February 2013 – Page 2

Structuring corporate partnership departments to serve and sell

kirk_wakefield Sell, Sponsorships February 1, 2013November 2, 2018corporate partnerships, new business, organizational structure, renewals, Sales, service, sponsorships 0 Comment

by Tyler Epp – February 2013

Service or new sales first?

Every franchise experiencing a significant internal leadership change or external threat like the recent recession sees an immediate focus on new revenue.

Understandably, new corporate partners are often expected in order to reconcile revenue projections made during the sales process of a franchise or to deal with a down economy. A short-term push to add partners can be successful, but must be balanced with providing long-term service and performance. In an informal poll across counterparts in the NFL, MLB, & NBA, approximately 80% of corporate partnership annual revenue comes from current partners and renewals.

Wendy Morris, Vice President, Team Sponsorship Development for the NBA, shares,

“We see the biggest growth come from companies already working with our teams. As a result, we’re seeing teams move to a more sophisticated approach to activation and investing in activation staff with brand and agency backgrounds. Partners are looking to our teams to serve as an extension of their marketing team and expect us to be proactive in providing creative activation ideas, insights to drive their business and measurement to show success.”

In short, our first priority must be to take care of the companies already invested in our franchises. The revenue from up-selling a current partner counts the same as revenue from a new partner.

Renewals: Service or sales?

The people who (a) build the relationship with partner, (b) take the time to understand the company’s objectives, and (c) solve fulfillment problems should be involved in renewals. Since our role is to produce revenue, all members, with few exceptions, should have revenue goals.

If we trust Cindy or Carl to manage a $1M, 5-year relationship with Ford, do we not trust Cindy or Carl enough to renew the business? If the job is done properly, Ford would certainly prefer to work through the renewal with Cindy or Carl than someone who sold the deal through 5 years ago. New Business people should be focused on New Business – not on keeping the relationship with a current partner “warm” until they need to be hit up for a renewal.

Know Your Personnel

[dropshadowbox align=”right” effect=”curled” width=”200px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]Every Sunday afternoon NFL fans yell at the coach for obvious mistakes: “Why would we pass on 3rd and 1?” “Why is he returning punts?” Chants of “Te-bow” ring out after a mistake from Mark Sanchez. As fans, poor personnel management drives us crazy. But, are our sponsorship departments around the leagues managed properly?[/dropshadowbox]

Do we have the right people in the right places?

If you are dealing with a company based in Dallas for three generations and your staff has a Dallas native who sets his body clock on the Red River Rivalry, should you think about that person to manage this business? Buck the trend of separating beer partners to avoid conflict. Instead, assign the right person to truly understand the business and know everything there is to know about beer. MillerCoors and Budweiser will quickly forget about any potential conflict once they realize they are working with someone who knows their business as well as they do.

Conclusion

It is probably good to remember the words my high school prom date was clearly not familiar with: “Dance with the one who brung you.”

Current partners invested in our franchises. Take care of them. Learn about their business. Help measure their investment. Be a good partner.

Chances are your franchise doesn’t get 100% of their advertising or marketing spend, so there’s upside with nearly all current partners. If they spend so much that the upside isn’t significant, then you certainly owe them a fully integrated and fantastic program.

Corporate partnership departments should not be built on sales people creating “books of business.” The mission should be to build a team of people to collectively sell and service a partner’s investment. Potential partners will appreciate that you spend more time on the partners you have than chasing new business. In a funny way, your investment in your current partners is the best way to grow new business.

Part 2: How to interview with the pros

kirk_wakefield Careers, Learn, Personal Development, S3 February 1, 2013November 1, 2021confidence, Cowboys, enthusiasm, face-to-face, handshake, interviewing, jobs, Mavericks, posture, pro sports, questions, research, Texans, upswing 0 Comment

by Jeannette Salas – February 2013

We covered how to get the interview here. Now you’ve made it to the face-to-face (virtual) interviews. What do you need to do be prepared?

