Innovative Partnerships Group’s team of consultants, data analysts, and marketing scientists have been on the cutting edge of partnership valuation for brands and monitors the trends in the sponsorship industry. We have performed dozens of naming rights and sponsorship valuations, and over the past 12-18 months we have had many clients, industry leaders and decision makers note there was a massive void in the market on data and trends related to hospitals/health systems and sponsorship.
This inaugural “Sponsorship and Naming Rights Study” is the first time that a company has taken an in-depth look at sponsorship, naming rights trends and best practices to help health systems maximize their sponsorship investments and understand critical best practices when negotiating and executing partnerships. The results provide benchmarking research and actionable insights to decision makers who support and influence future partnership marketing activities.
As health systems make investments to drive profitable growth strategies and provide more patients with access to quality care -- amidst higher costs and mergers -- healthcare organizations are still projected to spend more than $12 billion in 2024 on local advertising (according to a report). And despite a downturn because of Covid, health spending increased by 4.1% in 2022 and looks to continue to rise in the years ahead.
While sponsorships are not new to many health systems, committing substantial portions of marketing budgets may be more challenging in today’s climate. But with significant mergers comes the need to raise brand awareness, especially as hospitals and health systems move toward a regional approach. As our study demonstrates, while all 30 participants activate in sports, there are many categories inside and outside of professional/collegiate sports that are still ripe for partnership. Youth and amateur sports, school districts, mixed-use districts, zoos, film festivals, etc. are all underutilized properties and are typically available to health system partners as a viable way to reach – and increase – patient affinity for their brand.
PARTICIPANTS
This study was conducted from Feb-April, 2024. Thirty hospitals and health systems provided in-depth responses about their sponsorships and naming rights partnerships. Participants represent a diverse group of hospitals both geographically and economically. Participating hospitals had net patient revenue ranging from under $1 billion to more than $10 billion (with a median asset size of $1.75 billion). Of those surveyed 90% had more than 1,000 beds. Most hospitals have vast experience in the sponsorship industry, with more than 80% indicating 10+ years of experience.
KEY FINDINGS
The results of the inaugural study uncovered meaningful results that had not been typically captured for this important industry. It is clear that the rise in naming rights and high value assets for hospitals and health systems is one of the fasting growing sponsorship categories in the United States. It is even more evident that participants are continuing to look for metrics and qualitative/quantitative results to help them maximize their significant investments in sponsorship and naming rights as a percentage of their media/marketing mix.
MARKETING
Overall, typical marketing budgets ranged up to $60-80 million annually. The majority of hospitals allocate 0-25% of marketing budgets to sponsorships, yet more than two-thirds consider sponsorships to be a “very” important part of the overall marketing mix. This indicates strong profitability from hospitals and health systems with the wherewithal to allocate a smaller percentage of marketing dollars toward sponsorship, while still spending a “healthy” amount.
The top 13 largest hospitals surveyed (those with more than $4B in annual net patient revenue) tend to spend less on sponsorships as part of its marketing mix. And less than 40% (5 of 13) indicated that sponsorship was a “very important” part of their marketing mix. This is probably more indicative of large hospital marketing budgets and allocations toward various expenditures versus overall attitudes toward sponsorship as a whole. However, there are still impactful deals that smaller hospitals and health systems could engage in, especially in smaller communities, to mirror expenditure budget models of their larger counterparts by partnering with smaller universities, municipalities, arts and music, etc.
When asked about views on sponsorship asset categories, non-media and media assets were ranked highest among respondents. Hospitality consistently ranked last or next to last with all but a few hospitals. Intellectual property was a polarizing category, as about 1/3 ranked it last while 1/3 ranked it first. As one hospital executive stated, “the overall designation and relationship trumps everything.” The difference in opinions on asset categories reflects the importance of tailoring partnership deals to satisfy different marketing objectives among those in this industry.
Among individual asset categories, direct healthcare services ranked the highest while exclusivity ranked next. Media assets, especially social media, PR and TV-visible signage, were also considered to provide very effective value.
It is not surprising that most health systems do not put a high emphasis on business development, or hospitality and VIP experiences. It is surprising, however, to see the lack of importance given to employees. This would seem to be an area to increase programming given the turnover rates and retention difficulties in health care post-COVID.
