softball new brunswick sponsorship plan

Prepared by: Brittany Dillman, Brittany Pye, Diana Cocchiarella & Stéphanie Bossé

Running head: SOFTBALL NEW BRUNSWICK 1

Table of Contents

Executive Summary ....................................................................................................................................... 2

Introduction .................................................................................................................................................. 3

History of SNB ............................................................................................................................................... 3

Focus of the Sponsorship Plan ...................................................................................................................... 4

Budget ........................................................................................................................................................... 4

Environmental Scans ..................................................................................................................................... 5

New Brunswick .......................................................................................................................................... 5

SNB ............................................................................................................................................................ 8

SWOT Analysis............................................................................................................................................. 10

Brand Map .................................................................................................................................................. 15

Target Market ............................................................................................................................................. 16

Market Segmentation ................................................................................................................................. 17

Geographic .............................................................................................................................................. 17

Demographic ........................................................................................................................................... 17

Behavioural ............................................................................................................................................. 18

Psychographic ......................................................................................................................................... 18

Goals of Sponsorship Plan ........................................................................................................................... 18

Goal 1 ...................................................................................................................................................... 18

Goal 2 ...................................................................................................................................................... 18

Goal 3 ...................................................................................................................................................... 19

Sponsorship Strategy .................................................................................................................................. 19

Target Sponsors ...................................................................................................................................... 21

Justification of Sponsors ......................................................................................................................... 21

Activation Management ............................................................................................................................. 28

Return on Investment ................................................................................................................................. 31

References .................................................................................................................................................. 33

Appendix A .................................................................................................................................................. 36

Appendix B .................................................................................................................................................. 47

Appendix C .................................................................................................................................................. 48

Appendix D .................................................................................................................................................. 50

Softball New Brunswick 2

Executive Summary

Softball New Brunswick (SNB) is the governing body of softball in the province of New

Brunswick. They support a large number of programs ranging from under four Learn to Play to adult

senior leagues and provincial teams. The purpose of the sponsorship plan is to support provincial teams

at national competitions. The estimated cost for Under 14, 16 and 18 male and female teams to

compete at national championships is $150, 240. The aim of SNB is to defray half of these costs through

sponsorship agreements. There are four sponsorship levels that exist: Grand Slam, Home Run, Triple

Play and Double Play. Grand Slam is an agreement for $20,000 a year for three years, Home Run is

$10,000 to $19,999 a year for three years, Triple Play is $5,000 to $9,999 for one year (with the option

to increase the length of the agreement) and Double Play is $1,000 to $4,999 for one year (with the

option to increase the length of the agreement). Target sponsors were chosen for each level based on

the congruency of their target market and their organizational values. Assets were also allocated for

each sponsorship level, corresponding with the value of the sponsorship.

The activation management section provides a detailed action table. Additionally, a plan for

leveraging, detailing the task to be completed by each party is outlined. These tasks are divided into

activational and non-activational leveraging. The return on investment sections outlines four key

performance indicators, their importance and a method to evaluate these variables. It also details other

factors which can be evaluated, such as the goals of the sponsorship plan, as well as who should

complete the evaluations.


Introduction

Softball New Brunswick (SNB) is a provincial sport organized focused on the growth and

development of softball in New Brunswick. They aspire to be more competitive at a national level,

however national competitions can be expensive. Currently, SNB does not have adequate resources to

support provincial teams at the under 14, under 16 and under 18 levels. The purpose of this sponsorship

plan is to increase these resources through sponsorship revenue and in-kind products or services.

History of SNB

SNB was established in the early 1900’s (B. Adams, personal communication, September 18,

2014). However, SNB was not incorporated as a non-profit until the 1960’s (B. Adams, personal

communication September 18, 2014). The original focus of the organization was to organize

competitions amongst the teams. However, their programs have since evolved to include clinics, Learn

to Play programs and more (B. Adams, personal communication, September 18, 2014). In addition, they

are the only provincial softball association to have a well-developed coaching program (B. Adams,

personal communication, September 18, 2014).

SNB is comprised of 8 unique regions: Edmundston, Woodstock, Fredericton, Saint John,

Moncton, Miramichi, Bathurst, and Campbellton (See Figure 1) (Softball NB, 2013). Each region has an

elected regional coordinator, who is responsible for promoting the programs offered by SNB in their

community (B. Adams, personal communication, September 18, 2014).


Focus of the Sponsorship Plan

The focus of this sponsorship plan is to support the Under 14, under 16 and under 18 male and

female SNB competitive programs. Specifically, this sponsorship plan aims to defray the costs for New

Brunswick athletes in their pursuit of a national championship.

Budget

Table 1 shows a detailed budget for the estimated cost to send the Under 14, 16 and 18 male

and female teams to nationals. The total cost for the 2015 championship will be lower, as the under 14

boy’s championships will not be introduced at the national level until 2016 (B.Despres, personal

communication, November 18, 2014). The data values were calculated using the host location from the

2014 national championships, except the Under 14 boys, which is proposed to be in Saskatoon,

Figure 1. SNB Region Map. Adapted from “Long Term Player Development Strategy” (SNB, 2013).


Saskatchewan in 2016; therefore those values were used. As the locations change yearly, the exact cost

will vary. Years where a surplus is reached will be reserved for years where additional costs are incurred.

Table 1

SNB national championship budget

Environmental Scans

An environmental scan is the process by which information is obtained on events happening in

the external environment (Crane, Kerin, Hartley, & Rudelius, 2011). It aims to identify and interpret

possible trends so that an organization is better able to adapt and prosper in their environment (Crane

et al., 2011). This section will present an environmental scan for the province of New Brunswick as a

whole, and SNB as an organization. This information will be useful for sponsors when deciding on a

sponsorship agreement, as well as for SNB when deciding to target potential sponsors.

New Brunswick

Social. Social environmental factors include demographics and the values of a specific

population (Crane et al., 2011). New Brunswick has seen a population increase of 2.9 % between 2006

Title of Expense Cost of Expense Calculations

Hotel Accommodations

25,200 ($4200 per team, 6 teams)

Flight to Vancouver 12,600 (about 740 per person)

Flight to Saskatoon 33,200 (about 977 per person, 2 teams)

Flight to Gander 17,300 (about 1015 per person)

Bus to Brampton 8,700 (includes daily transportation)

Team Jerseys 1,800 (300/team, 6 teams [one-time cost])

Food 22,440 (40/ person, 17 people, 4 5-day, 1 6-day, 1 7-day tournament)

Local Shuttle Service 28,000 (1000 per day, 3 5-day, 1- 6 day, 1-7day tournament)

Offseason training 1,000

Total Expenses 150,240


and 2010 (Statistics Canada, 2014a). The population of the province is 751,171, which represents 2.24%

of the total population of Canada (Statistics Canada, 2014a). Approximately 61.1% of New Brunswick

citizens live in a metropolis, or census agglomerate area, while the remainder live in rural areas

(Statistics Canada, 2014b). Research has shown that those living in rural areas have lower rates of sports

participation, and face a number of barriers to participation (Casper, Bocarro, Kanters, & Floyd, 2011).

These barriers include lack of facilities, increased cost of transportation and an inferior quality of

programs (Casper et al., 2011).

In New Brunswick, 15.1% of the population is under the age of fifteen (Statistics Canada, 2014a).

