Sponsorship Fundamentals

This information page is to provide guidance to university representatives and departments seeking sponsorship support for events, programs, or other initiatives.  For more information, contact Keira.Sullivan@ucf.edu or 407-823-2351.

Attracting and retaining sponsorship support requires a good deal of planning and forethought, especially if you hope to acquire significant funding.  A well-developed sponsorship appeal is basically an offer to do business – and to do business in today’s competitive environment, you need to equip yourself with all of the tools that will be needed to build your case and prove that your initiative is worthy of outside support. To do that, you need to be able to provide solid answers to all of the questions that prospective sponsors might ask. And you need to stand out from the competition. That’s no easy task.

Below are some areas you should consider as you build your sponsorship platforms, as well as other key tips to strengthen your appeal and set you on the road to success.

1. Understand What Sponsors Are Seeking

The first step in the sponsorship process is to understand what prospective sponsors are seeking. In general, sponsors might be looking to:

  • Enhance their corporate image and strengthen their brand.  This generally means they will respond positively to thoughtful, well-structured appeals from entities with equally impressive reputations and reach.
  • Attract high caliber interns, recruits/hires, volunteers and donors.  Providing opportunities for your sponsor to access the audience of your program or event might be just what they are seeking.  Find ways to create structure to those interactions to make them meaningful for both your audience as well as your sponsors.
  • Promote good will among its employees, shareholders and stakeholders.  While there are literally endless ways a company might promote good will for its constituents, all are tied to initiatives that foster a feeling of pride, appreciation and a sense of community. Offer experiences that are consistent and honest, and continuously strive to not only satisfy your audience, but leave them speechless.  Ensuring you manifest a positive tone in every aspect of your initiative from start to finish will help provide the good will that sponsors are seeking.
  • Capitalize on opportunities for customer engagement. Ultimately, a business can only survive and thrive if it is customer-focused. Build experiences which not only provide visibility for your sponsors, but offer them constructive opportunities to build individual relationships with their prospective markets and it will be a win-win situation for all involved.
  • Generate excitement and public awareness.  Events and programs that “create a buzz” in their fields will attract more sponsors than those that do not. Build a compelling story that will engage your audience, find a way to integrate top sponsors into that story, and then use as many forms of communication as possible to get that story told. Creativity, positivity and consistent communication will elicit the emotional response from your audience that sponsors want to feel.

If the first step in the sponsorship process is to understand what prospective sponsors are seeking, then certainly the next step is never to assume that any two prospective sponsors are the same.  While the list above provides some ideas about what sponsors, in general, might want, it can never replace having a meaningful exchange with those prospects where you ask them directly what would be most beneficial for them. Take the time to get to know your sponsors and treat them with the individualized focus that makes them feel valued and connected, and you will reap the rewards of your work.

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2. Understand What You Have to Offer

A successful and sustainable sponsorship opportunity creates a mutually-beneficial relationship with those businesses. Now that you are aware of what sponsors might want, it is time to do an inventory of the assets you can offer them in return for their valuable support. Start by making a list of all of the marketing collateral and other assets surrounding your event or program. This should include both tangible and intangible assets.

Tangible assets are those that have a physical element to them. Examples of tangible assets may include items such as tickets to an event, food and beverages, or use of a facility, among other things. Often, tangible assets can easily be purchased on the open market, which makes valuing those assets easier.

Intangible assets, on the other hand, are nonphysical in nature. Examples of intangible assets include goodwill, brand recognition, customer loyalty, content integration, access to client lists, networking opportunities and use of Trademarks. While most people are good at placing a value on tangible assets and factoring that in to the cost of each sponsorship, generally the intangible assets are worth even more – and they are really what most potential sponsors are seeking.