SPONSORSHIP
The study asked about the types of sponsorships in which hospitals engage. Sports is the dominant category with 100% of participants surveyed having at least one partnership, followed by Cultural & Community, Non-Profit and Entertainment. At least one in six (1 in 6) participants had one or more sponsorships within Municipality, Attraction, University (Non-Sports) and Prestige Real Estate indicating a wide variety of property opportunities. Within each of these categories, we asked for a breakdown of category-specific subtypes. Festivals (non-music) was the most-popular non-sports rights holder.
Evaluation Methods & Tracking
Given that brand awareness was the top reason to engage in a sponsorship, it made sense that KPIs tracking brand awareness were the most important to those surveyed. Community give-back/involvement scored the next highest on average (3.73).
Evaluating sponsorship effectiveness can be difficult, especially when engaging in only a few deals with vastly different partners. Metrics can be difficult to quantify and even more challenging to measure, especially on an ongoing basis. About half of those surveyed have a formal process for evaluating sponsorships. Interestingly, of those hospitals who do not have a formal process, seven are engaged in naming rights or high value assets where the spends are typically higher and ROI may be even more valuable to track.
As marketing budgets expand and there is greater scrutiny of spending as related to marketing objectives, the evaluation approaches should increase.
Patients & Employees
Patient care is the backbone of any healthcare institution, especially when hospitals are not only competing for patients in their own backyards (markets), but are looking to attract from across their region, the nation and beyond. And with recent mergers, it is essential that trust is established with these new health system brands.
The results show that health systems have a lower awareness than what is deemed to be reasonably acceptable in sponsorship measurement. There is an opportunity to strengthen sponsorship activation and measurement programs to more adequately measure the unaided brand awareness of sponsorship, which is one of the most critical elements.
Another key stakeholder group is the health system employee.The majority of those surveyed indicated that employees are not aware of partnerships (less than 50%) or are unsure of the awareness levels. Many of the sponsorship deals are focused and aligned with marketing goals, while employee benefits are a secondary consideration. This may be an underutilized area of partnership activation.
Activations are an additional cost for partnerships that must be considered to maximize value. More than 75% of hospitals dedicate 25% or less of a sponsorship fee to activation.
NAMING RIGHTS
Two-thirds of those surveyed (20) have at least one naming rights partnership or entitlement to a high value asset, such as a training center, venue or jersey patch. Of those that do not have a naming rights partnership, only one (1) indicated that they are expected to pursue a naming rights opportunity within the next 12 months.
BEST PRACTICES
Looking forward, healthcare marketing executives are constantly looking for new ways to engage consumers, especially in the communities for which they serve. Media is a fragmented industry, but it’s possible to leverage different media channels combined with on-site activations and permanent signage opportunities to provide robust partnership branding. In addition, rights holders in emerging markets or with access to unique demographics that align with hospitals should seek ways to partner. Lastly, although the responsibility to measure a partnership could fall on both parties, hospitals desire better metrics that can be delivered more frequently to measure effectiveness.
To register for the 2025 Healthcare Sponsorship Study, or to request a copy of the full Executive Summary, please email Jeff Dimond at jdimond@ipg360.com.
*Innovative Partnerships Group served as the third-party administrator of the survey and held participants’ data in the strictest confidence. The questions in this survey were reviewed by a Steering Committee made up of executives from a select group of credit unions in order to ensure accuracy, relevance, and ability to make an impact for those participating.
Innovative Partnerships Group’s team of consultants, data analysts, and marketing scientists have been on the cutting edge of partnership valuation for brands and monitors the trends in the sponsorship industry. We have performed dozens of naming rights and sponsorship valuations, and over the past 12-18 months have had many clients, industry leaders and decision makers note there was a massive void in the market on data and trends related to credit unions and sponsorship.
This inaugural “Sponsorship and Naming Rights Survey” is the first time that a company has taken an in-depth look at sponsorship, naming rights trends and best practices to help credit unions maximize their sponsorship investments and understand critical best practices when negotiating and executing partnerships. The results provide benchmarking research and actionable insights to decision makers who support and influence future partnership marketing activities.
More than 135 million people are now members of credit unions in the United States, up 44% from a decade ago. More telling, however, is credit union assets have more than doubled during that same period to $2.19 trillion. Overall credit union marketing budgets have exceeded asset growth levels, but are still relatively low compared with major financial service companies. And yet credit unions are one of the fastest growing sponsorship and naming rights categories in the industry for sports teams and universities due to expanding partnership efforts.