16.5% of people in the province are over the age of 64 (Statistics Canada, 2014a). The remainder of the

population (68.4%) are between the ages of 15 and 64. The median age in New Brunswick is 43.7 years

(Statistics Canada, 2014a). This indicates a population that is older, and as such programs focused solely

on youth will need to compete for participants. It also represents a large target market for organizations

targeting the middle age adult.

The average household size in New Brunswick is 2.3 people (Statistics Canada, 2014a). 23.8% of

private households contain a child under the age of 24 years (Statistics Canada, 2014a). 64.8 % of

households list English as the language most commonly spoken at home, while 2.5% speak a non-official

language and 31.6 listed French. 32.7% of households in New Brunswick reported being bilingual

(Statistics Canada, 2014a). On average, a New Brunswick citizen spends 1.9 hours each day engaged in

active leisure (Statistics Canada, 2014a).

Economic. The economic section of an environmental scan identifies the factors related to

income, resources and expenditures (Crane et al., 2011). This section of the environmental scan will

identify forces that influence households and businesses (Crane et al., 2011). The unemployment rate in

New Brunswick has diminished 0.9% over the past year to 9.6% (Statistics Canada, 2014 b). Average


weekly earnings for the New Brunswick work force are $847.49, an increase of 4.75% from last year

(Statistics Canada, 2014b). Annually, New Brunswick citizens spend approximately $ 64,443. On average,

$1,869 is spent on household furnishings and equipment, $190 on reading material, $2,958 on clothing

and accessories, $3,432 is spent on sport and recreation, while $7,271 is spent on food and drink

(Statistics Canada, 2014c). This information demonstrates the purchasing habits of New Brunswick

citizens. This is essential when considering sponsorship agreements, as it provides an image of where

spending in the province occurs, and as such provides areas to target potential sponsors.

Political. The factors that concern the restrictions placed on organizations by a governing body

are regulatory forces. Provincially, New Brunswick is a Liberal governed province, under the direction of

Premier Brian Gallant (Government of New Brunswick, 2013a). Sport organizations fall under the

jurisdiction of the Department of Healthy and Inclusive Communities of the provincial government

(Government of New Brunswick, 2014b). This department has a sport branch, who provide legislation

surrounding funding models, staffing assistance grants, financial reporting and persons with a disability

act (Government of New Brunswick, 2014b).

Technological. As technology is an ever-evolving field, the technological section aims to identify

the impact this field may have on business and purchasing behaviours (Crane et al., 2011). In New

Brunswick, approximately 70% of households contain an Internet connection, 96% of which have a high-

speed Internet connection (Statistics Canada, 2010). This is the lowest rate in Canada for internet access

(Statistics Canada, 2010). The majority of users (71%) use a desktop computer to access the internet,

while 64% use a laptop, 35% use a smartphone and 20% use a game console (Statistics Canada, 2010).

The majority of users (75.1%) use the internet daily (Statistics Canada, 2010)

Competitive. Competitive factors include alternatives an individual can use to meet their needs

and desires (Crane et al., 2011). There are a number of competitors for sport organizations in New


Brunswick. New Brunswick residents report volunteering the second most hours per volunteer in

Canada (Imagine Canada, 2005). Over 44% of individuals over the age of 14 volunteered, on average,

185 hours over the span of one year (Imagine Canada, 2005). The majority of these volunteer hours

were in fundraising, and the organization or supervision of events (Imagine Canada, 2005).

Another area of competition is the arts. In 2007-2008, New Brunswick residents spent an

average of $747 per resident on the arts (Canada Council for the Arts, 2012). As well, in 2010, 99.7 % of

all residents over the age of 14 participated in at least one art and culture activity, including 22% who

attended an art gallery, 60.5% attended an arts festival or event, 87.1% listened to music on a CD and

83.3% watched a movie (Canada Council for the Arts, 2012).

SNB

Social. Sports participation in New Brunswick has declined 1.1 % between 2005 and 2010

(Canadian Heritage, 2013). Approximately 23.9% of all New Brunswick residents participate in sport as

an athlete (Canadian Heritage, 2013). Sports participation rates are highest amongst those who have

received an undergraduate degree, or some post-secondary education (Canadian Heritage, 2013).

Approximately 46% of students under the age of 18 participate in some type of sport (Canadian

Heritage, 2013). Almost 41 % of sports participants 15 and older participate in a minimum of one sports

tournament annually, with approximately 70.5% of all softball athletes participating in a tournament

annually (Canadian Heritage, 2013). On average people over the age of 14 spend 1.7 hours daily on

active leisure, with the most active age group including 15-19 year olds who participate for 2.7 hours

each day (Canadian Heritage, 2013). These findings are important to SNB as they demonstrate the

participation levels of Canadians. SNB could use this information to market their programs to the

appropriate demographic.


The participants of SNB include 407 females and 169 males at the Learn to Play level, 166 males

between the ages of 10 and 18 and 583 female athletes of the same age. The approximately 1893

remaining participants are senior or intermediate aged athletes, with more male than female

participate. These figures demonstrate a large number of participants at a senior level, and very few in

the competitive age group as targeted in this sponsorship plan. As well, a gender imbalance is evident

for the minor teams, which may cause difficulties creating competitive male teams of national

championships.

Economic. The income of an individual is directly related to sports participation. Only seven

percent of individuals with an income less than $20,000 annually participate in organized sport, whereas

33% of people with an income greater than $80,000 participate in sport programs (Canadian Heritage,

2013). The price of softball in New Brunswick ranges from $90 to $150 at the under 14 to under 18 level,

depending on the region, level of competition and sex of the athletes (Fredericton Fastpitch, 2014;

Moncton Rebels Softball, 2014; KV Softball, 2014).

Technological. SNB has used technology to connect to member and interested stakeholders.

They have a Facebook page, which the use to regularly update the public on events happening within

the organization, as well as softball in Canada (Facebook, 2014). In addition, SNB is in the process of

developing a new webpage to enhance their information sharing abilities (B. Adams, personal

communication, October 25, 2014).

Competitive. Golf, ice hockey, soccer, baseball, volleyball, skiing, cycling, badminton, and

swimming are the most commonly played sports in Canada (Canadian Heritage, 2013). However, softball

tournaments have been referred to as the premier competition amongst men and women in the over 14

age category (Canadian Heritage, 2013). New Brunswick also contains approximately 26,395 immigrants

which may indicate the popularity of other ethnic sports, including cricket, or soccer (Statistics Canada,


2007). This is important to SNB as immigrants may not be familiar with softball and as such will be less

likely to participate in the sport.

Regulatory. The predominant regulating body for softball in Canada is Softball Canada (Softball

Canada, 2013a). They enforce rules and regulations around the play of the game, number of players on

a team, player eligibility, and equipment eligibility (Softball Canada, 2013b). Also, SNB is required to

follow a number of regulations to remain a member of the national softball association. These

regulations include paying membership fees on a timely basis ($6,000 a year for New Brunswick)

(Softball Canada, 2014b). As well, they are required to ensure all members are registered with the

organization and umpires and coaches are properly certified with the provincial body (Softball Canada,

2014b). Lastly, Softball Canada (2014c) has a set of separate rules required for the bidding process and

hosting of a national championship.