Some of the assets that you may offer through your sponsorships include:

  • Signage. Provide opportunities for your sponsors to be thanked and acknowledged by creating signage opportunities. When planning your event, consider where those signs can be placed so they provide visibility, yet be careful that they do not overshadow components of the event itself.
  • Announcements. Thanking your sponsors from the podium or over the loud-speaker of an event is an easy and common asset you can add to your inventory.  Be sure your announcements are well-placed, and consider making those announcements more dynamic by using audiovisual aids (such as a PowerPoint presentation that is scrolling behind your speaker to show sponsor logos and reinforce their messaging).
  • Website.  Create a section of your program or event website where you can acknowledge your sponsors.  Larger sponsors might be given logo recognition, with a link directly to their main website, while smaller sponsor can be acknowledged by listing their name (with or without a live link).
  • Print Materials.  This can come in different forms depending on the nature of your activity, but the most common are event programs. Other print materials may include pre-event posters, tickets for your event, T-shirts, and even post-activity surveys.  Almost any print material you generate for your activity might be another opportunity to acknowledge your sponsors.
  • Tickets and Tables. Provide your sponsors with opportunities to participate in your activity and offer them experiences that cannot be purchased outright such as special VIP seating at an event, a complimentary lunch, or the opportunity to have a table where they can engage your audience directly.
  • Television.  If you will utilize TV advertisements to promote your activity, consider recognizing your sponsors in this forum. A simple business name listing can be offered to choice sponsors, and logo recognition can be given to larger sponsors. If you have a Presenting Sponsor, you might also create the opportunity to have a spokesperson of that entity be involved in the advertisement itself for maximum visibility.
  • Radio.  Events that have radio ads or event-coverage offer another opportunity to acknowledge your sponsors. Consider recognizing you sponsors in these radio spots, or actively involving your larger sponsors by asking them to help co-present your information on the air.
  • Mobile Opportunities.  While it is less common at present time, if you have a specific mobile platform (such as the FanMaker app utilized by Athletics), it may be another avenue to offer recognition to your top sponsors.
  • Social Media.  If you plan on using Social Media to promote your activity, you can involve your sponsors in those activities. Consider having a call-out to your sponsors with each post, and ask them to share those posts to not only involve them more fully, but also to widen the reach of those messages.
  • Media Relations.  Mentions in press releases and in media interviews can also provide opportunity to recognize your largest sponsors. If you have a Presenting Sponsor for your activity, you might also involve their representative in such interviews.
  • In-Game/In-Program Activations. Consider whether you can offer dynamic, interactive opportunities for your sponsors to actively engage your audience. Think contests or games – things that can be fun and attract attention.
  • Product Give-Aways. If you can allow your sponsor to provide product give-aways to your audience, you give them the opportunity to present something with their name or logo that will stay with your members of your audience long after the event is over.
  • Use of Trademarks. Giving your sponsors the use of your department or unit Trademark (such as your department logo, or school mascot’s image) should be reserved for only the largest sponsors and must be reviewed and approved in advance.  But there may be situations when granting such rights is in the best interest of the University as well as the sponsor.  Contact our Office to learn more.
  • Other Intangible Assets.  While challenging to quantify, intangible assets such as goodwill, brand recognition, customer loyalty, content integration, access to client lists, networking opportunities and other assets that that you cannot touch can be worth more than the physical marketing collateral that you can promise. An event that has a long history of being expertly executed and run like a well-oiled machine will have a lot more value than a new event that has yet to demonstrate what it has to offer.  And units that inspire great passion and loyalty are generally valued more highly than those that are mundane and that evoke no emotional response.

Try to be objective and compare your program or event to the mainstream to find those unique qualities that can justify charging a larger sponsorship investment.  Keep in mind, though, that this is also a two-way street; if your event has been poorly executed, or your brand damaged over time due to poor decisions or a downward trend, the value of those assets will go down as well.  This is extra motivation to bring your A game each and every time.

  • Misc. Deliverables.  Be creative in identifying other assets you might offer to your sponsors.  Maybe you can offer a “behind-the-scenes” tour of your facility or offer an opportunity for your sponsors to meet-and-mingle with a celebrity guest. Ask yourself what you would like if you were the sponsor – or better yet, ask your sponsors directly.  Sometimes the most off-the-wall ideas are the ones that are most remembered and valued.

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Determine Your Assets’ Value

Now that you have a comprehensive list of all the assets you might offer, you can take your sponsorship to the next level by placing a value on each of those assets. Keep in mind that just because something is nebulous, making it hard to assign a value, it does not mean there is no value at all.  Furthermore, under-valuing your assets is one of the biggest mistakes you can make.

For some tangible assets, assigning a value is easy because it has a fair market value.  For example, if a sponsorship provides a sponsor with a table or booth opportunity at an event that normally sells for $500 outside of the sponsorship (or in the fair market), then $500 is the fair market value of that asset. For other assets, though, there isn’t a clear fair market value.  So how can you determine the value of these assets?  Unfortunately, there is no clear-cut answer; however, there are a few different approaches you might take:

  • Make Ends Meet.  One of the easiest, but perhaps least accurate, ways to value the assets you have is to set your budget and determine how much money you need to be successful.  From there, you simply assign values to your sponsorship components you have to “sell” to cover your costs.

