Walden University has been committed to social change since it was founded in 1970. As part of this commitment, students in most every program and specialization are encouraged to actively engage in social action and to become an agent of change. What does it mean to be an agent of change?
2
Discussion: Becoming an Agent of Change
Walden University has been committed to social change since it was founded in 1970. As part of this commitment, students in most every program and specialization are encouraged to actively engage in social action and to become an agent of change. What does it mean to be an agent of change? As a professional in an educational field, you have chosen to make a difference in the lives of children and students, which is an example of social change. In this course, and throughout your program, you have considered the education and development of children and the role of educators in the community.
For this Discussion, you will analyze how you will continue to use data in creating and supporting effective educational practices. You will also examine your own social change profile and how you can become an educational agent of change.
To prepare:
Review Walden Universitys mission and vision statements, the Callahan et al. paper (2012), and the Fullan (2016) chapters for this module. Consider the impact of data-driven positive social change on government leaders, teachers, and educators.
Read the Hargreaves & Ainscow (2015) article and consider their ideas about leading from the middle. How might the concepts explored and insights you have gained in this course impact your future goals and your development as a leader of educational change and an agent of social change?
By Day 3 of Week 11
Posta response to the following:
How will you continue to use data to inform your decisions in creating and supporting effective educational practices?
How do you envision yourself becoming an educational agent of change in your future professional practice?
What goals will you set for yourself following graduation to impact children, students, and your community?
How will Waldens mission and vision, the goals in the Callahan et al. (2012) paper, and Fullans (2016) thoughts on educational change influence your views and practices in the future?
For this Discussion, and all scholarly writing in this course and throughout your program, you will be required to use APA style and provide reference citations.
By Day 7 of Week 11
Reada selection of your colleagues posts, noting where you have similar or divergent goals from your peers.
Respondto at least two of your colleagues with suggestions or questions about their social change plans.
Submission and Grading Information
Grading Criteria
Fullan, M. (2016).
The new meaning of educational change (5th ed.). New York, NY: Teachers College Press.
Chapter 11, Governments (pp. 209227)
Chapter 12, The Teaching Profession and Its Leaders (pp. 228257)
Chapter 13, The Future of Educational Change (pp. 258265)
https://search.ebscohost.com/login.aspx?direct=true&db=edswss&AN=000363967700010&site=eds-live&scope=site&authtype=shib&custid=s6527200
https://content.waldenu.edu/content/dam/laureate/laureate-academics/wal/ed-eddd/edsd-7900/readings/USW1_EDSD_7900_Callahan.pdf
https://search.ebscohost.com/login.aspx?direct=true&db=edswss&AN=000363967700010&site=eds-live&scope=site&authtype=shib&custid=s6527200 2016 Laureate Education, Inc. Page 1 of 3
RWRCOEL Professional Dispositions
Professional Conduct
1. Ethical and Legal Conduct: The candidate demonstrates professionalism
as outlined by legal and ethical guidelines within the profession.
a. Demonstrates professional behavior as described in Waldens Code of
Conduct
b. Demonstrates ethical behavior as described by professional codes of
ethics
2. Professional Obligations: The candidate meets professional obligations in
a responsible manner.
a. Maintains a strong record of attendance and punctuality, communicating in
advance the need for any absence or delay in meeting performance
expectations
b. Prepares for professional obligations and meets expected deadlines
2016 Laureate Education, Inc. Page 2 of 3
3. Professional Appearance and Demeanor: The candidate demonstrates
professional appearance and behaviors in the educational setting.
a. Maintains appropriate appearance through professional dress and
grooming
b. Approaches teaching and learning tasks with initiative, confidence, and
energy
c. Exhibits composure and self-control
d. Demonstrates flexibility in adapting to changing circumstances and
student needs
Professional Qualities
4. Professional Development/Growth: The candidate engages in ongoing
professional development and growth to improve professional practice.
a. Engages in continuous learning through participation in professional
development opportunities
b. Applies new ideas to professional practice based on existing data,
reflection, and intellectual curiosity
c. Engages in ongoing critical reflection of personal performance to improve
professional practice
5. Advocacy: The candidate advocates for fairness, equity, and social change
in the learning environment.
a. Displays empathy, fairness, persistence, problem-solving skills, and
appropriate risk-taking actions on behalf of others
b. Advocates for the social, emotional, physical, educational, behavioral, and
basic needs of others
c. Promotes positive social change to enhance educational opportunities and
promote student learning
6. Equity: The candidate demonstrates culturally responsive practices to
create an inclusive learning environment that is respectful of diverse
cultures, values, and beliefs of others.
a. Displays equitable treatment of others
i. Sets high expectations for all learners
2016 Laureate Education, Inc. Page 3 of 3
ii. Treats others with respect and dignity
iii. Recognizes individual differences in teaching and learning
b. Engages in culturally responsive practices in interactions with students,
families, colleagues, and communities
c. Creates learning environments that are inclusive; free of bias and
discrimination and respectful of diverse cultures, values, and beliefs
d. Engages families and other stakeholders in planning for individual success
Collaboration
7. Collaboration: The candidate works in collaboration with others to improve
student learning and advance the profession.
a. Builds partnerships and fosters relationships with stakeholders to improve
student learning and advance the profession
b. Collaborates with students, families, colleagues, and the community to
promote positive social change
c. Uses technology to enhance collaboration, strengthen partnerships, and
foster relationships with others to improve teaching and learning
Communication
8. Communication: The candidate uses effective verbal, nonverbal, and
technological communication techniques to foster active inquiry, improve
collaboration, and create positive interactions in the learning environment.
a. Actively and thoughtfully listens to others
b. Adjusts communication to meet the needs of individual learners and
changing circumstances
c. Asks probing, thoughtful questions to elicit meaningful responses
d. Conveys ideas in multiple ways using a professional tone
e. Acknowledges and respects ideas and/or feelings of others; makes others
feel welcome, valued, and appreciated in their communications
f. Utilizes technological tools to facilitate communication to improve student
learning and relationships with others Expanding
Our
Understanding
of Social
Change
A Report From the
Definition Task Force of the
HLC Special Emphasis
Project
Darragh Callahan, Elizabeth Wilson, Ian Birdsall,
Brooke Estabrook-Fishinghawk, Gary Carson,
Stephanie Ford, Karen Ouzts, Iris Yob
Expanding Our Understanding (July 2012) Page 2
Academic Offices
100 Washington Avenue South, Suite 900
Minneapolis, MN 55401
Phone: 1-612-338-7224 or 1-800-WALDENU (1-800-
925-3368)
Fax: 1-612-338-5092
Administrative Offices
650 S. Exeter Street
Baltimore, MD 21202
Phone: 1-866-4WALDEN (1-866-492-
5336)
Fax: 1-410-843-8104
Walden University is accredited by The Higher Learning Commission and a member of the North
Central Association, www.ncahlc.org.
