When discussing our brand’s quarterly results, my old boss used to always ask: what behavior did you promote that drove this result? I was expected to be able to intelligently speak, not only to what kind of numbers we were seeing, where our successes and opportunities were, but what behavior drove such a result and how did I promote the behavior. If any one of us managers were unable to speak to the behavior we were focusing on, she would then ask: “so, are you talented or are you lucky?” This was one instance you never wanted to be “lucky.” And rightly so, because luck tends to be rather inconsistent and undependable!
In the context of sponsorship partners, you HAVE to be a purposeful partner if you want to drive behaviors that get results. A few questions I think are really important to ask are:
Is there agreement in the message you’re going to send as partners? As a brand, what message do you want your audience to receive? Are your creative efforts in alignment with the message your partner is willing for their audience to receive? It can be easy to come up with a great message that casts you in a great light without considering whether or not it’s still an attractive message for your partner. And if it is attractive, is it in line with their other marketing efforts? Both sides need to be able to leverage this strategy in a way that touches their organization as a whole, and if there are too many messages, they land on deaf ears. It can be a little trickier to actually come up with a theme or message that complements both party’s interests – but it can be done – intentionally.
I read a new paper posted on IEG’s website which you can download for free; and I highly recommend it. There’s a section where they are comparing a sponsorship buyer to a partnership investor, and they point out a couple of comparisons that caught my eye:
- A sponsorship buyer treats partner like vendors, whereas partnership investors establishes link to partners’ brand values.
- A sponsorship buyer separates sponsorships from other activity, whereas partnership investors integrate with core creative ideas.
The first of these pointers I love because it shows the importance of a smart partnership where messages match. The mission of the two parties should be a seamless match, a complementary relationship, and coming together makes their messages explosive. The second point excites me because it underscores the fact that sponsorship isn’t a little pet you mind from time to time; it should touch and integrate with all aspects of your business when effectively implemented. These are two brilliant distinguishers that are clear examples of intentional partnerships.
What experiences are these audience members engaging for? Are you tapping into the opportunity to really impact this experience and leave an impression that can’t be forgotten? If something your audience appreciates is a casual, laid back experience with a taste of culture and sophistication, you’re not going to plaster your brand in an obnoxious way across the culture that they love; you just become annoying. Consider the issue that television advertisements are facing – now that DVR exists, people can bypass the commercials that are making them wait for the climax – they’re interruptions in the enjoyment an audience is experiencing in entertainment. Sponsors should not be the equivalent frustration.
Word to the wise – if a sponsor asks you about your target audience, and you can’t speak clearly about who they are, or what they want, don’t be surprised when they run the other way from your partnership request. How are they going promote a behavior when they don’t even know who they’re marketing to?
I know there are about a million other ways you can be an intentional partner – feel free to offer your insights to our readers!