Build a race team sponsorship package

A useful sponsorship package explains what the company receives, when it receives it, what it can do with it and how you will report delivery. A list of logo sizes and tier names leaves too much unanswered.

For a team, the package must also make clear which cars, drivers, channels and events are included. “Team partnership” is not a substitute for a defined scope.

Use the structure below to build one offer before expanding it into several options.

Start with a commercial objective

Ask what the company wants the partnership to do. That could be a content campaign, a customer experience, product demonstration or awareness with a relevant audience. Different objectives require different assets.

Do not assume every company wants social impressions. Do not assume hospitality creates sales. Ask the buyer what would make the activity worthwhile and what they can realistically measure.

A simple brief contains four lines:

• The audience or customer group the company wants to reach.
• The activity your team will deliver.
• The business reason for that activity.
• The evidence both parties will use to assess it.

If the answer is still “get our logo out there”, ask where, in front of whom and why that exposure matters.

Separate the package into four parts

1. Production and activity

Specify what will be made or organised. For content, identify the format, quantity, approximate duration, production responsibility and delivery window. For hospitality, identify the event, guest capacity, access level and host.

2. Distribution

Specify where material will appear and who will publish it. A video delivered to the sponsor is different from a video published on the team's account. A driver post needs the driver's agreement.

3. Rights

Specify what the sponsor may do with the material. Organic reposting, paid advertising, editing and use of driver likeness are different permissions. The proposed duration and channels should be visible before commercial approval.

4. Measurement

Specify what you can report. That may include delivery links, platform results, event attendance or attributed enquiries where measurement is in place. Do not turn a forecast into a guaranteed result.

Use a scope table instead of vague benefits

The following is an illustrative structure. Quantities are examples, not recommended market rates or a ready-to-sign offer.

A buyer should see exclusions too. If paid usage, travel, extra revisions or hospitality upgrades cost more, say so. Clear limits make comparison easier and reduce misunderstandings after agreement.

Price from both delivery reality and buyer value

Your racing budget does not determine the commercial value of the offer. Nor does a large championship audience automatically justify a particular fee for your team.

Build an internal cost view before quoting. Include production, travel, access, staffing, administration and the commitments you can no longer sell elsewhere. Then consider the value and relevance of the proposed assets, the rights granted and evidence from comparable work you can actually substantiate.

Do not publish a generic sponsorship price range simply because another website has one. A single content campaign and a season-long exclusive partnership are not interchangeable products.

If a company cannot buy the proposed scope, change the scope. Options include fewer events, a shorter usage period or a smaller campaign. Keep the relationship between price and commitments visible.

Offer choices only when the choices are meaningful

Three tiers can be useful, but they should represent different activities or levels of scope, not three versions of “more exposure”.

For example:

• Content campaign: a defined set of assets and publishing commitments.
• Campaign plus experience: content with a customer event that serves a stated purpose.
• Season programme: a planned sequence of activities with reporting and review points.

These are structures to adapt, not a requirement to sell three packages. A tailored single offer may be clearer after a specific buyer brief.

Do not make the entry option intentionally poor. Every option should stand on its own as a feasible purchase.

Check the team-wide conflicts

Before the package leaves your desk, check whether another sponsor has exclusivity in the relevant category. Check driver agreements, manufacturer relationships and championship restrictions. Record any approvals you still need.

Make the inventory specific enough to avoid double-selling. “Car branding available” is incomplete. Which car, which location, for which events, and with which approval requirements?

Keep tentative promises out of the confirmed scope. If an item depends on third-party permission, label the dependency and settle it before treating the activity as agreed.

Give the buyer a short decision document

Your proposal should put the objective and offer first, followed by evidence, scope, commercial terms and a concrete next step. Keep deeper team background and supporting material available for diligence.

This follows the same buyer-first principle in Turn One's racing sponsorship proposal guide, with additional attention to the rights and resources a team controls.

A proposal is also a delivery plan in waiting. Once terms are agreed, each line should become an assigned commitment with a due date. If the team cannot translate the package into tasks, it is probably still too vague.

Your next move

Choose one existing or planned offer. Rewrite it using the four sections above: activity, distribution, rights and measurement. Mark every unconfirmed dependency. Resolve those before you put a price in front of a company.

Sponsor AI is built by Turn One. These guides draw on our sponsorship workflow. Worked examples are illustrative.