Walden University practices a policy of nondiscrimination in admission to, access to, and
employment in its programs and activities. Walden does not discriminate on the basis of race,
color, sex, age, religion or creed, marital status, disability, national or ethnic origin, socioeconomic
status, sexual orientation, or other legally protected status.
Walden is committed to providing barrier-free access to its educational services and makes
appropriate and reasonable accommodations when necessary. Students requesting
accommodations per the Americans with Disabilities Act (ADA) must contact the Office of
Disability Services at [emailprotected]
2012 Walden University, LLC
http://www.ncahlc.org/
mailto:[emailprotected]
Expanding Our Understanding (July 2012) Page 3
Social change is defined broadly in terms of process and product to indicate that all kinds of
social change activity are welcomed and encouraged at Walden. As faculty members, students,
and alumni have indicated, even small acts can have large consequences, and many of these
consequences are unpredictable. The charge given to the Definition Task Force was to expand
the universitys definition of social change to provide more guidance for teaching, learning, and
assessing the social change mission at Walden. To that end, the Task Force offers the following
considerations.
To bring about long-term solutions and promote lasting effects through the process of social
change, the following features may need to be considered as appropriate to the context and
purposes of each program. The features are grouped under the headings Knowledge, Skills, and
Attitudes, to encourage a holistic approach to preparing learners for social change. The
groupings, however, are defined by soft boundaries because each feature belongs primarily to
one group but may share some of the qualities of the other groups.
A. Knowledge
1. Scholarship
The scholar-practitioner model is particularly suited to social change because knowledge
applied to real-life situations is a scholar-practitioners goal. In the scholarly role, the
scholar-practitioner engages in active learning, critical reflection, and inquiry into real-
life dilemmas and possibilities. Careful study and research can reveal the causes and
correlates of social problems and suggest solutions and opportunities for promoting
growth.
2. Systems thinking
Many of the issues addressed by social change are complex because there may be
multiple causes and manifestations of the issue that require different responses at many
levels. Systemic thinking is a technique for developing insights into challenging
situations and complex subjects. It usually begins with analysis, which makes sense of a
system by breaking it apart to see how the parts work together and influence each
other. This may be followed by synthesis that aims to develop a set of responses that
address the situation in a comprehensive way. In the Walden community, finding
systemic solutions to challenging issues might be undertaken by multidisciplinary
collaborations in which scholar-practitioners from a number of colleges work together
to examine issues and propose multipronged responses.
http://www.probsolv.com/probsolv.htm
Expanding Our Understanding (July 2012) Page 4
3. Reflection
Those working toward positive social change can enhance their effectiveness by
reflecting on the experience. Reflection can be extrospective, that is, looking outward to
review the short- and long-term outcomes of a project and its implications for the
individuals, institutions, and communities with and for whom one is working. It can also
be introspective, that is, looking inward to examine what has been learned from the
process, including new insights into ones motives, skills, knowledge, actions, and
reactions. Self-reflection allows for the contemplation of ones professional and
personal development. Group reflection affords all stakeholders in a social change
project (scholar-practitioners, community partners, policy-makers, and beneficiaries) an
opportunity to process the experience and learn from each other. Reflection employs
critical-thinking and analytical skills. It can be carried forward by questioning and self-
inquiry and may depend on a willingness to see things from anothers perspective.
While reflection needs to be honest, it should also be caring and supportive, examining
strengths as well as weaknesses and successes as along with disappointments. While
reflection may look to the past, its purpose is forward-lookingto make future social
change activities more effective.
B. Skills
4. Practice
In the practitioner role, the scholar-practitioner engages in the application of
knowledge. Learning-by-doing, or experiential learning, has a long history of support
and success in education because it can infuse and sometimes lead to deconstructing or
constructing theoretical understandings within the realities of practical life in the
students personal growth, profession, or community. By using recursive loops between
scholarship and practice, both intellectual growth and better practice can occureach
informing the other. Not merely knowing about theories but actually testing theories in
the context of everyday life is the foundation of a scholar-practitioners educational
process and contribution to social change.
5. Collaboration
Given the complexity of many of the issues addressed in social change efforts,
responsive action may be needed from many different sources. In these situations, the
Expanding Our Understanding (July 2012) Page 5
social change agent may want to build working relationships with other entities
including community leaders, service agencies, neighborhood coalitions, businesses,
religious congregations, and other local institutions. Apart from these types of civic
engagement, collaboration with scholars and practitioners in an array of professional
fields may bring a variety of perspectives, research, and applied knowledge.
Partnerships can unite the skills, knowledge, and energies needed to make a difference.
The ability to build a team, combined with leadership, project management, conflict
resolution, and communication skills, may be essential. A significant partner in social
change enterprises is the primary beneficiary; this person has a personal knowledge and
experience that can be invaluable in both analyzing a situation and proposing responses.
The primary beneficiary may be one individual or someone representing the
perspectives of a group of beneficiaries. Working collaboratively with primary
beneficiaries can be mutually educative and rewarding.
6. Advocacy
Advocacy is a matter of raising consciousness or being the voice for someone, some
group, or something that may or may not otherwise have a voice that can be heard. It
may involve political engagement, but it may also be a matter of supporting others as
they negotiate directly with the services and opportunities they need. In light of social
change, advocacy more widely aims to influence not only political but also economic
and social systems and institutions to protect and promote the dignity, health, safety,
and rights of people. Advocacy for an issue often takes the form of education that aims
to bring about a new understanding and awareness. Advocacy may also need to
encompass mentoring activities to build confidence and self-reliance in those whose
welfare is being promoted.
7. Civic engagement
Social change efforts can be supported and reflected in laws by policy-makers. Being
aware of the channels for communicating with civic leaders and knowing how to
effectively use those channels are often important when working for social change. All
institutions and groupsnot just government entitieshave their own politics, that is, a
prevailing mind-set, an internal structure, and channels of influence and power. Being
able to incorporate and negotiate these politics in support of social change requires
finesse and sensitivity. Understanding this before engaging with others can be helpful,
whether these others are legislators, local agencies and institutions, professional
associations, neighborhoods, ad hoc teams, or professional colleagues. Power
Expanding Our Understanding (July 2012) Page 6
relationships also exist between those working for social change and those who are the
primary beneficiaries. Mutual collaboration and power-sharing between the parties
involved can empower all toward more lasting social change.
