиона или $ 50 милиона, отпуск реалността на вашия портфейл зад, работа с вашия екип, и питам себе си на тези въпроси: - What would you sponsor, if you could sponsor anything? Какво бихте спонсор, ако можете да спонсорират нещо? - At what level? На какво ниво? What unique benefits would you want? Какво уникалните предимства ще искате? - Would you create and own any events or programs? Искате да създадете и собствени всякакви събития или програми? - Would you create any umbrella programs? Бихте ли чадър създават никакви програми? - How would you leverage your investments to meet brand needs? Как бихте лоста си инвестиции, за да отговарят на нуждите марка? - How would you integrate your investments across your other marketing and business activities? Как ще интегрирате Вашите инвестиции в други вашите маркетингови и търговски дейности? - How would you involve your staff and customers in a meaningful way? Как бихте включват Вашите служители и клиенти по смислен начин? Create a “win” for the people who are most critical to your success? Създаване на "победа" за хората, които са най-критични към вашия успех? Make them the heroes? Накарай ги да си герои? The process is creative and strategic and fun, but the real moment of truth comes when you compare what you could be doing with your money with what you are doing with your money. Процесът е творчески и стратегически и забавно, но реалната моментът на истината идва, когато сравнявате това, което може да се прави с парите си с това, което правите с парите си. Suddenly, settling for improving mediocre sponsorships will seem a lot less appealing, and the ambitious goal of an entire portfolio that operates at peak performance will seem a lot more attainable. Изведнъж уреждане за подобряване на посредствен спонсорства ще изглежда много по-малко привлекателни, както и амбициозната цел на целия портфейл, който работи при връх изпълнение ще изглежда много по-постижима. Mark my words. Марк думите ми. I will say that whether you're doing a straight audit or a zero-based audit, selling them internally can be a political minefield. Аз ще кажа, че независимо дали сте прави права одит или нулева основа одит, продажбата им може да бъде вътрешно политическо минно поле. Everyone has their pet projects and agendas, and none of them want to hear that their favourite is not the bees knees. Всеки си има домашни проекти и програми, и никой от тях не искат да чуят, че любимите им не е на пчелите колене. You've really got two options: Ти наистина имаш два варианта: Plan A is to enlist a senior executive (ideally, your head of marketing) in the process, as they will be able to navigate the c-level politics better than you will. План А е да се привлече висш изпълнителен орган (в идеалния случай, главата си на пазара) в процеса, тъй като те ще бъдат в състояние да се движите из ниво в политиката по-добре отколкото ще. If you've got that support and a team with even a modicum of creativity, you're all set. Ако имаш, които поддържат и екип с още една капка на творчеството, вие сте всичко е готово. Plan B is to enlist outside help. План Б е да привлече външна помощ. For larger, more decentralised companies, as well as those with intractable politics, you are probably better off involving a consultant. За по-големи, по-голяма децентрализация дружества, както и тези с трудно политиката, вие вероятно са по-добре, включващи консултант. A good consultant will bring a lot of expertise and ideas to the table, but one of the biggest bonuses is that some companies trust and accept the objective viewpoint of an outsider more than someone internal. Един добър консултант ще донесе много опит и идеи на масата, но един от най-големите бонуси е, че някои компании доверие и да приемат целта гледна точка на външен човек повече, отколкото някой вътрешни. They can deliver unpopular news, out-of-the-box solutions, and by virtue of their role, can present a reinvention on a scale that may be hard to accept if it came from inside. Те могат да доставят непопулярни новини, извън полето на решения, и по силата на тяхната роля, могат да представят преосмисляне по скала, която може да бъде трудно да се приеме, ако то идва от вътре. Zero-based audit – Think clean slate. Zero-базирани одит - Мисли чисто. Think big. Помислете голям. You'll thank me. Ще ми благодариш. If you liked that post, then try these... Ако ви харесва този пост, след това се опитайте тези ... Scary economy dos and don'ts for corporate sponsors Страшен икономика DOS и упътвания за корпоративни спонсори Sponsornomics: Seven Sponsorship Lessons Learned from the GFC Sponsornomics: Седем Спонсорство Поуки от GFC Sponsorship White Papers Updated and Upgraded! Спонсорство бели листа промяна и обновени! Ambush Marketing Set to Rise Засада пускане на пазара, да се покачва Sponsorship burnout: Don't lose your inner consumer! Спонсорство Burnout: Не си губи вътрешната потребителя!
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It’s early in the year – the time when people wipe the slate, make resolutions, and dedicate themselves to doing better. It’s when people give themselves permission to start over. What if we applied that thinking to corporate sponsorship? What if sponsors took some time out from dealing with the administration of sponsorship and the improvement of sponsorship, and instead, dedicated themselves to the potential of sponsorship. What if they asked themselves this one question: If you had the same sponsorship budget, but no commitments, what would the perfect sponsorship portfolio for your brand(s) and target markets look like? I do this for my corporate clients all the time. In its formal iteration, it is called a zero-based audit, and it is often one of the most powerful parts of my recommendation. Strip away the politics, sentiment, history, and headaches, and suddenly my clients can see the true potential of sponsorship. More often than not, a senior decision maker will say, “now, we know what our goal is”. Bingo. That’s your challenge. Whether your budget is $150,000 or $5 million or $50 million, leave the reality of your portfolio behind, work with your team, and ask yourselves these questions: - What would you sponsor, if you could sponsor anything? - At what level? What unique benefits would you want? - Would you create and own any events or programs? - Would you create any umbrella programs? - How would you leverage your investments to meet brand needs? - How would you integrate your investments across your other marketing and business activities? - How would you involve your staff and customers in a meaningful way? Create a “win” for the people who are most critical to your success? Make them the heroes? The process is creative and strategic and fun, but the real moment of truth comes when you compare what you could be doing with your money with what you are doing with your money. Suddenly, settling for improving mediocre sponsorships will seem a lot less appealing, and the ambitious goal of an entire portfolio that operates at peak performance will seem a lot more attainable. Mark my words. I will say that whether you’re doing a straight audit or a zero-based audit, selling them internally can be a political minefield. Everyone has their pet projects and agendas, and none of them want to hear that their favourite is not the bees knees. You’ve really got two options: Plan A is to enlist a senior executive (ideally, your head of marketing) in the process, as they will be able to navigate the c-level politics better than you will. If you’ve got that support and a team with even a modicum of creativity, you’re all set. Plan B is to enlist outside help. For larger, more decentralised companies, as well as those with intractable politics, you are probably better off involving a consultant. A good consultant will bring a lot of expertise and ideas to the table, but one of the biggest bonuses is that some companies trust and accept the objective viewpoint of an outsider more than someone internal. They can deliver unpopular news, out-of-the-box solutions, and by virtue of their role, can present a reinvention on a scale that may be hard to accept if it came from inside. Zero-based audit – Think clean slate. Think big. You’ll thank me. If you liked that post, then try these... 5 Things Your Sponsorship Consultant Won’t Tell You Sponsors in a Tiger Trap: What Happens when a Crossover Superstar Falls from Grace Is Ultra-Short-Term Sponsorship Worth the Investment? This is what Ambush Marketing Looks Like