BDS Sponsorship, Sponsorship Information

Sponsors: Case Studies

Sponsor Experience

Case Study: Financial Services Sponsorship: Bloomberg

The Bloomberg Hub at London City Airport delivers a unique business travel experience, providing timely and relevant news, data and information within a visually-compelling, technology-driven space.

It combines Bloomberg’s leading technology, rich content and signature design to create an interactive, energetic and functional space devised to make the business traveller’s journey more productive, more efficient and more enjoyable. It is a long-term commitment giving Bloomberg a living, breathing presence at LCY for the next three years.  It is Bloomberg’s biggest brand initiative to date globally.

The experience comprises five primary elements, which combine to create the Bloomberg Hub:

  • The Media Panel
  • The Media Ticker
  • The Lounge
  • The Media Wall
  • The Wi-Fi Sponsorship

The Media Panel

Located at the entry point to pre-security and passport control, the Media Panel consists of six 4K ultra-high-definition (UHD) 55-inch digital screens. Branded visual content and contextual messages will greet all passengers as they approach security, tailored according to the time of day.

The Media Tickers

The combined length of the Media Tickers creates one of the longest digital displays of its kind. It provides a dynamic stream of digital media, electronic data and visual information, split into two tickers, one in the pre-security zone and the other in the atrium beyond security.

Key Features:

  • 130-metres of scrolling digital media made up of 23 million LEDs.
  • Displays multiple streams of constantly updated market-moving news headlines and financial information, harvested from the Bloomberg Professional service, including indices, equities and currencies data.
  • Streams travel-specific information in visually engaging formats, including world weather and world time, configured according to daily LCY
  • Flight destinations.
  • Data drives design; different types of data on display trigger relevant imagery and video content, determining the style and speed of motion.

The Lounge

The Lounge is specifically designed to meet the unique needs of today’s international business traveller. Home to more than 260 square metres of business-friendly space, it will seat more than 180 travellers. A range of distinct zones have been designed to enable travellers to work, relax, network and prepare for their day ahead.

Features include:

  • Apps Bar featuring six tablets fully loaded with Bloomberg’s full suite of award-winning mobile apps.
  • Four Bloomberg terminals for use of subscribers to the Bloomberg Professional service.
  • Bloomberg Analytics help desk (ADSK) staffed during peak hours to answer client questions and demonstrate functionality.
  • 24/7 Bloomberg Television with optional audio plug-in units.
  • 110 universal charging stations compatible with UK, European and American electronic devices.
  • Free Wi-Fi.
  • Modern, comfortable furniture complete with luggage stow-away and privacy screens.
  • Free shoe-shine and steam press service.
  • Media Wall featuring a dynamic flow of news, data, insight and flight information.
  • Complimentary copies of Bloomberg’s full range of business, finance and lifestyle magazines.

The Zones

  • Buzz – Network and catch up with colleagues.
  • Unwind – Relax, sit back and wait for your flight.
  • Shine – Smarten up for your next meeting with a shoe shine and suit steam.
  • Spark – Share content with friends and family.
  • Ask – Find the answer to any Bloomberg question.


Work in a space equipped with tablets, international charging stations and Bloomberg terminals.

The Media Wall

The Media Wall is the heart of the Lounge. It is a vast, vivid digital canvas delivering essential travel information, market-moving news and analysis, relevant data, Bloomberg Television and rich promotional content:

  • Twelve x 55-inch Ultra HD 4K screens.
  • 2m long, 3.1m tall – that’s nearly two black cabs tall and two black cabs long.
  • Mixture of curated Bloomberg content selected, programmed and designed with the business traveller in mind.
  • Features dynamic data, including market prices, news summaries, rankings, indices and charts as well as topical photo stories sourced from Bloomberg Media.
  • Permanent displays for live departures and Bloomberg Television.
  • Dynamic data, including market prices and news summaries.
  • Bloomberg brand and product advertising.
  • Bloomberg Professional service promotion

Wi-Fi Sponsorship

By sponsoring the Wi-Fi at LCY, Bloomberg has the opportunity to connect with passengers directly on their mobile devices.

  • Passengers gain free-of-charge Wi-Fi access at the airport.
  • Mobile-optimised landing page provides scrolling market information.
  • Users can opt in to communications on Bloomberg products and services.

Why Bloomberg chose London City Airport?

