Result Oriented Partnership: The
Hallmark of effective Sponsorships
•Biyi
Fashoyin
Deputy General Manager,
Omatek Computers Plc
[email protected]
Element of effective partnership
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Clearly defined mission
Develop a partnership policy that positions
your efforts and encourages partnerships
You have to start with a plan
Choose the right partners
Determine the value and benefits of the
partnership
Governance
Minimal bureaucracy
Evaluation process
Clearly defined mission
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One basic sign-post to determining the relationship
of any discerning organization is the ability to set
clear it’s mission and object.
In other words, organization considering partnering
must be clear in its mission and objectives for
partnerships at the institutional level.
Where the mission of the organization and partner
are diverse, the partnership opportunity should be
passed. If the missions are compatible, then an
analysis of the mission and objectives at the project
level should be conducted to ensure compatibility
from an operational perspective.
Develop a partnership policy that
positions your efforts and
encourages partnerships
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An effective partnership policy provides an
element of transparency and is seen as a crucial
step in developing a positive internal culture.
An effective policy needs to encourage
consistency but allow for flexibility to asses risk
and respond to opportunities. It is a symbiotic
relationship which shouldn’t inhibit the ability of
the organization.
It should be able to drive business and engender
growth for profit private businesses to build
relationships based on mutual beneficial goal.
Any conflict of interest statements needs to be
simply stated without being over dramatic and at
the same time, practical so that industry sees
value in working with you.
You have to start with a plan
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Prior to seeking partners, you need to have
a clearly defined marketing strategy that
helps to define your current situation, your
target audience, specific objectives you
want to achieve and the types of partners
that will help you address the gaps in your
strategy (e.g. reaching a specific audience,
building credibility, offering value-added
service, e.t.c.).
If you don’t have a road map, how can you
possibly know where you are going?
Choose the right partners
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Most private/public profit oriented companies
have limited resources to manage partnerships.
As such, you want to ensure that the partners
you work with are the most suitable to the
goals you have outlined in your strategy.
Prior to initiating discussions with potential
private sector, initial research should be
conducted to help determine/prioritize
partners that can help you best achieve your
objectives.
A qualitative checklist can also help to assess
different opportunities and rationalize why
certain partners are more desirable than
others.
Determine the value and
benefits of the partnership
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To create a “win/win” situation, each
organization at the outset must have a
clear understanding of the value and
benefits that the partnership brings to
the table from both a tangible
perspective.
In order to create a real “buy-in”,
both/all parties must benefit from
the arrangement, otherwise there will be
lackluster commitment.
Governance
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All partnering arrangements should
have a defined governance model
that ensures there are checks and
balances through the partnering
process.
These processes should be stated
from the onset, so that there are no
surprises or unrealistic
expectations.
Minimal bureaucracy
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A bureaucratic and complex process to
review and manage partnership will likely
undermine any real efforts to secure
partners for an initiative.
Long approval process can take away any
momentum that is developed between
potential benefits that will be offered
through these arrangements and
agreement templates so that when you
move forward on a partnering arrangement,
the approval process will be timely and
efficient.
Evaluation process
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Consistent with effective marketing, every
partnering arrangement needs an effective
evaluation strategy where ongoing progress
can be tracked and results measured against
objectives.
Evaluation can include both quantitative (e.g.
audience reach, exposure to messages) and
qualitative (organization image, audience
satisfaction) measurement criteria.
If an arrangement is not working or living up
to expectations, it is important to address
issues as they arise and not at the end of an
agreement when it is too late to make any
changes.
LEAD TO SUCCESSFUL
SPONSORSHIP DEVELOPMENT
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MAKE A CHECKLIST OF WHAT YOUR
ORGANISATION WANTS TO ACHIEVE
AND NARROW YOUR LIST OF
POTENTIAL PARTNERS
BE REALISTIC IN WHAT YOU WANT TO
ACHIEVE THROUGH ANY PARTNERSHIP
SUCCESS HAS SO MANY ACCOLADES,
SO BE CAREFULL HOW YOU
MANAGEMENT SUDDEN SURGE IN YOUR
CHAINS OF PARTNERSHIP AS SOME
PARTNERSHIP PROPOSAL DO NOT ADD
VALUE TO YOUR ORGANIZATION.
Thank you!