Committing significant portions of marketing budgets to sponsorships is new for some organizations. All survey participants reported that sponsorships have been added to their marketing programs within the past 20 years. As budgets have increased, credit unions have sought non-traditional forms of media to reach out-of-home audiences while complementing existing social/digital marketing channels. As credit unions become larger and more comprehensive financial institutions, their mass appeal has opened new avenues for marketing and partnerships.
PARTICIPANTS
This survey was conducted from April to July, 2023. Twenty-three (23) credit unions provided in-depth responses about their sponsorships and naming rights partnerships, representing a diverse group of credit unions both geographically (across 15 states in all regions of the country) and economically. Many credit unions, including some in the survey, have been expanding fields of membership and altering charters to drive growth. Notably, six of the credit unions surveyed made a change to their fields of membership within the past year.
KEY FINDINGS
The results of the inaugural study uncovered a demand for sponsorships and naming rights by credit unions. Participants look for metrics and qualitative/quantitative results to help them maximize their significant investments in sponsorship and naming rights as a percentage of their media/marketing mix. Measurement is a challenge to credit unions who typically look at traditional media channels like digital, social, OOH, radio and TV/broadcast for data.
MARKETING
Overall, typical budgets ranged up to $20 million annually. Traditional paid media accounts for less than 50% of marketing expenditures for the vast majority of those surveyed. The majority of credit unions allocate 26-50% of marketing budgets to sponsorships and an even higher percentage consider sponsorships to be a “very” important part of the overall marketing mix. This is because sponsorships offer a mix of traditional paid media advertising along with affinity marketing.
When asked about views on sponsorship asset categories, media assets were ranked highest among respondents with assets greater than $1.5 billion. Intellectual property was the most polarizing category. It was ranked highest and lowest by four credit unions each among the 14 credit unions with $1.5 billion in assets or more. That reflects the importance of tailoring partnerships to satisfy individual marketing objectives.
In contrast, small credit unions (those with less than $1.5 billion in assets) ranked intellectual property rights as the most important and media assets as least important.
Among individual asset categories, exclusivity ranked highest despite two credit unions giving it the lowest score possible. It was nearly universally recognized as the most effective element to drive return on sponsorship dollars. Other powerful assets were social media, promotions, on-site activations and public relations.
SPONSORSHIP
Sports is the dominant category among the types of credit union sponsorships, followed by universities, non-profits and venues. philanthropic efforts and community events.
For sports, collegiate teams are the most frequent partners for credit unions. While athletics represent one of the highest affinity groups with broad appeal, there were significant numbers of deals with student bodies and alumni associations. Alumni associations may be a potential group for credit unions to target within a university as these organizations can offer memberships that align with credit union demographics and offer penetration outside its hometown market.
MEMBERS & EMPLOYEES
We asked credit unions to assess their members’ and employees’ awareness of their sponsorships. Credit union members need a high level of engagement with their institutions given their local community ties and niche membership groups. Large national banks and other financial institutions may have a more difficult time establishing an authentic connection with consumers.
The results show that credit unions have a lower awareness than what is deemed to be reasonably acceptable in sponsorship measurement. There is an opportunity to strengthen sponsorship activation and measurement programs to more adequately measure the unaided brand awareness of sponsorship which is one of the most critical elements of sponsorship.
Another key stakeholder group is the credit union employees. The majority of those surveyed indicated that employees are aware of partnerships, although the numbers decline slightly when asked if employees are positively impacted. Many of the sponsorship deals are focused and aligned with marketing goals and employee benefits are a secondary consideration. About half of those surveyed leverage partnerships through volunteerism, tickets, etc. This may be an underutilized area of partnership activation, which has been traditionally focused on brand awareness.
Activations are an additional cost for partnerships that must be considered to maximize value. Most credit unions dedicated 50% or less of a sponsorship fee to activation.
NAMING RIGHTS
About two-thirds of those surveyed have at least one naming rights partnership. Credit union services are included in rights deals, but credit unions frequently offer more robust financial services. Exclusivity, which is usually a key component of deals for larger categories such as automotive and beverage, is important for credit unions - but only half of those who have naming rights partnerships include category exclusivity in the “credit unions” category for all deals while others include it in some of the time. The numbers decline for the broader banking category and financial services category designations.