Bloomberg’s global community of influential decision-makers in business and finance travel regularly and need access to relevant, timely and accurate news and information in order to stay productive, efficient and prepared. There is a remarkable  synergy between the characteristics of this community and the average profile of an LCY passenger:

  • LCY is London’s business airport of choice – 61% of its 3.4 million passengers per year are travelling on business.
  • More than 50% of 2,000 LCY passengers surveyed use a subscription-based financial data service, or work for a firm that does. Of those, 63% are Bloomberg Professional service users.
  • They travel where Bloomberg travels – 60% of passengers are flying inbound from overseas, many from key financial centres where Bloomberg has a strong client base (e.g. Frankfurt, Geneva and Zurich).
  • The average income of an LCY business passenger is the highest among Greater London airports at £105k (the average household income of a Bloomberg Markets magazine reader is $452,000).


“LCY has ambitious growth plans – to reach an already-permitted 120,000 flight movements a year (up from 70,000 today) and to double passenger numbers to 6 million per annum by 2023. 61% of our passengers are travelling on business – to and from the business, financial and political centres of Canary Wharf, The City and Westminster – and they will value the information and facilities being made available to them in the Hub extremely highly. Our agreement with Bloomberg will set us apart from the other airports in and around  London, cementing our position as the business traveller’s airport of choice– but we cannot stand still and will need  to work together with Bloomberg on a constant basis to continue to meet the customer’s changing needs.”

Declan Collier, Chief Executive Officer, London City Airport (LCY)

“LCY’s customers are business travellers who value the things Bloomberg does best: providing accurate, relevant and timely information that helps them make better business decisions.

 The Bloomberg Hub at LCY is a great example of this; it is our biggest brand initiative worldwide and reinforces our continued investment in London as a leading global financial centre.”

Dan Doctoroff, Chief Executive Officer and President, Bloomberg L.P.

“The arrival of the Bloomberg Hub in the LCY departure lounge furnishes our passengers with a new level of service – that of up-to-the-minute data and information – which reflects the moves we’re making towards managing the passenger journey through the use of technology. The agreement we have with Bloomberg reflects a burgeoning strategy of working with high-profile, global brands to deliver relevant content and added value to passengers as part of the airport experience.”

Matthew Hall, Chief Commercial Officer for London City Airport (LCY)

“The Bloomberg Hub is an innovative and exciting customer experience that embodies the Bloomberg brand – a distinctive, dynamic network of information, technology and ideas. It delivers timely, valuable news and data to London City Airport’s business travellers, many of whom are our clients and prospects.”

Maureen McGuire, Chief Marketing Officer, Bloomberg L.P.



Case Study: Retailer Sponsorship: Asda

ASDA researched consumer shopping behaviour and found that there were a number of factors that influenced customers to shop at particular supermarkets. These included store location and product pricing – factors which ASDA could not easily change or influence. A factor it could influence, however, was that consumers believed that supermarkets had an obligation to their local community. In order to encourage customers to its stores and focusing on women in particular, ASDA reviewed its positioning to reflect two core brand values:

  • ASDA cares about the community;
  • ASDA has a clear individual identity and personality

Its key objectives were to increase store traffic and encourage longer store visits and  increased expenditure per visit. The target market comprised:

  • females with children, specifically C1 and C2, aged 20 to 44;
  • senior local government officials;
  • media;
  • other opinion formers;
  • future consumers, including children;
  • ASDA employees.

ASDA’s communication strategy aimed to:

  • develop a nationally co-ordinated, strategic, consistent programme of local events within store catchment areas;
  • involve and reward relevant target sectors of the community;
  • provide long-term assurance of the company’s commitment to the local community;
  • become highly visible within the community;
  • create activity which cannot be imitated by competitors;
  • provide activity that is cost effective, flexible and controllable;
  • provide a basis for continual evaluation.

BDS undertook a strategic analysis on how Asda could in a cost effective and positive way influence existing and potential customers in the catchment areas of their stores. BDS also recommended that Asda should sponsor the school holiday activity programme that took place in the catchment area of each of their 205 stores across the UK.

Upon acceptance of BDS’s strategic recommendations BDS then identified the 205 relevant councils and concluded sponsorship agreements with each council on Asda’s behalf.

ASDA sponsored a full range of children’s summer holiday activities. The programmes were marketed by leaflet and poster distribution throughout the local councils, on-site branding, give-aways such as t-shirts and hats, in-store activities as well as a complete press, publicity and promotional package. There were also free places on the programme for all Asda employees.

