caliber cmf presentation_final
TRANSCRIPT
Community Relations
Sponsorship Marketing Strategic
Alliances
Defining Corporate Alliances
Executive Directives Awareness Impact
Defining Corporate Alliances
Authenticity
Employee Engagement
Relevant Connection with
Consumers
Mission &Values Based
Measurable in Sales & Impact
Key Alliance Areas
Mission Support and
Advancement
Cause Marketing
Employee Activation
In-kind and Enhancement
Sponsorship
Corporate Champion
Mission Support & Advancement
Outright giving that supports the mission and vision, many times enhanced by marketing the donation as a matching gift
Cause Marketing
A relationship between a corporation and nonprofit that generates consumer-driven support for the hospital through various activation methods
Employee Activation
Engaging employees in fundraising, volunteerism and championing of the cause
In-Kind and Enhancement
A budget-relieving or experience-enhancing donation that has the ability to generate incremental revenue, assist expense line items and/or increase brand awareness
Sponsorship
Program, event or physical structure-related, typically a financial or in-kind donation in exchange for goods, services, experiences and/or visibility
Corporate Champion
Utilizing corporate partners and sponsors as “champions” or “rainmakers” to open new doors to funding, partnerships and marketing services
Fundraising Marketing Medical / Science
Patient Relations,
Social Work & Child Life
VolunteerDevelopment
Integrated Approach
Feasibility 10
Are your development, hospital and Board leadership open to cause marketing and corporate alliances? Do you know in what context?
Are key physicians in key areas of expertise/department/pillars open to aligning their programs with corporate partners?
Do you have internal corporate leads you can access/approach for cause marketing and corporate alliances? Do you know in what context?
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Are the medical department/pillars open to working together on cause marketing and corporate alliances? OR would any alignment have to be pillar-specific?
Do you have a strong regional brand or exceptional national research in key, consumer-friendly departments/pillars?
How well do key areas of development work together: major gift officers, direct mail, event production, sponsorship, marketing communications, PR?
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Feasibility 10
Is development marketing and outreach separate from clinical marketing? If so, how well do they work together?
Do you have any event, advertising or human resources that can be leveraged in support of a cause marketing program? Do you know in what context?
Do you have the resources to devote someone or part of someone to creating a formal program and conducting outreach for the next 18 to 24 months?
Does your institution have the legal skill and/or resources to devote to supporting a formal corporate alliance program?
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Feasibility 10
Who’s Winning
Buy-In
Process
Brand ValueInvestment
Integration
The Internal Process
Board
Hospital Executive Leadership
Cancer
Hear
t PedsDia
bete
s
Board Support & Internal Champions
Head of Development Head
of MarketingAttorneys
Physicians in Key Consumer Areas of Focus
BreakingDown Silos
Structure
Director, Corporate Alliances
Cause Marketing
Sponsorship
Corporate Giving
Mission Support/ Brand
Partners
Integrated Approach
Corporate Alliance Task Force
Key Development Leadership
Key Pillar Development
Officer(s)
Development Marketing
Donor Outreach
(Pubs)
Clinical Marketing
Web/Social Marketing
Advertising
Key Physician Leadership
Professional Committee
Tools and Resources
Guidelines Criteria
Process Charts (Inquiry,
Approval, Leveraging
Assets)
Defined Assets
Corporate Alliance Task
Force
Legal Process
Research Tools Target Lists Key Pillars
Positioning for Success
Key Competition
Strategic Direction
Operational Enhancements Required
Key Mindsets of
Desired Audiences
Trends/ Gems
Brand Assets
Audiences Key Perceptions
What Makes You Unique?
Unique Selling Point(s)
First Best Only
Strategic Alliance Cycle
Acquisition
OptimizationRetention
Strategic Alliance Cycle: Acquisition
Cultivating Leads
Warm Leads
Board
Major Donors
Professional Committee
Volunteer Committees
Event Sponso
r
Physician
Grateful Patients
Agency Contact
s
Cultivating Leads
Cold Leads
Competitive
Research
Local Companie
s
Local Divisions
Past Support of the Cause
Utilizing Your Assets
Tours
Naming Opportunities (virtual & physical)
Activities & Events
Partners Summit
Utilizing Your Assets
Cultivation Events or Programs
Professional Advisory
Group
Telling Your Story
FAMILIES & PATIENTS
PHYSICIANS, RESEARCHERS & MEDICAL STAFF
VOLUNTEERS
CORPORATE PARTNERS
Closing the Deal
Just do it.The best way to learn is to start.
It’s about value. Define the ROI.
Have a creative idea.Don’t walk into the room empty handed.
Get advice. It you are not a marketer, find a mentor.
Get Integrated. Know your assets and think bigger.
If possible, avoid cold calling. Use every contact you have.
Research. Find out what is currently going on with your target company, their industry and their competitors.
Listen. Know your product and its values/assets well and be ready to adapt to meet their goals.
Get a meeting. You want to get in the door.
Closing the Deal
STICK WITH IT
Eighty percent of new sales are made after the fifth contact, yet the majority of salespeople give up after the second call. Follow up and keep calling. Persistence pays off.
Strategic Alliance Cycle: Optimization
Strategic Alliance Cycle: Retention
Service
Communication
Hospitality & Stewardship
Recognition
Measurement
18 months from initial contact to a deal in the marketplace
Longer for new efforts
Timing
Year 1 - $0
Year 2 - $200,000 to $500,000
Year 3 - $500,000 and beyond
IncomeNational vs. Local/Regional saturation
Create a metric that values impressions
Brand
Contact Information
Maureen CarlsonPresident
Caliber Sales & [email protected]@MCCaliber
Philips McCartyPresident
Cause Innovationwww.causeinnovation.com [email protected] @CauseInnovation
