CORPORATE PARTNERSHIP LAUNCHPAD

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1 CORPORATE PARTNERSHIP LAUNCHPAD SCANPO Corporate Partnerships LAUNCHPAD March 8, 2017

2 PRESENTED BY: Maureen Carlson MAUREEN CARLSON Chief Strategy Officer at Catalist

3 DEFINITIONS, BACKGROUND & TRENDS

4 SIZE OF YOUR ORGANIZATION

5 WHAT IS CSR? Corporate social responsibility, often abbreviated as "CSR," is the sum total of a corporation s initiatives to assess and take responsibility for the company's effect on environmental and social wellbeing. Many CSR tactics include activities like point-of-sale fundraising, direct-to-consumer fundraising, sustainability efforts, employee engagement, sponsorship, vendor activation, in-kind donations, grants, cobranded marketing and more.

6 WHAT IS THE VALUE OF CSR? Corporate Social Responsibility (CSR) and Social Engagement Drives Consumer Response 82% of consumers consider a company s social and environmental commitments when deciding what to buy and where to shop. Given similar price and quality, 90% of consumers are likely to switch brands to one associated with a good cause. 62% of employees would choose to work for a socially responsible company even if the salary is less than at other companies. 80% of workers consider a company s social and environmental commitments before deciding where to work. The Millennial Mom is more likely than other demographics to consider CSR when deciding what to buy and where to shop (87% vs. 80% U.S. average). 87% of millennials will purchase a product with a social benefit and 82% will tell others in their networks about it.

7 DEFINITIONS Philanthropic Gifts Corporate Champion Cause Marketing Sponsorship Employee Activation In-kind & Enhancement

8 WHY COMPANIES ALIGN Global sustainability Increasing brand loyalty Brand differentiation Changing/strengthening brand image Creating company or product awareness and visibility Driving retail traffic or sales

9 HOW COMPANIES EVALUATE

10 WHAT S BEING RAISED 2014 Charitable Checkout Study reports $388M raised by 77 million-dollar-plus POS programs. Giving USA says that of the $358B raised in 2014, corporations has comprised 5%, or $17.7B in IEG reports that sponsorship dollars for causes will be $2B in 2016 or 9% of the total sponsorship market.

11 The LAUNCHPAD

12 TOOLS SNAPSHOT DA STEWARD & RENEW PITCH PROCESS CREATE THE OUTREACH TOOLS DEFINE THE PITCH AND TEAM DO YOUR HOMEWORK DEFINE YOUR PIPELINE RETENTION BUILD A FOUNDATION INFRASTRUCTURE

13 BUILD YOUR FOUNDATION

14 SET EXPECTATIONS Brand Saturation Set goals for corporate alliances to increase brand awareness through both NPO and corporate partners activities in the marketplace. The Opportunity Corporate alliances are valuable for both organizational brand growth AND for incremental fundraising that diversifies the fundraising mix. Incremental Income Set goals for Income from alliances and consumer activation through those alliances. Brand Fundraising Brand Resonance Set goals for corporate alliances to increase brand understanding or resonance in key growth markets and among key growth demographics. Corporate Alliances Create multi-faceted alliances in an effort to maximize the financial opportunity.

ORGANIZATIONAL PROCLIVITY Is your leadership on board

corporate partnerships or solely as a reactive response

Is the marketing team fully integrated into corporate

alliances in both human resources and capital

Or will the leadership expect activities to be

Is your organization willing to leverage your paid,

corporate partnerships or will you create partnerships

Will your organization create multi-faceted corporate

15 ORGANIZATIONAL PROCLIVITY Is your leadership on board to align your brand with a commercial entity? If so, how? And to what extent? Is your organization interested in creating proactive corporate partnerships or solely as a reactive response to opportunity that arises? Is the marketing team fully integrated into corporate alliance activities or will alliances be viewed mainly as a fundraising initiative? Is your organization willing to invest in corporate alliances in both human resources and capital investment? Or will the leadership expect activities to be conducted using existing resources? Is your organization willing to leverage your paid, earned, owned and shared assets in support or your corporate partnerships or will you create partnerships solely on the strength of your impact and cause? Will your organization create multi-faceted corporate partnerships or will you sell sponsorship of your programs and content? Does your organization want to create a signature call-to-action platform campaign and slot in corporate partners or do you want to create individual campaigns with corporate sponsors?