C. Attitudes
8. Humane ethics
While a number of emotional effects may prompt one to engage in social change,
including empathy, sympathy, guilt, a feeling of satisfaction, and so on, ones ethical
code can inform and direct ones motivated engagement in social change. Humane
ethics is a system of moral principles that guide human conduct with respect to the
rightness and wrongness of certain actions. While personal codes of ethics may differ,
an underlying, common code of a humane ethic is characterized by tenderness,
compassion, sympathy for people and animals, especially for the suffering or distressed,
and concern for the health of the environment in which we live.
Analyzing Social Change
Figure 1 below shows each of the featuresscholarship, systemic thinking, reflection, practice,
collaboration, advocacy, civic engagement, and humane ethicson an axis ranging from 0 to 5.
Each social change activity or project could be mapped onto the axes to show the extent to
which it incorporates each feature. Joining the points along each axis produces a web for each
activity, an example of which is shown in red.
It is important to note that this tool is not intended to be an instrument to assess a particular
social change activity. Some projects and activities will be appropriately strong in one or more
areas but not necessarily in all. Rather, its purpose is to serve as a tool to analyze social change
activities that occur at Walden. It may reveal areas where an activity might be enhanced, and
importantly, it may reveal where the program for preparing students for social change might be
strengthened.
Further, all kinds of social change activities are encouraged, given the range of interests,
commitments, and opportunities for engagement among students, faculty members, and staff.
Most, if not all, kinds of activity can be represented as a web. The purpose of the web analysis
is ultimately to provide a tool to enlarge our vision of the range and features of social change
that seeks long-term solutions and promotes lasting effects.
Expanding Our Understanding (July 2012) Page 7
Figure 1. Web map showing each of the features.
Below are some examples of web maps of social change activities based on reports by students, faculty
members, and alumni in a recent research study: Perspectives on Social Change. Pseudonyms have been
used throughout.
Example No. 1. Bookcase Builders
Tom is a Rotarian and undertakes a number of service projects in the community with other Rotarians.
One such activity involves building bookcases. Some members of the club also volunteer with Habitat for
Humanity, which provides housing for needy families. Another member has connections with the local
school district and knew of a recent drive to improve the level of literacy in the community. Putting
these together, the club decided to build bookcases for the Habitat for Humanity homes and, through
the support of another club member who manages a bookstore, give each family a gift certificate to buy
books for the children to put in the bookcase.
This activity would certainly rate relatively high on Collaboration for the networking among Rotarians,
the local chapter of Habitat for Humanity, the school district, and the local book store. It also represents
a Humane Ethic in that it shows the responsiveness of this club to the need for these children to read
Expanding Our Understanding (July 2012) Page 8
well for their future success in life. As a practice, this need is supported by implicit knowledge about the
importance of motivating children and providing them with opportunities to read. so there should be a
showing on the Practitioner axis. Figure 2 below shows how this project might be mapped.
Figure 2. Web map of the bookcase builders project.
If Tom and his fellow club members want to pursue this project further they might ask whether they
may seek other possible partners for this endeavor, such as the reading tutors, the bookstore
salespeople, the parents, and even the children themselves. Others brought into the program may
contribute more Systemic Thinking to address the problem of illiteracy. The club members may also
consider follow-up activities using other features like Advocacy with a particular focus on mentoring,
Civic Engagement, or some Scholarly study of or research on the effectiveness of the project.
Example No. 2. Basket-Weavers as Story-Tellers
Arsis research took her to a remote and needy area of Jamaica, where many of the village women help
support their families through weaving baskets for sale in the tourist areas. Using a qualitative approach,
Arsi listened to and recorded the womens stories of their lives in abject poverty, analyzed them for
common themes, and presented her findings as her dissertation. The information in this dissertation
could be invaluable to service agencies and others willing to work with these women to improve their
lives.
Expanding Our Understanding (July 2012) Page 9
The project is high on the Scholar axis, especially because it is research into a real-life problem that
needs informed solutions. It further exhibits significant Collaboration in that she established personal
relationships with the women so that they could tell her their stories. It is also strong in the Humane
Ethics dimension because it deals with real human need. Writing a dissertation also demands Reflection,
particularly because it requires some discussion of the meaning of the findings and their possible
implications. The dissertation ultimately enters the public domain and, as such, is a permanent voice for
the women whose stories it shares (Advocacy). Figure 3 below illustrates this example.
Figure 3. Web map of the basket-weavers as story-tellers project.
Arsi successfully graduated in 2011. If she wanted to continue with the project, she might share her
findings with policy-makers (Civic Engagement) and service providers, such as business people,
educators, and healthcare workers (Systemic Thinking). If she could disseminate her work through
publications and presentations, she would not only deepen her own understanding (Reflection) but
more directly provide valuable information to service agencies and others to apply in working with and
for these women (Practitioner).
Example No. 3. The Monthly Giver
Expanding Our Understanding (July 2012) Page 10
Many faculty members, students, and staff members sign up to make monthly donations to agencies,
such as United Way, through automatic payroll deductions. Given their busy schedules and
commitments, they look at this as making some kind of contribution to the development of individuals,
institutions, and societies. Does such an activity count as social change? Figure 4 below is an attempt
to map this activity.
One of the benefits of the mapping tool is that it is inclusive of a wide range of possible engagements in
social change. The monthly giver, like many others, is guided by a Humane Ethic and wants to act out of
compassion and care for the distressed and needy. She also understands that the organization she is
donating to is carefully managed, well informed, and handles donations responsibly, and she wants to
do something practical to support it (Practitioner). She also knows that her donation, because it is
combined with the donations of many others, can amount to a significant sum to support large-scale
projects in the community (Collaboration).
Figure 4. Web map of the monthly giver.
Example No. 4. Global Day of Service Participant
Expanding Our Understanding (July 2012) Page 11
During the annual Global Day of Service, Justin organized a small group of his co-workers to clean up the
road entrance to the town. This meant gaining permission from the town clerk, recruiting willing
workers, arranging for safety training, and equipping them with safety vests, gloves, and garbage bags.
Justin works full-time and is undertaking his studies part-time. He is also the father of three, and his wife
works full-time so he has a heavy load of responsibilities. He does not have a lot of spare time, but he
has committed the time to organize and prepare for this 1-day volunteer clean-up event.
Justins efforts are guided by an ethic of care for the environment (Humane Ethics) and are one means
through which he can apply his studies on the importance of protecting the eco-system in a practical
way (Practitioner). Partnering with the town clerk was mandatory in this case, but the Collaboration was
important for the safety of his team, and his recruiting efforts among his co-workers was an extension of
the Collaboration. In some senses, he served as an Advocate for the environment. The day following this
activity, he posted some thoughts on what the experience meant to him and his co-workers in a class
discussion forum (Reflection).