SWOT Analysis

A SWOT analysis is an appraisal of the strengths, weaknesses, opportunities and threats of an

organization (Crane et al., 2011). This analysis relies on information regarding the trends in the field of

operation, information about the organizations competitors, an assessment of the firm itself, and the

beliefs and opinions of present and prospective customers (Crane et al., 2011). Table 2 details the

strengths of SNB, Table 3 addresses the weaknesses, Table 4 discusses opportunities and Table 5

identifies potential threats.


Table 2

SNB Strengths

Strength Description

Learn to Play program This program is sponsored by Tim Hortons, which helps to decrease the financial burden on SNB. As well, the Learn to Play program will increase participation rates among the youngest athletes, helping to build the pyramid with the largest amount of participants at the mass participation level.

National Coaching Certification Program Coaching Developments

Creates competent coaches, which will lead to better player development. In turn, the teams will have better performances at National Championships, because of the high calibre of coaching.

Senior League Approximately 66% of SNB’s membership base is senior age athletes. This is beneficial, as this is a huge group of athletes which require very few resources from the organization, allowing them to support these teams, while still being able to focus on the younger teams.

Internet Presence SNB supports a Facebook page, a website, twitter feed and live stream their provincial championship games. They use these sites to keep members informed of upcoming events and honor those from the organization who have received recognition provincially and nationally.

Geography The province is fairly small, therefore it is relatively easy to travel between regions for competition, coaching clinics, et cetera.

Re-emergence of Softball Softball participation is growing, and evolving. With increased programming for males, including Canada Games following a period of exclusion, and the development of the under 14 male Canadian Championships, the sport is gaining male participants.

Cost Softball is a low-cost sport. The Learn to Play program costs only $50-$60 across the province, and higher level play is only $90- $150.


Table 3

Weaknesses of SNB

Weakness Description

No provincial league

SNB is currently unable to select the best players to represent the province at a national championship. Organizing games between regions is the coach’s responsibility. This current scenario does not allow for teams to travel out of their region often, which does not allow them to experience a high level or competition.

Quebec Participation

Quebec residents close to the border are using the resources of SNB, but they are not contributing to the talent pool in New Brunswick.

Participation Rates Participation rates in sport are diminishing in New Brunswick. Between 1992 and 2010 the participation rate decreased 19.9%. In 2010 the total number of sport participants was 24.2 percent of the population 154,000 citizens, whereas in 1992 there were 251,000 participants (Canadian Heritage, 2013).

High Cost to Participate at Elite Level

Currently, the only athletes who participate in elite level competitions, such as Eastern Canadian Championships, or Nationals, are those who can afford to play at that level, not necessarily those who are the most talented.

Disengagement at the Board Level Some regions are performing below expectations, or may not be running any programs at all. As well, the board does not participate in or attend meetings regularly, making it difficult to disseminate information.

Aligning with Softball Canada SNB only has 2 part time staff, which makes it difficult to keep up with developments from Softball Canada. For example, Softball Canada released their Long Term Player Development Plan in 2008, but SNB did not complete their plan until 2013.

Teams in Urban Areas Traditionally, softball exists in rural communities, but in New Brunswick the main clubs are urban based. This creates a number of barriers to participation for rural citizens.

Umpires The umpires in the organization are aging, and no new umpires are receiving training to become certified.

Local Clubs At this time there exist very few softball clubs in New Brunswick, with the majority of teams being individually run teams. The club model provides greater support and consistency, which lacks in some areas of SNB.

Strategic Plan has not been updated

The strategic plan for SNB has not been updated since the previous one was completed in 2010.


Table 4

Opportunities of SNB

Opportunities Description

Implementation of provincial league

Will provide increased opportunities for scouting and recruiting for teams for national championships

Advocating for increased physical activity

Movements like ParticpACTION, and increased emphasis on physical activity, may lead to a larger amount of people participating in softball

Creating Lifetime Membership fees Generates additional profit for SNB, and helps to engage current and former players

Exposure to National Championships

SNB has the opportunity to apply to host national championships through Softball Canada. When they hosted the Senior Men’s Championships, their fan base reached 2,500 people for the final game, exposing many to the sport and increasing participation the following year (B. Despres, personal communication, November 18, 2014).

Funding All sport organizations in New Brunswick are eligible to apply for funding, if none is provided by the provincial body. This money can help establish clubs in communities who are lacking the resources to do so independently.

Establish Regional Contacts Aside from elected board members, the opportunity for SNB to identify an active individual in a region will aide in program regulation and delivery.

Pilot Programs Since New Brunswick is open to trying new programs, they serve as a pilot for many Softball Canada programs. This provides opportunity to establish these programs and create more direct programming.

Disseminate Responsibilities A further distribution of roles and responsibilities at the board level will allow part time staff the chance to focus on larger projects and will allow the board to become more efficient.

Increased Professional Development

With the increase in technology it is easy to connect people across the province for professional development. This will create more knowledgeable members who are better able to carry out the desired actions of the organization.


Table 5

Threats of SNB

Threats Description

New Brunswick Participation rates decreasing

Less athletes to select from, therefore a smaller talent pool for national competitions, as well as decreased membership profit.

Popularity of other sports People are participating in other sports. Many other sports have a longer season, making them more appealing to athletes. This may also be due to globalization of other sports.

Environment (weather) The weather in New Brunswick includes long winters and fields cannot be played on until the snow has melted and they are dry. As well, SNB cannot access the fields during periods of rain.

Season Length Fields in New Brunswick do not open until the end of May and are closed the first week of school. This makes it difficult to compete with provinces who have longer seasons and more time to train. As well, there exist few opportunities for indoor play.

Increased competition for funding Due to increased legitimacy of other organizations, it is becoming more difficult to obtain grant money. As well, more organizations are moving to sponsorship models, thus increasing the competition for sponsorship.

Dual Screen Technology is playing a bigger role in society. Individuals tend to be more passive and participate less in sport.

Aging Population The population of New Brunswick is aging, thus decreasing the amount of youth available to play sports, and a decreased talent pool.

Family Relationship Many two parent families have two working parents, leaving less time to volunteer and to provide transportation for their child.

Early Specialization Athletes are specializing in sport early than ever before. This not only leads to burnout, but can also be detrimental for sports who rely on seasonal participants (such as softball).

Indirect Competition The arts, technology and part-time student employment are all threats to participation in softball.


Football

New Brunswick

Brand Map

Figure 2 demonstrates a brand map for common sports organizations that compete in annual

national championships. This brand map helps to identify the cost and length of season for Football New

Brunswick, Hockey New Brunswick, SNB, Volleyball New Brunswick and Basketball New Brunswick.

These teams will compete in a national championship annually. Table 6 provides the exact fees and

length of season for the aforementioned sports.

Figure 2- Brand Map of SNB comparing price and length of season

Length of Season

There is also indirect competition for SNB which is not outlined on the brand map. Theatres,

concerts and cultural festivals were the three arts activities that had the highest youth attendance rates

in 2010 (Hill Strategies Research Inc., 2014). On average, youth spend 40 hours a week in front of a

Softball

New Brunswick

High

Basketball

New Brunswick

Volleyball

New Brunswick

Hockey

New Brunswick

New Brunswick Rugby Union

Low

Low

Price

High


screen. Over 35 % of males play video games four or more hours a week (Shannon-McCallum, 2014).

