What Is Ethics Event Management and Sponsorship: Learning Outcomes

CHAPTER 8 l EVENT MANAGEMENT AND SPONSORSHIP
8
Event
Management
CHAPTER and Sponsorship
What is Ethics
LE AR NI NG OUTC OMES
By the end of this topic, you should be able to:
1. Define event management;
2. Differentiate press conference from a press release;
3. Explain press conference, press release, media advisories and fact sheets;
4. Elaborate on the promotional methods like road shows, exhibition, audiences and spon-
sorship.
1
EVENT MANAGEMENT AND SPONSORSHIP l CHAPTER 8
INTRODUCTION
Event management is
the application of the
management practice of
project management to
the creation and devel-
opment of festivals and
events. Event Manage-
ment involves studying
the intricacies of the
brand, identifying the
target audience, devis-
ing the event concept,
planning the logistics
and coordinating the
technical aspects before
actually executing the modalities of the proposed event.

This chapter focuses on
Target audience
Press conferences,
Press release,
Exhibitions and road shows,
Audiences and
Sponsorship.
8.1 PRESS CONFERENCES
A media event as in shown figure 8.1, as loosely defined by evolving modern usage, is an occa-
sion or happening, spontaneous or planned, that attracts prominent coverage by mass media or-
ganisation, particularly television news and newspapers in both print and Internet editions. The
element of immediacy (as in breaking news) is crucial in spontaneous media events, while
in planned events like a major speech by a national leader or a public demonstration against a
government action, the prime importance of the subject matter itself is relied upon to elevate the
occasion to true media event status. When individuals or groups attempt to generate publicity
for themselves through a contrived media event, the occasion almost never captures widespread
interest in the way a naturally occurring event doessuch attempts are usually thought of as
instances of spin or media manipulation, despite the use of the term media event by adver-
tising agencies or other planners.
2
Figure 8.1: Media event, spin / media manipulations
What is the difference between press conference and press release? A press (or media) confer-
ence is a question and answer period, set up by an organisation that allows the press to ask ques-
tions, usually after a prepared statement has been verbally delivered as shown in figure 8.2.
Figure.8.2: A press conference - Question answer session
3
A press release is a prepared statement, from an organisation, that is distributed to the media,
usually for information purposes only as shown in figure 8.3.
Figure 8.3: A press release - For information purpose
Press conferences bring together members of the media and the public and one or more govern-
ment officials in a question-and-answer session, usually at a location selected by the govern-
ment official as shown in figure 8.4. Press conferences offer a chance for citizens through
the press to question government officials and a chance for the government officials to take
their message to the people through the media.
Public
Press
conferences
Media Government officials
Figure 8.4: Press conferences connect media, government officials and public.
4
8.1.1 Before the Press Conference
The first step in setting up a press conference is to be sure there is news. For the head of a coun-
try, this is rarely a problem. For the head of a small government agency, attracting the press
could be more difficult. Reporters dont like spending time at what they consider a non-event
when they have other news competing for their attention as shown in Table 8.1.
Among the steps to take in setting up a press conference:

Table 8.1 Steps to Follow Before Setting-up a Press Conference
1. Determine the topic of the conference and whether there is news to be made.
Decide if a press conference is really necessary, or if reporters can write an accurate,
2. thorough story with a press release, a fact sheet, and a follow-up telephone conversa-
tion.
3. Decide what the government official will say in his or her opening statement.
Write talking points for the government official for the opening statement. Just as in
4.
doing an interview, focus on making only three points. More than that is too much.
Identify possible questions that might be asked and appropriate responses to each
question. These need to go beyond the intended subject of the press conference since
5. reporters may ask questions on other issues. Some press offices keep a list of topics
on their computers to be frequently updated so the material does not have to be newly
written each time.
Stage a mock press conference the day before the actual conference, especially if the
government official is uncomfortable responding to potential questions. Have the press
6.
office staff pretend to be reporters and ask questions of the official. This allows both
official and staff to become aware of potential gaps in their responses.
Pick the date for the press conference carefully. Check the event against the long-term
7. calendar of other government offices to ensure there are no conflicts with other news
events that day.
Pick the time for the press conference. Mid-morning or early afternoon is often the
8.
best for the various news deadlines.
Choose a location that is accessible and can meet the technical requirements of the me-
dia. The site should also be visually attractive and enhancing to your message. For in-
9.
stance, if agriculture is the topic, pick a farm as a backdrop. If it is education, perhaps
a school library.
Determine whether to use visual aids. Is there a good visual, such as a big chart, that
the government official can show during the press conference? Have it next to the of-
10. ficial so that television cameras can include it. Also, have the visual printed and put in
a press packet so reporters can refer to it as they write their stories and have it printed
in the newspaper or shown on tape.
5
Decide who, if anyone will introduce the government official at the press conference
11.
and who will conclude it.
Notify reporters. Besides those who cover the official regularly, you might expand the
12. list of reporters, depending on the topic. For instance, if the intended story is on the
environment, you might also notify environmental reporters.
Telephone reporters a day or two before the event to remind them of it. Try to get an
13.
idea of who is coming and who is not. You may need to get a larger or smaller room.
14. Put the announcement of the press conference on a news wire service calendar.
Send a fax or e-mail to out-of-town press who may be interested in the topic but are
15
unable to attend the press conference.
Allow time for the writing, printing, assembling, and transportation of any press mate-
16.
rials, such as press kits, press releases, backgrounders, biographies, and photographs.
Decide if credentialing the press is necessary. That is, will only certain reporters be
17.
invited.
Manage all the technical requirements of the press. Arrange for lighting platforms,
special power, translation, and mult-boxes audio equipment that has a single input and
18.
multiple outputs that go to recording devices). Make certain that anything that will be
used works.
Assign a staff member to manage the logistics of the conference. On the day of the
event, he or she should be at the site well in advance and should be prepared to handle
19.
unexpected logistical problems, such as outside noise and bad weather if it is an out-
door event.
8.1.2 If the Press Conference is Off Site
If the press conference is off site, you need to follow as shown in Table 8.2.
Table 8.2 Steps to Follow is off site a press conference
1. Decide if you need a holding room or hospitality suite for the government official.
2. Have adequate space that meets the technical needs of reporters.
Have the names, phone numbers, and cell phone numbers of key people at the site, such
3.
as the head of security, the maintenance superintendent, and public relations staff.
Although you are a guest at another location, planning all the aspects of out-of-town events is as
important as planning events on your home turf. Things can and do go wrong. For example, one
government official traveled several hours to dedicate a new hospital facility. He and his press
secretary knew he would take press questions after the dedication, but they neglected to arrange
for a place where this could occur. The official wound up giving a press conference for 15 re-
porters in a hospital hallway, with a school band playing so loudly that reporter could not hear,
6
and in a space so narrow

that TV camera operators
could not get a good pic-
ture.
At least a week before the

event, the spokesperson
should have asked the hos-
pital for a room to hold the
press conference, notified
the media as to its avail-
ability and time, and had
the press aide traveling
with him go to the room in
advance even an hour
ahead of time to check
Figure 8.5: Government official missing the opportunity of a good - News story
it. Instead, the reporters
were frustrated, and the government official missed the opportunity of a good-news story as
shown if figure 8.5.
8.1.3 During the Press Conference
Table 8.3 Steps to Follow during the press conference
1. Have a sign-in sheet for the press and any visitors so you know who was there.
Tell reporters at the beginning of the press conference how much time the speaker has,
2.
and be prepared to cut off questions at that time.
Keep the press conference and statements short. The press will be more receptive to an
3. official who makes a short statement and takes questions as opposed to one who gives a
half-hour speech.
4. Allow time for questions.
Tape the remarks made by the government official so that they can be transcribed for a
5.
permanent record.
Get responses to unanswered questions. If an official is asked a question that he or she

6. cannot answer, he should admit it but promise to get back to the reporter later that day
before his or her deadline with the information.
7
8.1.4 After the Press Conference
Table 8.4 Steps to Follow during after the press conference
Put a transcript of the press conference on your Web page as soon as possible to make it
1.
widely available.
Send hand-out materials and a transcript to any media who could not attend but have an
2.
interest in the story.
Fulfill all promises for additional materials or responses to unanswered questions within
3.
deadline times.
4. Critique each step of operation, and write up your notes for the next conference.
Before you do a press release, answer these questions:

1. Why is this important and how does this make news?
ACTIVITY
2. What are the main points?
3. What research is there to back up the information?
4. Can it be checked easily if reporters ask to do so?
5. Who can be quoted as an authority on the topic?
6. Is a fact sheet needed for additional information?
WEBSITE
http://usinfo.state.gov/products/pubs/pressoffice/conferences.htm
8.2 Press Releases
Press releases are a summary of facts about a program or issue on which you want media atten-
tion. They are presented in a standardised format. The main criterion for a press release is that
it must contain news.
Similar to a straight news article as shown in Figure 8.6, a press release is written in an inverted
pyramid style. The first paragraph is the lead, and it contains the most important information;
subsequent paragraphs expand on that information and give more detail in decreasing order of
importance. The least important information is at the end.
Like a good news story, the good press release answers who, what, when, where, why, and how.
Who is the subject of the story? What is the story about? When is or was the event? Where is or
was it happening? Why is the information important? How is this of significance? All of these
8
Figure 8.6: Press release in an inverted pyramid style
should appear in the first paragraph.
The sentences and paragraphs in a press release should be short so they can be quickly reviewed
by an assignment editor or a reporter as shown in figure 8.7, and they should contain no jargon,
abbreviations, unexplained details, or cliches. Quotations may be used, but it is more usual to
find these in the second or third paragraph; they are always attributed.
Figure 8.7: Assignment editor and reporter reviewing the press release
Press releases that read like a news story, without a lot of inflammatory adjectives, are more
likely to be picked up by the press.
Typically, press releases in the United States follow a formula as shown in figure 8.8.
9
Double spacing.
Plain stationery, preferably with the organisations name and address printed at
the top.
Wide margins - at least one inch (2.54 centimeters) around - providing for ease in
reading and allowing editors and reporters to make notes in them.
Typed on only one side of the paper.
Figure 8.8: Formula for press release followed in the united states
The standard press release contains the following information at the top of the release as shown
in figure 8.9
The date the release is being put out.
A contact name, phone number, fax number, and e-mail address. Sometimes, cell
phone numbers of after-hours contact persons are listed, particularly if the press
office deals with reporters in several time zones.
A release time. Often, news releases are sent in advance of an event but cannot be
used until a specific time so that reporters have time to read the material and pro-
cess the information, particularly if it is a complicated story. If this is done, write
EMBARGOED UNTIL and the date and specific time the news can be released. If
the information can be used immediately, write FOR IMMEDIATE RELEASE.
A headline, summarising the news of the release that is attention getting and capi-
talised.
A dateline, capitalised, beginning the first paragraph that states where the news
originated.
Figure 8.9: The information in standard press release
In the United States, press releases as show in figure 8.10 typically run one to two pages. If
there is more than one page, type more at the end of the first page. At the end of the release,
type --30-- or #### to indicate the end. Be sure to check for spelling errors, typos, incorrect
punctuation, and poor writing.
Press releases can be sent to the attention of an editor, an assignment editor, or a reporter. Fol-
low up on the press release with a phone call. Ask if the intended recipient got your release and
would like additional information.
Press materials, such as press releases and fact sheets, should always be written and distrib-
uted before a news event such as a press conference, and not afterwards. One new govern-
10
ment found that out the hard way.

Ministers stayed behind closed
doors all night to develop a new
economic plan. They concluded at
7 a.m. and alerted the media to an
important press conference at 10
a.m. The ministers announced the
new economic policies, and then
the press staff began writing the
press materials. Because the staff
was so occupied with writing the
press announcement, they did not
have time to properly explain the
Figure 8.10: Samples of press release in the united states new policies. For hours, the press
had no written materials to work from in preparing what was a major and complicated story,
and many got some of the details wrong. The government press office had to work for weeks
attempting to correct the misinformation.
8.2.1 Media Advisories
Typically, media advisories as

show in figure 8.11 are used to
announce an upcoming event on
which you would like press cov-
erage. They are similar to press
releases in answering who, what,
when, where, why, and how, but
they are shorter, intended to en-
tice reporters to come to the event.
Some press offices even list this
information in bold type, followed
by the details, in order to attract at-
tention for the upcoming event.
Figure 8.11: Media advisories enticing reporters to attend
Media advisories are in the same style as a news release with the date, contact names, phone
numbers, and FOR IMMEDIATE RELEASE or EMBARGOED UNTIL at the top, and
with #### or --30-- to indicate the end of the release.
8.2.2 Fact Sheets
The fact sheet, or backgrounder, as show in figure 8.12 gives more detail than the press release
by using facts and figures, but not quotations, to embellish on a press release. The fact sheet is
presented in as readable a form as possible. It often has subtitles in bold type and is highlighted
11
with bullets.
Like media advisories, fact

sheets follow the format of a
news release with EMBAR-
GOED UNTIL or FOR IM-
MEDIATE RELEASE, con-
tact names and numbers, and
-30- or #### indicating an end-
ing.
Officials in one government

media office observed that the
members of the press would
come to a press conference,
take materials, and leave before
the press conference began. The
press spokesman decided to
distribute the materials after the
press briefing in order to keep
journalists there. This didnt
work. A number of journalists
Figure 8.12: Fact sheets avoid mis - Interpretation stayed for only part of the brief-
ing, left early, and wrote stories from their notes. Sometimes, the press officers felt the reporters
got it wrong. If the reporters had had the written material with the basic facts to pick up before
the press conference, they likely would not have misinterpreted issues.
Journalists usually have a

number of events to cover,
and a spokesperson should
not assume that if reporters
stay for only part of a brief-
ing they are not interested or
will not write a story. Many
may want to write stories, but
their schedules may preclude
them from staying for the en-
tire press briefing, particular-
ly if a briefing runs for more
than an hour, as this press of-
fices did. If the reporters had Figure 8.13: Example of press release
had the written materials, chances are they would have referred to them while writing their
stories. Figure 8.13 refers some examples of press releases.
12
SELF-CHECK
List four thins that PRO should do before, during and after the press confer-
ence.
ACTIVITY
Find an example of press release from any organisation.
WEBSITE
http://www.http://usinfo.state.gov/products/pubs/pressoffice/look.html
8.3 Exhibition and Road Shows