While fast and easy, this method has a couple noticeable drawbacks. The first is that it is easy in this approach to underestimate how much you really need for your endeavor.  Most people neglect to include key components that add significantly to the program or event budget, such as your staff time or the time/costs associated with addressing legal or insurance issues, etc.  Even though your department might not pay General Counsel for their time assisting you with your project, doesn’t mean there isn’t a cost that should be factored in.

But the second failing of this approach is more important.  That is, this approach focuses more on your needs than those of your sponsor; and as a result, it might not be sophisticated enough to set you on the road to success.

  • Double the Cost.  A slightly better way to assign value to your assets is to determine how much money it costs to produce each asset, taking into account all aspects of its production including staff time and overhead, and then simply double it. This provides you with a 100% profit margin to ensure you don’t give your assets away for less than they are worth.  But this, too, focuses more on your needs than those of the sponsor.
  • Research and Benchmark.  A much more reliable and appropriate way to value your assets is to do your research and benchmark off of other successful sponsorships you might find.  Using already successful sponsorship platforms as your base ensures that those assets are valued on par with what the market can bear (or what a customer is willing to pay).

Start by looking at comparable sponsorships throughout the University. Take notes as to not only the value they establish for various marketing collateral rights, but also the total “reach” of those pieces.  Using that data, you can now more accurately estimate the value of the assets you have to offer.

  • Mixture of Art and Science.  Perhaps one of the best, but also the most challenging, methods of valuing your sponsorship assets is a mixture of both art and science.  You start by identifying all of the opportunities for marketing and exposure you are offering, as well as the total number of “impressions” each opportunity creates.  Then, try to estimate how much a sponsor would need to invest to achieve those same marketing objectives in the open market without your assistance.

For instance, you might offer logo recognition on your event program to your top sponsors, and that program will be printed and given to 1,500 attendees of your event who are squarely the target market of those sponsors.  Now try to estimate how much it would cost each sponsor to reach those 1,500 people on their own.  In addition to design and printing costs, they would have to figure out how to identify those people in the first place. That takes time, and time is money.  Don’t forget to add in the value of your brand and other intangible assets, which lends great credibility and validity to those marketing messages. Remember that sponsors are paying for the right to associate with your program or event. So be sure to include a premium for those valuable opportunities

  • Industry Formulas.  Arguably the most scientific way to assign values to your assets it so look for set formulas created by industry experts to determine such values.  These formulas generally provide a basic framework you can use to devise the value of your assets, which includes a set cost multiplied by the total number of impressions.

For example, the opportunity to hand out product samples might be estimated to hold a value between .04 cents to .15 cents per impression, depending on whether the items are given in a goodie bag (lower end) or handed out personally (higher end).  Because you are giving the opportunity for sponsors to hand the items out personally, you might elect to use the high end of .15 cents per impression.  Next, you would estimate the number of people who are likely to take the item (not the total number of people at the event, as likely not everyone will take the item).  So perhaps you estimate that of the 3,000 attendees, roughly two-thirds, or 2,000 people might take the item.  You multiple .15 by 2,000 to arrive at a value of $300. This is the value of this one opportunity, which likely is part of a list of other assets or “deliverables” that you are offering.

Note:  Industry formulas often only determine the value of the raw tangible asset itself; it generally does not include the more elusive intangible assets which are actually more valuable.

While such formulas provide a more accurate value, they also often come with a cost. You can search the internet to see if you can find these formulas, but more often you will need to pay a vendor to perform these services for you.  Such an investment wouldn’t make sense for small sponsorships, but when you have grown your sponsorship program to offer very large sponsorship opportunities (think $50,000 and above), then the cost of these services might be a reasonable investment to ensure you are maximizing the revenue stream of opportunities you offer.

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4. Create Sponsorship Packages

Once you understand what sponsors are seeking and have a solid inventory of the assets you can offer them and what they are worth, creating sponsorship packages can be easy. And if done correctly, you might even be able to get a prospective sponsor to provide greater support than you had hoped just so they can claim some of the valuable deliverables that are on the table.

