Who went where: S3 Graduate & Internship Placement 2015

Who went where: S3 Graduate & Internship Placement 2015
by Kirk Wakefield – June 2015

Careers in Sports

The Baylor Sports Sponsorship & Sales (S3) program graduated 30 students in the 2015 class. Two, Erin O’Neill and Travis Roeder, opted to pursue law degrees at Tulane and Alabama, respectively. We congratulate them and the others in the 2015 class with this slide show highlighting their placements. We offer a special thanks to Murray Cohn, Vice President of Team Ticket Sales (NBA),  for his dedication and help, as well as to the many other great people and organizations who give back their time to help these newcomers into the sports industry.

https://youtu.be/NqmETZyOrBg

Internships

In addition to the 30 graduating seniors, the S3 program also placed 28 juniors for training in one of the three S3 tracks offered to students: Sales, CRM & Analytics, or Brand Activation & Service.

https://youtu.be/LGDEvE01TyE

If you are interested in learning more about Baylor University, the S3 program, and the S3 Advisory Board, please visit our webpages at www.baylor.edu/business/marketing/sports.


 

Special shout out to Daniel Phillips and Ashley Malik for helping compile the slides for the videos.

9 Ways to Best Use Time to Build Your Sports Career

9 Ways to Best Use Time to Build Your Sports Career
by Jeff Eldersveld – June 2015

The most valuable thing any sports professional can give is time. It doesn’t matter what stage in the career – looking for a job, recent hire at a job, or a seasoned veteran – because how time is spent defines one’s self and, ultimately, one’s career advancement.

Time management is often not formally taught in school or even at jobs for that matter. Yet it is directly mentioned in a vast majority of sports job descriptions. Entering college, students are thrust into an environment where they have to balance a workload of multiple classes, assignments, and extra-curricular activities. So, they become self-taught time management enthusiasts. Some students figure it out. But, what worked in college may not equate to success in the sports industry when it comes time to get a job, start a job, or continue as a seasoned veteran in this industry.

How to Best Use Time to Get a Job

Let’s focus on first-time job seekers.

  • 1. Intentional Internships: To get a job you have to have experience and to get experience you have to have a job. So, the most important use of your time should be finding an internship that directly translates to a desired occupation, rather than just accepting whatever will give course credit. Sometimes that means pursuing & creating an internship where one didn’t exist. You must intentionally commit scheduled time to develop relationships & connections. Your university, as well as the sports organizations in your area, often provide opportunities to network with executives. You should be first in line and last to leave after getting their business cards.
  • 2. Navigate Patience vs. Persistence: College students work their way through four years of school (or more) and have a job waiting for them when they graduate. Wrong. Not in sports! In a perfect world, sports administration programs would have rolling graduation dates to coincide with the off-seasons of the four major professional sports. Because that is not a reality, most first-time job seekers must be patient. The hiring cycle in sports does not always fit with recruiting practices of corporate America.

While patience is necessary, persistence is required to make sure your resume floats to the top of the pile when a job opens. Time must be spent reaching out to prospective employers letting them know about a related school project, something you saw in the S3 Report (duh), or some form of warm and NOT random conversation. Then when a job does open up, the decision becomes much easier on who the employer should reach out to first.

How to Best Use Time as a Recent Hire

Too many want to rush this stage without taking the time to develop their skill sets, instead diverting focus by looking for the next promotion or better job opportunity.

Figure1-Candour1
Linking Candour to Leadership
  • 3. Train like it’s a marathon, not a sprint: Rarely does someone become General Manager or Vice President before the age of 30. Developing leadership competencies (see right) don’t happen overnight or even in a few years.  Marathon runners are known for superior endurance and mental toughness. Half of running a marathon (other than the 26.2 miles) is believing it can be done. Time must be devoted to training, learning how to crash through “the wall,” and sacrificing momentary pain for long-term accomplishment.

Recent hires need to work like this. Impress the person who hired you by showing a high level of commitment and ability to accomplish delegated tasks. It may seem tough to endure while wondering if that promotion is ever going to come. That is a mental block or wall to overcome. Stay focused on the task at hand. Gradually earn more responsibility as you train, ready to go the entire distance. Don’t be the one who stops halfway and hops on the bus for the easy ride back home.

How to Best Use Time as a Seasoned Veteran

As you develop leadership skills and are in a position to lead and help others, two of the best ways to use your time are to give back and to work with the right people.