Figure 5. Web map of a Global Day of Service participants activity.
Example No. 5. Nurses for Women
Expanding Our Understanding (July 2012) Page 12
Claire is a member of a nurses organization working for an urban community offering
uncompensated services to more than 200,000 clients a year. One of her projects has involved
hiring a number of nurses who are certified to perform sexual assault examinations; this
expedites forensic examinations in pre-hospital agencies, such as emergency medical services
and fire departments. As a result, law enforcement can work with the victims of domestic
violence, abuse, or sexual assault on the spot and spare them the added trauma of going to an
emergency room. The program has seen a record number of perpetrators put behind barsbut
the work does not stop there. The organization helps the young women get back on their feet
in a number of ways, including connecting them with Suits for Success so they are dressed
suitably for job interviews, teaching them interview skills, getting them enrolled in school
programs, and helping them with grants and jobs, so that they can put what happened to them
as victims behind them.
Claire has multiplied her individual efforts with an eye toward lasting change in a number of
ways. She and her co-volunteers apply a systemic approach to addressing the needs of the
victims of sexual abuse: helping them gain the confidence, skills, opportunities, financial
support, and even the clothing to be successful in the job market so they can build success in
their lives (Systemic Thinking). She has increased her personal effectiveness by connecting with
other trained and certified nurses and with fire departments and emergency medical services
(Collaboration). She seems to have been moved to action by a Humane Ethic and has found a
way to use her skills and knowledge to help others (Practitioner).
Expanding Our Understanding (July 2012) Page 13
Figure 6. Web map of the nurses for women project.
This is only a small sample of social change projects, but if it is representative, it is possible to
discern some trends in social change activity at Walden. For instance, in the aggregate, Humane
Ethics and Collaboration are strong features but Civic Engagement and Systemic Thinking are
not. Such findings may be useful in determining whether all of the identified features should be
supported and, if so, how they can be supported in the curriculum and through guidance
offered by university leadership and students mentors. Expanding
Our
Understanding
of Social
Change
A Report From the
Definition Task Force of the
HLC Special Emphasis
Project
Darragh Callahan, Elizabeth Wilson, Ian Birdsall,
Brooke Estabrook-Fishinghawk, Gary Carson,
Stephanie Ford, Karen Ouzts, Iris Yob
Expanding Our Understanding (July 2012) Page 2
Academic Offices
100 Washington Avenue South, Suite 900
Minneapolis, MN 55401
Phone: 1-612-338-7224 or 1-800-WALDENU (1-800-
925-3368)
Fax: 1-612-338-5092
Administrative Offices
650 S. Exeter Street
Baltimore, MD 21202
Phone: 1-866-4WALDEN (1-866-492-
5336)
Fax: 1-410-843-8104
Walden University is accredited by The Higher Learning Commission and a member of the North
Central Association, www.ncahlc.org.
Walden University practices a policy of nondiscrimination in admission to, access to, and
employment in its programs and activities. Walden does not discriminate on the basis of race,
color, sex, age, religion or creed, marital status, disability, national or ethnic origin, socioeconomic
status, sexual orientation, or other legally protected status.
Walden is committed to providing barrier-free access to its educational services and makes
appropriate and reasonable accommodations when necessary. Students requesting
accommodations per the Americans with Disabilities Act (ADA) must contact the Office of
Disability Services at [emailprotected]
2012 Walden University, LLC
http://www.ncahlc.org/
mailto:[emailprotected]
Expanding Our Understanding (July 2012) Page 3
Social change is defined broadly in terms of process and product to indicate that all kinds of
social change activity are welcomed and encouraged at Walden. As faculty members, students,
and alumni have indicated, even small acts can have large consequences, and many of these
consequences are unpredictable. The charge given to the Definition Task Force was to expand
the universitys definition of social change to provide more guidance for teaching, learning, and
assessing the social change mission at Walden. To that end, the Task Force offers the following
considerations.
To bring about long-term solutions and promote lasting effects through the process of social
change, the following features may need to be considered as appropriate to the context and
purposes of each program. The features are grouped under the headings Knowledge, Skills, and
Attitudes, to encourage a holistic approach to preparing learners for social change. The
groupings, however, are defined by soft boundaries because each feature belongs primarily to
one group but may share some of the qualities of the other groups.
A. Knowledge
1. Scholarship
The scholar-practitioner model is particularly suited to social change because knowledge
applied to real-life situations is a scholar-practitioners goal. In the scholarly role, the
scholar-practitioner engages in active learning, critical reflection, and inquiry into real-
life dilemmas and possibilities. Careful study and research can reveal the causes and
correlates of social problems and suggest solutions and opportunities for promoting
growth.
2. Systems thinking
Many of the issues addressed by social change are complex because there may be
multiple causes and manifestations of the issue that require different responses at many
levels. Systemic thinking is a technique for developing insights into challenging
situations and complex subjects. It usually begins with analysis, which makes sense of a
system by breaking it apart to see how the parts work together and influence each
other. This may be followed by synthes
SHOW MORE…
WK7DQ
According to the data provided in the IEG Guide, how much are sponsors budgeting for
measurement and evaluation?
What do these numbers tell you about the importance of measurement versus
activation? Provide one article of your own that discusses sponsorship evaluation,
measurement, or analytics.
What is the importance of measuring ROI or ROO, at the conclusion of the contract, or
throughout the relationship?
500-550 WORDS
USE SCHOLARLY SOURCES IEGS GUIDE TO
SPONSORSHIP
EVERYTHING YOU NEED TO KNOW ABOUT
SPORTS, ARTS, EVENT, ENTERTAINMENT
AND CAUSE MARKETING
IEGS GUIDE TO SPONSORSHIP
EVERYTHING YOU NEED TO KNOW
ABOUT SPORTS, ARTS, EVENT,
ENTERTAINMENT AND CAUSE
MARKETING
Published by
IEG, LLC
350 North Orleans, Suite 1200
Chicago, Illinois 60654-2105
(312) 944 1727
[emailprotected]
www.sponsorship.com
ISBN: 0-944807-74-7
2017 IEG, LLC. All Rights Reserved. IEG, LLC prides itself for innovation and quality in the
content, layout and design of IEG products. IEG products are protected by a variety of
intellectual property rights, including, but not limited to, federally registered trademarks
and copyrights. These trademarks and copyrights not only recognize the distinctiveness,
creativity and trade dress of IEG products, but also afford legal protection to IEG, LLC from
infringement of its rights. IEG, LLC will diligently enforce its intellectual property rights and
prosecute those who infringe on those rights.
