FINDING DECISION-MAKERS
Thiago Calderaro
TL;DR — the 15-second answer
To find sponsorship decision-makers, you need a clear ideal customer profile, a prioritised company list and a stakeholder logic. Do not only search for companies, but for people with decision-making power, budget proximity or internal influence.
Rule: Sponsorship acquisition is not won by whoever sends the most emails. It is won by whoever reaches the right person faster.
1) Why the right contact person determines success
Many sponsorship enquiries do not fail because of the club.
They fail because of the wrong contact.
Typical mistakes:
emailing a generic info@ address
contacting the wrong department
not using a personal approach
not creating relevance for the person
sending a sponsorship deck too early
sending only one message and not following up
not checking who can actually decide
not activating personal club contacts
A company can be a perfect fit in principle.
But if your enquiry lands with someone who has no budget, no interest or no responsibility, nothing happens.
That is why you need account mapping.
This means:
You analyse not only the company, but also the people, roles and routes into it.
2) What account mapping means in sponsorship
Account mapping comes from sales.
For clubs, it means:
You create a small map for each target company.
This map shows:
Why does the company fit?
Which target group does it want to reach?
Who could be responsible?
Who decides?
Who influences?
Who knows someone in the club?
Which entry point is best?
Which message fits?
This turns “Let’s email company X” into a structured approach.
Account mapping is especially useful for:
local employers
banks and insurance providers
sports shops
health providers
car dealerships
supermarkets
property companies
larger regional companies
branch-based businesses
existing club service providers
The larger the company, the more important account mapping becomes.
In small local businesses, the owner or managing director is often the decision-maker.
In larger companies, there are several stakeholders.
3) Step 1: Define ICP — Which companies fit at all?
ICP stands for Ideal Customer Profile.
In sponsorship, this means:
Which companies are an ideal fit for your club, your target group and your offer?
Check:
Which target group does our club reach?
Which sectors benefit from this?
Which companies have regional relevance?
Which companies may have recruitment goals?
Which companies fit our values?
Which companies could use activations?
Which companies have sponsorship experience?
Which companies can commercially afford our offer?
Examples of strong ICPs:
Youth tournament
Suitable companies:
sports shops
local banks
insurance providers
tutoring providers
family restaurants
health providers
regional employers
leisure offers
Men’s team
Suitable companies:
local employers
trades businesses
hospitality
gyms
insurance providers
car dealerships
property companies
Club with a large family community
Suitable companies:
supermarkets
pharmacies
health insurers
educational offers
children’s offers
local service providers
energy suppliers
A clear ICP prevents you from contacting companies that may have money, but do not have real sponsor fit.
The foundation for this is your Mini Brandbook for Sponsor Fit.
4) Step 2: Prioritise sectors
Not all sectors are equally relevant.
Prioritise sectors by fit and likelihood.
Use three categories.
A sectors
High target group fit, regional relevance, strong activation potential.
Examples:
sport
health
education
local employers
banks
insurance providers
family offers
B sectors
Generally suitable, but requiring more explanation.
Examples:
IT service providers
property
B2B services
energy
mobility
hospitality
C sectors
Only useful with a special occasion or personal contact.
Examples:
national brands without local relevance
offers that require a lot of explanation
companies without clear target group overlap
sectors with possible reputational risk
This prioritisation saves time.
You do not want to work on everything at once.
You want to start where the fit is strongest.
5) Step 3: Collect target companies
Now build your company list.
Sources:
club network
parents and members
former players
local business directories
Google Maps
LinkedIn
Instagram
regional business networks
chamber of commerce directories
local newspapers
sponsors of other clubs
employers nearby
club service providers
existing suppliers
companies around the sports ground
Important:
Do not only collect company names.
Collect context immediately.
Example:
Not only:
“Autohaus Müller”
But:
“Autohaus Müller – 3 km away, regionally active, offers apprenticeships, already sponsors the town run, possible fit for youth tournament or main pitch banner.”
Good acquisition starts with good research.
6) Step 4: Identify stakeholders
Now you search for the right people.
Possible stakeholders:
managing director
owner
head of marketing
communications
HR or recruitment
CSR or sustainability
site manager
branch manager
head of sales
community management
executive assistant
employees with club connection
parents in the club with company connection
Which role matters depends on the sponsor goal.