Preparation

Research. Thoroughly research the organization prior to interview.
1. How is the team marketing and advertising?
  Insights from Heidi Weingartner, Chief HR Office at the Dallas Cowboys and George Prokos, Former Sr. VP of Ticket Sales and Services at the Dallas Mavericks.
2. How are they involved in the community?
3. Who are the C-level executives and managers?
  - Know their names and positions.
  - Look up their backgrounds/bios (team website, Google; LinkedIn)
Questions. Come up with at least five questions to ask about corporate culture, likes/dislikes, challenges, etc. Why? Good questions:
1. Should be written down.
2. Show interest.
3. Allow you to get FREE valuable information from someone in your career choice on how to move up and be successful in your career.

The best question a candidate asked me was, “What do you like and not like about your position?” Asked sincerely, this question showed a personal interest in me and what goes on here every day.

The interview

How important is this interview to you? If you are selected from the 100’s of resumes received, I’m assuming it should be important to you. Some of these tips are for in-person interviews, but apply the same principles for virtual interviews.

Attire: Dress professionally (suits). More on making the best first impression in the next column.
If in-person: Arrive 10-15 minutes early. Don’t show up an hour or two early.
Turn off your phone before the interview.
No, turn it off. Silent is not good enough.
Be ready to go once you step outside of the car.
1. Have your hair and/or makeup done before arriving.
2. Put your jacket on before you exit the car.
3. You don’t know who’s watching or who you’ll meet when or where along the way.
For virtual interviews:
1. Make sure whatever is in camera view sends the right signals.
2. Don’t locate in a noisy room.
3. Dress like you were doing an in-person interview (suits).
Have a padfolio and pens (and extra copies of your resume if in-person).
1. Some employers intentionally “forget” to bring your resume to the interview.
2. Someone may forget a pen.
3. Be prepared.
SMILE!!! Everyone is watching you.
1. That person you don’t think is watching is the person who talks to the manager right after you leave.
2. Beware of windows – people like to observe and will give feedback.
Be courteous. Yes, the receptionist counts. Double.
Exude confidence.
1. Firm handshake.
2. Clear greeting, by last name (Mr. Smith). Do not be overly familiar until they say so.
3. Make eye contact during interview. (But, don’t stare the person down.)
Relax and be yourself, but remain professional regardless of interviewer’s professionalism.
1. Removing jacket, unbuttoning tie, etc. is not acceptable.
2. Be personable, but not overly excited.
3. Keep an engaged, positive posture – no slouching.
4. Don’t stare.
5. Don’t fidget: Biting nails, playing with hair, tapping pen, cracking knuckles, etc.
Stay focused.
1. Listen to what is being asked and answer the question.
2. Ask for clarification if you don’t understand question.
3. Don’t ramble.
Be confident in your answers:
1. Don’t answer with an upswing inflection, where the cadence of the voice rises as though every sentence ends in a question mark.
2. Be accountable. Everyone makes mistakes!!!!! Explain what you learned from mistakes and what you did to ensure it was not repeated.
3. Be able to explain gaps in employment clearly.
Never bash former employers or colleagues. This gives a clue as to how you might view your next employer and colleagues.

Closing the Interview

If you are interviewing for a sales position, they are looking for someone who can close a deal.

Close the interview.
Highlight why you are the best candidate for the position based on the needs identified during the interview.
Show how your strengths make you a good fit for the position.
Show enthusiasm!!!!
Thank interviewers for their time and again give firm handshakes.
Say goodbye to the receptionist by name (s/he always counts).

Next time we’ll cover in more detail steps to success getting jobs in professional sports, including specific do’s and don’ts of professional attire for interviewing, as well as resumes, follow-up, and cover letters.

Part 2: Managing the next generation of sellers

kirk_wakefield Careers, Sell, Tickets February 1, 2013November 2, 2018contests, face-to-face, gen-y, incentives, management training, millennial, motivation, NBA, sales management, technology 0 Comment

by Murray Cohn – February 2013

Last month we began our discussion on how to manage the new generation (Gen-Y) of sellers. We now turn to some specific ideas I’ve gathered from managers on how they help motivate their young salespeople. Maybe offering the double-donut burger (above) as an incentive might work. Well, thankfully we have better ideas than that. I hope.