Other indirect competition may include, participation in music or art lessons, student employment,

spending time with their friends, reading, participating in drama productions, or school clubs and

committees.

Table 6

Cost and season length for sports organizations in New Brunswick

Organization Length of Season (Months) Price to be on Provincial Team (Dollars)

Football New Brunswick 6 1,250

Volleyball New Brunswick 1 800-1000

Hockey New Brunswick 10 1,500

Basketball New Brunswick 3 1,500

SNB 4 1,440

New Brunswick Rugby Union

3 2000

Target Market

SNB. SNB’s target market encompasses players from the age of four to senior (B. Adams,

personal communication, September 18, 2014). Currently less than 35% of their membership are minor

players, with the balance being senior, or recreational league participants (SNB, 2013). Additionally,

parents or guardians are included, as they have a great deal of influence over minor players within the

organization.

Potential Sponsor. The target market for potential sponsors is provincial athletes in the under

14 to under 18 age categories. Furthermore, family members, such as parents, grandparents, and


guardians, are also included. This is important because these individuals make the majority of

purchasing decisions in a household.

Market Segmentation

McCarville (1991) defines market segmentation as “the process of breaking the community into

meaningful client groups” (as cited in Edwards, 2014a). Market segmentation links managerial analysis

and action. It is useful for an organization to design a promotional strategy (Edwards, 2014a). This

section outlines the market segmentation for SNB.

Geographic

There are 8 regions, as outlined in the History of SNB section of this sponsorship proposal. These

regions encompass the entire province of New Brunswick, and certain areas of Quebec in Region 8 (SNB,

2013). This allows SNB to tailor programs to specific regions, depending on the demographics of that

region. It also allows for board members to have increased responsibility by managing tasks in a specific

region.

Demographic

As mentioned previously, the programs of SNB are designed for males and female from the ages

of four and up (B. Adams, personal communication, September 18, 2014). This is a very inclusive market

segment. It allows them to provide a wide range of programs to satisfy the needs of their players.

However, the majority of the participants (66%) are senior-level players, which leads to a decreased

talent pool of youth athletes. This may impact the ability to form a provincial teams to compete at

national championships.


Behavioural

SNB is providing a high quality program. There are coaching certifications required to coach each

level of the sport, which aides in ensuring quality (B. Adams, personal communication, September 18,

2014). This leads to positive player development and increased participation (Coaching Association

Canada, 2014). Usage rates depend on the level of play. A Learn to Play participant would have a much

lower usage rate than a high level player training for national championships.

Psychographic

SNB is geared towards a physically active lifestyle. The programs could be families or individuals

looking to enhance their personal physical fitness, or those looking for a sense of community. The

personality of patrons varies greatly by age, sex and level of competiveness. SNB must be aware of this

when developing and marketing programs. To be successful, they need to provide a variety of options to

suit all personalities and levels of competiveness.

Goals of Sponsorship Plan

Goal 1

To obtain $75, 000 by June of each year for the next three years to defray half the cost of

sending an Under 14, Under 16, and Under 18 male and female teams to national championships.

Rationale. As described in our budget, it will cost approximately $150,240 to send our New

Brunswick athletes to the National Championship.

Goal 2

To obtain one Grand Slam, three Home Run, four Triple Play and five Double Play sponsors by

June 2015.

Rationale. This is to ensure we allocate sufficient funds to help defray athlete costs.


Goal 3

To provide biweekly opportunities for each athlete on the provincial teams to train in the

offseason prior to the 2016 competitions.

Rationale. This will increase Team New Brunswick’s competiveness at the championships. As

well, it will ensure athletes are reaching their maximum potential.

Sponsorship Strategy

The sponsorship plan will include four levels of sponsorship. Each level will be associated with

different monetary values and will give the sponsor different assets. See Table 7 for a description of

each level. It is important that SNB is flexible with this template. If an organization is willing to sponsor

SNB at an amount less than $1,000 they can negotiate the desired assets. The same would apply if an

organization provides a sponsorship at the higher end of a level; the two parties would be able to

negotiate the assets desired. Furthermore, if a company is willing to provide an in-kind sponsorship,

they would receive the assets that correspond with the monetary value of the product or service

provided.


Table 7

Sponsorship levels

Level Sponsorship Requirements Assets Received

Grand Slam $20, 000 + a year for 3 years ( a total of $60, 000+)

Title sponsor of all provincial teams and New Brunswick provincial tournaments

Banners for all games in New Brunswick (including tournaments which are telecasted)

Display space at each national event hosted in New Brunswick

Jersey logos

Links on website and social media

10 free passes to all SNB events

Advertisement (full page) in all SNB publications

Company representative will throw the first pitch at each national event hosted in New Brunswick

Opportunity to distribute discount cards to athletes, coaches and parents

Homerun $10, 000- $19,999 a year for 3

years (a total of $30, 000-

$59,997)

Logos on volunteer t-shirts

Display space at each national event hosted in New Brunswick

Links on social media and website

5 free passes for all SNB events

Half page advertisement in all SNB publications

Opportunity to distribute discount cards athletes, coaches and parents

Triple Play $5000- $9999 one to three year contract

Logo on batting helmet

Business card size advertisement in all SNB publications


2 passes to all SNB events

Opportunity to distribute promotional items at all events in New Brunswick

Double Play $1000-$4999 one to three year contracts

Business card size advertisement in all SNB publications


Opportunity to distribute promotional items at all events in New Brunswick


Target Sponsors

Table 8 illustrates the potential sponsors for each sponsorship level. There are some options

that are in competition with each other, and as such both should not be obtained. These include Air

Canada and WestJet; Canadian Tire and Kent; Cleve’s Source for Sport and Canadian Tire; Trius Group of

Companies and Coach Atlantic; and Crabbe Mountain and Poley Mountain. Thus, SNB should target only

one option. If this option is not successful, SNB would be able to target the opposing option. See

Appendix A for additional information about potential sponsors.

Table 8

Target Sponsors

Sponsorship Level Potential Sponsors

Grand Slam Air Canada/West Jet Kent Canadian Tire

Home Run Cleve’s Source for Sports Enterprise Rent-A-Car Atlantic Superstore Pepsico Magic Mountain

Triple Play Pita Pit Coach Atlantic/Trius Group of Companies Poley/Crabbe Tourism New Brunswick

Double Play Massage experts Booster Juice Kingswood City of Fredericton/Moncton/Saint John

Justification of Sponsors

Air Canada. Air Canada is the largest full-service airline, and the largest provider of scheduled

passenger services in Canada. They have a pre-existing program, which aims to support children and

youth organizations through monetary and in-kind sponsorships (Air Canada, 2014). SNB would be able


to benefit from either in-kind donations, to support their travel across the country or monetary

sponsorships to aide in decreasing costs. Additionally, the target market of Air Canada aligns with the

target market of SNB—adults with a disposable income. Transportation accounts for only 1.3% of all

sponsorship revenue as found in the Eighth Annual Canadian Sponsorship Landscape Study (E. Beselt,

personal communication, November 29, 2014). Sponsoring SNB would provide Air Canada with the

opportunity to differentiate themselves as a company who cares for their community in the eyes of their

target market in New Brunswick.