16 PROCESS Process Create rules about corporate engagement for all staff Guidelines Minimum Guarantee Define minimum thresholds for individual alignments and for a national campaign Define your assets & create tiered framework for engagement with corporations based on ROI and their overall combined giving Assets & Tiers Create proactive and reactive pitching processes, and processes for fulfillment and management Legal and compliance processes Define stewardship tactics, upselling strategies, expanding the relationship Stewardship

17 DEFINE YOUR DEFINE ASSETS ORGANIZATIONAL ASSETS PAID Paid Advertising Budget? Spent Where? Spent When? Reach? Leverage Patient Acquisition Advertising? When? How? Reach? Donated Advertising? OWNED Exposure On Homepage? When? How? Reach? Information In- Hospital? Where? Traffic? Reach? Donor Mailing Lists? Reach? Geography? Etc. EARNED Proactive Media Relations Campaign? What Have Past Campaigns Generated? Celebrity? Bloggers? SHARED Mentions on Social Media Outlets? Which Ones? How Often? Include Corporate Partners and How? Reach Numbers? Frequency? Influencer Numbers and Examples? CONTENT What Content Can You Provide Your Corporate Partners? What Content Can You Build Together and Share Together? OTHER EVE NTS Integration into Key Development Events? Which Ones? How Integrated? Reach? Demographics? Focus?

TASK FORCE DEFINE OR SUMMIT ORGANIZATIONAL ASSETS Corporate Corporate Alliance Task Force (CATF) is created to provide guidance and to ensure an integrated and successful approach to corporate

18 TASK FORCE DEFINE OR SUMMIT ORGANIZATIONAL ASSETS Corporate Corporate Alliance Task Force (CATF) is created to provide guidance and to ensure an integrated and successful approach to corporate outreach. The CATF will vet corporate targets and then weigh in on overall corporate campaign strategies and bundled opportunities.. Legal/ Comp. Hospital Ops. Grants CATF Major Gifts Marketing/ PR/Web Special Events/ Annual Giving

19 BUILD A FRAMEWORK MOST VALUABLE PAID GENERAL ASSET VALUE Television Radio Print Out-of-Home EARNED Digital Mobile Celebrity Endorsement Radio Media Tours Blogger Coverage PR Stunts Press Release SHARED Influencer marketing Posts on: Facebook Twitter YouTube Pinterest LinkedIn Instagram OWNED Experiential event opps Product Sampling Dedicated P2P communications At-Event Collateral & exposure Organizational and/or event website + other publications LEAST VALUABLE MEDIA CATEGORY *VALUE IS STATED BASED ON INDUSTRY GENERALITIES AND COMMON ASSETS ACTIVATED BY A NONPROFIT ORGANIZATION OR EVENT.

Ø P2P event presenting sponsor Ø Customized area at 3 other key events Ø Messaging in owned assets like donor publications, event programs,.org homepage, etc.

20 BUNDLED ASK SAMPLE BUNDLING ASSETS Highlight West Herr as a proud supporter of ORG and the Official Car of ORG. Provide bundled value (with metrics values included) to West Herr with unique touch points to interact with the ORG community. Ø P2P event presenting sponsor Ø Customized area at 3 other key events Ø Messaging in owned assets like donor publications, event programs,.org homepage, etc. Ø Full page thank you newspaper ad Ø Customized mentions in social media Ø Earned media around in-dealership cause marketing with patient ambassadors Ø Employee deal package when purchasing a new car Commits to a co-branded cause marketing program raising a minimum of $250,000 annually for organization. Commits to employee engagement in the cause through on-site teams.

21 LEGAL REQUIREMENTS MAXPPIMIZATION COMMERICAL CO_VENTURES have a certain set of legal regulations mandated at the federal level CHARITABLE SALES PROMOTION have a certain set of legal requirements reviewed and approved by leadership THIRD PARTY AGREEMENTS have an existing legal process already used by LIVESTRONG and approved by leadership R E C O M M E N D A T I O N S For outsourced legal experts to assist in identifying corporate alliance legal requirements For Corporate Partnerships: ü Karen Wu Attorney Perlman + Perlman, LLP (212) ext. 210 karen@perlmanandperlman.com ü Greg B. Lam Attorney Copilevitz & Canter (816) GregLam@cckc-law.com

22 MINIMUM THRESHOLD AND EXCLUSIVITY Exclusivity in corporate relationships can be effective if managed appropriately. At the same time, it can cause many internal and external issues if policies and procedures are not set and in place at the start of a corporate relationship. We recommend staying away from exclusivity if possible, but if necessary then stick to category exclusivity. Industry Exclusive Category Exclusive Restaurant- Dining Industry VS. Casual Dining Elegant Dining QSR

23 DEFINE YOUR PIPELINE

24 COLD CALLING Avoid it like The Plague Use any kind of introduction to avoid cold calling Mobilize your network Use organizational contacts Sending stuff may only kills trees and clogs mailboxes Tease with the benefit and predicted outcomes

FIND AN OPEN DOOR WARM LEADS Ø Volunteer Committees Ø Board Contacts Ø Other Event Sponsor Ø Major Donors Ø Grateful Patients Ø Media Partners Ø Agency Contacts Ø Data COLD LEADS Ø Competitive