BEST PRACTICES
Looking forward, credit union marketing executives are constantly looking for new ways to engage consumers. Media is a fragmented industry, but it’s possible to leverage different media channels combined with on-site activations and digital/mobile banking offerings to provide robust partnership opportunities. In addition, rights holders in emerging markets or with access to unique demographics that align with credit unions should seek ways to partner. Lastly, although the responsibility to measure a partnership could fall on both parties, credit unions desire better metrics that can be delivered more frequently to measure effectiveness.
To register for the 2024 Credit Union Sponsorship Survey, or to request a copy of the full Executive Summary, please email Jeff Dimond at jdimond@ipg360.com.
*Innovative Partnerships Group served as the third-party administrator of the survey and held participants’ data in the strictest confidence. The questions in this survey were reviewed by a Steering Committee made up of executives from a select group of credit unions in order to ensure accuracy, relevance, and ability to make an impact for those participating.
How does a boutique sponsorship agency in LA land FC Barcelona as a major client? Listen to Jeff Marks, Founder and CEO of the Innovative Partnerships Group tell the story, and yes, they are exactly what the name implies! Based in Los Angeles, IPG has brand clients, rights holder clients and is one of the leaders in brand, sponsor, client, rights holder integration. Their best know client? FC Barcelona in Spain. Listen Up!
Listen Here: Jeff Marks is Founder and CEO of the Innovative Partnerships Group.
On this episode of The PlayBook Podcast, Host David Meltzer sits down with two brilliant business minds - Len Komoroski, CEO of the Cleveland Cavaliers, and Jeff Marks, CEO of Innovative Partnerships Group. They chat about the keys to building successful partnerships and give listeners insight on how to create revenue through the emotional aspects of sports.
Listen Here: The Key to Building Successful Partners
Marks and Komoroski also look forward at the future landscape of sports partnerships. They discuss how, as sports business and technology evolve, properties can adjust their approach to building sponsorships and, in turn, better create sustainable revenue streams. They then provide predictions for changes sports marketers can expect in the coming yea
Sports Business Journal presents the nominees for the 15th annual Sports Business Awards, recognizing excellence over the past year. The winners will be determined by a group of more than 40 industry executives. Award recipients will be announced during our live event on Wednesday, May 18, at the New York Marriott Marquis Times Square.
Sports Business Journal has nominated Innovative Partnerships Group for agency of the year in the category: Best in Property Consulting, Sales and Client Services. This is the second nomination for Innovative Partnerships Group who was also nominated in 2020 prior to Covid.
Innovative Partnerships Group had another record-breaking year of business development and consulting for some of the industry’s most meaningful partnerships leveraging its proprietary Partnership Intelligence methodology.
For the full list of nominees, visit the Sports Business Journal.
In addition, Kraft Group Founder, Chair & CEO ROBERT KRAFT will be presented with our Lifetime Achievement Award as well that night.
For more information, please visit Innovative Partnerships Group at ipg360.com or info@ipg360.com
Jeff Marks is a true Sports Entrepreneur, having started several agencies from an early age and now leading a “best in class” COI (Contractual Obligated Income) Agency which is breaking grounds around the world, including a recent huge deal with FC Barcelona to manage the branding of the Nou Camp Stadium and new facilities. Tons of learning and insights into the world of COI.
Listen Here: Episode 25 with Jeff Marks
On Early start during MBA days:
Managing Director of a 2 Man Consulting business with his Professor. Stubhub story, the one that got away.
On Starting Sports Business Ventures:
Venture Capital Pledged Fund dedicated to Sports, partnered with Alan Rosenberg and other big hitters
On Premier Partnerships:
Premier Naming rights agency. Generating massive COI, for large US teams and franchises.
On Premier Ventures:
Advisory agency, another run at Venture Capital
On Innovate Partnership Group (IPG360):
Starting of a new business development group to help sports IP owners generate long term commercial revenue
On the Two words you are not allowed to say at IPG360:
“Sales” and “Sponsorship”
On the Four Main Areas of Focus:
On Proprietary Software:
Partnership intelligence platform (a brand new Valuation System)
Direct and Indirect Revenue measurements
R&D, Technology, other non-traditional areas to measure returns
On Current Projects:
US Triathlon, Circuit of Americas (US F1 Track), MLS teams, Canadian Premier League
On FC Barcelona story:
Goldman & Sachs intro leads to working on re-development of Camp Nou
On Not just Naming rights:
Beyond naming a Venue…. Naming a part of the city
Other Highlights
Jeff Marks is a sports business executive with over twenty years of experience working with C-level executives at Fortune 500 companies, sports teams, leagues, venues, governments, universities, franchise owners and investors. Marks currently serves as Founder and Chief Executive of IPG360 (Innovative Partnerships Group) which is a leading business development company that drives long-term revenue for prestige properties with a focus on sports and entertainment.
