Tim Crow features in isportconnect TV’s Weekly Round Up, discussing how Tokyo 2020 will evolve Olympic & Paralympic marketing, why Tokyo won the 2020 Games over Istanbul, and the challenges the IOC faces to make the Olympics more appealing to younger audiences.
Sponsorship professionals: we know the numerous daily challenges you face and that this places huge pressure on your time.
Is it the emergence of big data, social media, the evaluation report for the CEO, your nagging to do list, how to magic up some tickets for the Chairman’s friend, meeting a new agency or a million and one things that are each as urgent as the next? The world of sponsorship is filled with opportunity and challenges. Today’s always-on connectivity means you never switch off and alongside the pace of change that today’s sponsorship executives face, it’s easy to lose focus and forget the fundamentals.
This is why our belief has always been, and always will be, simple: it’s the big idea that connects your brand to fan passions. That is the key to unlocking the enormous potential of sponsorship. And given that it is the vital ingredient, we give ourselves the time to get it right.
In our world we have a unique challenge. Sponsorships are more often than not long-term relationships, normally more than three years and not uncommonly over a decade. Creativity, innovation, reinvention, imagination – call it what you will – is therefore a critical factor in connecting with your audience and extracting maximum value from your ongoing partnership.
Sponsorship can offer a rare intimacy in a fragmented communications world; a way to connect your brand through fan passions and make you loved. And the central principle of our agency since we were founded in 1984: innovation is what unlocks the greatest value for sponsors.
This is why we invest heavily in our people and processes to generate the very best in innovative thinking. All great ideas start with an audience insight and through an understanding of their unique behaviours. Align that with a deep understanding of a brand, and you have the starting point for a unique positioning on which to base creative thinking.
Our process allows us to generate ideas that are effective – the key to landing ideas that have impact. There is often debate if marketing is a science or an art and, of course, it’s both. We apply science to give us audience understanding and metrics; with creative magic to give us ground-breaking, bold and innovative ideas.
We rely on this process, as we’re constantly challenged to create and deliver the ‘big idea’. For some campaigns this comes once a year, for some once a month and for others even more frequently – and it’s critical to the value we add for our clients.
It’s how we approach everything and makes sure our clients never face the challenge of “We’ve been in this sponsorship for years, how do we continue to create new ideas to not become lost as part of the wallpaper?”
If those challenges sound all too familiar, we’d love to help you inject some new life and energy into your partnership.
Let’s look at a small sample of brands we’ve been helping recently:
BMW Sweet Chariot
The brief: create a connection between BMW and England Rugby fans to land the brand in rugby.
The idea: the shared value of Sweet Chariot as a rugby anthem and link to transport provide BMW’s content sweet-spot.
The brief: to create an outstanding, once-in-a-lifetime Olympic experience for consumers and launch Powerade GB’s Twitter presence.
The idea: to connect Powerade’s key London 2012 assets – Jess Ennis, access to the Olympic Stadium and the product – to offer consumers the chance to be the first to run on the Olympic 100m track.
Guinness Surge Bar at Twickenham
The brief: Drive footfall to, and talkability about, the new Guinness Surge bar at Twickenham.
The idea: Invite England legend, Lewis Moody, to become the official landlord of the bar, giving fans on match day a totally new and surprising experience.
All these ideas are created with fans in mind but how do we connect them and their passion with those of the brands? As a start point, we consider the four key circles of influence that help centre the sponsorship on a singular creative thought:
1. Brand – Understand your brand and don’t be afraid to completely overhaul your approach. Many brands and businesses go through enormous change during the term of a sponsorship. Make sure you are always relevant and true to your own brand and then make sure this is always at the heart of your creative positioning to maximise value.
2. Audience- Ensure you apply specific thinking for each target audience – the best sponsorships will have different approaches for different audience groups, including employees, customers and the general public. Spend some time exploring what will excite each of your key target groups.
3. Connections – Devote time to making connections between your brand and fans to create brilliant campaigns. If you don’t excite fans with your activation, you may as well not bother. Once you have your creative plan, test it to make sure it your audiences love it. This is even more critical for long term sponsors – consumers know you and expect you to add to their experience. Make certain you don’t let them down.