  • Determine how best to present your sponsorship options. If you have only one or two assets that you plan to offer potential sponsors, then perhaps Sponsorship Levels, or tiers, aren’t necessary:  You might simply list one or two Sponsorship Opportunities and their related deliverables in your Sponsorship Proposal or letter. But when you have your sights set high in attracting more substantial support, and/or have a multitude of assets you want to offer, then finding a way to present the various options graphically can go a long way.  Help prospective sponsors be able to quickly see and digest all of the options by finding a visual format that works for you.

Start by listing all of the various assets you have in a table format. From there, you can decide how many Sponsorship Levels you want to offer.  Obviously, the most prized or coveted assets should be reserved for only the largest sponsors, but each sponsor should be offered something of value.  Find a way to offer distinct and unique deliverables to each level so that sponsors can stand out from one another.

  • Give them a name.  Give the different Sponsorship Levels names so they can easily be discussed in the negotiation process. You can use common names such as “Gold,” “Silver,” and “Bronze” or be more creative and name your levels in the theme of your activity.  For example, sponsorship levels for 5K Run charity event might have names such as “Starting Gun Sponsor” and “Finish Line Sponsor,” or might be named for the various activities they support such as the “Water Station Sponsor,” “Photo-Booth Sponsor” or “Awards Sponsor.”  Likewise, conference sponsorship might have names such as “Keynote Speaker Sponsor,” “Breakfast Sponsor,” or “Recharging Station Sponsor.”
  • Determine the value of each package.  From there, add up the values of each of the different assets offered in each package, being sure to factor in the premium for those elusive intangible assets, and you have arrived at the total you should charge each sponsor to align with your program or event.  Consider limiting the number of sponsors you accept in each category to ensure that sponsors don’t get lost in a sea of logos. The smallest sponsorship levels can be left open to many more sponsors than the largest sponsorships – no company will want to provide big-bucks if they can’t stand out from the pack.

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5. Create Your Sponsorship Proposal

The exact size and form your Sponsorship Proposal should take is determined by the scope and complexity of your activity and its related sponsorship opportunities.  If you offer just a couple options, with limited exposure, then perhaps a 1 page letter will suffice.  If you are asking for more substantial funds and have a great number of assets to offer, a thoughtful, multi-page proposal might be in order. And for the largest sponsorships asks, a robust proposal that focuses not only on your sponsorship opportunities, but more so on the marketing objectives of your prospect and how you can help achieve them might be demanded.

No matter the size, ensure it is well presented and professional, with all relevant information included – and devoid of unnecessary information that will simply clutter the page.  Below are the various components you should consider including.  Decide how many and which ones are right for your purpose.

  • A description of your department or unit.  Consider including your department’s history and purpose, what you do, and who you serve.  Remember the value of the intangible assets you have including reputation, brand recognition, and customer loyalty and ensure you highlight them as best you can.
  • A description of your program or event. Include the program or event purpose as well as history, objectives, related activities, and things that make your program or event unique and coveted.  Ensure you address the critical questions of who, what, where, when, why and how.
  • Target audience information. Information about who is expected to participate (students, faculty, staff, alumni, general public, etc.) and the number of people expected, along with other information that is relevant to your prospect’s interests.  This might include:
    • Demographic information.  Examples include age, gender, race, income, marital status, employment status, nationality and political preference, etc.
    • Psychographic information. Examples include details of their lifestyle, daily habits or hobbies, values and opinions, etc.
  • Media support and promotion. Detail any secured media or other promotional activities that surround your program or event. This may include exposure or coverage via radio, TV, newspapers, magazines, e-blasts and even social media activities you have planned. This is especially relevant for events that might be open to the public as they will often increase attendance and add to the excitement of the event.  Just be sure not to overstate what will be done – only include the support that is locked in and not subject to change.
  • Sponsorship opportunities. List or describe the opportunities you are presenting – or better yet, show them graphically through a table or chart.  Ensure you include the investment required for each and the assets you will deliver in return.
  • Benefits to the Sponsor.  If you know your prospect’s marketing objectives, then take time to clearly address how sponsoring your activity will achieve them. Entities are much more likely to provide assistance when they can see how it will benefit their bottom line.
  • A call to action, including a deadline to respond.  Presenting your raw information is good; making an exact ask and providing a call to action is even better.  You might suggest what sponsorship level you feel would best match their brand and marketing objectives.  Whether you do or not, ensure you clearly state a deadline to respond.  You would be served-well to set that deadline earlier than your true drop-dead deadline so you can catch last-minute sponsors.
  • Your gratitude.  Be sure to thank your prospects for their investment of time in considering your proposal.
  • Contact information.  Remember to provide a name and contact information so your prospects know how to inquire for more information or sign up.

