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 customerservice@kent.ca
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
Email dealers@cantire.com
Approximate number of employees
Products/Services Provided automotive parts and accessories, hardware, home and leisure
products
Target market
Date of contact
Sponsorship level

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 customerservice@loblaws.ca.
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
Email wave@magicmountain.ca
Contact and position Mark Jelley, Finance and Marketing Manager
Approximate number of
employees
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 charters@coachatlanticgroup.com
adam@coachatlanticgroup.com
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
Email admin@triusgroup.com
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
Email gm@crabbemountain.com
Contact and position Chris Corman, General Manager
employees
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
Email info@poleymountain.com
Contact and position Bill Anderson, General Manager
employees
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
Email thctpcinfo@gnb.ca
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
Email corporate@massageexperts.ca
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
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
Email kjohnston@kingswoodpark.ca
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
Email service@saintjohn.ca
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 info@moncton.ca, info.manager@moncton.ca
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?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________

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