The date is fixed.
The sponsors
are not.
For conference and trade-show organisers, where the event date never moves but the sponsorship budget is decided in the final weeks every year.
- market
- Hungary
- company size
- 8-50 people
- the forcing function
- the event date
- live in
- 30 days
For you the clock
runs backwards.
Every other company can postpone client acquisition. You can't. The date is set, the venue is booked, and the sponsorship revenue has to be in by then - otherwise the event loses money no matter how well it goes.
Meanwhile the final months are exactly when there is least capacity to reach out, because that's when the programme, the suppliers and the marketing all need pulling together. So sponsorship sales gets squeezed into the same narrow window every year.
The event date won't move. The only thing that can move is when you start talking to sponsors.
It doesn't grind lists.
It hunts spenders.
The machine watches for who has budget and a reason to appear in front of your audience right now - not who exhibited last year.
a competitor showing up
A company's rival just announced a sponsorship. Being absent now costs more than attending.
a new product
They're launching a product or service. That needs an audience, and yours is exactly it.
hiring in marketing
They're recruiting a marketer or event manager. Where that role opens, budget exists.
fresh funding
Visibility is one of the first spends after funding. The easiest moment to win a sponsor.
expansion
Entering a market where nobody knows them. A trade event is the fastest way in.
planning season
Next year's marketing budgets are set in autumn. Whoever is there then gets in the queue.
↳ these are examples - your machine gets tuned to your own event's audience
Thirty days,
step by step.
↯This is a scenario, not a case study from an existing client. We are looking for our first client now - the moment there are measured results, they go here instead of an invented number.
We name what you actually sell.
You don't sell a stand, you sell access to an audience. We go through last year's sponsors: who returned, who didn't, and which sector got the most out of it. That becomes the crosshair.
Your GTM knowledge base gets built.
Who sits in the room, at what seniority, what it returned for sponsors last year, and what you answer to “too expensive”. That's what the machine works from.
The machine goes live.
It finds the companies with a reason to be in front of your audience now, and writes about what's happening at their company - it doesn't send your sponsorship deck.
And you start the next cycle ahead.
The machine learns which sector and which argument wins sponsors, so the next cycle begins where the last one ended.
Hi Balázs,
I saw you launched the new predictive maintenance module over the summer, and that you're now hiring a marketer for it.
At our November conference last year, 180 manufacturers were in the room, two thirds at plant-manager level or above.
Do you have 20 minutes this week? I'll send the audience breakdown and you can decide.
Three things,
with dates attached.
We don't promise sponsor counts - we don't control them. What we promise depends on us, and it carries a date.
The GTM knowledge base
Everything worth knowing about your buyers, your arguments and your market - written down, structured, on your own infrastructure. It stays yours.
The live machine
A system that finds, researches, writes, sends and follows up. On your domains, into your CRM. Not software you rent - an engine you own.
The learning loop
What got replies, what didn't, what we changed. One page, with numbers. Not a dashboard login - a readable answer to what is happening.
What an organiser
usually asks.
“Our sponsors return, we don't need new ones.”
While they return. One large sponsor dropping out makes an event unprofitable, and it usually becomes clear too late to find a replacement. The machine builds the reserve you draw on then.
“We know this market, we know who to call.”
You know the current circle. The machine widens it to the one there was never time to reach: the new entrants, the ones expanding now, the ones that didn't exist last year.
“Sponsorship is a relationship business.”
And it stays one. You walk into the meeting. The machine only makes sure there is someone to meet even in the weeks the programme eats all your time.
“Who actually does the work?”
The two of us. No account manager, no junior we hand it off to. The person on your first call is the person building the system.
If it doesn't bring clients,
it doesn't cost much.
The most common objection isn't “I don't believe it.” It's “what if it doesn't pay off?”. So it's built like this:
Most of the money is a success fee.
A low monthly retainer, with the larger part due when you win a client. The setup fee covers building the machine - not a deposit against results.
Do the math, don't take our word.
Take the price of a mid-tier sponsorship package and divide by the monthly retainer. In events one new sponsor usually covers the year.
Built once, runs long.
The machine keeps running past six months without a rebuild. The setup fee spreads across that whole period, not one month.
If it doesn't add up against your numbers, we'll tell you that too.
We'll say so on the first call if we're not a fit. Cheaper to hear it now than in six months.
Let's run it
against your numbers.
Thirty minutes, free. We look at where last year's sponsors came from, how much of the inventory went unsold, and whether a machine is worth building for the next cycle. If it isn't, we'll say so - and you keep the findings.