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| Path: Main Street : Resources & Library : Research Articles : Feature Article |
Integration key to marketing partnershipsJuly 28, 1995; Canadian FundRaiser
Speaking at the recent Financial Post conference "Beyond Sponsorship", Steve Dillon, former National Director of Development for Big Brothers/Big Sisters (BB/BSA) outlined the lessons learned as a result of their long-lasting and successful relationship with Arby's Inc. The relationship was initiated as the result of Arby's search for a cause-related marketing partner, new marketing and public relations opportunities and a desire to try something truly innovative. On the other hand, the motivation for BB/BSA was simple ... they were looking for money!
Arby's had an association with major league baseball that provided promotional opportunities as well as challenges for Arby's franchisees and BB/BSA affiliated agencies. But with the provision of strong local programs and hard work to build the relationship, provide support and encourage "entre-professionalism", the partners used marketing and promotional tools such as the RBI tie-in, adventure meal sales and a percent of product sales. Eventually they expanded the program to include a one dollar coupon book sold locally by Arby's and supported by BB/BSA. In addition to exceptional food values, partner coupons brought the total coupon book value to $100.
What did the partners get out of the relationship? Arby's increased their September and October sales (the promotion period) two to five per cent per market, and enjoyed a high rate of customer bounce-back. The association also represented a new marketing vehicle for the corporation, increased employee morale, and was responsible for the launch of the Arby's Foundation. The BB/BSA association created a caring corporation and provided them with more corporate partners.
Working with Arby's Inc., Big Brothers/Big Sisters BB/BSA has raised $8 million - eighty per cent of which came from local markets, fifteen per cent from National BB/BSA, five per cent in scholarships, and $1 million through an in-kind program. The organization also received an enormous amount of exposure and publicity, attracted many volunteer big brothers/big sisters and new high calibre board members, provided scholarships and mentoring enrichment programs, and gained new corporate sponsors.
Dillon noted that the experience was not perfect, with many challenges to overcome. "For new ideas you need to create a joint vision and build joint ownership," he said. "You need to overcome system inertia, keep communications flowing and both sides educated. Keep sustaining programs fresh for the franchisees and the customer, and add new players, new ideas and maintain focus."
His keys for success: multiple year commitments, staff experience, forced evaluations and involvement of all levels of both organizations. "Factors for success include systematic integration and meshing both organizations at as many levels as possible - corporate staffs, marketing and field staffs, local units and customers and clients. You also need to be an internal advocate for your partner - in other words be a cheerleader," he said. Successfully leveraged long-term relationships are built around programs that make sense! Non-profits were cautioned to know their identity, know what they're worth, and cultivate the art of constantly listening and learning.
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