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I was inspired by a great question I got today, and am writing a couple of blogs on exiting sponsorships. Бях вдъхновен от големия въпрос аз имам днес и пише няколко блогове на излизане спонсорства. This one is about why you should and shouldn't exit, the next one is about how to do it well. Това е за това, защо ви трябва и не трябва да излезете, а следващата е за това как да го направя добре. Good reasons to exit a sponsorship… Добри причини да излезете от спонсорство ... - It was never a good brand or target market fit. Той никога не е била добра марка или годни целеви пазар. - It was a good fit, but your target market or objectives have changed, and it isn't anymore. Беше добра форма, но целевия пазар или целите са се променили, и то не е вече. - It was a senior executive pet project (and nothing more) and that senior executive has now moved on. Той е висш служител любим проект (и нищо повече) и че висш ръководен пост, вече е преместен. - The sponsorship has been under-used for so long, you no longer have any internal buy-in. При спонсорирането е недостатъчно използвани за толкова дълго време, вече няма никакъв вътрешен бай-ин. - You have leveraged the sponsorship in the same way for so long that it is too stale even to reinvent. Трябва ливъридж за спонсорство по същия начин, за толкова дълго време, че е твърде остаряла дори да преосмисли. - It is a less-good duplicate of something else in your portfolio. Това е по-добро копие на нещо друго в своето портфолио. - You are restructuring your sponsorship portfolio and it is inconsistent with your new approach (typically, this would be streamlining a portfolio and concentrating on only one or two focal points) Вие сте преструктурирането си спонсорство портфейл и е в противоречие с новия си подход (обикновено, това би било опростяване на портфейл и се концентрира само върху една или две фокусни точки) - The sponsee didn't deliver the contracted sponsorship benefits. В sponsee не предостави договорените обезщетения спонсорство. - The sponsee contravened the contract (ie, breached exclusivity or behaviour rules). В sponsee нарушили договора (т.е. нарушени изключителни права или правила, поведение). - The sponsee wants a significant fee increase at renewal, and you can't justify the expenditure at that level. В sponsee иска значително увеличение такса при ремонт и не може да оправдае разходите на това ниво. - You don't have the human resources to do it justice. Не е нужно на човешки ресурс за да раздава правосъдие. And bad reasons for exiting a sponsorship… И лоши причини за излизане на спонсор ... - You didn't get a return – Getting a return on your investment is all about whether you leveraged it well. Вие не получат възвръщаемост - Първи възвръщаемост на инвестициите си е всичко за това дали сте го ливъридж добре. You're buying opportunity, it's up to you to turn that into a result. Ти си купуват възможност, това е до вас да се включите, че в резултат на това. It's unfair to exit a sponsorship just because you didn't do your job. Това е несправедливо, за да излезете на спонсор, просто защото не си върши работата. - The returns aren't measurable – Rubbish. Приходите, не са измерими - боклука. You just need to fit the measurement strategy to the objectives you're measuring against. Просто трябва да отговарят на стратегията за измерване на целите си за измерване "против". For more on that, check out the tutorial, За повече информация относно това, проверка на урок “Sponsorship Measurement Basics in About 10 Minutes” "Основи Финансиране измерване за около 10 минути" . - You need to cut the budget and that sponsorship is on renewal – Rationalising a portfolio to reduce the spend is fair enough, but indiscriminately cutting sponsorships because they happen to be on renewal is folly. Трябва да се спести в бюджета и това спонсорство е за подновяване - Рационализиране на портфейл за намаляване на разходи са достатъчно честно, но безразборно рязане спонсорства, защото те се случи да бъде за подновяване е безумие. Determine their strategic worth to your brand, then decide whether to renew. Определя стратегическите си струва да си марка, а след това да реши дали да поднови. - You're new in the job and want to put your own personal stamp on the portfolio – You know how you put your own stamp on a portfolio? Вие сте нов в работата си и желаят да сложиш личен печат на портфейла - Знаеш ли как да си сложиш своя отпечатък върху портфейл? You leverage it strategically, creatively, and comprehensively, then measure it thoroughly. Можете ливъридж това стратегически, креативно, и изчерпателно след това го оценява добре. That will make you look like a star – someone with talent and vision. Това ще ви направят да изглеждате като звезда - човек с талант и визия. What you don't do is embark on change for the sake of change. Това, което не направите, е да започне промяна в името на промяната. - They increased the fee by more than expected at renewal and that ticked you off – If the offer