4. The Partner – As your business or brand priorities change, make sure you have dialogue with your rights holder so they are crystal clear on your needs and objectives. Partnerships should be mutually beneficial and it’s important that your work together to make ideas work. In an ideal world, rights holders should always make your return on investment the number one objective of the partnership. They can be a massive support in delivering the big idea – and quite the opposite too if you don’t engage them.
So that’s a little bit of science, but it’s impossible to share our magic through a blog post, so I’ll just leave you with this…
Magic can make a massive difference to your sponsorship. Find some time and the right partner to help you refocus and unlock the value for your brand. And suddenly your magic will appear everywhere.
The global football landscape may just be about to change.
A decade ago, the Major League Soccer found itself on the brink of oblivion with dwindling attendances and just 10 teams nationwide. Fast forward to 2013 and it is a very different picture. A poll by ESPN in 2012 showed that more than a third of Americans described themselves as fans of MLS, an increase of 24% in just five years and a 33% rise since 2002. Attendances also continue to grow at a steady rate, with the Seattle Sounders recently posting record attendance figures of 44,038 per game.
The quality of the league has always been a criticism leveled at MLS – and not without reason. There is no doubt that it has improved dramatically, but two recent announcements may finally establish the league as a global property and see football truly living up to its billing as ‘the global game’. Although none of this will happen overnight, in time it could present sponsors with a platform from which to deliver fully-integrated campaigns across both North America and Europe – not to mention Central and South America.
A clause in David Beckham’s MLS contract gives him the option to pay $25 million to start an expansion franchise upon retirement. Miami has been identified as the likely city and LeBron James – one of the country’s most high profile athletes – is reported to be a major investor. Elsewhere, Manchester City, in partnership with the New York Yankees, have announced the acquisition of the MLS’ 20th franchise - New York City Football Club.
Add to these NBC’s deal to show Premier League games – worth a reported $250m (£157m) over the next three seasons – and the scale of football’s potential in the United States begins to become clear.
There is no doubt that Beckham, LeBron and the owners of both Manchester City and the Yankees have the financial clout to attract high-profile players, but they must be careful not to fall into the trap of the leagues in China and Australia (and to an extent the MLS itself), where ageing superstars of the world game see one last payday.
If the league is to be taken seriously by fans and sponsors alike, there needs to be a change of strategy in the acquisition of players. It is likely that Manchester City will pave the way for their youngest stars to be loaned to New York, and, as the quality of the league improves, others in the Premier League may follow, seeing it as another way into the lucrative US market. But, I believe the biggest opportunity, both from a league quality and commercial perspective lies in Central and South America – particularly Brazil.
At present, many of South America’s brightest stars make their way to super-rich clubs of Russia and Eastern Europe before securing a transfer to one of the major European teams. The MLS must seek to position itself as a viable alternative for the brightest young talents.
A South American star making their name in the US could be a valuable asset for the league. Whilst the FIFA World Cup in 2014 may come too soon, the emerging economy of Brazil, in particular, could unlock big brand investment into the United States – helping to accelerate what is already a meteoric rise is the popularity of ‘soccer’ in the US and launch it as a truly global property.
Maybe only now are the building blocks in place for the US to take its seat at football’s top table – an open goal for sponsors in the United States and beyond.
On a recent visit to the Barclays ATP World Tour Finals a couple of weeks ago, I was struck – as I’m sure many other tennis fans were – by the whizzy digital atmosphere created for the matches at the O2 Arena, where pounding music, lasers and LEDs all combine to create a genuine spectacle. It may be tennis, but not as you or I know it – and a far cry from the traditional, and very white, Wimbledon Championships.
It’s not just the ambiance which is different; rule tweaks, with matches played as best of three rather than five, are in place to shorten matches from the Grand Slams. And, of particular interest to this blog, is the friendliness to sponsors. The O2 Arena, in its ATP World Tour Finals guise, is bursting at the seams with sponsor branding, with neon perimeter ads for sponsors including Barclays, Ricoh, Corona and FedEx. So far, relatively standard. But add to this that every ace hit during the tournament is sponsored by Mercedes, and Ricoh’s ownership of the match facts, and it’s fair to say that fans face a sponsor bombardment, unusual not only in tennis but in top-level sport in the UK.
So, have the ATP World Tour Finals gone too far? Not necessarily.