BDS obtained the programme content from all 205 councils and designed, printed and delivered back to each council the promotional literature (leaflets, posters etc) for the councils to distribute. BDS also arranged and attended a press launch and photo call with the Asda GSM and the local mayor thus creating a direct link between the GSM and the leader of the council. All 205 launches were held within a 4 week period.

This resulted in wide media coverage for ASDA and a higher profile in the local communities. There were over three million participants per annum.



Case Study: Auditing a community sponsorship strategy: British Aerospace

In the past, BAe’s Military Aircraft Division (MAD) had tended to be responsive rather than proactive, taking an ad hoc approach to sponsoring isolated local events and organisations rather than a coherent programme of development within the community. Activity tended to be concentrated around the first and second quarters, rather than providing year-round PR opportunities.

Having made a large number of redundancies, the company identified various business factors that could be affected by the community’s poorly perceived image of MAD. These included employee motivation, local authority co-operation, recruitment of new personnel and supplier relations.

BDS Sponsorship recommended that BAe undertake an extensive research programme among BAe MAD employees providing a detailed insight into employee attitudes and local opinion. This was designed to ascertain the effectiveness of MAD’s past and current community activities as well as gain a clear insight into the issues of real local importance.

The corporate objectives were as follows:

a) To establish meaningful community relationships with selected parties that support MAD’s communications objectives.

b) To be seen as an organisation operating a successful community investment policy which:

  • meets defined objectives and selection criteria;
  • has clear plans and schedules;
  • identifies and prioritises the areas in which it wishes to be involved;
  • makes its intentions clear, both internally to its workforce and externally;
  • establishes clear and effective dialogue with its employees and the local community;
  • where possible involves employees in decisions affecting the local community;
  • explains to the community the values and principles behind its activities and demonstrates them in action;
  • enables employees to serve as ambassadors to the community;
  • establishes clear feedback and measurement mechanisms;
  • can demonstrate clear benefit to the Division from its chosen relationship areas.

In addition, specific objectives which MAD’s sponsorship programme had to address were also defined:


  1. Increasing awareness of BAe community activity among employees and the local community.


  1. Demonstrating commitment to community issues by addressing priority areas as identified by employees.


  1. Demonstrating commitment to employees by offering increased opportunities for involvement.


  1. Developing awareness amongst and improving links with local media and opinion formers.


  1. Providing year-round activity.

Given the stated objectives, the programme’s effectiveness was assessed by a rolling research programme to measure improvement in the following areas:

  • improved employee morale;
  • increased employee participation;
  • overall image enhancement among all target markets;
  • enhanced employee retention rates;
  • improved quality employee job applications;
  • positive media coverage;
  • positive environmental image;
  • cost effective hospitality opportunities.

Measurement results were in the form of on-going research set against the defined objectives, using the initial research as a benchmark to measure improvement.

25% of all respondents to the initial survey supplied contact details, constituting a solid foundation on which to build a sample for continuing research.

Following this the respondents were analysed to ascertain the viability of using this group as a representative sample. This sample was built further using a representative sub-sample of

employees not involved in the original survey. Six qualitative discussion group sessions with the original participants were organised, to clarify and validate the benchmark results and probe the deeper implications. Thereafter, based on this validated data, quarterly telephone or questionnaire interviews were conducted with the entire sample to evaluate awareness and approval of MAD community activity.

Analysis of Benchmark Research

The findings of the initial survey served as the basis for the development of a community investment strategy. While the research was limited to a sample of employees, it was felt that, as local residents, their opinion also constituted a reasonably accurate reflection of community attitudes.

There was an overwhelming view within the employee group that not only does MAD have a duty towards the local community, but that it benefits significantly from its involvement. Almost all of those surveyed felt that they did not know enough about MAD’s community programme. Information about community involvement came via Fastrack – BAe internal publication – and the local media.

Employees tended to be consistent in priorities and preferences for community issues and leisure activities and results varied only marginally across all employee groups. Only one in five employees had any direct involvement in community activity and only one in four of these had received any kind of support from MAD. While local knowledge of MAD’s community activities was seen as very poor, both employees and local community would respond favourably to increased activity by MAD and the opportunity for increased participation.

Identification of Local Issues

The survey differentiated between local concerns and leisure interests.

In order to maximise reach; any community sponsorship programme had to target both these areas.

BAe has to be seen to involve itself in lifestyle interests of the community as well as main social issues, in order to demonstrate that it has participated fully in all aspects of community life.

By analysing the data, trends emerged across all BAe employees regardless of sex and position in the company.

