Kim Anthony • October 4, 2022

Corporate Sponsorships & Partnerships: Advice on Engaging Corporate Partners

Companies gave nearly $17 billion to charities during 2020 (Giving USA 2020), representing a critical revenue source and strategic partner for nonprofits. With 8 in 10 Americans expecting businesses to positively impact society (Cone/Porter Novelli, 2018), gone are the days of companies merely being satisfied with visibility and their name on an event T-shirt. Today, engaging corporate partners requires nonprofits to think differently about how they approach companies, identify opportunities, develop a corporate partnership strategy and measure impact.


To help nonprofits forge successful relationships with more companies, we asked two corporate social responsibility experts and funders for their advice. Here’s the guidance Michelle Hamilton, senior community investment manager at the Florida Blue Foundation, and  Chris Johnson, senior social responsibility specialist at The Mosaic Company, shared to help you and your nonprofit successfully engage corporate partners.


What are the most common mistakes you see nonprofits make when it comes to corporate partnerships?

Michelle: Many organizations apply for funding without understanding our company’s mission or areas of focus. Or, they submit large funding requests before a funder has learned about their work or established a relationship. Don’t be afraid to ask a potential partner for an initial meeting. That preliminary outreach can help your nonprofit understand what opportunities to pursue, provide time-saving information and begin building a longer-term relationship.

Chris: We also get many funding requests from individuals and organizations we don’t know. Commit to cultivating relationships and communicating with company contacts — not just when you’re asking for money. Don’t forget that companies consist of your neighbors who care about the issues impacting your community. Find that common ground and establish a relationship before making significant fundraising asks.


What are you looking for in a nonprofit partner?

Chris and Michelle: There are five things we consistently look for in our nonprofit partners:

  1. Alignment with our company’s purpose and priorities — We seek partners who strategically connect the dots between our shared work and objectives. Take the time to be intentional in identifying where both the company and your nonprofit align.

  2. Collaboration — We prioritize nonprofits that work across the community with others and avoid duplicating efforts to ensure dollars stretch as far as possible.

  3. Regular communication — We love when nonprofits keep us informed about what’s happening within their organizations. The best relationships are with those who check in, not just when they need something, but who treat us as a strategic partner invested in their work.

  4. Proximity to where our employees live and work and the societal issues in those communities

  5. Being data-driven — We expect nonprofits to use data and insights when presenting funding needs and proposing solutions to address them through a partnership.

What do you expect from nonprofits when it comes to impact and your return on investment?

Michelle: When it comes to measurement, we look at two sides of the coin. Event activation is beneficial for educational opportunities, lead generation and brand visibility, while programmatic funding allows us to improve lives through issues like food security, mental well-being and health equity. Impact goals and reporting vary from partner to partner because every objective and program is different. There must be a dedicated collaboration between the nonprofit and corporate partner to determine how to measure success and define what is realistic for the nonprofit to capture.


Chris: We seek both internal and external impact with our partners.

Internally, we care about building the capacity of our nonprofit partners, enhancing their sustainability and improving their ability to achieve their stated objectives. We don’t want our partners to create something to receive funding; we want to enhance what nonprofits are already doing well while identifying ways to improve or innovate it.

Externally, we want to solve community problems and address systemic and institutional issues that are impacting communities. This requires a robust approach. It’s much simpler for corporations and foundations to put their name on something or give money through an event sponsorship. On the flip side, it’s easier for nonprofits to host an event and raise money. It’s more challenging to address systemic and institutional issues because they entail data evaluation, cross-sector collaboration and a deeper investment of time and resources. We want to take a multi-faceted approach so we can fund emerging needs while also addressing the systemic issues that affect our communities.

Finally, the United Nation’s Sustainable Development Goals (SDGs) are important at our company. There are five we focus on, and most of the nonprofit work we fund fits into or advances one of those areas. Understanding potential partners’ priorities is critical to achieving the greatest impact.