Marks has been credited with negotiating the largest naming rights agreement of 2016, the Johnson Controls Hall of Fame Village, which turned out to be one of the most recognized sports deals of the year and a catalyst for changing how naming rights and commercial partnership deals are executed in the sports industry and beyond.
Marks has worked on over a hundred plus business partnerships over his career and a few notable partnerships include: Mercedes Benz Stadium in Atlanta, Globe Life Park in Arlington, TD Place in Ottawa, Kabam Field at California Memorial Stadium and O.co Coliseum and Tim Horton’s Field. Marks also executed one of the largest jersey naming rights deal in MLS history with the Atlanta United and American Family Insurance.
Jeff Marks is also credited for developing the sports industry’s leading valuation tool which is an analytical sales model for identifying, creating and valuing sponsorships and naming rights.
Marks is a frequent industry speaker on revenue related topics in the Sports Industry including NFL league meetings, Sports Business Journal and other industry organizations. Marks is an adjunct faculty member at University of San Francisco’s Sports Management Program and teaches “New Business Models in the Sports Industry.” He frequently provides sports business insight to leading national media outlets, and has also published industry studies on sports business trends and best practices.
Prior to IPG360, Jeff served as president of Premier Ventures which specializes in sports investment and advisory for owners seeking to build shareholder value around sports franchises, emerging properties and related businesses. Jeff was concurrently Managing Director of Premier Partnerships where he executed some of the top sports commercial business transactions in the country over the last decade. Marks was also Founding Partner and Managing Director of Sports Business Ventures (SBV), a sports investment and advisory firm.
Marks currently serves on the LA Sports Council Board as well as the Cedars Sinai Medical Center Sports Spectacular Committee. Jeff is also involved with his alma mater, the University of California Berkeley on the Revenue Generating Board and the Berkeley Athletics Southern California Committee. Jeff is a member of YPO and former chairman of the Golden West Chapter. Marks is also a past chair of the Jewish Sports Hall of Fame.
Marks earned a bachelor’s degree in International Economics with a minor in Rhetoric from the University of California, Berkeley, and his MBA from the Marshall School of Business at the University of Southern California. He is married with two children and considers Los Angeles, California his home.
Originally published in the Sports Business Journal on July 15, 2020
As a result of these unprecedented times, sports and entertainment properties, rights holders and operators are in a unique situation to work with brand partners and reset the basic underlying goals and needs of their sponsorships. It is crucial to understanding the right mix of sponsorship assets to deliver value at different stages of a company’s hierarchy of needs. Recognizing these needs must come before selling, managing, or activating any sponsorship.
Faced with challenges throughout our industry, now is the moment to give, listen, innovate and right size packages to optimize current and long-term value. The following academic framework from Abraham Maslow’s Hierarchy of Needs, is a compelling outline to use as a tool for maximizing sponsorship value.
IPG360’s Sponsor Hierarchy of Needs is derived from Maslow’s teachings. The basic “sponsorship” needs for a company are similar to the survival and basic human necessities. During these crucial times, the shift from “marketing needs” to basic “company needs” is critical to understand the psychology, mindset and sponsorship decision making of the C-Suite. Essential company needs including pay-roll, cashflow, employee protection and customer retention take center stage. Of utmost priority are the safety and security of employees and the communities companies are serving, and take the place of more transactional sponsorship assets like signage, event marketing or hospitality. The irony is that rights holders actually have non-traditional “sponsorable assets” that meet the needs of brands, far beyond the transactional media assets. By repurposing “non-media” assets, programs and platforms, properties can work with brands to find other stakeholders and to unlock different “buyers” within organization, accessing other departments such as Human Resources, Community, Sales/Business Development, Operations, R&D investment, etc.