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Section 6

6.     Plan, Plan, Plan

Before you start approaching prospective sponsors with your new Sponsorship Proposal, be sure you have done your homework.

  • Examine existing relationships you have. First, start by investigating whether your department or unit already has an established relationship with any prospect – you can easily do more harm than good if you go into a conversation without the relevant facts. If you have an existing relationship with a company, be sure to thank them for past support and look to build on that relationship.  As with all fundraising – relationship-building is key.
  • Create a wish list of sponsors. Identify entities that share a common mission or vision as your activity or event.  These are the “lowest hanging fruit” and should be top prospects as you move ahead.  Then look at what needs you have to fill and find entities that might be able to offer that support.  Will you have a lot of audio-visual needs for your conference?  Then local audio-visual companies might be a prime target.  Looking to feed the masses?  Local restaurants and caterers might be able to lend a hand.
  • Do your research. How much research you do depends upon the relationship you might already have and the amount you hope to solicit from each entity.  Check out each prospect’s website to educate yourself with general knowledge about their goals and objectives.  See if you can find information on sponsorships they may have engaged with others in the past; this might give an indication of how they prefer to engage through sponsors. For example, you might learn that a particular business provides a lot of in-kind support to local groups, while another prefers to keep it clean and simple and provide straight cash.
  • Create a database.  Keep a spreadsheet of the information you learn so you can use it year-to-year.  Include as much information as you can: everything from the proper people to approach, to what they hope to gain, and any details you might learn about their preferences and experiences.

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7. Contact Prospective Sponsors

Finally, the time has come to start approaching your prospects!  Here are some additional things to consider:

  • Start with the proper person.  Here’s where your sponsor database comes in handy.  If you can determine the appropriate person to approach who can say “yes” to your sponsorship appeal, you are half-way home.
  • Ask them what they are seeking in return for their support.  While the research you did before this point is certainly valuable, it can’t compare to asking your prospect directly what they hope to gain from the relationship.  This new information should not only be noted, but it should help refine your Sponsorship Proposal so it is exactly on point.  You might also ask your prospect how they will gauge success on those goals; this information should be noted so that you can put systems in place to gather the needed data to be able to report back to your sponsor, should you be successful in gaining their support.
  • Provide them with your sponsorship appeal.  Send your prospects the materials you have developed, whether by email, snail mail, or a combination of the two.  Allow them time to review your materials before making an approach to discuss.
  • Follow-up. While some businesses might contact you directly to respond to your sponsorship appeal, don’t count on it.  You will likely need to email, call, or set an in-person meeting to discuss what you have presented and try to forge your relationship.  Don’t be afraid to follow-up multiple times, so long as you have waited an appropriate amount of time between each contact.  Calling every day might simply frustrate or anger your prospect. Instead, if you are receiving no response, try to find another way to approach them, or resolve that perhaps your solicitation is simply hitting them at the wrong time and move on.

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8. Memorialize Your Sponsorship in a Written Agreement

Success!  You have found one or more entities willing to provide you with the support your need.  For most, the next step should be to put a written Sponsorship Agreement in place which provides all of the details of the relationship.  Be as specific as possible in the Agreement to reduce ambiguity and ensure there is a true “meeting of the minds.”

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9. Design and Implement Data Tracking Systems to Support Your Sponsorships

Think your work is done once you have signed all of your Sponsorship Agreements?  Think again!  If you hope your sponsors will want to support you again in the future, then you have additional work to do.

  • Make another list.  Go back to your notes to recall exactly what your sponsors were hoping to gain from the relationship and how they plan to define success.  Make a list of all of those goals for all of your sponsors so you know now what information you need to track to help them determine if they have reached their goals.
  • Design tools that can help deliver the data you need. You are now charged with figuring out how to gather the information needed to help your sponsor understand whether they have met their initial goals for the partnership. This can be a little more tricky, but with enough forethought, it is certainly achievable.