What practical advice would you give to nonprofit leaders who want to engage corporate partners more effectively?


Chris and Michelle:

  • Ensure you’ve done your homework on the company and understand what they do and if a partnership is a good fit.

  • Invest in yourself and your ability to cultivate and steward relationships. Professional development can help you build necessary or new skills to garner a meeting, create a winning proposal and deepen relationships.

  • Commit to building relationships outside of the fundraising process. Participate in your local chamber or other business groups. Genuinely get to know community leaders without an agenda.

  • Be transparent. As a funder, it’s essential to understand what’s working well along with the challenges. We have access to resources and expertise that can help you mitigate challenges when they arise. Don’t be afraid to share the bad with the good.

  • Engage your board of directors to assist you in opening doors, making introductions and asking for funding. It can take some of the pressure off your staff and create a shared leadership responsibility.

  • Follow current and potential funders or corporate partners on social media and engage in a dialogue with them. This allows you to stay apprised of both the big and small things happening within the company and open opportunities for your nonprofit to celebrate them.

  • Ask your corporate partners what you can do for them. Instead of only asking them for support, find out if there are ways you can support them in your daily activities such as sharing their good news or helping them connect to the community.

    This article originally appeared in
    Nonprofit Leadership Center

By Kim Anthony • September 25, 2026
Beginning January 1, 2027, California sales and use tax will generally apply to prewritten software delivered electronically or accessed remotely, including many Software-as-a-Service subscriptions. CALIFORNIA — If your business sells software, provides access to an online platform or pays for software subscriptions, a tax change belongs on your 2027 planning list. Under Senate Bill 122 , signed into law June 29, 2026, California is expanding the sales and use tax definition of tangible personal property to include certain digital products and associated copyright or patent interests. That means retail sales of covered products in California—and covered products purchased from a retailer for storage, use or other consumption in California—may be taxable beginning January 1, 2027 . The change generally affects sellers of prewritten software, SaaS providers, businesses that license or provide remote access to prewritten software, and the customers who buy those products. What counts as a digital product? For this law, a digital product is prewritten computer software delivered on physical storage media, transferred electronically or accessed remotely. Prewritten software is software held for general or repeated sale or lease. It can qualify even if it was originally developed for a particular customer or for a company’s own use. A combination of two or more prewritten programs can also qualify. What is outside this definition? The law does not classify every digital purchase as a taxable digital product. The following are excluded from its digital product definition: Digital assets, such as cryptocurrency Digital audio works, such as music, spoken recordings and ringtones Digital audiovisual works, such as movies and videos with sound Digital books, or eBooks Digital infrastructure, such as cloud platforms customers use to create, deploy or run their own software applications Digital video game products Digital visual works, such as computer-generated artwork The law also provides exemptions for custom computer software , digital products representing a service other than SaaS, digital products transferred with reproduction and distribution rights, and digital products purchased solely for use outside California. Businesses should review the details of a transaction before treating it as excluded or exempt. A $5 million rule for certain large purchases In some transactions, responsibility for paying the tax can shift from the retailer to the purchaser. The rule concerns a retailer’s aggregate gross receipts from digital products sold to the same purchaser that are transferred electronically or accessed remotely. For 2027 , the threshold is more than $5 million in that calendar year . Beginning January 1, 2028 , the test looks at whether those receipts exceeded $5 million in the current or preceding calendar year. When the rule applies, the purchaser may need a Use Tax Direct Payment Permit and may have to report and pay the tax directly to the California Department of Tax and Fee Administration (CDTFA). Location matters for local taxes For digital products transferred electronically or accessed remotely, the place of sale for local and district tax reporting is generally the customer’s address. The place of use is where the person accessing the product is located. That distinction matters when a company’s billing address and its software users are