IEGS GUIDE TO SPONSORSHIP
What is sponsorship? ………………………………………………………………………..1
Sponsorship spending forecast: Continued growth
around the world ………………………………………………………………………..2
Why sponsorship is the fastest-growing marketing medium………………..8
What companies sponsor ………………………………………………………………..12
IEGs guide to why companies sponsor …………………………………………….13
How companies decide what to sponsor ………………………………………….19
Average activation-to-fee ratio passes two-to-one mark
for first time ………………………………………………………………………………24
Updating the menu: Sponsorships new benefits ………………………………36
The deal-making process: Getting started ………………………………………..40
Pricing: Determining what a sponsorship is worth …………………………….42
Leveraging sponsorship …………………………………………………………………..45
How third-party activation can make or break a sponsorship …………….53
Sponsorships new optics …………………………………………………………………61
Measuring sponsorship results …………………………………………………………66
From market share increases to improved images, sponsorship
delivers return …………………………………………………………………………..79
Working with sponsorship agencies …………………………………………………82
Best practices: Working with sponsorship sales agencies ………………….90
How to hire a sponsorship agency ……………………………………………………99
Building brand equity through sponsorship ……………………………………106
Best practices: Sponsor cross-promotions ………………………………………113
Looking at sponsorship from both sides …………………………………………118
Why sponsorships fail …………………………………………………………………….125
Comparing sponsorship to advertising …………………………………………..128
IEG sponsorship glossary and lexicon …………………………………………….132
About IEG and ESP Properties ……………………………………………………….141
TABLE OF CONTENTS
WHAT IS SPONSORSHIP?
SPON SOR SHIP \SPONSOR SHIP\
N. A CASH AND/OR IN-KIND FEE PAID
TO A PROPERTY (TYPICALLY IN
SPORTS, ARTS, ENTERTAINMENT OR
CAUSES) IN RETURN FOR ACCESS
TO THE EXPLOITABLE COMMERCIAL
POTENTIAL ASSOCIATED WITH
THAT PROPERTY.
1
Although the recipient of sponsorship may be nonprofit, sponsorship
should not be confused with philanthropy. Philanthropy is support of
a cause without any commercial incentive. Sponsorship is undertaken
for the purpose of achieving commercial objectives.
And, although a sponsored property may include media extensions
such as a TV broadcast, sponsorship is not advertising. Advertising is
the direct promotion of a company through space or air time bought
for that specific purpose. Advertising is a quantitative medium, sold
and evaluated in terms of cost per thousand.
Sponsorship on the other hand is a qualitative medium; it promotes
a company in association with the sponsee.
Some of the benefits sponsorship typically offers that advertising does
not are access to a live audience, on-site sampling and opportunities
for client entertainment.
And, companies can tie sponsorship directly into product usage or
sales so they can quantify not only how many people were reached,
but how many were motivated to buy.
1
2
Reprinted from IEG Sponsorship Report
IEGs 32nd annual year-end industry review and forecast sees steady
sponsorship spending growth in 2017, with the caveat that caution on
the part of brand and corporate marketers could grow into concern as
the year progresses, thus limiting their willingness to commit additional
dollars to partnerships.
For now, global sponsorship spending is projected to rise 4.5 percent
in 2017 to $62.8 billion from the $60.1 billion spent in 2016. That growth
rate is nearly equal to last years 4.6 percent, which was slightly below
the forecast of 4.7 percent.
In North America, the worlds largest sponsorship market, growth is
expected to lag behind the global rate, increasing 4.1 percent in 2017
following 4.2 percent growth last year.
Spending of $22.3 billion in 2016 was below projected growth of
4.5 percent. North American sponsorship spending should reach
$23.2 billion this year.
One factor that could prove to be a drag on spending is the lingering
gap between sponsor expectations and properties ability to deliver
when it comes to both personalized marketing opportunities based
on audience data, and valuable digital content and platforms
Another potential cloud on the horizon is uncertainty over global
and local economic conditions in the wake of Brexit, the Trump election
and other geopolitical matters, and its impact on marketing spending,
including sponsorships and partnerships.
SPONSORSHIP SPENDING
FORECAST: CONTINUED GROWTH
AROUND THE WORLD
3
According to the This Year Next Year worldwide media and marketing
forecast produced by IEG parent organization GroupMthe global
media investment management operation of WPP Group plc.
Corporates are even more reluctant to make big investment
decisions. Some of this is transitory (energy prices), some more
enduring (Chinas structural adjustment), some political (Brexit,
European populism) and some simply because CFOs despair
this grinding global recovery will ever reach escape velocity.
Spending by Chinese enterprises, both locally and abroad, will be
the driving factor behind the Asia Pacific regions strong sponsorship
growthanticipated to again be the highest of any region at 5.8 percent
in 2017 on the heels of 5.7 percent growth in 2016.
Sponsorship growth compared to advertising and other marketing
mix components
Sponsorships global spending will grow at a similar rate to advertising,
while exceeding the projected increase on other forms of marketing
including public relations, direct marketing and promotionsaccording
to This Year Next Year. Global ad spending is expected to increase
4.4 percent in 2017, while spending on other marketing services is
expected to grow by just three percent.
In North America, sponsorship growth should outpace the other forms of
marketing, with ad spending expected to grow just 2.6 percent and other
marketing spending up 3.2 percent, according to the GroupM report.
4
Spending across North American property types
The song remains the same in terms of the breakdown in North
American sponsorship spending among the six property types. Although
growth in sports spending is expected to slow from 4.7 percent last year
to 4.3 percent this year, at $16.37 billion, the segment will continue to
command seven out of every ten dollars spent and will grow at a higher
rate than each of the other property types.
5
SPONSORSHIP SPENDING IN NORTH AMERICA
Whether it is a frequently purchased consumer item, such as beer, a
big-ticket, smaller-volume item, such as cars, or a product marketed
toa niche audience, such as IT consulting, sponsorship is being used
by product and service marketers of all types and sizes.
$2 BILLION
Projected
$4 BILLION
$6 BILLION
$8 BILLION
$10 BILLION
$12 BILLION
$14 BILLION
$16 BILLION
$18 BILLION
$20 BILLION
2013 20152014 2016 20172012
$24 BILLION
$22 BILLION
19.8
18.9
22.3
23.2
20.6
21.4
Source: IEG Sponsorship Report
6
SPONSORSHIP GROWTH COMPARED TO ADVERTISING AND PROMOTION
Sponsorship has been the fastest-growing form of marketing over the
past two decades, outpacing the growth of measured media and sales
promotion. The most active users of sponsorship allocate an average
of 19 percent of their overall marketing budgets to sponsorship.