The first level of the Sponsor Hierarchy of Needs is how to deal with a company’s most important asset, their employees. Shifting marketing assets to human capital assets is an innovative way to provide the most basic needs to your sponsors in a time that they need to be thinking “employees” first. By helping companies when HR budgets are slashed, bonuses are bleak, recognition and rewards are few and far between, property rights holder are compelled to think differently about creating mini sponsorship packages. These bundles are tailored made to HR executives to repurpose budgets instead of providing monetary packages. Depleted HR budgets can be refilled around Bonuses, Recognition, Employee Outings, Recruitment, Retention and E-learning. Sponsorable assets can be repurposed in the form of gift cards, hospitality, exclusive events, access to talent, merchandise, memorabilia, and digital platforms to address e-learning and communication.
The following level of the Sponsor Hierarchy of Needs is meeting the needs of the community. Property rights holders have some of the most integrated and robust community programs. These can provide sponsors with a sense of community pride and authenticity because of the massive goodwill and brand equity built up with its vast database of fans. Companies during challenging times struggle to have the resources to invest in community and cause marketing programs and teams can be an accelerator, voice and platform that could not otherwise reach the masses. Especially in light of the social and cultural transformation in the USA and other parts of the world, brands are able to virtually connect with communities like never before. Repurposing marketing and media assets in 2020-2021 and beyond may be a better return on investment in terms of market demand.
The mid-level of the Sponsor Hierarchy of Needs is to ensure that customers both B2B and B2C are being taken care of at a personal level. New business and hospitality budgets will be cut in the short-term and property rights holders should come up with some VIP and exclusive programs and platforms for sponsors to leverage during this time. These assets do not have to be on-site asset. They can also be digital platforms such as “zoom speaker series with C-level property rights holder executives, athletes, coaches, talent etc. Providing unique access and “inside looks” that make sponsors feel like business partners and then allowing them to “pass thru” these exclusive digital experiences to their own customers.
The next level of the Sponsor Hierarchy of Needs is focusing on the foundational needs of the business. It is now time to demonstrate direct revenue and build market share. Sponsorship assets are depressed during these uncertain and challenging times for our industry, which also presents the opportunity to reallocate their mix of assets beyond media and ask for direct business relationships. Rethinking the relationship from sponsor to business partner will allow property rights holders to renegotiate longer term deals. These deals will deliver future media dollars and also help brands in the short-term generate and measure direct and indirect revenue through B2B relationships.
The top tier of the Sponsor Hierarchy of Needs is to finally focus on brand building and brand equity. Ensuring that the alignment between sponsor and the property rights holder allows the brand equity transformation to optimize media assets in a sponsorship. Many competing brands will decrease their marketing spend or invest in traditional media buys when sponsorships provide an excellent short and long-term value proposition. The media assets acquired go to long-term brand equity transfer between the rights holder and sponsor. Locking in long-term sponsorships with current media value rates can provide measurable future value, protect a brand’s industry category and also take advantage of the “bonus assets” given above such as Human Capital. Community, B2B, Hospitality, and Experiences.
Property rights holders have an incredible opportunity to leverage challenging times and “steal” media budgets. Showing brands they can unlock more non-traditional sponsorship assets to fulfill basic company needs. In addition, this shift reallocates and rightsizes traditional media sponsorship packages for the future needs of customers, shareholders and the ultimate increase in brand equity.
Leveraging IPG360’s Sponsor Hierarchy of Needs serves a dual purpose, helping properties and brands come together in challenging times to rethink traditional “sponsorship” assets and unlock value that has been previously targeted to primarily one channel – marketing.
As we look to the future, our industry calls for innovation, differentiation and collaboration. Now is the time for brands and properties to work together as true partners. It is time to look to and measure other meaningful partnership channels beyond the traditional and transactional, layering other key components of an organization from Human Resources, Corporate Engagement, Social Responsibility to Business Development, Sales and Research & Development. For sponsorship professionals, the ability to provide cutting edge technologies and measurement tools to help optimize brand’s sponsorship packages will rights holders to build short and long-term value holistically with the brand equity lift and traditional marketing assets as the cherry on top of the 360 degree partnership.
Jeff Marks, is founder and CEO of Innovative Partnerships Group (IPG360), a business development and consulting firm that specializes in naming rights, founding partnerships, sponsorships and B2B partnerships. IPG360 has developed a proprietary software, IPG360 Partnership Intelligence™ that creates alignment between all stakeholders, and offers a holistic and measurable view of partnerships between prestige properties and global brands
Innovative Partnership Group was nominated in the category of Best in Property Consulting, Sales, and Client Services.
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