Organisation promotes their goods or
services to the market and to the users of
these products or services. They make use
of variety of promotional methods, such
as advertising, personal selling, publicity
or exhibitions and road shows as show in
figure 8.14. Such promotional methods
may be used by any type of organisa-
tion, whether commercial, public sector
or non-for-profit to communicate and to
persuade a target recipient or potential
customer that they should avail them-
selves to the product on offer.as shown Figure 8.14: Promotional methods persuade
in figure 8.5. potential customers
Exhibition and road shows as show in

figure 8.15 are normally undertaken by
commercial companies, trade associa-
tions, government bodies, educational
institutions, health advisory council, po-
litical parties, and charities. Exhibition
and road show can range from small,
localised ideal home exhibition held in
town halls to massive international trade
fairs and biannual jamborees, such as the
various motor shows. Figure 8.15: Organisations undertaking
exhibitions and road shows
13
The advantages of exhibitions are:
Creation of awareness and recall: - both of the exhibition itself and of the promo-
tional message associated with a product.
Exhibition offers scope and potential for promotional scale and creativity-Large
and spectacular displays can be used, incorporating variety and creative and in-
novative activities.
Exhibition may be used as the high point of a more general promotional activity.
The promotional campaign can be reinforced or boosted by the kind of spectacular
display or event that can be staged at an exhibition.
The exhibition may become a well known event associated with the promotion of
a product.v
Exhibition offer an individual supplier the chance to inspect and evaluate competi-
tors products and promotional strategy.
Figure 8.16: Why to have exhibitions?
The disadvantages of exhibitions are:
It may become an expected pattern of promotion within a trade. If done on a

regular basis, can loose the value of exhibiting.
It offers competitors the chance of inspecting and evaluating your products and
services in a business industry.
Can be a waste as people who attend might not have the interest in particular
product or service and have no intention of buying.
Figure 8.17: Why to avoid exhibitions?
Planning for road shows need to start at least a few months in advance. To have a significant
presence at strategic or influential show, planning to set up a booth, either by the company or
with a key partner. Booth space is limited and must be reserved in advance. Usually a fee is
involved, which varies according to square footage and location on the exhibition floor. Design-
ing the portable booth can take a few months, planning ahead is required.
Here are some tips for getting maximum benefit from road show appearances as shown in Table
8.5:
14
Table 8.5: How to Get Maximum Benefits from Road Shows
Before the show
Evaluate and selection of road shows: participating in a show can require a major invest-
ment of time, money, and resources. Exposure to few hundred very qualified targets is
1.
better than exposure to thousands of generalists who are very unlikely to be interested in
the business.
Identify goals: must be specific about the things to accomplish as a result of the partici-
pation in the show. Whether to increase visibility, gain exposure to a large number of
2.
customers who might be interested in the products, or check out the competition? Con-
crete goals are important to determine the value of the trade show to the organisation.
Define measurement of success: for each goal, determine a way to measure its success.
Make these measurements as specific as possible. Put your show plan in writing. The
3.
plan should include a workable schedule, a comprehensive list of preparation activities,
and an individual assigned for each task.
Develop a key message for the booth exhibit: like good advertising, a good exhibit
4. clearly communicates one major message. This draws in more prospects to the booth
than an unfocused cacophony of messages.
Design an open, inviting booth: an open booth design, with no tables obstructing ac-
cess, invites attendees to come in. Logo should be big enough to be seen from a good
distance. Maximize walking around space by mounting brochure displays on walls.
5.
Use interesting graphics to draw peoples attention. For demos, laptops and flat-screen
monitors are space-efficient. If space permits, provide comfortable chairs to encourage
prospects to linger. A portable booth should be reasonably easy to set up and take down.
Order all necessaries supplies, including brochures and giveaways: If marketing col-
lateral needs to be updated or redesigned, take care of this early. Do not want to run the
6. risk of having no brochures to hand out. Design forms for filling out prospect informa-
tion-clear forms eliminate guesswork. Consider giveaways to generate attention and a
sense of fun. Pens with web address and a catchy slogan can be very effective.
Design PowerPoint presentations and demos for the booth: These will draw attendees to
7. the booth and help them learn more about the business. Presentations will allow com-
municating information to many prospects at once.
Create a unique identity for booth staff: Decide on the dress code for staff. Matching
8.
blazers, T-shirts, or even boutonnieres will make your representatives easily identifiable.
Train exhibit staff before each show: this is very important. Staff needs to know what
is expected of them. They need to be briefed on all new programs and initiatives that
9. should be emphasized. They must know how to run the demos and presentations, and
they should know some basic trouble shooting. Nothing looks more unprofessional then
demos that dont work.
15
Table 8.6: To Dos Before the Show