2014
2015
2016
ADVERTISING MARKETING/PROMOTION SPONSORSHIP
4.
3%
4.
0%
3.
4%
4.
2%
4.
1%
4.
1%
4.
6%
3.
9%
5.
5%
2017
4.
4%
4.
5%
3.
0%
PROJECTED
Source: IEG Sponsorship Report
7
2017 PROJECTED SPONSORSHIP SPENDING WORLDWIDE
From electronic music festivals in the U.K. to cricket in India to
Aboriginal theater in Australia, sponsorships in all countries have
grown as a result of marketers need to tether their products
and services to something meaningful.
Source: IEG Sponsorship Report
COMPANIES FROM NORTH
AMERICA
EUROPE ASIA
PACIFIC
CENTRAL/
SOUTH
AMERICA
ALL
OTHER
COUNTRIES
$2 BILLION
$4 BILLION
$6 BILLION
$9 BILLION
$10 BILLION
$12 BILLION
$14 BILLION
$16 BILLION
$18 BILLION
$20 BILLION
$24 BILLION
$22 BILLION
23.2
16.7
15.7
4.5
2.7
8
Changes in the economy, demographic shifts and the fragmentation of
media have all contributed to sponsorships growth. Some of the largest
factors behind sponsorships rise are:
Decreasing efficiency of measured media
Costs for traditional advertising continue to increase, while ratings and
readership decline. On top of that is an even more basic problem:
consumers are not paying attention to ads.
The situation is particularly acute in television. Where once the VCRs
fast-forward button was the greatest enemy faced by TV ads, the
popularity of digital video recorders such as TiVo has made viewers
ability to avoid commercial messages even easier and more automatic.
Sponsorship, on the other hand, provides opportunities for embedded
advertising, a fail-safe delivery system where messages are incorporated
right into the action.
Changing social priorities
As issues such as poverty, the environment and AIDS loom larger, there
is a growing realization that the needs of society and the interests of
business overlap. Buyers are demanding to know where a company
stands before they purchase its products. Making the world a more
livable place is a prerequisite to achieving consumer affinity.
Sponsorship, which allies companies with community responsibility and
improved quality of life, is precisely the kind of statement consumers will
respond to. When a company sponsors, it is providing something for its
customers not making some media conglomerate richer, but saving a
high school sports program or underwriting a symphony performance.
WHY SPONSORSHIP IS THE FASTEST-
GROWING MARKETING MEDIUM
…although a sponsored property may
include media extensions such as a TV
broadcast, sponsorship is not advertising.
9
Shifting personal values
Conspicuous consumption has been replaced by cashing out. Shopping
for shoppings sake has become dclass. Tapping into todays
consumers elusive will to spend requires turning the buying experience
into something larger than just acquisition.
Sponsorship provides companies this opportunity. It says to the potential
customer: Buy this product not to indulge yourself, but to help make
the world a better place.
Increasing need for two-way communication
In response to the fragmentation of the mass market and mass media,
companies are looking for alternative methods to communicate sales
messages. The idea is to find delivery systems that allow companies to
deepen their relationship with customers.
Sponsorship, which is the most direct channel of communication, is
tailor-made for this environment. It reaches people in an environment
that matches their lifestyle rather than intrudes upon it. It is not a passive
monologue that interrupts a TV show, or comes as a piece of mail that
needs to be dealt with. Sponsorship speaks to the public, not at them,
creating opportunities for two-way dialogue.
High consumer acceptance
While traditional media is less effective than ever, much of the new
media alienates consumers. For example, 75 percent of Americans view
phone solicitation as an invasion of privacy, while 81 percent find ads in
stores to be distasteful, according to a Brandweek study. In addition,
69 percent of consumers who buy or rent movies on video are annoyed
by advertising before the film, according to a Gallup survey conducted
for Advertising Age.
On the other hand, public response to sponsorship has been over-
whelmingly positive. Sponsorship is viewed favorably because it is seen
as a form of marketing that gives something back, that benefits someone
else in addition to the marketer. It implies a degree of altruism absent
from more commercial types of marketing.
10
For example, eight out of ten respondents to a survey conducted in
Britain said sponsorship makes a positive contribution to society.
The following is a sampling of recent market research regarding sponsor-
ships acceptance and ability to influence what and where people buy.
Cause marketing. Eighty-nine percent of U.S. adults said they would
be likely to switch brands to support a product that associated with a
cause they cared about, according to the 2013 Cone Cause Evolution
Study. The study also found that 93 percent have a more positive image
of a product or company when it supports a cause they care about and
54 percent had purchased a product associated with a cause in the
previous 12 months.
Festival sponsorship. Eighty-five percent of attendees surveyed at the
city of Chicagos Gospel Festival could name one or more of the events
sponsors, according to a survey conducted by research firm McKeon &
Assoc. of Joliet, Ill. When surveyed one month later, 70 percent could still
recall a sponsor. Eighty-two percent attested they would be more likely
to purchase a product made by a company that sponsored Gospel Fest.
The figures held across all age and earning categories, with sponsor
loyalty actually increasing with income level.
Arts sponsorship. British Petroleum found a positive relationship
between arts sponsorship and a companys image and reputation. BP
also examined public reaction to the BP logo built into the set of a
performing arts event. Eighty-one percent of respondents thought the
logo was noticeable. Of those, 88 percent said it was very acceptable or
quite acceptable. Only two percent thought it was quite unacceptable;
no one found it very unacceptable.
Sports marketing. Given the choice between two products of equal
cost, 72 percent of NASCAR fans would almost always or frequently
choose the brand they associate with NASCAR over one that is not
associated with NASCAR, according to Newport, R.I.-based
Performance Research.
11
John Hancocks survey
Prior to buying an Olympic sponsorship, John Hancock Financial Services
commissioned a nationwide survey of its target market 25-to-64-year-
old financial decision-makers in households with annual incomes of at
least $30,000. Findings include:
About one-third (34 percent) said that their perception of a company
changes depending on the type of event the company is
sponsoring. Sixty-four percent of the respondents said sponsorship
of a local event would make them think more favorably of a company.
The number dropped to 42 percent for a company sponsoring a
national event.
Respondents with household incomes of $50,000-plus were equally
willing to think more favorably of a company that sponsored local
events as respondents making $30,000 to $49,990 (64 percent each).
Income had an impact on favorability ratings toward companies
sponsoring national events: Only 35 percent of the respondents from
$50,000-plus households gave national sponsors a more favorable
rating versus 45 percent from the $30,000-to-$49,990 households.