WestJet. WestJet was founded in 1996 by a group of partners with the mindset that just

because you pay less for your flight, does not mean you should get less (WestJet, n.d). They provide an

alternative means for transportation and would be able to sponsor SNB through in-kind airline tickets, or

monetary investment. Similar to Air Canada, WestJet could have the opportunity to separate themselves

from other travel companies in the eyes of their consumer. Finally, they have programs, such as the

Airport Giving Program and extensive sponsorship programs. However, they have a limited number of

locations they are able to provide travel to, which is a factor SNB must consider when targeting

sponsors. For example, they will only depart from Fredericton or Moncton, whereas Air Canada will

depart from Fredericton, Moncton, Saint John and Bathurst.

Kent. Kent’s mission is “to be the best source of home improvement products through superior

service, quality products and everyday great prices.” (Kent, 2014, n.p.). They are an Atlantic Canadian

company who pride themselves on sponsoring organizations that support growth, development and

wellness (Kent, 2013). Provincially, households spent approximately $6,294 on household related

expenses in 2012 (Statistics Canada, 2014). By sponsoring SNB, Kent would have greater exposure to

their target market and increase brand awareness. This would help Kent position their stores as the

better option, compared to their competitors (Edwards, 2014b), and will lead to increased sales for

household expenses.


Canadian Tire Corporation. Canadian Tire is a company that was founded in 1922. Their

products and services are a reflection of the diversity of their customers (Canadian Tire Corporation,

2014). Canadian Tire is an organization that supports sport at every stage. Canadian Tire Jumpstart is a

national program that aims to help children from low-income families participate in organized sport

(Canadian Tire Jumpstart, n.d.). This charitable foundation demonstrates Canadian Tire’s commitment

to sport. Furthermore, Canadian Tire Corporation merged with Foranzi Group Limited in 2011, the

company responsible for SportChek and Atmosphere, and the largest retailer of sporting goods in

Canada (Canadian Tire Corporation, 2014). Furthermore, in 2013, the revenue of Canadian Tire

increased by 162 million dollars, partially as the result of increased sales from Foranzi Group Limited

Sports (Canadian Tire Corporation). As a sponsor of SNB, Canadian Tire Corporation would have the

opportunity to interact with their target market and increase brand awareness, customer loyalty and

revenue.

Cleve’s Source for Sports. Cleve’s Source for Sports is a company that is a national buying group,

comprised of over 150 independently owned and operated stores across Canada, 7 of which are in New

Brunswick. The company claims they “will put you in the right equipment for your sport at the right

price” (Cleve’s Source for Sports, 2014, n.p.). This promise to consumers demonstrates the twofold

relationship they could have with SNB. Not only could Cleve’s Source for Sports provide financial aid for

SNB, the athletes in the program could also support Cleve’s Source for Sports by purchasing their

products. As a Home Run sponsor they will be able to provide the athletes of SNB with exclusive

discounts to encourage them to purchase from their stores.

Furthermore, Cleve’s Source for Sports is an organization who prides themselves on community

involvement. Most of the store owners grew up in the community they serve, and like to give back

through sponsorships. Even though the focus of this sponsorship plan is supporting a provincial level

competitive team, there is still an effect on the community. Hosting an event, such as a national


championship, will create increased exposure for the sponsor because of the high number of spectators.

For example, during the final game of the Senior Men’s National Championship in Fredericton in 2012,

over 2,500 spectators attended. This contrasts the 20 spectators who are present at regular season

games (B.Despres, personal communication, November 18, 2014). This demonstrates the benefits

larger scale events can have on a community.

Enterprise Rent-A-Car. Enterprise Rent-A-Car has car rental locations across Canada, making

them an ideal method of transportation for SNB (Enterprise Rent-A-Car, 2014). The opportunities exist

for Enterprise to provide the organization with vehicles for a shuttle service while competing. This, in

turn, will aid in building brand loyalty with a section of their target population. Additionally, only 1.3

percent of sponsors are from the transportation industry (E.Beselt, personal communication, November

29, 2014). This allows Enterprise to separate their company from other options in the transportation

industry. From perspective of SNB, Enterprise may be an attractive option as there are fewer

organizations seeking sponsorships from this industry.

Atlantic Superstore. The goal of Atlantic Superstore, who are owned by Loblaw Companies

Limited, is to “provide [their] shoppers with a meaningful CHOICE” (Atlantic Superstore, 2014, n.p.).One

of the key focal areas of Atlantic Superstore is supporting initiatives that promote being healthy and

active. Approximately 26.9 percent of all sponsors are in the retail industry in Canada (E.Beselt, personal

communication, November 29, 2014). This is one of the largest sponsorship categories. The large

percentage indicates they are more likely to provide sponsorship.

PepisCo. PepsiCo aims to be “the world’s premier consumer products company focused on

convenient food and beverages” (Pepsico, 2011, n.p.). As SNB already has an agreement with PepsiCo,

they are already an integral part of the organization. Expanding their current agreement would allow

PepsiCo to increase their brand association with SNB, and increase brand awareness amongst their


target market. They will have the opportunity to benefit from a greater number of assets, which will

lead to greater promotion of the brand.

Magic Mountain. Magic Mountain is Atlantic Canada’s largest water park, and a large tourist

destination (Tourism New Brunswick, 2014). As SNB will be hosting a number of national and provincial

level events in the upcoming years, Magic Mountain will be able to target the families of participants in

these championships. This population of tourists represent a large portion of Magic Mountain’s target

market and revenue source.

Pita Pit. Pita Pit started as a company with a mission to provide an alternative in the fast food,

high-fat world surrounding them (Pita Pit, 2014). They are a company who supports healthy behaviours,

which is why they would be a good fit for a sports organization. They could provide products for athletes

at a decreased, or no cost throughout competition, which would aid in creating brand loyalty amongst a

target market.

Coach Atlantic Group. Coach Atlantic Group provides affordable group transportation services

(Coach Atlantic Group, n.d. b). They would be able to provide monetary or in kind sponsorship for SNB.

The transportation industry only provides 1.3 percent of total sponsorship revenue in Canada, so this

partnership would provide a unique opportunity to promote their brand without the influence of

competitors. However, they only travel within the Atlantic Provinces, and Quebec City, and as such

would not be an option for travel to other destinations (Coach Atlantic Group, n.d. a).

Trius Group of Companies. Trius has a fleet of buses to serve the needs of all customers, and are

committed to reliability and safety (Trius, 2014). Transportation is a significant component of the budget

for SNB’s provincial teams. Trius Group of Companies would be able to provide in kind charter services

to help reduce this cost, or they could provide monetary sponsorship. Similar to Coach Atlantic Group,

this sponsorship opportunity would allow Trius Group of Companies to promote their brand with


minimal competition from other transportation companies. Furthermore, Trius will provides charter

services anywhere in Canada (Trius, 2014).

Poley Mountain. Poley Mountain is “well known as the premier ski resort in Southern New

Brunswick and Atlantic Canada” (Poley Mountain, 2014, n.p.). As softball is solely a summer sport, with

limited off season opportunities, Poley Mountain would be able to market participation opportunities to

the athletes and their families through a sponsorship agreement. Both SNB and Poley Mountain are

targeting youth with a desire to be active, and their families. Additionally, SNB’s national level events

will attract tourists, which is another large portion of Poley Mountain’s target market.