While such a level of branding clearly isn’t appropriate for every sporting event, this particular tournament has established its own tone and atmosphere, which creates an appropriate context for more ‘in your face’ sponsorship. To make the obvious comparison, it just wouldn’t work at Wimbledon (forget the fact that on-court branding isn’t allowed there – there’s just a sense that it doesn’t feel right for such a traditional and refined event). And in fact it’s not just the amount of branding that feels more relevant to the context but the type too – the “night out” atmosphere creates a better fit for a beer brand such as sponsor Corona.
Is this openness on the part of the ATP at the World Tour Finals good news for the sponsors? In some senses, yes. More visibility combined with record numbers of fans tuning in to watch this year’s tournament creates more exposure for sponsors – the bedrock of many brands’ sponsorship objectives. The ATP screens and LEDs provide a great platform for communicating sponsorship campaigns, such as Barclays ball kids programme. But are these sponsors having to work as hard as they might if branding opportunities weren’t simply served (excuse the pun) up to them on a plate? At Wimbledon, the only brands on court are those with an authentic role in proceedings – Slazenger providing the balls, Rolex the clocks, Robinson’s the drinks, and so on. This filter clearly isn’t apparent at the ATP, unless there is an existing link or brand campaign connecting Mercedes and aces.
Of course, that’s not to say that the ATP World Tour Finals sponsors’ greater branding opportunities stop them from activating creatively off-court (see Corona’s beach bar for example), nor that they can’t use these opportunities to support a bigger sponsorship campaign with an authentic brand or product link at its heart. However, considering the highly tactical nature of some of the uses of branding, it is at least possible to make the argument that an exposure-strategy trade-off exists for sponsors.
On the other hand, if it’s fair to say (as I have) that some sporting environments are more appropriate for this sort of branding than others. At Twickenham for example, there is a heartbeat soundtrack and graphic on the newly installed LED screens for video referee decisions in the same way there is at the ATP World Tour Finals – could a (relevant) brand claim ownership of this? At football, could the right brand sponsor goal announcements or injury time?
If harnessed to a genuine brand insight, more branding doesn’t have to feel crass – in fact, it could be ace.
It will not have escaped the attention of anybody who owns a TV that BSkyB have been thrown into yet another fight to win the hearts, minds and subscriptions of sports fans. This is by no means a new challenge for the broadcaster, who in the past has beaten off competitors like On Digital, Setanta and ESPN. However, after spending more than £1bn on sports rights, including 38 Barclays Premier League football matches, BT look set to give BSkyB their toughest battle yet. This is reflected in the fact that more than a million people have signed up to BT’s new sports television package in its first three months alone – before a Premier League ball has even been kicked.
Sponsorship will play its part in the battle for sport broadcasting supremacy. BSkyB-owned online gambling brand Sky Bet was unveiled as the new title sponsor of The Football League in July; the five-year deal spans from 2013-14 to 2017-18 seasons.
The deal has been viewed as a very shrewd move, with Sky Bet acting as a vehicle to drive users to Sky Sports. Sky Bet director, Richard Flint, revealed to Sports Sponsorship Insider last month that the company’s objectives for the sponsorship can be broken down into the following areas. Firstly, Sky Bet wants to increase recognition and awareness of its brand. Secondly, Sky Bet wants to increase its front of mind awareness for existing customers so they spend more on skybet.com than with its main competitors, such as Bet365, Ladbrokes, Betfair, Paddy Power or William Hill. Finally, Sky Bet wants to acquire new customers and drive revenue directly from the websites and mobile apps of the 72 Football League clubs.
The sponsorship is a great fit for Sky Bet, as football betting accounts for over half of the company’s revenue during the football season. Similarly, The Football League has invested heavily in its online presence in recent years. The official Football League app has more than 700,000 users; its website attracts over eight million unique visitors per month, which combined with a growing Twitter following of nearly 176 000 followers, there is clearly a ready-made, highly engaged audience for Sky Bet to tap into. In conjunction with its sister brand, Sky Sports, Football League viewers will be inundated with Sky Bet messaging during live matches and via a number of Sky-owned football programmes, which has the potential to see the number of new Sky Bet users grow significantly.
Football League Chairman Greg Clarke said: “I am delighted to welcome Sky Bet to working with The Football League and its clubs. This agreement takes our long-term partnership with Sky to a new level and provides a genuine boost to clubs ahead of the new season.”
The war between BT and BSkyB looks set to continue, with each organisation looking to out-manoeuvre the other. It will be interesting to see whether BT decide that they too need to step up their sponsorship activity, in line with their broadcast footprint.
