Sponsoring has long established itself as an independent communication instrument in the marketing communication of companies.

According to current studies, sponsorship currently accounts for an average of around 15 percent of total advertising expenditure. The high significance of sponsoring in the marketing mix is not only expressed in figures, but is also evident from the fact that sponsoring increasingly serves as the basis for the integrative use of other communication instruments. Sports sponsoring has developed into a key communication instrument, especially for major football sponsors.

In addition to classic measures such as placing the brand logo on products, advertising boards or sportswear, sponsors are increasingly using the ticket quotas acquired as part of their commitment to address their target groups directly and in an experience-oriented manner.

The advantages are obvious. Sponsors can maintain contacts with customers, multipliers or employees in an environment untypical for the industry and thus positively boost their image.

In order to distribute the ticket contingents acquired as part of sponsoring as efficiently as possible to the guests, many sponsors today use event management software such as Evention.

Experience has taught us that the number of different ticket allocation workflows in sports sponsoring more or less converges with the number of our customers in this segment.

There are sponsors where the allocation of tickets to their guests is a highly complex process involving many players and/or users and going through many states, degrees of progress and approval steps.

Let’s take the following customer example:

A company is active in the sponsoring sector and invites various internal and external target groups to around 50 different sports and cultural events each year. However, the responsible event department does not invite the guests directly, but first asks the company’s customer advisors and sales staff for contingents that are in direct contact with the customer.

On the basis of the quotas recorded in this way, the event department buys tickets for the various events and then allocates them to the various “orderers” (customer advisors and sales staff) in the form of an order.

However, the orderers do not wish to use the ticket quotas allocated to them in full for their own purposes and pass on some of their orders to other orderers within the company. However, because their order is already linked to a fixed order number in the system, they carry out an “order split” in which they pass on partial quotas of their order under new order numbers to other orderers.

In order to be able to decide which persons are authorized to place orders at all, they select them in the orderer list, which is fed directly from the company’s internal user directory via a bidirectional interface.

At the same time, the orderers cancel individual tickets from their order, which are then returned to the basic contingent of the central event department and reallocated from there.

Finally, the orderers invite their guests on the basis of the contingents remaining with them, who now enter the ticket workflow as new players. They accept or cancel their invitations, fill in the necessary event-specific guest data and, depending on the guest workflow, receive an automatic confirmation or invitation e-mail with an electronic ticket in the attachment, which forms the basis for the subsequent check-in at the event.

The example shows: The ticket allocation in sponsoring is by no means a one-dimensional process that can be mapped in a simple workflow.

Based on our many years of experience, we have therefore developed a new, powerful workflow engine for Evention 5 that can be used to implement even very complex invitation processes.

We analyze your process in detail and break down tasks into small work steps until they can be technically automated. The purpose of this modelling is the concrete derivation of the elements of the workflow, the definition of conditions and rules and the automation of actions.

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