Crabbe Mountain. Crabbe Mountain has “some of the best skiing and snowboarding terrain in

Atlantic Canada” (Tourism New Brunswick, 2014, n.p.). It can provide opportunities for the players and

families of SNB to be active in the offseason. Furthermore, one of SNB’s strategic goals is to increase the

number of registered players at all levels and in every discipline (SNB, 2008). Through partnering with

the ski hill, SNB would also be able to attract athletes who are typically only winter athletes.

Tourism New Brunswick. In 2012, approximately 1.1 billion additional dollars were spent on

tourism-related products and services including accommodations, restaurants, travel and travel related

activities (Province New Brunswick, 2014). This demonstrates that tourism is an integral part of New

Brunswick’s economy. When SNB hosts a national event, a large number of athletes, volunteers and

spectators will visit New Brunswick. Tourism New Brunswick would be able to promote the province to

this target market and be able to influence them to increase their stay or plan a return visit.

Massage Experts. Massage Experts is a company who strives to “provide an expert massage

therapy experience, within a welcoming atmosphere, at a piece-of-mind price” (Massage Experts, 2013,

n.p.). Furthermore, Massage Experts are a company devoted to community involvement (Massage

Experts, 2013). The elite level athletes on the SNB provincial team could be potential clients for Massage


Experts to keep them competition ready. Additionally, massage therapy is rapidly growing as a form of

health care (Massage Therapy Canada, 2014). This information supports the rationale of the

sponsorship; Massage Experts could market their services as an alternative form of health care to the

parents of the athletes.

Booster Juice. Booster Juice was founded as a way to provide a healthy alternative to

Canadians. They provide a number of beverage options, as well as food products (Booster Juice, 2014).

Booster Juice could provide in-kind or monetary sponsorship to SNB. Furthermore, as Booster Juice is an

organization targeting youth and athletes, their target market aligns with the participants of SNB’s

provincial teams. Furthermore, as Booster Juice works to promote a healthy lifestyle, their brand is

congruent with the physical activity promoted by SNB, at every age and ability.

Kingswood Park. Kingswood Park offers many services, including fitness, golf, and an

entertainment centre. Their golf course has received numerous accolades over the past number of

years, including the “Best Places to Play” in 2008 and the “Top 100 Best Courses outside the US” in 2006

(Kingswood Park, 2014b). The number of attractions at Kingswood Park would provide entertainment

opportunities, including bowling, laser tag, and arcade games throughout the tournaments hosted in

Fredericton for both athletes and their families (Kingswood Park, 2014a). The target market of SNB is

compatible with Kingswood’s target market. This allows Kingswood to promote their brand through a

sponsorship agreement with SNB.

City of Fredericton, Saint John and Moncton. The City of Moncton has committed to being

engaged in their communities, and to supporting a healthy community (City of Moncton, 2014). The City

of Fredericton and the City of Saint John are committed to the health and wellness of theirs community,

as illustrated by the Recreation Master Plan (City of Fredericton, 2008) and the Parks and Recreation

Strategic Plan, respectively (City of Saint John, 2014). These would be able to partner with SNB for in-


kind sponsorships, such as field rentals or indoor rentals in the off-season, or as a monetary

sponsorship.

Activation Management

The action table (Table 9) describes the tasks SNB must accomplish to successfully implement

this sponsorship plan. Appendix B provides a cover letter template SNB could use when contacting

potential sponsors. Appendix C provides a sample contract, which SNB could use when signing a

sponsorship agreement.

There are also a number of tasks the sponsor must complete to activate the sponsorship. These

tasks can be categorized as activational and non-activational leveraging techniques. Non-activational

leveraging techniques include banners, and sponsors logos on products and in publications (Edwards,

2014c). The sponsor must provide SNB with logos and banners (B.Adams, personal communication,

September 18, 2014). Activational leveraging requires sponsors to interact creatively with their target

market (Edwards, 2014c). Companies will be required to distribute promotional material, such as

coupons and discount cards. For example, sponsors could host a meet and greet with the provincial

teams, during which they could distribute coupons and discount cards. The Grand Slam and Home Run

sponsors will also be required to design, assemble, and provide personnel to promote their company at

their designated display space. To encourage engagement, the sponsor could host games or giveaways

at their display area.

One creative program SNB could offer to increase activational leveraging is a sponsor of the

month feature. SNB would choose a sponsor to promote every month. They could post weekly about

this sponsor, including coupons, history of the company, giveaways, and links to their website. This

would help to increase brand awareness of the sponsors and strengthen their agreement with SNB. The


sponsor of the month will be chosen randomly from all sponsors who have completed the terms of their

sponsorship agreement.


Table 9

Action Table

Action Description Year 1 Year 2 Year 3

Sponsor Attainment

Contact potential sponsors by February 28th

Sign sponsorship agreement by April 30th

Collect money or in-kind product/service by June 30th

Activation Collect organizational logos by May 15th

Collect banners by June 30th

Put links on website and social media by July 1st

Ensure the team jerseys, batting helmet stickers and volunteer t-shirts arrive by July 15th

Put up banners the day prior to the commencement of the championship

Select sponsor of the month by the last day of each month

Post on social media weekly about the chosen sponsor

Post sponsor of the month page on the website

Evaluation Administer and collect surveys randomly throughout the championships

Email and post link to online survey on social media on August 31st and allow responses until September 30th

Monitor Google Analytics biweekly

Evaluate and revise goals by December 31st

Track ticket sales at events

Track participation rates in the provincial team

Compile year-end report with all collected data and distribute to sponsors by December 31st


Return on Investment

Key performance indicators include sales and revenue, website metrics, brand awareness and

recall, and community size and demographics. Sales and revenue can be measured through the tracking

of coupons and promotional materials provided to patrons. Google Analytics is a tool which can be used

to track website metrics. It can track page views and interactions on the pages. Brand awareness and

recall can be easily measured through both surveys (see Appendix D for a sample survey). These can be

administered to the parents of the athletes at games and practices, as well as via email and social media.

Survey Monkey can be an effective tool because it is a low-cost program, which allows the creation and

distribution of online surveys. Lastly, community size and demographics can be tracked through ticket

sales, participation rates and data obtained from surveys.

In addition to the key performance indicators, the success of the plan can be measured by the

degree of achievement of the goals of the plan. The first goal will be considered accomplished if

$75,000 is obtained by June of each year. If the required number of sponsors for each level are obtained

by June of 2015, the second goal will be completed. The third goal will be measured by the opportunities

for offseason training. If all teams train biweekly in the offseason (September to April) this goal will be

achieved. These goals are important to SNB as it allows them measure the success of their provincial

team program.

As SNB wants to disseminate responsibility to their board members (B. Despres, personal

communication, November 18, 2014), they could form a subcommittee within the board to evaluate

these key performance indicators. This would allow SNB to complete this task while still managing other

projects.