The stage is set and there’s everything to play for: question is, who’s in line for the title come the end of the season?
Alongside the 2014 FIFA World Cup, Neymar has been the biggest news in Brazilian football in the last few years, and one of the hottest topics in Brazilian advertising and marketing too. And now, with his move from Santos to FC Barcelona, his stage has moved from Brazil to Europe and, maybe, the world.
Neymar is part of a generation of Brazilian players that, despite some very talented names, lacks the quality of Romário, Ronaldo, Rivaldo and Ronaldinho. He is still too young to already be considered part of this pantheon, but Brazilians hope he will get there soon.
Mentos, the confectionary brand, was the most recent to announce Neymar as its face in Brazil. They did it last week, at the same time he was signing the contract with Barcelona. Asked about the fact that the player was leaving Brazil, Henrique Veloso Romero, the company’s president, said that it didn’t matter where he’s living or playing, because Mentos is associating its brand with Neymar’s story.
Actually, Neymar’s story is part of a traditional Brazilian fairytale of the poor boy who becomes a global football star. The same thing happened to Pelé, Ronaldo and Ronaldinho, and all of them got the attention of Brazilian consumers. That’s the reason why the Brazilian media is doing 24/7 coverage of Neymar’s new life in Barcelona: the arrival at the airport, the clothes he is wearing, the Spanish fans, his girlfriend’s reactions, and so on. In this context his football skills appear to be secondary.
No one can question Neymar’s appeal to brands and consumers. He has a good story to tell, bags of charisma, and the skills to score goals and deal with the media at the same time. The problem is that so far no brand has found some white space within the ‘Neymar brand’ to communicate something unique and different. He is everywhere, but he is always doing the same kinds of testimonial and campaign.
Brand managers must consider that Neymar is an asset that carries some very characteristic values – goals, youth, irreverence, parties, beautiful women, trendy hairstyle, fairytale story etc. – but that these values can’t apply to every possible brand, category and strategy, especially when so many other brands are using him in the same way.
And there are alternatives! A recent survey asked Brazilians which values footballer and non-footballer athletes convey, and the results were very interesting. Football players are usually associated with popular values and a Brazilian spirit. On the other side, athletes outside of football are more associated with trust, intelligence, beauty, modernity, and dressing well. Of course Neymar is an exception and can bring many of these values with him, but this research proves that football and football players – in particular Neymar – are not always the answer to brands looking to work with sports in Brazil.
Note: Neymarketing is a term coined by our friend and partner Tim Crow.
Bruno and Guilherme are partners at Ativa Esporte, the Brazilian sports marketing consultancy which is Synergy’s partner in Brazil.
London currently has the most expensive public transport system in the world and with maintenance and expansion work needed across the network, commuter costs are set to rise over the coming years.
As a result of the constraints on public sector funding, Transport for London (TfL) has looked to maximise its non-fare revenue in recent years in a bid to reduce additional costs to the public. This has led to a significant increase in the use of commercial sponsorship to fund transport projects. It is reported that in 2009/10, TfL received sponsorship income of £1.5 million, which rose to over £10 million in 2012/13, with the addition of sponsorship deals with Barclays and Emirates.
In truth the success of both of those landmark deals is still up for debate. The Emirates cable cars or ‘Emirates Air Line’ is estimated to be losing up to £50,000 a week as it fails to be seen as any more than a tourist attraction by London’s commuters. Boris Barclays Bikes have proved more successful in uptake – their problem lies in simply getting the public to refer to them as Barclays Bikes, which, for an outlay of almost £5 million per year, would have been at the top of their list of objectives. The value for both sponsors it seems, is in the brand awareness and prestige that comes with being associated with transport in the Capital.
However, a proposal published by The Conservative Party group that sits on the London Assembly entitled “Untapped resource: bearing down on fares through sponsorship”, has suggested that this funding model could be taken further, recommending the renaming (or rebranding) of Tube stations, trains and even entire bus and Underground lines. It is estimated that up to £136m per annum could be raised by such a system – enough to freeze fares for a full year, whilst £204m would cap prices for three years.
The story has been picked up by the majority of news outlets across the Capital, with many quick to condemn the commercialisation of public transport. Sponsorship clearly creates an opportunity to bring in some much needed extra investment for new infrastructure, but is littered with potential ‘ethical and reputational risks’ to TfL.
