E turns to high-tech to sur­vive

The East African - - OUT­LOOK -

James Bower, Mclaren’s mar­ket­ing di­recr, lived through For­mula One’s spon­sor­ship pheaval. “To­wards the end of that era — be­tween 01 and 2006 when the new di­rec­tive kicked — what you did see was some brands pushg harder into life­style and push­ing harder to what we recog­nise now as the deep­acti­va­tion lev­els, as op­posed to just slam arl­boro on the side of the car, throw a few rties, en­ter­tain some B2B trade re­tail­ers d call it a day,” Bower said. “That drove a more in­no­va­tive state, and it in­cided with Red Bull’s en­try into For­mula ne, which kind of al­most took over the mane of the life­style.” The loss of to­bacco, the ad­vent of life­style brand­ing and ac­tive con­sumer en­gage­ment have also had teams like Mclaren change their spon­sor­ship fo­cus, aban­don­ing the old model of a big-ticket ti­tle spon­sor for a se­ries of smaller but longer-term deals.

In 2018, Mclaren has raised about $32.4 mil­lion in new deals with part­ners in­clud­ing Dell, HTC, Log­itech and Air­gain.

Ex­act fi­nan­cial de­tails are heav­ily guarded, but Mclaren said the money came in the form of longer con­tracts of five to six years.

Mclaren’s ros­ter of new part­ners is too re­cent to have made a dif­fer­ence to the team’s rac­ing re­sults, but the four-time world cham­pion Mercedes has al­ready proved that the right tech­ni­cal part­ner­ship can in­crease per­for­mance and in­come.

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