Whether sponsoring a local or national property, a companys
ability to influence purchase is greater with men than women, and
respondents earning $30,000 to $49,990 than those earning
$50,000-plus.
Changing the name of an event to the sponsors name was deemed
very appropriate by only 13 percent of respondents. High visibility
at the event via signage and product sampling was considered
very appropriate by 30 percent.
12
WHAT COMPANIES SPONSOR
$20 BILLION
$24 BILLION
$18 BILLION
$16 BILLION
$14 BILLION
$12 BILLION
$10 BILLION
$8 BILLION
$6 BILLION
$4 BILLION
$2 BILLION
$22 BILLION
$22.3 BILLION
2015 2016 20172014
$23.2 BILLION
ARTS
($962 million) 4%
CAUSES
($1.99 billion) 9%
ASSOC. ($604 million) 3%
SPORTS
($15.7 billion) 70%
ENTERTAINMENT
($2.22 billion) 10%
FESTIVALS, FAIRS, ANNUAL
EVENTS ($878 million) 4%
ARTS
($994 million) 4%
CAUSES
($2.06 billion) 9%
ASSOC. ($617 million) 3%
FESTIVALS, FAIRS, ANNUAL
EVENTS ($904 million) 4%
SPORTS
($16.37 billion) 70%
ENTERTAINMENT
($2.3 billion) 10%
$20.6 BILLION
$21.4 BILLION
ARTS
($923 million) 4%
CAUSES
($1.85 billion) 9%
ASSOC. ($574 million) 3%
SPORTS
($14.35 billion) 70%
ENTERTAINMENT
($2.05 billion) 10%
FESTIVALS, FAIRS, ANNUAL
EVENTS ($847 million) 4%
ARTS
($939 million) 4%
CAUSES
($1.92 billion) 9%
ASSOC. ($591 million) 3%
FESTIVALS, FAIRS, ANNUAL
EVENTS ($860 million) 4%
SPORTS
($14.99 billion) 70%
ENTERTAINMENT
($2.13 billion) 10%
Projected
In its earliest days, sponsorship was almost exclusively the domain of
sports properties. In 1984, 90 percent of all sponsorship dollars went
to sports. While sports continues to command the lions share, the
demand of corporations for a new and better way of communicating
with their key audiences has benefitted every type of sponsorship.
NORTH AMERICAN SPONSORSHIP SPENDING BY TYPE OF PROPERTY
Source: IEG Sponsorship Report
13
Companies do not use sponsorship to replace advertising, public
relations or sales promotion. The benefits sponsorship offers are quite
different, and the medium works best as part of an integrated marketing
communications effort that includes the use of all marketing methods.
Below, IEG analysts identify the most common reasons companies use
sponsorship.
Increase brand loyalty
Loyal customers are a companys most valuable asset. The absence of
tangible differences among products in every category has a simple but
inescapable consequence: emotional logic is the single most important
business driver. Without emotion, a product or service is just like every
other product or service. Effective marketing is no longer tied to eyeballs
but rather heartstrings. Whether its through sports or entertainment,
arts or causes, companies are creating loyalty by tethering their products
and services to the issues, events and organizations their customers
care about.
Create awareness & visibility
The wide exposure properties enjoy in both electronic and print media
provides sponsors with vast publicity opportunities. For many sponsors,
the cost of purchasing the TV and print exposure their sponsorships
garner is unaffordable.
Change/reinforce image
Sponsorship can create, change or reinforce a brand image. For
example, Mountain Dew reinforces its ties to youth by sponsoring
the action sports Dew Tour. While imagery can be projected through
advertising, paid media lacks the authenticity of a sponsorship.
Drive retail traffic
Companies use the assets of their sponsorships to create trafficbuilding
promotions. For example, NASCAR sponsors bring showcars
to retail outlets while entertainment sponsors offer vouchers for ticket
discounts exclusively through their retail partners.
IEGS GUIDE TO WHY COMPANIES
SPONSOR
14
Showcase community responsibility
Customers are speaking, and they are saying they are willing to reward
or punish companies with their wallets based on corporate citizenship.
In Canadas Millennial poll, people said that social responsibility is the
number one factor that influences their impression of a company more
even than brand quality or business fundamentals.
Drive sales
Companies use sponsorship as a hook to drive sales. For example,
Listerine used a $20,000 Taste of Chicago sponsorship to boost shelf
space, retailer co-op advertising and sales.
The brand garnered a 238 percent annual increase in regional
shipments for its 48-ounce size, which was featured during the sponsor-
ship. Second-quarter shipments for that year also rose 193 percent and
sales of the 48-ounce size remained one share point higher after the
sponsorship. And, for the first time in the brands history, the number of
in-store displays hit double digits.
Sales can also come directly from the rightsholder. For example,
CitiBank provides banking services for 90 percent of the teams and
venues it sponsors. Those services include payroll and bank accounts,
ATM deployment and 401k plans.
Sample/display brand attributes
Sponsorship allows companies to showcase product benefits. Bell
Canada looks for opportunities to highlight the power of its telecom-
munications products and services. For example, it sponsors the ticket
ordering and accommodations phone lines at the Shaw and Stratford
festivals. It also helps support the festivals Web sites.
At the Air Canada Centre, where Bell Canada is associated with both the
NHL Toronto Maple Leafs and the NBA Toronto Raptors, all broadcast
press conferences originate in the Bell Canada-branded Media Centre.
And the telecom placed four interactive kiosks in the venue that attendees
can use to play interactive games, log onto the Internet and watch the
game from satellite-fed screens. Bell Canada also invites attendees to
make free cellular calls at its on-site retail store.
15
Entertain clients
Properties hospitality components can be highly relevant to companies
that value the opportunity to spend a few hours with clients and
prospects and solidify business relationships.
For example, Bank of America signed a three-year $2.7 million deal for
a series of classical, jazz music and ballet performances in venues
around the city of Boston. The bank typically invites 200 customers to a
performance; each evening begins with a pre-concert dinner at the
bank and ends with a post-concert reception at a hotel. Bank of America
has used pro-ams around its sponsorship of PGA Tour stops to entertain
customers and pitch new products. The Bank tracks the profitability of
new business generated by the pro-ams. Over several years, the bank
generated more that $2.5 million in incremental profit from the pro-am
events.
Narrowcasting
Sponsorship allows companies to hone in on a niche market without any
waste. For example, Cadillac sponsors conventions targeted to women
and African-Americans with incomes of more than $55,000 to gain market
share among these groups. To reach prospective buyers, Cadillac uses
on-site displays, special mailings to attendees and conducts workshops
on car lease info, owner privileges and safety.