If it is about local visibility
Relevant people:
managing director
marketing
branch manager
site manager
If it is about recruitment
Relevant people:
HR
apprenticeship lead
employer branding
managing director
If it is about regional engagement
Relevant people:
CSR
communications
managing director
site manager
If it is about product activation
Relevant people:
marketing
sales
branch manager
product owner
When you understand the sponsor’s goal, you find the right person faster.
7) Step 5: Build the stakeholder ladder
A stakeholder ladder shows whom you contact first and how you work your way towards the decision-maker.
Level 1: Warm contact
Person with a connection to the club.
Examples:
a parent works there
a member knows the managing director
a former player works at the company
the sponsor was previously a partner
a service provider knows someone
These contacts are often the best entry point.
Level 2: Functional contact
Person with functional proximity to the sponsorship goal.
Examples:
marketing
HR
communications
site manager
CSR
These contacts understand the possible benefit.
Level 3: Decision-maker
Person with budget or closing authority.
Examples:
managing director
owner
department head
branch manager
board member in larger organisations
These contacts decide or approve.
Level 4: Internal multipliers
People who can support the topic internally.
Examples:
employees with club connection
team leads
local brand ambassadors
assistants
regional coordinators
The best route is often not directly to the decision-maker.
Sometimes the warm contact opens the door, the functional contact explains the value and the decision-maker approves.
8) Step 6: Choose the best entry point
Not every contact route is equally strong.
Possible channels:
personal recommendation
club member as door opener
LinkedIn
email
phone
personal visit
event invitation
existing business relationship
sponsor page or contact form
Instagram DM for small local brands
Priority:
personal introduction
warm contact with club connection
individual email to a specific person
LinkedIn message
phone entry
generic address
A personal recommendation almost always beats a cold email.
But a cold email can also work if it is individual, short and relevant.
9) Step 7: Write the right message for each stakeholder
Not every person cares about the same thing.
Managing director
Focus:
regional visibility
reputation
community
long-term partnership
local influence
Message:
“We would like to build a partnership that strengthens your regional visibility while supporting local youth sport.”
Marketing
Focus:
target group
touchpoints
activation
content
reach
reporting
Message:
“Through tournament page, social media, banners, QR codes and event activations, we reach families and sports-interested people from the region.”
HR and recruitment
Focus:
employer brand
apprentices
families
local awareness
recruitment CTA
Message:
“Our youth and family community offers you a credible opportunity to become visible as an employer in the region.”
CSR or sustainability
Focus:
social commitment
youth development
community impact
regional responsibility
Message:
“With this partnership, you support a specific local project and can show how your company takes responsibility in the region.”
Branch manager or site manager
Focus:
local footfall
visibility
customer proximity
campaigns
vouchers
Message:
“We can make your branch visible directly in the local club environment and activate it with a voucher, QR code or event campaign.”
The same sponsorship deck can work for different stakeholders.
But the outreach message must be adapted.
10) Step 8: Define CRM fields
Even small clubs need a simple contact overview.
A sheet is enough.
Important fields:
company
sector
location
website
sponsor fit
target group
potential sponsor goal
suitable advertising formats
contact person
role
email
phone
LinkedIn
club connection
priority
status
last contact
next step
follow-up date
documents sent
interest
offer
amount
decision
notes
Status examples:
research
contact found
first outreach planned
contacted
meeting booked
deck sent
offer created
follow-up open
confirmed
rejected
contact again later
This sheet is your sponsorship CRM.
Not complicated.
But binding.
11) Step 9: Plan the outreach sequence
One single message is rarely enough.
Plan a short sequence.
Contact 1: Entry
Goal:
start a conversation.
Content:
short relevance
why it could fit
specific occasion
suggest a 20-minute meeting
Contact 2: Follow-up
Timing:
5 to 7 days later.
Content:
friendly reminder
make value more specific
ask one question
Contact 3: Send value
Timing:
another 7 days later.
Content:
short sponsorship deck
example package
tournament or club relevance
repeat meeting suggestion
Contact 4: Close or pause
Timing:
another 7 to 10 days later.
Content:
final short check-in
leave the door open for later
set reminder
Example:
“I did not want to follow up unnecessarily often. If sponsorship is not relevant for you at the moment, that is completely fine. Otherwise, I am happy to include you again for the next tournament planning cycle.”
This keeps you professional without creating pressure.
12) What you should know before the first meeting
Before speaking with someone, prepare properly.
Check:
What does the company sell?