Perhaps they have stated they want maximum brand visibility at your event.  If so, this can be achieved by snapping photos of all of the ways you provided visibility to that entity via signs/banners, and other visual elements.

Perhaps they have said they want to reach as many new people as possible. If so, then tracking the number of people who visit their booth at your event might help gather the data needed.

Or perhaps they have said they want to know more about how a particular audience feels about their brand.  If so, then perhaps you should consider implementing a survey given to all event attendees that allows them to provide this exact information to you so you can relay it to your sponsor. You might go a step further and involved your Sponsor in drafting the survey question(s) that will be used – this will help ensure you are asking exactly the right questions, and really demonstrates that the relationship you have with your sponsor is a two-way street.

Think creatively not only about how to gather the data needed, but how to encourage others to help give you the data you are seeking.  Wondering how to get event attendees to provide feedback in a survey?  Often times, offering them the chance to win something cool by participating in the survey is all that you’ll need.

  • Implement those tracking devices and start gathering the data.  It might take a little extra effort and money to implement the new systems needed, but it is well worth the effort if it means keeping your sponsor happy with the relationship you have forged.  For some, it might be as simple as taking photos of all of the signs, booths, interactions, and/or any other opportunity that your sponsor used to help achieve their goals.Here are a couple things to keep in mind:
    • Dedicate staff resources.  Be sure you identify team members who will be responsible for collecting all data needed.
    • Continuously gather data.  Be sure you are collecting data before, during and after your event or activity.  Even though your event may last only one day, hopefully the exposure your event creates happens during a much longer period.  Be sure to capture ALL of the exposure and deliverables your event his provided.

Track as many data points as possible, and keep your eyes and ears open as to how you can further refine these tracking devices in the future so you are continuously building upon your success.

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10. Sponsorship Fulfillment Reports

Once your event or activity has passed, you have a little more work to do.  Now you must take all the data you have been collecting and use it to create Sponsorship Fulfillment Reports for each of your sponsors.  And ideally, this report will be supplied to your sponsors within 30 days of your event/activity.

These Reports help to serve many functions. They provide another opportunity to thank your sponsors and demonstrate that their needs have been considered throughout the entirety of your relationship.  The reports help to document what was delivered, and it provides your sponsor with something concrete they can show their peers and or supervisors who want to see return on their investment.  They give you the opportunity to prove that you have delivered everything you initially promised to your sponsor, as well as an outstanding way to detail all of the things you did above and beyond your promises that are meaningful to your sponsors.  And of course, these reports are an outstanding way of maintaining a meaningful dialog with your sponsors so you can immediately begin discussing a possible renewal of their support for next year.

Sponsorship Fulfillment Reports generally contain:

  • An introduction/executive summary.  This is an overall summary of your event or activity, the support provided by your sponsor, the key deliverables you have promised in return, and a short interpretation of the data.
  • Participant/attendee information.  Here you include your attendance figures, the demographics of the audience, as well as the psychographics you have learned such as lifestyle, purchasing habits, etc. of those attendees.
  • Proof of on-site exposure.  The most common way to document the on-site exposure of your sponsors is through photos from the event itself showing signage/banners, booth placement, and other details.  It can also include reporting of the number of people who passed by their booth or received their free samples. Be sure to take the opportunity presented here of comparing what was promised, and then showing how you not only fulfilled that promise, but exceeded it by listing the additional benefits you offered that were not part of the original deal.  Going above and beyond is one of the best ways to really solidify your relationship with your sponsor.
  • Proof of off-site exposure.  This can include print pieces, copies of ads, posters and/or articles about your event or activity that included their name or logo.  But it can also report TV, radio, email, website, social media, and a whole host of other deliverables from your arrangement.  For print pieces: be sure to include circulation figures and advertising rate card values to further demonstrate the value of these deliverables.  For radio or TV, include both paid ads and PSAs (Public Service Announcements) that were secured, as well as any news/media coverage that also mentioned your sponsors. Try to assess what your sponsor would have paid outright to get all of this media attention – this will drive home that their money was well spent.
  • Additional deliverables and outcomes.  Visibility is likely a desired outcome of all sponsors, but more often than not they are truly seeking something deeper and more meaningful such as direct contact with potential customers and or other meaningful engagement.  Be sure to report on those as well. These might include how the sponsor’s employees were able to participate in the event, or even the economic impact of the event so your sponsors can really understand the value their support has provided to the overall effort.

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