is better and more creative, and the fee is commensurate with that, then assess it's value based on what it can do for your brand. Те се увеличават таксата с повече от очакваното при ремонт и че отмятат - Ако офертата е по-добре и по-творчески, а таксата е съизмерим с това, тогава това е оценка стойност на базата на какво може да направи за марката си. It is either worth it or not, but do the sums. Това е или си заслужава или не, но сумите. I've seen too many sponsors exit great sponsorships, simply on principle, because the fee went up by a deserved 20%. Виждал съм прекалено много спонсори излизане голямо спонсорство, просто по принцип, тъй като таксата се увеличава с една заслужена 20%. The upshot of all of this is that, just like committing to a new sponsorship, exiting should be based on strategy – your target markets, objectives, resources, and internal buy-in. Резултатът от всичко това е, че точно като ангажимент за нов спонсорски, излизане трябва да се основава на стратегия - вашите целеви пазари, цели, ресурси и вътрешни бай-ин. If you liked that post, then try these... Ако ви хареса този пост, след това се опитайте тези ... Sponsornomics: Seven Sponsorship Lessons Learned from the GFC Sponsornomics: Седем Финансиране Уроците на GFC Corporate Sponsorship Lies (and What They Really Mean) Корпоративно спонсорство лъжи (и това, което наистина означава това) Webinar: Out-of-the-Box Sponsorship Leverage Made Simple Webinar: спрените от спонсорство най-Box лоста Made Simple Ambush Marketing Set to Rise Засада Маркетинг ще нарасне Sponsorship Measurement Agencies Fading into Irrelevance Финансиране за измерване агенции избледняване в ирелевантност
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I was inspired by a great question I got today, and am writing a couple of blogs on exiting sponsorships. This one is about why you should and shouldn’t exit, the next one is about how to do it well. Good reasons to exit a sponsorship… - It was never a good brand or target market fit. - It was a good fit, but your target market or objectives have changed, and it isn’t anymore. - It was a senior executive pet project (and nothing more) and that senior executive has now moved on. - The sponsorship has been under-used for so long, you no longer have any internal buy-in. - You have leveraged the sponsorship in the same way for so long that it is too stale even to reinvent. - It is a less-good duplicate of something else in your portfolio. - You are restructuring your sponsorship portfolio and it is inconsistent with your new approach (typically, this would be streamlining a portfolio and concentrating on only one or two focal points) - The sponsee didn’t deliver the contracted sponsorship benefits. - The sponsee contravened the contract (ie, breached exclusivity or behaviour rules). - The sponsee wants a significant fee increase at renewal, and you can’t justify the expenditure at that level. - You don’t have the human resources to do it justice. And bad reasons for exiting a sponsorship… - You didn’t get a return – Getting a return on your investment is all about whether you leveraged it well. You’re buying opportunity, it’s up to you to turn that into a result. It’s unfair to exit a sponsorship just because you didn’t do your job. - The returns aren’t measurable – Rubbish. You just need to fit the measurement strategy to the objectives you’re measuring against. For more on that, check out the tutorial, “Sponsorship Measurement Basics in About 10 Minutes”. - You need to cut the budget and that sponsorship is on renewal – Rationalising a portfolio to reduce the spend is fair enough, but indiscriminately cutting sponsorships because they happen to be on renewal is folly. Determine their strategic worth to your brand, then decide whether to renew. - You’re new in the job and want to put your own personal stamp on the portfolio – You know how you put your own stamp on a portfolio? You leverage it strategically, creatively, and comprehensively, then measure it thoroughly. That will make you look like a star – someone with talent and vision. What you don’t do is embark on change for the sake of change. - They increased the fee by more than expected at renewal and that ticked you off – If the offer is better and more creative, and the fee is commensurate with that, then assess it’s value based on what it can do for your brand. It is either worth it or not, but do the sums. I’ve seen too many sponsors exit great sponsorships, simply on principle, because the fee went up by a deserved 20%. The upshot of all of this is that, just like committing to a new sponsorship, exiting should be based on strategy – your target markets, objectives, resources, and internal buy-in. If you liked that post, then try these... My Top 10 Corporate Sponsorship Blogs of 2009 Corporate Sponsorship SAQ (Should-Ask Questions) Your Say: Global Sponsorship Resource Round-Up 10% of Webinar Proceeds to Benefit Victims of Queensland Floods Sponsor Alert: Sponsorship Seekers are Now Stealing Your Leverage Ideas