During the show
During the show
Set up a rotating schedule for staff: staff needs breaks for lunch and relaxing. They will
i
be more cheerful if they dont have to staff at the booth all day long.
Remind staff to record all prospect information: Staff to record everything they can
ii
learn about a prospects needs and experience. Get phone numbers and email addresses.
Encourage staff to greet people warmly and smile: Amasingly, this is often forgotten. An
iii
inviting attitude.
8.3.1 Hospitality Events
Hospitality refers to the relation-

ship process between a guest and
a host as show in figure 8.18, and Relationship
it also refers to the act or practice
of being hospitable, that is, the
Guest Host
reception and entertainment of
guests, visitors, or strangers, with Figure 8.18: Act of being hospitable
liberality and goodwill.
Hospitality frequently re-

fers to the hospitality in-
dustry jobs for hotels, res-
taurants, casinos, catering,
resorts, clubs and any other
service position that deals
with tourists as show in fig-
ure 8.19. Hospitality is also
known as the act of gener-
ously providing care and
kindness to whoever is in
need.
Figure 8.19: Places offering hospitality industry jobs
Hospitality is a pivotal part of many sponsorship packages. VIP tickets to games, throwing out
the First Pitch, autographed items and private receptions hosted by personal are all available
when putting a sponsorship package together. Individual hospitality elements may be included
based on each Sponsors business needs and marketing objectives as show in figure 8.20.
Maintaining existing and gaining news customers is vital in todays corporate environment; the
personal touch. Is a way for the customers to remember. They will remember the organisation
16
rather than looking towards

the competition. Building on
personal relationships and
building trust has to be one
of the major objectives for
hospitality days to enhance
company and build sales in
all areas.
Figure 8.20: Some hospitality elements as business objective
SELF-CHECK
What are the advantages and disadvantages of exhibitions?
8.4 Audiences
The audiences as show in figure 8.21 can be deemed to be as follows- shareholders, investors,
government and regulators, business partners, NGOs and pressure groups and customers.
Customers
Pressure
Group Share
holder
Audiences
Investors
NGOs
Government
Business and
Partners Regulator
Figure 8.21: Audience groups for building positive relationship With
17
In line with the desire to be relationship-driven in its organising of events, positive and con-
structive relationships must be build by an organisation with key audience groups in line with
best practices. The key objectives are to build trust and lasting relationships by listening to, and
being attentive to the needs of these audiences. The frequency and nature of these contracts are
left to the individual custodians, CEOs, MDs, COOs and/or their designated representatives.
In getting the right audiences, relationship is important. Relationships are about communication
and can be a powerful tool to build trust and goodwill. Relationships must be well-managed and
are necessary for a company to survive and prosper.
To build relationships to further the objectives of the group, a spokespersons and key represen-
tatives must have the following qualities as show in Figure 8.22:
Genuine interest in people.
Good interpersonal skills.
Knowledge of company business.
Sensitivity, sincerity and alertness.
Willingness to serve the companys needs and objectives.
Strong network of contacts.
Willingness to invest time and resources to develop a genuine professional net-

work.
Initiative to find relevant and meaningful opportunities to meet and interact.
Figure 8.22: The qualities for a spokesperson
SELF-CHECK
Think of audiences for your organisation and type of events opportunities?
8.5 The Different Types of Sponsorship
8.5.1 Flagship Program
A program that can lead a company to be Malaysias leading conglomerate in infrastructures

development and partner in nation building. If an organisations objective is to be in nation
building, a company can decide to champion Education and healthcare as Flagship Programs as
show in figure 8.23. The company believes that education is the foundation of the nations prog-
ress. Thus a significant way in which the company can contribute to the community is by devel-
18
oping human intellectual capital through education. Besides that, a company can also commit
in promoting healthcare and quality of life, helping those who do not enjoy good health by
supporting appropriate care organisation. The company can work with NGOs and non-NGOs,
contributing to medical relief funds to be channeled to deserving local and international causes.
Normally a yayasan is formed under that company as show in Figure 8.24 .
Figure: 8.23: Flagship program in nation building
8.5.2 Charity Program

Companies can also time to time invited to support or participate in various causes and charities
via donations or sponsorship as show in Figure 8.24.
The guidelines for evaluating a

cause to support are laid down be-
low:
Selection Criteria: in choosing a

cause, the following criteria and
parameters can be ascertained and
evaluated. If most of the following
criteria are met, the company can
lend support by way of outright
funding or assistance in kind:
Figure: 8.24: Companies invited to participate in charities.
19
1. Business and political consideration

consistency with government policies and pronouncements
relationship-building appeal
relevance to company business
absence of competitor involvement
2. Intrinsic merit of project
low level of existing support
broad-based benefits
severity of need
measurable success
3. Benefit to company
value-for-money
niche
visibility
impact
4. Testing for negative
non-religious
not anti-government
non-controversial
not in conflict with corporate values
5. Sustainability
long-term viability
manageability
cost-effectiveness
Value-add
At the highest level of support is the companys Flagship Programme, which demonstrates a
total and serious commitment in terms of money, materials and manpower. At this level, the
company must treat its involvement as it would a medium-to long-term project.
Table 8.6: Examples of Types of Support
gift in kind/product, cash donation (token amount)