The following were identified as priority areas in order of perceived importance:


  1. Sport .
  2. Youth activity.
  3. Heritage.

Community issues

  1. Education.
  2. Environment.
  3. Crime.
  4. Unemployment.

Conclusions on MAD’s Community Involvement

There was an overwhelming view among all staff that MAD has a duty to support the local community and these four issues were significantly and consistently highlighted as the most important. Where MAD was already involved in these areas, it was felt that it was a good programme, but overall staff felt the company should do more and attract large-scale participation and awareness amongst the community.

BDS Sponsorship made the following recommendations:

  • MAD’s community sponsorship programme should reflect the broad interests of the community;
  • the programme must reflect BAe’s commitment to all aspects of community life, both leisure and social concerns;
  • MAD’s sponsorship programme must seek to ‘touch’ either directly or indirectly the largest possible proportion of the local population ;
  • the programme must attract year-round media attention and constantly provide stories and news angles;
  • to achieve the widest possible reach, BAe’s sponsorship funds must be made to work as hard as possible and so the programme should emphasise enabling and pound-for-pound schemes;
  • the programme must incorporate a clear communications strategy, with funds set aside for the production of a regular newsletter for distribution internally as well as to opinion formers and the local community

Multi Brand Sponsorship: 3M

BDS were employed to develop an activation strategy and then manage a multi brand major sport sponsorship programme which delivered against the individual specific objectives of each of 3M’s 40 plus product divisions. All of these divisions, apart from one, were totally B2B focussed whilst the largest division was the B2C division. BDS developed resultant activation strategies and collateral together with a cross division implementation manual.

Creation of new sponsorship properties to meet the sponsor’s objectives: F&C, BT, Cointreau etc

BDS Sponsorship were employed by F&C Investment Trust to develop a sponsorship strategy which enabled F&C to target the very specific locations in the UK with the highest clusters of prospective high net worth individuals. BDS after identifying a number of potential routes by which to achieve this objective formed a partnership between F&C and the award winning (up and coming musician focussed) Park Lane Group and enabled F&C to host events tailored to F&C’s specific needs: corporate hospitality, local (and national) awareness and unique customer experiences/ benefits. BDS have undertaken similar Sponsorship Product Creation exercises for a wide range of sponsors such as BT, Cointreau and Bailey’s Irish Cream.

Sponsorship that delivered radical changes in Product Consumer Perceptions and Usage: Baileys Original Irish Cream

BDS were appointed by Baileys Original Irish Cream when 80% of product usage was by women (aged  45 plus) at home, watching the TV after dinner, with their husbands in the four weeks before Christmas. BDS created, totally organised and managed, a sponsorship programme to challenge these assumptions and thus drive year round sales. The sponsorship programme consisted of large scale concerts across the UK in the grounds of Stately Homes (and focussing especially on ticket bookings by groups rather than couples). These concerts challenged Baileys Product Consumption Patterns at the time: Summer consumption rather than winter, outdoor consumption rather than indoor, consumption in groups rather than couples and finally sampling Baileys before eating rather than after.

Identifying creative sponsorship activation opportunities: Procter & Gamble

“Head and Shoulders” (the hair shampoo brand) sponsored the closure of the old Wembley Stadium and in return obtaining the benches from the England Dressing Rooms to use as on-pack promotional prizes. It was so successful that Procter and Gamble in Athens contacted BDS four months after the UK promotion was launched and asked BDS if there were some more Benches from the England Dressing Room so they could run an identical promotion!



Wembley website    Proctor and gamble


Sponsorship Management Skills

In addition to totally creating, managing and attending 205 simultaneous but separate sponsorships for Asda that launched in just a four week window BDS also undertook all the sponsor management for a title sponsor of the London Marathon. This included obtaining over 30,000 entries running the marathon, a year round PR programme and obtaining and managing 300 Volunteers on the day.

Other clients we have worked for on Sponsorship Audits, Strategies, Property Identification/ Development/ Creation, Management and Activation etc include:


  • Barclays
  • BUPA
  • Cadbury
  • Ciba Specialty Chemicals
  • Danone
  • Diageo
  • Electricity Supply Board
  • Fidelity Investments
  • Grant Thornton
  • Hasbro
  • Honda
  • Littlewoods
  • Nestle
  • The Observer
  • Philips
  • Polaroid
  • Porsche
  • Reed Elsevier
  • Royal and Sun Alliance
  • Shell
  • Threadneedle Asset Management