Which target group does it have?
Are there regional locations?
Is there recruitment need?
Are there current campaigns?
Does the company already sponsor?
Are there local press articles?
Is there a club connection?
Which person are you speaking to?
What role does this person have?
What could be the best entry point?
Then prepare three things:
why the company fits
which goal sponsorship could support
which specific option you suggest
A good conversation does not start with:
“Here is our price list.”
It starts with:
“I believe there is a strong fit for three reasons.”
13) What you need to document after the meeting
After every meeting, document immediately:
date
person
role
interest
sponsor goal
relevant target group
budget indication
open questions
desired services
objections
next step
deadline
documents promised
follow-up date
This sounds simple.
But this is exactly where many clubs lose track.
Professional sponsorship acquisition is created through follow-up.
Not only through first contact.
14) Data protection and clean contact management
Sponsorship acquisition also requires careful contact management.
Basic rules:
only store necessary contact data
document business contact data properly
do not collect private data without reason
do not share lists in an uncontrolled way
clarify responsibility inside the club
respect rejections
keep reminders understandable
do not send newsletters without a suitable basis or consent
Important:
A personal contact in the club is useful.
But private relationships should not be exploited.
Rather ask:
“Would you be willing to briefly introduce us?”
Instead of:
“Give me your boss’s private number.”
If personal data, sponsor data or reports play a role later, the article Confidentiality and GDPR can help.
15) Common mistakes when finding decision-makers
Mistake 1: Only emailing info@
The enquiry lands somewhere.
Better: research a specific person.
Mistake 2: Contacting the wrong role
HR receives a marketing package. Marketing receives a recruitment offer.
Better: choose stakeholders based on the sponsor goal.
Mistake 3: Not using the club network
Warm contacts remain unused.
Better: involve parents, members and former players.
Mistake 4: Sending a message that is too long
Nobody reads the full club novel.
Better: short, relevant and with a clear meeting goal.
Mistake 5: Sending prices too early
The sponsor does not yet understand the value.
Better: clarify fit and goal first.
Mistake 6: No follow-up
A “no” is often just silence.
Better: plan a professional sequence.
Mistake 7: No documentation
Contacts, status and commitments get lost.
Better: maintain a simple CRM sheet.
16) Checklist: Have you found the right contact person?
Check:
Does the company fit in principle?
Is the sector relevant?
Is there regional relevance?
Is there a possible sponsor goal?
Is there a person with club connection?
Do you know the right department?
Do you know the person’s role?
Is the person close to budget?
Can they influence internally?
Is there a decision-maker above them?
Is the contact route personal enough?
Is your message adapted to the role?
Is the next step clear?
Is everything documented in the CRM?
Is there a follow-up date?
If you answer several points with “no”, you are not yet ready for outreach.
17) FAQ
Who decides on sponsorship in companies?
It depends on the company. Often, managing directors, owners, marketing, HR, site managers, branch managers or CSR leads decide.
Should you email info@?
Only as a last option. A specific person with a relevant role and ideally personal connection is better.
How do I find sponsorship contacts?
Through the website, LinkedIn, local networks, members, parents, existing contacts, regional press, company profiles and personal recommendations.
What is account mapping?
Account mapping means analysing a target company with relevant people, roles, relationships, sponsor goals and contact routes.
What is a stakeholder ladder?
A stakeholder ladder shows which people can move you from the first contact to the decision-maker.
Which role matters for recruitment sponsorship?
HR, apprenticeship leads, employer branding or managing directors are often relevant.
How often should you follow up?
Two to three friendly follow-ups are usually sensible. After that, pause the enquiry or set a reminder for later.
What should be included in a sponsorship CRM?
Company, contact person, role, fit, status, last contact, next step, follow-up date, offer, amount and notes.
How to Reach the Right Person Faster
Sponsorship acquisition does not start with the perfect outreach message.
It starts with the question:
Who inside the company has a reason, budget and influence to talk about sponsorship?
When you map companies, roles and contact routes properly, acquisition becomes much more targeted.
You send fewer random messages.
You have better conversations.
And you reach people who can actually decide much faster.
Disclaimer
This article does not constitute legal advice, data protection advice or individual sales advice. Contact research, storage of contact data, outreach, business communication, newsletters, CRM use and data protection depend on the specific club, company, tool and individual case. Please clarify open questions with suitable legal advice, data protection advice or professional support.
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