25 FIND AN OPEN DOOR WARM LEADS Ø Volunteer Committees Ø Board Contacts Ø Other Event Sponsor Ø Major Donors Ø Grateful Patients Ø Media Partners Ø Agency Contacts Ø Data COLD LEADS Ø Competitive Research Ø Local Divisions of National Companies Ø Value Aligned Companies Ø Past Support of the Cause SECTORS Ø Specialty Retail Ø Financial Ø Pharma Ø Publishing Ø Food Ø Beverage Ø Tech Ø Auto Ø Personal Care MARKETING MOTIVATION Ø Opening New Location Ø Matching Consumer Demo Ø Need for an Image Change Ø Launching New SKU

26 TARGET LIST BASICS Catalist & MERIT People Pattern SpotRight Donor Affinities External Research Catalist Mashable Google Alerts Org Websites See Research Who do they know? Who can they get to? What is their role? Committee Contacts Maximization of Current Partners OPTIMIZE & FOCUS Integrated Approach Custom Strategies

27 CREATING A PIPELINE

28 DO YOUR HOMEWORK

29 RESEARCH Catalist AdAge Hoovers.com NY Times Stanford Social Innovation Review Harvard Business Review Chronicle of Philanthropy Zoomerang Wall Street Journal Fast Company Wikinvest.com Yahoo Finance Cause Related Marketing Blog Bloomberg Facebook Twitter YOUR INTERNAL DATA

30 CREATE YOUR PITCH PROCESS

Defining The PLOTting Formula After your causersation with the company, it is time to leave the meeting and have an internal conversation with the integrated team about what you heard and what you

32 Defining The PLOTting Formula After your causersation with the company, it is time to leave the meeting and have an internal conversation with the integrated team about what you heard and what you are willing to customize within your package framework. OPTIMIZE T O Based on your internal conversation, tailor an alignment package/ program for your corporate target and update your deck materials to match. Secure a follow up meeting and present the new pitch and package assets. TAILOR PRESENT Present to the client using the Catalist Conversation Formula from the Disrupting The Conversation Course and leading with your organizational WHY. P L LISTEN At this point it is important to listen, really listen to the corporate representative in order to find out what they are looking for in a cause partner. Have a causersation and be prepared to ask questions.

33 BUT REMEMBER Decks don t cause things to happen you do. Don t let the creation of a deck keep your frozen. 33

34 MOST IMPORTANTLY Your audience will only ever be as excited about your events, your cause or your organization as you are. 34

35 STEWARD YOUR PARTNERS

MEASURE Measurement tools are in place prior to activation so that wrap reports and metrics can be easily tracked and communicated to the corporate partner Consider the following.

36 MEASURE Measurement tools are in place prior to activation so that wrap reports and metrics can be easily tracked and communicated to the corporate partner Consider the following. PRE Test consumer affinity toward campaign messaging and call-toaction tactic via electronic means prior to the start of a partnership with a major company or your signature platform campaign. DURING Look to an intelligence dashboard to measure activation, engagement and general buzz during the campaign period. POST Foot traffic/sales Lift Fundraising Social Activation Earned Media Total Impressions Employee Engagement Post Electronic Consumer Survey

37 WRAP REPORTS General event overview about success with general metrics (pictures and visuals) Brand specific success (pictures of their brand on site) Metric pages ü Media placement with impressions ü Logo placement with impressions ü Coupons/product sampling with impressions ü Page views/click through/open rates ü Owned area metrics ü Etc. Etc. Next year enhancement ideas Next steps

STEWARD AND RENEW When we talk about communication

external communication with the target or corporate

When we refer to stewardship we are also referring

e-mail a timely release forward a moving impact

pass on philanthropic trend articles mail an annual

update e-mails status charts quarterly visits Pitch

38 STEWARD AND RENEW When we talk about communication in the stewardship phase we are referring to external communication with the target or corporate partner. When we refer to stewardship we are also referring to recognition events and strategy. a timely release forward a moving impact story forward an article pertinent to their biz pass on philanthropic trend articles mail an annual report set weekly calls monthly reports weekly update s status charts quarterly visits Pitch Activation wrap report campaign evaluation meeting brainstorm session for following year partner summit recognition event Renewal

39 STEWARD Accelerator AND RENEW

40 MAUREEN CARLSON Chief Strategy Officer Catalist SCANPO Corporate Partnerships LAUNCHPAD March 8, 2017

Sponsorship Opportunity 2017

Sponsorship Opportunity 2017 OBJECTIVE Increase awareness and understanding among targeted nationwide consumer audience of their role in the chain of prevention in food safety, and simple actions they