Through measuring sales and revenue, sponsors will be able to track the impact of the

agreement. This is an effective indicator because it provides concrete evidence to the success of the


sponsorship agreement. Website metrics can provide the number of clicks on links, as well as the

number of views on the pages. This is valuable to the sponsor as it will allow them to determine the

effectiveness of that asset. If nobody is viewing the webpages, and traffic is not being directed to the

sponsor’s own webpage, they may implement an alternative strategy for activation, or negotiate

alternative assets. Brand awareness and recall measurements can indicate whether the target

population is noticing the sponsor. From the perspective of a sponsor, this can also indicate if the

activation of the agreement is working, or if the sponsor needs to alter the activation plan to achieve

more brand awareness. Research has shown that sponsorship awareness has a significant impact on

attitudes towards the sponsor which, in turn, influences purchase intentions of the sponsor’s project

(Biscaia, Correia, Rosado, Ross & Maroco, 2013). Community size and demographics would indicate

whether the spectators are in the desired target market, or a potential target market. If this data does

align with the sponsor’s target market they will be more likely to renew their contract. If it does not

align, SNB would be able to find a more compatible sponsor.

SNB will provide constant communication with the organizations regarding any data collected,

including an annual report of the progress of the sponsorship. As well, they will provide

recommendations to enhance the activation and engagements of the sponsor’s assets. This will ensure

the sponsor is able to evaluate whether the current agreement is beneficial, and if they should renew

when the contract is finished.


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Appendix A

Sponsorship Tracking Form

Prospective Corporation Air Canada

Mailing Address 7373 Cote Vertu Ouest, Saint-Laurent, Québec H4S 1Z3

Location Quebec

Telephone 888-247-2262

Email

Contact and position Craig Landry, Vice President, Marketing

Number of Stores in NB 4

Approximate number of employees 27,000

End of Fiscal Year February

Products/Services Provided Flights

Target market People who travel, Adults who have a steady income

Date of contact

Sponsorship level


Prospective Corporation West Jet

Mailing Address 22 Aerial Place N. E., Calgary, Alberta T2E 3J1

Location Alberta


Email

Contact and position Bob Cummings, Executive Vice President, Sales, Marketing and Guest Experience



End of Fiscal Year December

Products/Services Provided Flights

Target market People who travel, Adults who have a steady income

Date of contact

Sponsorship level



Prospective Corporation Kent

Mailing Address 300 Union St. Box 1200, Saint John NB, E2L 4G7

Location New Brunswick


Email [email protected]

Contact and position



End of Fiscal Year March 31st

Products/Services Provided Building supplies, installation services, garden centre, kitchen/interior designing

Target market Individuals in the building/carpentry/home improvement fields, individuals who want to complete do-it-yourself projects

Date of contact

Sponsorship level


Prospective Corporation Canadian Tire

Mailing Address 2180 Yonge Street P.O. Box 770, Station K Toronto, ON M4P 2V8

Location Toronto, Ontario





Approximate number of employees


Products/Services Provided automotive parts and accessories, hardware, home and leisure products

Target market

Date of contact

Sponsorship level

mailto:[email protected]



Prospective Corporation Cleve’s Source for Sport (Fredericton Location)

Mailing Address 1055 Prospect St, Fredericton NB E3B 3B9

Location Fredericton


Email

Contact and position Jason Dick, Store Manager




Products/Services Provided Sporting goods

Target market People pursuing a physically active lifestyle, who need sporting goods

Date of contact

Sponsorship level


Prospective Corporation Enterprise Rent-A-Car

Mailing Address 319 King St., Fredericton, NB E3B 1E4

Location 319 King St., Fredericton, NB E3B 1E4

Telephone 1-800-264-6350

Email n/a

Contact and position Pamela Nicholson


Approximate number of employees 10,001+


Products/Services Provided Neighborhood and Airport Rentals, Car Sharing, Car Sales, Commercial Truck Rentals, Management Training Program, Rideshare Vanpooling, Fleet Management

Target market Individuals with a valid driver's licence who seek renting vehicles.

Date of contact

Sponsorship level



Prospective Corporation Atlantic Superstore Loblaw

Mailing Address 1 President’s Choice Circle Brampton, Ontario, Canada L6Y 5S5

Location


Email [email protected].



Approximate number of employees 192,000 (country)


Products/Services Provided food, health and home retailer

Target market All

Date of contact

Sponsorship level


Prospective Corporation Pepsico Canada

Mailing Address 5205 Satellite Drive, Mississauga, Ontario L4W 5J7

Location Mississauga, Ontario


Email


Number of Stores in NB Products are sold everywhere in New Brunswick


End of Fiscal Year April 1st

Products/Services Provided Beverages and food

Target market Consumers over the age of 12

Date of contact

Sponsorship level




Prospective Corporation Magic Mountain

Mailing Address Magic Mountain Waterpark PO Box 29095 Moncton, NB E1G 4R3

Location Moncton, NB

Telephone 1-506-857-9283


Contact and position Mark Jelley, Finance and Marketing Manager



150+

Fiscal Year End March 31st

Products/Services Provided Theme Park- water attractions, arcade games and mini golf

Target market Families and tourists

Date of contact

Sponsorship level


Prospective Corporation Pita Pit

Mailing Address 11 Princess Street, Suite 305, Kingston, ON K7L 1A1

Location Kingston, Ontario

Telephone 613 546 4492

Email





Products/Services Provided Wraps, smoothies. Quick and affordable way to get a unique and healthy meal.

Target market Individuals who want to change their eating style to something unique and healthy.

Date of contact

Sponsorship level



Prospective Corporation Coach Atlantic Transportation Group

Mailing Address 703 Malenfant Blvd, Dieppe, NB E1A 5T8

Location Dieppe

Telephone 1-888-599-4287

Email [email protected] [email protected]

Contact and position Adam Doiron - Chief Executive Officer




Products/Services Provided Coach Atlantic Group provides affordable group transportation services from all over Atlantic Canada, and travel throughout North America.

Target market Travelling patrons, team rentals

Date of contact

Sponsorship level


Prospective Corporation Trius Group Companies

Mailing Address 70 Trius Drive PO Box 1385, Fredericton, NB, Canada E3B 5E3

Location 70 Trius Drive PO Box 1385,Fredericton, New Brunswick, Canada E3B 5E3



Contact and position R. Gordon Wheaton – President

Number of Stores in NB 6 company divisions, 2 locations in Fredericton

Approximate number of employees Approx. 100


Products/Services Provided S.A Deliveries, Charter Bus, 4 Safety (First Aid/CPR training, ergonomic services/education & safety compliance services offered for groups), Gas Club (24 hour pump convenience at competitive prices, open to all), Automotive, dealership, car and truck rentals

Target market Patrons looking for delivery services, rentals, travelling, and


auto repair.

Date of contact

Sponsorship level


Prospective Corporation Crabbe Mountain

Mailing Address Crabbe Mountain 50 Crabbe Mountain Rd Central Hainesville, NB E6E 1E3

Location Central Hainesville, NB

Telephone 1-506-463-8311


Contact and position Chris Corman, General Manager



160

Fiscal Year End August 31st

Products/Services Provided Downhill skiing, ski schools

Target market Winter outdoor enthusiasts of all ages

Date of contact

Sponsorship level


Prospective Corporation Poley Mountain

Mailing Address Poley Mountain Resorts Ltd. PO Box 4466 Sussex NB E4E 5L6

Location Sussex, NB

Telephone 1-506-433-7653


Contact and position Bill Anderson, General Manager



Fiscal Year End August 31st

Products/Services Provided Downhill skiing, ski schools

Target market Winter outdoor enthusiasts of all ages

Date of contact

Sponsorship level




Prospective Corporation Tourism NB

Mailing Address Tourism, Heritage and Culture P.O. Box 12345 Campbellton, NB Canada E3N 3T6

Location Campbellton

Telephone (506) 453-3115


Contact and position Deputy Minister


Approximate number of employees 52


Products/Services Provided Gives information on what to do and what to see in NB

Target market Visitors and residency of NB

Date of contact

Sponsorship level


Prospective Corporation Massage Experts

Mailing Address 169 Dundonald Street Fredericton, New Brunswick E3B 1W7








Products/Services Provided Our mission is to provide an expert massage therapy experience, within a welcoming atmosphere, at a peace-of-mind price.