TfL should not see themselves as any different to a traditional rights holder. They must protect their brand by aligning themselves with the right companies, ensuring that they do not over-commercialize and distort their brand, which despite a lack of credible alternatives, still has a strong identity with a rich and colourful heritage.
Naming rights deals can be controversial at the best of times, lending themselves more favourably to ‘new build’ properties which are not subject to the nostalgic sentiment of their ageing counterparts. Naming rights should absolutely be considered for new transport ventures across London in the future as we have seen in Dubai, where £300 million was raised for their new metro system for the branding of stations across the network. Fifteen 10 year sponsorship deals have now been signed with firms such as Emirates and First Gulf Bank.
I do, however, still believe that there is real opportunity to consider a handful of deals across the current network; Virgin Euston for example, has been cited as an opportunity, with the train brand running lines out of Euston station. This is a path that has been explored elsewhere in the world. The Madrid Metro initially signed a 3 month deal with Samsung to rename the Puerta del Sol station “Sol Galaxy Note” to promote the launch of their new mobile phone. A subsequent deal has since been announced with Vodafone in which an entire line and the Sol station will carry the Vodafone branding. Station signs and all maps will be re-printed as “Sol Vodafone” and “Line 2 Vodafone”. One early response from TfL on the report is that they feel that the costs of changing signs and maps will significantly outweigh the funds received from corporate sponsors, so it will be of some encouragement that this has been done elsewhere.
It is perhaps unfortunate that the potential for naming rights alone have stolen the headlines. There are several other opportunities for brands within TfL’s current offering which naturally lend themselves to sponsorship – all of which are likely to be less controversial (and costly). Sponsorship of Oyster Cards for example, are ripe for a partnership with a bank or payment card company, whilst free or subsidized travel at certain times can help to improve sentiment towards a brand, as Diageo showed through their sponsorship of travel on New Year’s Eve. The sponsorship of individual trains and buses could be another potent opportunity for a brand to not only increase awareness but also to improve the overall customer experience, as Ikea have shown in Japan (albeit temporarily).
We recently wrote a blog about ‘Win4’ – a new model of sponsorship in which the brand, rights holder, customer and property infrastructure all benefit, and we believe that if TfL continues to pursue a sponsorship-led strategy, deals which follow this model may ultimately be seen as being more credible and successful.
TfL is a powerful brand with a heritage that many brands in the private sector would be envious of. As custodians of this brand, they must not lose sight of the role that the customer plays. It is easy to be blinded by the large sums that come with corporate sponsorship – particularly at a time when Government funding is being cut – but TfL must ensure that deals not only provide benefit to the consumer but also that they do not devalue the TfL brand.
Whilst a raft of naming right deals may not be the answer, both TfL and the Government should be commended for exploring the wider possibilities that sponsorship offers – not only for increasing revenue, but also for its potential to improve the customer – or commuter – experience.
In her opening session of the IEG Conference, Laren Ukman said something which really jumped out at me. She said that the biggest advantage sponsorship has over other forms of marketing is the power to generate ‘gratitude’ amongst an audience.
On the face of it, that argument certainly makes some sense. There is no doubt that consumers have very little reason to thank a brand when they are interrupted by advertising or direct mail. On the other hand, sponsors clearly play a vital role in supporting and financing the things that people care passionately about, which I guess is worthy of some form of gratitude.
Gratitude leads to ‘reciprocity‘, which is proven by social psychology to be a powerful force in influencing behaviour. So earning the audience’s gratitude is probably a good way to get them to change their behaviour towards buying your products and services.
But something about that just doesn’t feel right to me. Is gratitude really the central emotion that sponsors want to stimulate in their audience, no matter how subconsciously?
For me, the power of sponsorship is not about creating an unequal relationship, where the audience is somehow indebted to the sponsor; rather, it should be about creating the most equal of relationships, where the sponsor shows exactly how much they have in common with their audience.
Sponsorship has revealed its true power if the audience thinks about the sponsor: “They get my passion and they love it as much as I do”. That’s not gratitude, that’s having something in common. No other form of marketing can demonstrate that better than sponsorship.
The merits of a loyal customer base are well explored in consumer marketing. Some suggest that it is 6 to 7 times more expensive to attract a new customer than retain an existing one, whilst the impact of a longer term relationship on the bottom line is clear to see. Brands will fight tooth and nail to ensure that they retain their share of your wallet.