Supportive contribution advertising pages, contribution to dinner table, minor
sponsorship & charity events.
relief for emergency (e.g. flood/fire), festive program &

Community relations
activities at social welfare homes.
Project support contributing to building fund and underwriting of infrastructure.
Resource development scholarship, outright subsidy/grand & loan.
20
event sponsorship, promotion of a cause, partial sponsorship &

Participatory support
partial adoption of program.
Adoption of cause (mid-to long term) & administration /

Flagship program
management.
8.5.3 Marketing Related Sponsorship
Marketing related sponsorships

spending on corporate branding
(e.g. media supplements) and
promotional activities to achieve
greater visibility for specific
Vision
products and brands are distinct
from CSR activities as show in
figure 8.25. The administration CORPORATE
BRANDING
of these activities may be coordi- Cluture Image
nated through corporate commu-
nication, marketing and/or sales
departments of the respective
companies.
Figure: 8.25: Activities to achieve greater visibility
SELF-CHECK
What are the Different Types of Sponsorship programs?
8.6 Successful Sponsorship Program
8.6.1 Recruitment
1. Develop the Sponsorship Program:

Most of us will take anything anyone is willing to give to help our program, but providing spe-
cific sponsorship categories increase our chances of securing sponsors at the minimum level.
21
2. Create a Sponsorship Kit:

Promoting the different spon-
sorship levels in one informa-
tion kit allows the potential
sponsor an opportunity to see
the benefits of sponsorship as
show in figure 8.26. It doesnt
have to be elaborate a simple
bound booklet or pamphlet is all
thats necessary. Someone who
is considering supporting your
program will want something
tangible that they can reference
and possibly share with others in
their organisation that they may
need to gain approval from. Figure: 8.26: Benefits of sponsorship
3. Identify Potential Sponsors:

This may be the hardest part of all where to start? The old adage its all about who you know
certainly fits when it comes to identifying potential sponsors. Your associations board of di-
rectors, committee chairs and volunteers may have an established relationship with a potential
sponsor and can help open the door (or at least direct you to where the door is) as shown in
figure 8.27.
Figure: 8.27: People help identify potential sponsors
4. Make Contact:
There is nothing I dislike more than cold-calling than perhaps being the recipient of a cold call.
More often than not, cold callers are stopped before having the opportunity to get their message
across. Why? Cold-callers (think telemarketers) are seen as inconsiderate because they are
imposing on your time. Everyone is busy and time is valuable. I recommend approaching the
potential sponsor by letter or personal e-mail. This communication should detail the program
and its goals, state the purpose of the contact (request for sponsorship) and plans for follow-up
with a specific timeframe. The sponsorship kit should accompany the letter or e-mail.
22
5. Follow-Up:
Its very important to keep your word and follow-up in the time frame specified in the corre-
spondence. I like to begin the call by identifying myself and asking if I could take a few mo-
ments of their time. Once approved, this is the perfect opportunity to first explain the program
(not the sponsorship program) and its benefits and objectives. After the potential sponsor un-
derstands the program concept, he/she will likely be more interested in learning about how they
can help support such a noble cause.
6. Continue to Follow-Up:
Its highly unlikely that a decision will be made in the first follow-up conversation. The poten-
tial sponsor will need time to digest the information you gave them, review the different spon-
sorship categories and possibly gain approval from others in their organisation. Establish a time
thats convenient for the potential sponsors for you to follow-up. Not only is this an efficient
way of working, it shows consideration for their time and adds a personal touch.
8.6.1 Recruitment
Retention
Although your organisation may be on a calendar year, your sponsor-

Timing is Ev- ing organisation may be on a fiscal year end. Make note of this and
erything: contact them before the beginning of their new year as this is when
they are budgeting for expenses.
Existing sponsors should not be called on only once annually; rather,

work to build relationships with them. Keep in communication with
sponsors during the program and follow-up afterwards to ensure
they were pleased with their decision to sponsor. This is a perfect
Build Relation- opportunity to ask for feedback and any ideas for ways you can
ships: enhance the sponsorship package. Remember to touch base peri-
odically throughout the year to keep them abreast of any new pro-
gram happenings. Also, always be sure to copy sponsors on press
releases, including photos when possible (i.e., your state team at the
national competition).
If your sponsorship kit lists that sponsors will receive a complimen-

tary page ad in your associations publication, be sure to follow
through. These details are very easy to forget after signing on a
sponsor, so be sure to place a reminder on your calendar when the
Deliver on Your publication space reservation deadline is approaching. The sponsor
Promises: will appreciate the reminder and the fact that you followed through
on your end of the deal. On the other hand, if you fail to deliver
it may just be remembered at the most inopportune time when
sponsor renewal time comes back around and benefits are being
reviewed.
23
Dont assume that sponsors dont want to be involved. Invite them