Target market Individuals looking for a massage, injured patrons.

Date of contact

Sponsorship level




Prospective Corporation Booster Juice

Mailing Address #203-701 Evans Ave Toronto, Ontario M9C 1A3

Location Moncton, NB

Telephone 1-416-621-6767

Email

Contact and position Dale Wishewan, Finance and Marketing Manager


Approximate number of employees in NB

50

Fiscal Year End March 31st

Products/Services Provided Food Products-smoothies and sandwiches

Target market Those pursuing a healthier lifestyle, especially teens and young adults

Date of contact

Sponsorship level


Prospective Corporation Kingswood Park

Mailing Address 31 Kingswood Park, Fredericton, NB E3C 2L4


Telephone 506-450-1234 Ext. 332


Contact and position Kevin Johnston, Marketing Manager



End of Fiscal Year March

Products/Services Provided Entertainment centre, golf course, fitness, gymnastics, accommodations

Target market Families and tourists

Date of contact

Sponsorship level

Sponsorship level



Prospective Corporation City of Fredericton

Mailing Address PO Box 130, 397 Queen Street, Fredericton, NB E3B 4Y7

Location PO Box 130, 397 Queen Street, Fredericton, NB E3B 4Y7

Telephone (506)-460-2020

Email n/a

Contact and position Chris MacPherson


Approximate number of employees 650 approx.

End of Fiscal Year December 31st

Products/Services Provided City Government, community and culture, recreation and leisure, transportation, public safety, environment, economic development and tourism

Target market Citizens of Fredericton, patrons travelling to Fredericton

Date of contact


Prospective Corporation City of Saint John

Mailing Address 15 Market Square, PO Box 1971, Saint John, New Brunswick, E2L 4L1

Location 15 Market Square, PO Box 1971, Saint John, New Brunswick, E2L 4L1

Telephone (506) 658-4455


Contact and position J. Patrick Woods-City Manager


Approximate number of employees 850 approx.

End of Fiscal Year January 17th

Products/Services Provided A variety of services for residents, businesses and visitors

Target market Citizens of Saint John, patrons travelling to Saint John

Date of contact

Sponsorship level



Prospective Corporation City of Moncton

Mailing Address 655 Main Street, Moncton, New Brunswick, E1C 1E8

Location 655 Main Street, Moncton, New Brunswick, Canada E1C 1E8


Email [email protected], [email protected]

Contact and position Jacques Dubé- City Manager


Approximate number of employees 850

End of Fiscal Year December 31st

Products/Services Provided A variety of services for residents, businesses and visitors

Target market Citizens of Moncton, patrons travelling to Moncton

Date of contact

Sponsorship level


Appendix B

[Name]

4242 Water Street,

Miramichi, New Brunswick

E1N 4L2

[Date]

[Insert Address of Company]

Dear [insert name of contact],

SNB is a provincial sport organization focused on promoting, developing and regulating softball

in New Brunswick for the enjoyment and fulfilment for participants, from playground to podium. Every

August we send teams to national championship across Canada. This letter is to invite you to be a part of

our teams’ success through a sponsorship agreement.

[Use this paragraph to explain the benefits for the sponsoring organization].

Thank you for your time and consideration of this sponsorship opportunity. We will be

contacting you again in the next two weeks to discuss this opportunity further.

Regards,

[Name]

[Phone number]

[Email]


Appendix C

SNB Sponsorship Agreement (“Agreement”)

Date: [date]

Parties:

(1) [SNB], a company incorporated in New Brunswick, Canada (Registration number [NUMBER]) and

having its registered office at 4242 Water Street, Miramichi, New Brunswick (the “Sponsee”);

and

(2) [Company], a company incorporated in [location] (Registration Number [NUMBER]) and having

its registered office at [address] (the “Sponsor”)

Terms of Agreement

(1) Period of agreement

i. This agreement will take effect [date] and will continue until [date] (the “Sponsorship

Period”).

(2) Benefits of agreement

i. The sponsee agrees to grant the sponsor the following assets:

i. (list of assets)

ii. The sponsor agrees to provide:

i. (list money amount or in-kind products/services)

ii. (be sure to include amount/in-kind per year)

iii. (also include what is necessary for them to provide to fulfil the assets

mentioned i.e. banners, logos etc.)

(3) Sponsors Rights

i. Throughout the sponsorship period, the sponsee agrees to provide annual reports on

data collected and consistent communication in regards to the terms of the agreement.

(4) Renewal

i. The sponsee will grant the sponsor first right of refusal following the termination of this

agreement.

ii. The sponsor will be given the option to withdraw following a one year period if the

terms of agreement have not been met.

(5) Entire agreement

i. This agreement represents the entire agreement between these parties in relation to

the subject matter of this agreement and supersedes any previous agreement (oral or

written) between these two parties.


In Witness Whereof duly authorised representatives of each party agree to the terms of agreement and

agree to execute the agreement for the duration of the sponsorship period.

___________________________ _____________________________

Signature of Sponsor Signature of Sponsee

____________________________ _____________________________

Print Name Print Name

____________________________ _____________________________

Position in Company Position in Company

_____________________________ ______________________________

Date Date


Appendix D

By completing this survey, the participant agrees their responses can be used by SNB in their annual

reports for sponsors. This information will be kept confidential.

1. Please circle the appropriate age category:

a. Under 16

b. 16-25

c. 26-35

d. 36-45

e. 45-55

f. Over 55

2. Please circle your sex:

a. Male

b. Female

3. Are you a(n) (Please circle all that apply):

a. Player

b. Spectator

c. Volunteer

d. Employee of SNB

4. Where is your province of residence? _____________________________________________

5. Have you ever accessed the SNB Website?

a. Yes

b. No

6. If yes to question 5, how often do you access SNB’s Website

a. less than once a month

b. 1-3 times a month

c. one or more times a week

7. Have you ever accessed SNB’s Social Media Pages?

a. Yes, both Facebook and Twitter

b. Yes, Facebook only

c. Yes, Twitter only

d. No

8. If yes to question 7, approximately how often do you access SNB’s Social Media Pages?

a. less than once a month

b. 1-3 times a month

c. one or more times a week

9. How many SNB’s events have you attended in the past year (since October 1st)?

a. Less than 2

b. 2-4

c. 4-6


d. More than 6

10. What events did you attend (please circle all that apply)?

a. Provincial championships

b. Regular season games

c. SNB’s AGM

d. Coaching Development Clinics

e. Board Meetings

f. Umpire Training

g. National Championships

h. Other_______________

11. Who is the title sponsor of SNB’s Provincial Teams?

___________________________________________________________________________________

12. Can you name other sponsors associated with SNB?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

13. Where do you recall seeing the logos of SNB sponsors?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________