in different places. CDTFA explains the rules in its Tax Guide for Retailers and Purchasers of Digital Products . What sellers need to do California digital product sellers that are not already registered with CDTFA may need to obtain a seller’s permit , file sales and use tax returns, and report and pay tax on taxable retail sales. Out-of-state sellers that are engaged in business in California under Revenue and Taxation Code section 6203 may need a Certificate of Registration—Use Tax . They would collect and report use tax on covered sales to California consumers and pay it to CDTFA. Registration is available through CDTFA Online Services . The UBJ takeaway: Software sellers can use the months before January 2027 to review their products, customer locations, invoicing and registration needs. Buyers can review their software agreements and ask vendors how the new tax will appear on invoices. For the definitions, exemptions and reporting rules, start with CDTFA’s digital products tax guide
By Kim Anthony • September 24, 2026
Beverly Kuykendall helps businesses navigate complex markets, build stronger partnerships and turn ambitious ideas into workable plans. Some business leaders see a procurement requirement and stop at the obstacle. Beverly Kuykendall asks what it would take to move forward. Over decades in federal acquisition and commercialization, Kuykendall has helped organizations work through the demands of government contracting while keeping their commercial goals in view. Her career has included executive roles as President of Government Business, Chief Strategy Officer and President. In each, she has worked at the point where strategy must become something a team can actually execute. Today, Kuykendall advises mission-driven organizations and manufacturers seeking new routes to growth. For companies pursuing domestic production, that may mean beginning with practical steps such as packaging, labeling, kitting, light assembly or fulfillment. These staged solutions can help a manufacturer establish domestic capacity and enter a market while building toward a larger goal. She also helps manufacturers develop reseller and distribution programs with clear standards for selecting partners, onboarding them and measuring performance. The aim is to grow revenue while protecting the relationships and reputation a business has worked hard to build. Kuykendall’s strength lies in making complicated systems understandable and actionable. She sees how procurement rules, supply chains and commercial partnerships fit together—and where an organization can make its next move with confidence. For entrepreneurs and business leaders trying to enter a demanding market, that perspective matters. A complex path can still be a path. Kuykendall’s work helps organizations find it, prepare for it and take the next step.
By Kim Anthony • September 24, 2026
Felecia Fisher-Shamu has built a women-owned furniture manufacturing business whose work reaches from Los Angeles hotels to destinations around the world. Before Felecia Fisher-Shamu’s work appeared in luxury hotels and major entertainment venues, she was building relationships with the people who knew those spaces best: hotel engineering and housekeeping teams in Santa Monica and Los Angeles. She listened, learned what the work demanded and built a business around delivering it well. Today, Fisher-Shamu is CEO and co-founder of Vitality Casegoods, Restorations, and Furniture Manufacturing, Inc. In a competitive industry where women business owners have had to establish their place, she has earned a reputation for custom furnishings, furniture design and restoration. She has done it with creative vision, perseverance and a team of skilled craftspeople. Vitality’s work has reached properties in the United States, Anguilla, Saudi Arabia and Canada. Fisher-Shamu has contributed to sustainable projects with Google and ARIA in Las Vegas, as well as furnishings for major hotels and entertainment spaces. Her team’s work has also supported events associated with the NAACP Image Awards, the Daytime Emmys and Oscar celebrations, including a VIP gala honoring Black Panther costume designer Ruth E. Carter. Her passion for restoration gives the business another dimension. Vitality helped restore antiques from Paris for Lumière at the refurbished Fairmont Century Plaza in Los Angeles. Earlier in her career, Fisher-Shamu restored antiques for the Four Seasons Hotel Beverly Hills. She values the artistry in preserving a piece’s character as much as the skill required to create something new. Even during the pandemic, when the hospitality industry faced extraordinary disruption, Vitality continued to win work. Projects included SoFi Stadium’s Owners Club, Loews St. Louis Live! hotel and Circa Resort & Casino in Las Vegas. Fisher-Shamu’s story celebrates what a woman-owned business can build through talent, trusted relationships and the determination to keep going. Her furnishings may be found in celebrated spaces, but the deeper achievement is the enterprise she and her team have crafted along the way.
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