In the sporting world, rights holders are often guilty of assuming loyalty amongst their consumers – the fans. Sports fans are, on the whole, unique; few would defect to a ‘competitor’ if they felt that they were more successful, that ticket prices were lower or that the overall in stadium experience was of a higher quality. And with decreasing reliance on match-day revenues to generate cash due to the size of broadcast and sponsorship deals, there seems to be little incentive for the rights holder to nurture this relationship.
A ticket – or, more specifically, a season ticket – is an expensive and considered purchase which carries with it a significant opportunity cost. The price elasticity may be less sensitive than with other consumer goods, largely due to the tribal and passionate nature of the average sports fan, but it is still very much a key factor in decision making. No rights holder wants an empty stadium – it not only contributes to a decrease in overall revenue but begins to devalue their brand.
Step forward the Seattle Sounders of Major League Soccer. The Sounders put the fans at the heart of everything that they do, and what they have created is one of the most sophisticated and well thought out fan engagement programmes that I have seen in any sport.
Now in its second season, the MatchPass programme is helping to create a closer relationship between the club and its 32,000 season ticket holders. Its primary function as a ticketless swipe card for entry into home games is nothing new. What makes it stand out is the rewards programme that it feeds. The card is swiped at each food, beverage and merchandise transaction to earn points and unlock exclusive rewards such as stadium tours, signed merchandise or a chance meet a player on the field after the match. In addition, members also receive exclusive discounts on the items they buy when using the pass. The card can be preloaded with credit for a completely cashless experience and can be used throughout their CenturyLink Field stadium.
MatchPass is also helping the club to shape positive behaviours, with fans encouraged to arrive 30 minutes or more before kick off for an early-bird points bonus.
The Sounders are not just improving their relationship with their supporters but also making themselves a more attractive proposition for sponsors. Data collected provides valuable customer insights into purchasing habits and match-day behaviour, whilst reward programmes can help to encourage product trial and generate loyalty – extending the relationship outside of the match-day environment.
Rights holders around the world should take note. You can’t assume loyalty. You need to earn it.
We remember them, we loved them, and now the Corinthians are back. The Capital One ‘Superstars’ social media campaign re-launched the famous big-head-little-body Corinthian models, by giving football fans the chance to be one of 1,000 to win a Corinthian in their own likeness. And who better to act as Head Of Quality Control than Craig Robinson, owner of Britain’s biggest Corinthians collection!
To launch his new role, Synergy set Craig up to speak with the media about his collection of over 5,000 of the little chaps and tell us how they came to feature so prominently in his life. As I entered Craig’s house, I was overwhelmed by all the little faces staring back at me from Craig’s purpose-built, football terrace style cabinet.
After instantly spotting Junichi Inamoto, the sole representative in the cabinet from my team, Fulham FC, Craig took me on a trip through retro football icons such as Temuri Ketsbaia, Marc Overmars and even Gabriel Batistuta. Craig then spoke with the media about the day in 1995 when he began his collection with an Alan Shearer model bought from Woolworth’s. Craig described it as a simple case of a young lad seeing something and saying “I have got to have that”.
When asked to name his favourite model, Craig unhesitatingly replied that this was of courseRuel Fox. Craig is not only a huge Corinthians fan but also an avid Newcastle United supporter, and Fox was his favourite player as a child. After meeting Ruel, Craig then introduced me to the most sought-after member of his collection, ex-Arsenal player Stefan Schwarz. The Swede may seem an odd choice for this accolade, but it turns out that the manufacturing of the player’s model was cancelled at an early stage, and only a handful were made. Craig in fact received him through the help of a Dutch collector, who knew that Craig needed Schwarz to complete his set. And as Craig continued to discuss the network of collectors around the world, I sensed a real community spirit. This is serious business however, and Craig’s collection is insured for £25,000.
After a final few minutes spent gawping at the likes of Faustino Asprilla and Stig Inge Bjornebye, we finally left Craig in peace, sure in the knowledge that Capital One had put his passion firmly back on the map. Coverage of the interview featured widely in the media, including this great piece in the Mail.
Synergy Sponsorship is a trading division of Engine Partners UK LLP, a limited liability partnership. Registered in England & Wales No. OC365821. Registered office 60 Great Portland Street, London W1W 7RT, United Kingdom. List of members’ names open for inspection at registered office.