Encourage At- to attend your program and witness it first-hand. You might be sur-
tendance/In- prised that a sponsor wants to volunteer and be actively involved,
volvement: but it is a great way for them to gain company exposure as well as
personally see their return on their investment.
Recognize sponsors at every opportunity from the podium, in pro-
gram brochures, newsletters, press releases, etc. Remember that
Recognise:
sponsors make the event possible so give them the recognition they
deserve.
You may be tempted to show your gratitude to a sponsor by pre-
senting them with expensive gifts, but dont. Sponsors have made a
contribution so that your organisation can fund an event. Expendi-
Be Gracious:
tures need to be directly related to that event. A small token of ap-
preciation or a nice letter of gratitude with a summary of what their
sponsorship allowed you to accomplish is sufficient.
Figure: 8.28: Steps to retain sponsors
ACTIVITY 1. http://www.hennesseycap.com/successful_sponsorship.html
2. http://www.fleng.org/images/chapters/Building%20a%20Succeessful%20
Sponsorship%20Program.pdf
8.7 Preparing Sponsorship Proposal
8.7.1 Before Sending a Proposal
1. Decide what you want, what is reasonable, and importantly, what you will give in return.
2. Levels or support for athletes are:

Pro dealsproduct at wholesale or less.
Free product.
Entry fees.
Travel expenses.
Performance bonuses.
Salary.
3. Research to find out if the team, company, or group to which you are applying has the re-
sources to help you in the way you want.
4. Call ahead.
5. Send your proposal to a person, not the company per se, not sponsorship department.
6. Send it to the right person.
24
7. If you have been able to meet and chat with the right people during the course of the year,
even better.
8. Ask yourself: Are you willing to do what you are about to propose if you are having a bad
day?
9. Be on your best behavior at races and events. Temper tantrums and unsporting behavior will
get you noticed for the wrong reasons.
Figure 8.29: Points to ponder before sending a proposal
25
8.7.2 Proposal should contain
1. Have a cover page:

Make it distinctive for example on canary-colored paper.
Have your contact information easily accessible through proper formatting: Name,
address, telephone, e-mail.
Talk about your goals in a general way first.
State specific short term and long term goals, of applicable.
State specifically for what level or support you are applying.
Put in something about the team, company, or group you are applying to, stating some
ways in which you feel you can help the team, company, or group. Put this paragraph
in terms of what you can do for them-the needs of the team, company or group, not in
terms of what you needs.
Dont be obnoxiously full of yourself, but dont be shy and sell yourself short either.
If you have the computer skills, format a photograph of yourself into the page.
Include two or three references. (Fist check with these references for their permis-
sion).
Figure 8.30: The cover page of your proposal A view
26
2. Have a result pages:

start with the most recent results.
List highlights of your career.
List all races in the last year or two.
Although listed more or less chronologically you an, within years or month, list those
results of more interest to the team, company, or group you are applying to. For ex-
ample, if applying to a mountain bike team, list mountain biking results before road
results.
3. Have a planned races page:
With planned events for the coming year, at the same time noting you flexibility, if
any, to suit the needs of team, company, or group to which you are applying.
4. Extras:
Some proposals should include sizing information.

Spell and grammar check everything. Have someone else also look over your pro-
posal for errors.
8.7.2 Proposal should contain
1. Have a cover page:

Let the person to whom you addressed the letter know that you will be calling in about
a week to follow-up.
Follow-up.
Live-up to your side of the bargain.
WEBSITE
http://www.arniebakercycling.com/handouts/hl_fa_sponsorship.htm
SUMMARY
1. We have already leaned in this chapter about press conferences, press release, exhibitions
and road shows, audiences, and sponsorship.
27
2. A press (or media) conference is a question and answer period, set up by an organisation that
allows the press to ask questions, usually after a prepared statement has been verbally delivered.
3. A press release is a prepared statement, from an organisation, that is distributed to the

media, usually for information purposes only.
4. Exhibition and road shows are normally undertaken by commercial companies, trade as-
sociations, government bodies, educational institutions, health advisory council, political
parties, and charities.
glossary
Boutonnieres - A flower that is worn in a buttonhole.
Clichs - An obvious remark.
Contrived - Showing effects of planning or manipulation.
Critique - A serious examination and judgment of something.
Embargoed - Ban the publication of (documents), as for security or

copyright reasons.
Embargoed - Ban the publication of (documents), as for security or

copyright reasons.
Embellish - Add details to.
Retention - The act of keeping in your possession.
Turf - Range of jurisdiction or influence.
28
reference
Books
Bruce E. Skinner and Vladimir Rukavina (2003)Event Sponsorship The Wiley Event
Management Series, John Wiley and Sons,Inc.Canada.
Kim Skildum-Reid , Anne-Marie Grey (1999) Sponsorship Seekers Toolkit, McGraw-

