| Cause-related sponsorship is a strategic positioning and | | | | 4) Pick a Partner Wisely: Does your mission match |
| marketing tool that links a company or brand to a | | | | the goals of the corporation? The relationship must be |
| relevant social cause or issue for mutual benefit. | | | | mutually beneficial. Does the corporation have a solid |
| According to the International Events Group (IEG), | | | | reputation? The relationship must generate positive |
| spending on cause marketing has grown from virtually | | | | impact for you as well as them. Does the corporation |
| nothing in 1983 to an estimated $1.55 billion in 2009. | | | | have a tradition of philanthropy or is this their first |
| Nonprofits benefit from cause marketing because they | | | | initiative? Look beyond the obvious benefits of money, |
| get needed financial help, technical assistance and | | | | business expertise and volunteers. Corporations can |
| volunteers, among other things. For corporations, | | | | often provide introductions to other businesses, |
| supporting a cause can influence consumer buying | | | | marketing outreach and in-kind services (product, |
| behavior and loyalty and is a way to differentiate a | | | | services, facilities, etc.) that are free or discounted. And |
| company or a brand by taking on a social issue. | | | | of course, is the timing right? Acknowledge the |
| 1) Assess Your Readiness: Determine if you are | | | | importance of chemistry. |
| business-friendly. The cultures of nonprofits and | | | | Do due diligence to find out about the corporation's |
| corporations are vastly different. To prepare your | | | | goals and reputation. Review annual reports, financial |
| organization to work with corporations, you may need | | | | statements and press clippings to ensure that the |
| to add business people to your Board, invest in training | | | | corporation is ethical and reputable. |
| for staff or create procedures for fast-tracking | | | | 5) Identify Critical Issues: Recognize that nonprofits |
| decisions. | | | | tend to move slower, need to build consensus and are |
| 2) Understand Your Value Proposition: Determine | | | | tighter with a dollar. Their bottom line is social return. |
| which assets/capabilities that may be of value to | | | | Corporations want financial results. Meshing the two |
| corporations: | | | | can be difficult. |
| • having an excellent reputation and powerful | | | | 6) Manage the Relationship and Expectations: |
| mission, so that the corporation enhances its | | | | Nonprofits and corporations have different cultures |
| creditability by virtue of affiliation | | | | and don't always "speak the same language." Respect |
| • providing recognition, endorsements or awards | | | | each other's culture. Listening to each other, having an |
| • gaining access to prospective customers of the | | | | open and honest exchange of ideas and expectations |
| company | | | | and continually updating each other is critical. Explore |
| • having access to programs, projects and | | | | what the relationship will look like, how it will run and |
| organizational expertise | | | | what results it will produce. It is important to educate |
| • distributing products, such as books or pamphlets | | | | corporate partners that it is not always about driving |
| for use as incentives or giveaways | | | | sales in the short term – it is about building |
| 3) Know How and Why a Corporation Chooses a | | | | relationships for the long term. Get support from senior |
| Cause: Consider what types of companies would be | | | | management on both sides. |
| most likely to benefit from associations with your | | | | 7) Develop a Game Plan: Determine the scope of the |
| organization and respond to your value proposition. | | | | relationship (paid, in-kind, volunteers, marketing outreach, |
| Corporations seek to address an issue that will be of | | | | introductions, etc.) and develop costs, timelines, roles |
| particular concern to their core constituency. The more | | | | and responsibilities. |
| money a company ponies up, the more likely they will | | | | 8) Measure Results: Jointly establish objectives. |
| want a proprietary stake in their investment. Frequently, | | | | Measure performance against those objectives by |
| corporations seek visibility though the media, so the | | | | determining the performance metrics that will help the |
| cause needs to address a newsworthy issue capable | | | | corporation demonstrate success and encourage |
| of generating adequate coverage. When dollars come | | | | continued commitment. |
| from a marketing budget, as opposed to a public or | | | | 9) Develop Marketing Materials: Cover the topics of |
| community relation, it is likely that the corporation will | | | | how you do business, who supports you, how you are |
| want the cause to help them reach specific corporate | | | | governed and the results you've achieved. Be |
| objectives such as increasing brand loyalty or sales. | | | | informative but don't overload the client with details |
| Other benefits companies may seek include: | | | | about your organization. Invite potential partners to see |
| • Enhance corporate/brand reputation by positioning | | | | you in action. |
| it as a responsible, caring company/brand | | | | 10) Get a Referral: Having the door opened for you will |
| • Differentiate the corporation/brand | | | | save time and energy. Scour your networks to identify |
| • Enhance employee recruitment and retention | | | | people who can introduce you to targeted companies. |
| • Expand opportunities for employees to practice | | | | Your network includes your Board, staff, friends, |
| leadership and management | | | | friends of friends and volunteers. Do cold calling as a |
| • Increase access to markets | | | | last resort. |