Product specialists take names and addresses of attendees seeking
additional information; within 24 hours, Cadillac mails them an incentive
offer to visit their local dealer. Those names and addresses are shared
with the zone office for further follow-up. People who do not act on the
mailer are contacted by a local dealer. Cadillac evaluates the programs
success through product exposure, the number of names gathered and
mailing redemptions.
Recruit/retain employees
Sponsorships are also scrutinized for their ability to provide incentives for
a companys workforce. Examples range from American Express inviting
3,000 employees to a company-sponsored rock concert in Central Park
16
to McDonalds having NBA and Olympic athletes visit stores and meet
with its crews. Hugo Boss, which sponsors the Solomon R. Guggenheim
Museum, offers employees discounted tickets and subsidized trips to
Guggenheim museums worldwide.
Merchandising opportunities
Point-of-purchase promotions themed to a sport, event or cause can
bring excitement, color and uniqueness to in-store displays. Sponsorship
also gives longevity to merchandising programs. Marketers can promote
their tie weeks or months in advance.
An AT&T in-store promotion around the annual battle between the
University of Michigan and Ohio State University football teams
generated a more than 200-percent increase in line activations in both
Detroit and Columbus, Ohio, area stores. The Gear Up for Game Day
promotion offered a free $30 college-logoed shirt with purchase of a
two-year plan and a Kyocera phone. The promotion, which ran
for four weeks prior to the game, also featured a sweepstakes for tickets
and a tailgate party.
Incenting retailers, dealers and distributors
Competition for shelf space is one of the biggest issues facing
companies today, and many are using sponsorship to win the battle.
For example, many packaged goods companies do not sponsor
NASCAR racing only to reach consumers, they also use the sport to
incent retailers. Sponsoring brands offer retailers perks such as driver
appearances at stores and event tickets in exchange for incremental
case orders and in-store product displays.
MasterCard used its former World Cup tie to create acquisition and
usage programs for its member banks and merchants in more than 70
countries. Banks used the tie to issue World Cup-themed affinity cards,
while merchants displayed millions of game-themed decals.
Differentiate product from competitors
This objective is what is driving much of the sponsorship by service
industries like banking, insurance and telecommunications.
17
Sponsorship provides companies a competitive selling advantage
because it offers opportunities for category exclusivity and can be
used as a platform for creating currency with customers. Sponsors take
the rights associated with their properties and make them work for
the customer to help achieve their needs and objectives, for example,
a discount on tickets or a pit pass to a NASCAR race. It is a valueadded
promotion that the competition can not duplicate.
Combat larger ad budgets of competitors
The cost-effectiveness of sponsorship relative to traditional media
advertising allows smaller companies to compete with the giants of their
industry. Mercury Communications (now traded as Cable & Wireless)
could not match rival British Telecoms mighty media budget and used
sponsorship of the U.K.s Princes Trust charity and a Royal Academy of
Arts exhibit to build awareness, increase sales and strip market share
from its only competitor. Mercury tied its phone cards to both sponsor-
ships. The company donated a portion of each Mercury Princes Trust
affinity card sale to the charity; it also commissioned artists to design
Pop Art cards that coincided with the Royal Academy exhibit.
Prior to the sponsorship programs, survey respondents had over-
whelmingly chosen coins as their preferred payment method at public
phones; 17 percent chose BT cards, while 9 percent opted for
Mercurycards. Afterwards, 67 percent chose phone cards, with Mercury
thrashing BT, 55 percent to 12 percent.
Moreover, given the choice between the standard Mercurycard and the
Trust affinity card, survey respondents picked the affinity card, 38 percent
to 17 percent.
The era of the mass audience is gone.
Sponsorship allows companies to hone
in on a niche audience without any waste.
18
Achievement of multiple objectives
Sponsorship offers the possibility of achieving several goals at once;
most companies expect the medium to deliver a combination of the
above benefits.
For example, Jack In The Boxs Seattle region had five objectives for its
sponsorship of Western Washingtons Puyallup Fair:
1) generating awareness and trial of new products
2) reinforcing its position as a fast-food chain where consumers
can try new items
3) building sales through aggressive couponing
4) providing employees an opportunity to learn local marketing
techniques via event participation
5) expanding the chains awareness with radio broadcast support
19
The following are typical sponsorship criteria. Sponsors should use
them as a guide to designing their own matrix for sponsorship selection
adding, deleting and refining points to dovetail with your specific
objectives. Properties should use them to understand what potential
sponsors generally will be seeking.
Image compatibility
Does the property offer the imagery we are trying to establish?
Is it a lifestyle with which we want to be associated?
Is the property bigger than any sponsor or will it be possible to
impose our brands personality on the sponsorship?
Are the cosponsors companies with which we want to be associated?
Audience composition
Who is the propertys core audience and what are the groups
buying habits?
Does the audience feel a strong sense of ownership/identification
with the property or is it a more casual relationship?
What is the extended reach of the property? On-site spectators?
TV viewers? Year-round members?
What geographic market(s) does it impact?
Ability to incent retailers
Can we offer retailers a tie-in that builds store traffic?
Can we create multiple promotions around the sponsorship so that
each competing retailer in a market can have a distinct program?
HOW COMPANIES DECIDE WHAT
TO SPONSOR
20
Ability to leverage
Is there an opportunity for multi-brand involvement?
Can we conduct cross-promotions with cosponsors?
Can we integrate the sponsorship into our existing
promotional campaigns?
Can we use star performers in our ad campaigns or promotions?
Does the opportunity occur during a time we would like
extra visibility?
What is the propertys promotional time frame…Is it relevant
year-round, each season or just once?
Are there opportunities for product sampling and display?
Media
Is the property appealing in a positive way to the media?
Can it draw broadcast and print coverage?
Can we get our presence recognized?
Can the property attract a network or cable TV broadcast?
Will our signage show up on the TV broadcast?
Exclusivity
Are the areas of category exclusivity offered broad enough?
Can we take a position with all properties within the entire sector,
thereby locking out our competition, or will the expense or existing
deals prohibit this?
Is the property already saturated with sponsors?
Is it already identified with another company in our field?
What are the opportunities for ambush? For example, will we be
the category exclusive advertiser in the program book?
21
Product showcase
Can our product be worn/used while participants compete/perform?
Is our product key to the successful staging of the event?
Does the property lend credibility to our product with hard-core
fans, insiders and the media?
Ability to impact consumer sales
Can we design promotions around our activity that directly involve
product purchase?
Does the hospitality component have strong appeal to our
key clients?
Can the sponsorship gain additional distribution outlets for
our products?
What is the value of on-site sales rights?
Does the sponsorship give our marketing pitch