Hill Book Company Australia.
Patricia Martin (2003) Made Possible By: Succeeding with Sponsorship San Francisco,
Calif.: Jossey-Bass; Chichester : John Wiley and Sons.
Leonard H. Hoyle (2002) Event Marketing: How to Successfully Promote Events, Festi-
vals, Conventions, and Expositions (The Wiley Event Management Series), John Wiley
and Sons, Inc.Newyork.
Schmader, Steven Wood; Jackson, Robert(1990) Special Events: Inside and Out - How-
to Approach to Event Production, Marketing and Sponsorship, Sagamore Publishing.
Daryl Everett (1991) Broadcasters Guide to Special Events and Sponsorship Risk Man-
agement, National Association Broadcasters.
Lesa Ukman (1995)Iegs Complete Guide To Sponsorship, Publisher: Intl Events

Group.
Web Links
http://en.wikipedia.org/wiki/Event_management
http://www.eventmanagement.in/types-of-event-management.htm
http://www.zeelearn.com/course/eventmgmt/index.htm
http://event-management.bestmanagementarticles.com/
http://www.northants-chamber.co.uk/pdf/Top10Tips_Event_Management.pdf
http://www.darden.virginia.edu/html/standard.aspx?menu_
id=220&styleid=2&id=10860
http://www.stlukes-hospice.org/walkerswebsite/sponsorship.htm
29
multiple choice questions
1. A press release should be written ___________.

A. like a story, with a lot of inflammatory adjectives
B. in lengthy sentences and paragraphs
C. in an inverted pyramid style
2. Media advisories are used to announce ___________.

A. a past event on which you would like press coverage
B. an upcoming event on which you would like press coverage
C. an imaginary event described in a fiction
3. The fact sheet, or backgrounder, gives ___________.

A. more detail than the press release
B. equal detail than the press release
C. less detail than the press release
4. To have a successful sponsorship program, when approaching the potential sponsor by

letter or personal e-mail. This communication ___________.
A. should detail the program and its goals
B. need not state the purpose of the contact (request for sponsorship)
C. need not accompany the letter or e-mail, it can be given at a later meeting
5. The company believes that education is the foundation of ___________.

A. the event management progress
B. the organisations progress
C. the nations progress
30

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CHAPTER 8 l EVENT MANAGEMENT AND SPONSORSHIP

1. Define event management;

2. Differentiate press conference from a press release;

actually executing the modalities of the proposed event.

Exhibitions and road shows,

8.1 PRESS CONFERENCES

Figure 8.1: Media event, spin / media manipulations

Figure.8.2: A press conference - Question answer session

Figure 8.3: A press release - For information purpose

Media Government officials

8.1.1 Before the Press Conference

Among the steps to take in setting up a press conference:

8.1.2 If the Press Conference is Off Site

Table 8.2 Steps to Follow is off site a press conference

and in a space so narrow

At least a week before the

8.1.3 During the Press Conference

Table 8.3 Steps to Follow during the press conference

4. Allow time for questions.

Get responses to unanswered questions. If an official is asked a question that he or she

8.1.4 After the Press Conference

Table 8.4 Steps to Follow during after the press conference

Before you do a press release, answer these questions:

8.2 Press Releases

Figure 8.6: Press release in an inverted pyramid style

should appear in the first paragraph.

Typed on only one side of the paper.

The date the release is being put out.

Figure 8.9: The information in standard press release

ment found that out the hard way.

8.2.1 Media Advisories

Typically, media advisories as

8.2.2 Fact Sheets

Like media advisories, fact

Officials in one government

Journalists usually have a

Find an example of press release from any organisation.

8.3 Exhibition and Road Shows

Exhibition and road shows as show in

The advantages of exhibitions are:

Figure 8.16: Why to have exhibitions?

The disadvantages of exhibitions are:

It may become an expected pattern of promotion within a trade. If done on a

Figure 8.17: Why to avoid exhibitions?

Table 8.5: How to Get Maximum Benefits from Road Shows

Before the show

Table 8.6: To Dos Before the Show

8.3.1 Hospitality Events

Hospitality refers to the relation-

Hospitality frequently re-

Figure 8.19: Places offering hospitality industry jobs

rather than looking towards

Figure 8.20: Some hospitality elements as business objective

What are the advantages and disadvantages of exhibitions?

Figure 8.21: Audience groups for building positive relationship With

Genuine interest in people.

Good interpersonal skills.

Knowledge of company business.

Sensitivity, sincerity and alertness.

Willingness to serve the companys needs and objectives.

Strong network of contacts.

Willingness to invest time and resources to develop a genuine professional net-

Initiative to find relevant and meaningful opportunities to meet and interact.