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Here at the University of Hartford, we share the Connecticut athletics market with a major NCAA Division I institution, six mid-major Division I universities, several minor league baseball franchises, and minor league football and hockey teams. We also border western Massachusetts, a region that boasts minor league hockey, an NBDL franchise and the University of Massachusetts athletic program. We also compete for corporate dollars with special events such as the Pilot Pen Tennis Championship, the Travelers Golf Championship, and a regular schedule of top-flight concerts.

All of us work tirelessly to recruit, retain, and grow corporate partnerships. The biggest challenge my peers and I face on a daily basis is carving out a unique niche in a limited market with limited resources. Here are the principles we find key to that development.

Understanding Scope
The University of Hartford will never be mistaken for the University of Connecticut. We do not command the same level of national attention, we do not have BCS level football program, and we are not in a position to negotiate a multi-million dollar Nike contract. Conversely, UConn would not be able to sustain a national presence relying on the smaller corporate packages we do.

That being said, we can creatively market ourselves to compete in UConn's shadow. Our women's basketball program is a great example of this. At UConn, women's basketball is arguably the best program in the nation and they play several home games about 10 minutes down the road from us at the XL Center in downtown Hartford. The XL Center was built as a professional venue and features over 15,000 seats and luxury boxes. The atmosphere is closer to a professional event than a collegiate contest.

At Hartford, we market our women's basketball program, which finished last season in the top 25, as a national level product--much like UConn. However at Hartford, a fan can sit twice as close for half the price and enjoy free parking adjacent to the arena. That is our selling point locally.

Are we playing Big East opponents on a nightly basis? No. But we play quality opponents (the America East Conference sent two teams to the NCAA Tournament in 2010 and we hosted 2009 national runner-up Louisville last season) and we create a positive and exciting environment for our fans.

Understanding who we are is important when approaching potential partners. We can offer very different packages at varying price points. Every corporate dollar we bring in to the operating budget is crucial to our success. That is a feeling that many BCS schools cannot convey to their clients. We can cater to small to mid-level sponsors at very high levels and offer a tremendous amount of value for each dollar spent.

Understanding Value
Every marketing department develops menus to show the different signage, Web site, TV, radio, pre-printed media, digital display board, and outdoor advertising options offered at the school. Literally hundreds of different packages exist and each is uniquely attractive to different partners.

One of the biggest mistakes made by athletic departments is installing hard prices to advertising options. At the highest levels, hard price-lines can survive because major sponsorships are already in place and supporting dollars at lower levels are not as critical to the operation of their departments. At the "mid-major" level, however, the ability to provide tremendous value in each package is of utmost importance.

When developing a proposal for a potential partner, I am always sure to provide much more value than dollars spent on the corporate side. I operate under the belief than EVERYONE likes a deal, and corporations are no different. If I can show tremendous value in a package for the cost, I feel as though I have a good chance at landing that sponsor. Through flexible pricing structures I am able to create high value packages for any corporate budget.

The Importance of Listening
I never develop a proposal before my initial meeting with a potential client. Before my first meeting, I do background research on that staff member and the corporation as a whole. It is important to understand the demographic the company is trying to reach as well as their corporate goals and structure. My goal is not to "sell" during the first meeting. I want to listen, scout their interests, take notes, and be able to put together a tailored package that fits their needs.

I am constantly surprised by the directions different companies want to pursue. Some are very straightforward and express interest only in arena signage. Others want to be completely interactive with our students and have no interest in signage. Still others want to reach a particular portion of our fan base or a particular coach or program. By listening for key words during the initial meeting I am able to create a package that fits.

A good example of listening to corporate strategy is our partnership with Moe's Southwest Grill. The owner of our area franchise understands his product and wanted to create a package that speaks to our student body. We were able to match his goals with a package that includes T-shirt giveaways at games, sponsorship of "Athlete of the Week," and "Moe's Big Games," which feature coupon giveaways to our students. The result has been spectacular. Moe's is now synonymous with our student body and I run into students almost every time I visit the restaurant.