Create a management-in-training program

Many NBA teams such as Atlanta, Charlotte, Cleveland, Phoenix, Philadelphia and Washington have created a program that allows sellers who achieve sales goals to receive hands-on management training. The programs provide opportunities to be the Manager-on-Duty for game nights, night calls, or entry level sales staff.[dropshadowbox align=”right” effect=”lifted-bottom-right” width=”250px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]

“Every person is motivated by different incentives. The key is to understand the motives of each one and then manage toward reaching their specific goals. For some it’s money, some it’s responsibility, and others it’s career advancement. Superstars seem to value the mentoring and career advancement more than money. By finding what drives our sellers, we can create platforms of additional responsibility and continued learning to develop skills beyond just their current roles.” [/dropshadowbox]

These programs have three key benefits:

The recognition and achievement is a tremendous motivator for goal-directed top sellers.
Teams develop a management bench.
The training program allows some sellers to look behind the curtain to learn sales management is not for them, but selling and making money is.

Develop more tiers of advancement

Our survey clearly shows (see last month) promotions and advancement matters. The Orlando Magic, Sacramento Kings, New York Mets and others created tiers within their sales departments. New employees can advance from ticket sales representative, senior ticket sales rep, account executive, and senior account executive. Each level takes on more responsibility, rewards and higher sales goals.

Set Clear Expectations

From the first interview managers need to communicate a clear vision to the candidate of what is expected of them. I love what Dr. Bill Sutton and Dr. Dick Irwin create in their Sports Sales Combines to give candidates a real life experience of selling. On an academic level, schools like Baylor, Mt. Union and other universities partner with teams on class sales projects where students gain real experience making 100’s of calls just like they will in their first inside sales job.

Have candidates meet with your top sales people. It always sounds cool to candidates to work for their favorite teams. But spending a little time with your successful salespeople (during the interview as well as after hiring) will help them truly understand what’s expected and will allow you to hire better people and alleviate turnover.

Create shorter sales contests and incentives: Make it fun!

Stop setting an all or nothing bonus on the end-of-year result. Use time off as a potential prize.

The Minnesota Timberwolves set goals and incentives for five eight-game blocks. The Washington Wizards did a fantastic weekly contest, with “minute-to-win-it” weekly competitions. How many do-nut holes can you get in your mouth? That sets the rep’s winning prize amount. The Columbus Blue Jackets do Tour De Columbus with a daily winner getting to wear the first place Yellow Jersey.

[dropshadowbox align=”right” effect=”curled” width=”250px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]Contests should:

Be visual,
Have a scoreboard, and
Have the prizes sales reps want–not what the managers want.[/dropshadowbox]

Embrace technology

Many managers see reps abusing internet privileges and shut down usage. This is a mistake.

Set clear, acceptable usage rates such as 30 minutes of prospecting time per day on LinkedIn or Facebook. Going to check fantasy football 20 plus times a day is not OK. These behaviors need to be monitored, not because you’re the internet police, but because these are symptoms or signs of poor motivation and future performance. You want to coach and motivate reps to focus and enjoy their work–and the work best enjoyed is work done efficiently and effectively.

[dropshadowbox align=”left” effect=”lifted-bottom-left” width=”250px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]

“As we continue the transition to a new generation of sellers, embracing technology has been critical for the continued development of our sales and sales leadership staff. Over the last several years, our tracking metrics, key performance indicators and sales training modules have evolved to include and actually encourage the use of new technology such as LinkedIn, texting and Facebook. The key for SS&E has been to establish clarity in terms of prospecting and activity expectations while embracing alternative outreach methods. “[/dropshadowbox]

Expecting these new age reps to make 100 calls a day is also a mistake. Include things like texts and e-mails into an overall hustle board that includes points for face-to-face meetings, number of phone calls and talk time duration. You can assign point values based on what you feel will drive the greatest number of sales.

This generation is hi-tech and hi-touch. Provide your sellers with iPads and encourage more face-to-face, in-game and event selling using technology to show seats, make impactful presentations and close more deals.

What do you think?

Doing these things to engage this new generation of sellers will help energize your team, retain your rising stars and generate more sales. I’d like to hear about your challenges and your solutions to sales management in today’s environment. You may comment below or join our S3 Report group on LinkedIn and start a discussion!

BaylorS3E

Month: February 2013