The Importance of Partnerships
One of the newest cutting edge programs we have started at Hartford is a partnership with the radio station that carries our men's basketball games. After several meetings between the radio sales staff and our marketing staff, we realized we were both soliciting the same sponsors for the same product.

Instead of trying to independently approach sponsors to sell radio and university sponsorship separately, we have devised a list of products and available inventory together to create dynamic sponsorships that include strong radio and campus components. Both parties understand the importance of constant and strong communication to make this venture a success.

With limited staff, developing partnerships with entities pursuing the same goals is very important. While we are in the infancy of this relationship with our radio provider, we have very high hopes for the future of this partnership.

Understanding Stewardship
The word stewardship is common amongst collegiate development officers. Stewardship is defined as the careful and responsible management of a relationship. In development, this boils down to engaging donors before, during, and AFTER the giving process.

Once a donor makes a gift, the stewardship process ensures that donor is not forgotten and is kept involved with the program. We also want them to feel that they are a part of the larger picture.

The exact same values apply to marketing. After a sponsor signs a contract, the easy route would be to deliver the items defined in the contract and to forward invoices for the payment. This route does not lead to happy or effective sponsorships.

A sponsor needs to feel engaged and a part of the success of the program they support. I am in constant contact with our signed sponsors so they feel as if they are a part of our operations. I invite current sponsors to golf, attend special events at the university, and periodically touch base with them to give updates. A simple phone call for an invitation to an event can go a long way.

A great example of stewardship came early this year after our exclusive hotel partner, the Courtyard by Marriott, signed their contract for the year. I received a phone call from the sales manager inquiring about season tickets for our fall sports teams. This was not an item listed in the contract, and I could have easily charged them for the ticket package. Instead I gave the manager the tickets for free.

This was of little cost to the University and they were thrilled to have an "extra" benefit added to their contract that they could offer to hotel guests who arrived in town with no concrete plans. The manager in turn sponsored a major gift for one of our program's fund raising event without us even asking. Small efforts in stewardship can lead to better relationships and stronger partnerships in the end.

Understanding Limits
A very important key to success is not to over ask the strongest supporters of the department. During the contract negotiations with one of our major sponsors, I found that they loved supporting our efforts but they were being asked over and over throughout the year to help support special events our department put on.

The initial sponsorship with our marketing department effectively doubled after adding together all of the additional events they supported for us. This was a big concern for the sponsor and in the current economy it was something they could not do during this academic year.

To solve this problem, we worked very hard to develop a contract, which included their standard sponsorship with the marketing department as well as a flexible portion to support the various events on campus. The contract also included a portion that limits the department and coaches from asking for anything additional from this sponsor. This shelter from constant solicitation was very attractive to the sponsor and ended up making our departmental business easier in the end.

Believe in Your Product
The most important part of creating corporate partnerships is believing in the product. I believe in the coaches we have at Hartford and in the leadership guiding the department. I love the campus and feel strongly that our institution has valuable assets that can help a corporation grow. Without a strong belief in the mission and goals of the University, I would not be as successful as I want to be.

This list of principles is by no means all-inclusive. The overarching principles listed help in my daily efforts to improve the University's athletic programs and can be applied to any institution. The marketing department at Hartford is constantly learning, pushing the limits of our creativity, and pride ourselves on out-working the competition in our market. Like any sales department, we hear "no" more than "yes" but we believe in our product and the value imbedded in our University.

Brian Gerrity is Assistant Marketing Director for Corporate Relations at the University of Hartford. You can follow him on Twitter at: www.Twitter.com/briangerrity.

FEEDBACK:

Great Article!!!! Extremely informative and great practical advice.
- Steffi Cross

Hartford has a winner in Brian Garrity. His integrity and interest in the university's corporate relationships shine through. Brian's "how can I best serve you" approach is a welcome change from the hustling and smarmy dealings that are business as usual in college sports today.

Jami Gaudet