  • 4. Give Back: To become a “seasoned veteran,” others had to help along the way. Devote time to the next generation of up-and-coming sports industry superstars. These superstars could be looking for internships, first-time jobs, or taking a step to further their careers. But one thing is the same: a knowledge transfer from a veteran is what will help pave the way for the superstar’s future success.
  • 5. Hire the Right People: There is no better way to spend time than building a highly functional team. The trick is to identify resources during one’s career that produce top talent either by coming up through a highly reputable organization (led by seasoned veterans) or college students who have been given a superstar skill set by their institutions. Once these areas have been identified, finding the right people becomes much more efficient. And with efficiency comes better productivity and more time to train – making the team that much better.

Time is Always Needed for This

Here are a few exercises to practice no matter what career stage.

  • 6. Say Thank You: Handwritten notes are still king because they take time to write. But, don’t neglect a verbal thank you, either. Whether in the office or over the phone, saying thank you preaches humility – which is also why this act should be done to subordinates as much as superiors.
  • 7. Learn More to Teach More: Take time to find your inner curiosity. Discover something new like learning HTML or attending an online seminar. Better yet, gain new knowledge and disseminate that knowledge amongst peers and coworkers. It doesn’t help anyone when knowledge is concealed.
  • 8. Call Your Family: Whether it’s a special occasion like Father’s Day or just the start of a new week or month, make a point to reach out to your family – especially Mom and Dad. They are, after all, the ultimate seasoned veterans.
  • 9. Find Your Happy Place: Everyone goes through difficult days where stress pops up in unforeseen ways. Powering through it some days may work but use these opportunities to “take a lap” around the office. With most teams, a lap means walking around the arena to clear the mind and refocus but it could also be in the form of a physical workout.

Cover photo courtesy of Jeff Davidson.

 

CRM & Sales: Redefining Hustle

CRM & Sales: Redefining Hustle
by Erin Quigg – June 2015

Redefining “Hustle”

How do you measure a salesperson’s hustle? From an activity-based and CRM standpoint, is it the number of tracked phone calls, emails, and appointments in a week? What about LinkedIn InMail, Social Media, and text messaging? With the amount of different communication methods available now, does it matter what communication medium salespeople use as long as they are moving prospects through the pipeline and closing sales?

This past season we redesigned our Ticket Sales’ hustle metric by shifting the focus from activity-based performance to pipeline management. Our main objective was to let the reps sell the way that works best for them and their customers. To accomplish this objective, we wanted the reps to focus on advancing quality leads closer towards a sale, rather than hitting certain activity based quotas. Additionally, we wanted our reps to view and utilize CRM as a sales management tool and less like a simple correspondence tracking system.

Going from Quantity to Quality

[dropshadowbox align=”right” effect=”lifted-both” width=”395px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]“Our new effectiveness metric has been transformational in refocusing sales reps on engaging high-quality customers and building out their pipeline rather than achieving phone call and other activity-based benchmarks.” – Jay Riola, Assistant Director of Business Strategy, Orlando Magic [/dropshadowbox]

Old Metrics:

  • Phone Calls
  • Completed Appointments
  • Referrals
  • Talk-time
  • Hand-written notes
    [dropshadowbox align=”right” effect=”lifted-both” width=”395px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]There is a “direct correlation between effective pipeline management and strong revenue growth.” – Harvard Business Review, Companies with a Formal Sales Process Generate More Revenue[/dropshadowbox]

New Metrics:

  • Completed Appointments
  • Pipeline Growth through Personal Prospecting
  • Pipeline Advancement

How does it work?

  • Score – Each metric is weighted with a certain value. For example, a completed appointment is 25 points, a personally prospected sales opportunity is 2 extra points, and each positive movement through the pipeline is weighted by stage and product.
  • Competition – Weekly, the reps compete against one another to get the highest score. The reps are then ranked, top half are winners and bottom half are losers. Over a certain period of time, the reps keep a win-loss record and prizes are given for the top performers.

Conclusion

It’s been four months since we redesigned the hustle metric and already our sales reps are better at utilizing our CRM as a sales tool. They have even started asking for more data on how to streamline their sales efforts. The Ticket Sales management team has done a great job in assisting the sales team with pipeline management by leveraging our pipeline and appointment reports. Having leadership adopt and support this new philosophy has helped the implementation and success of the program measurements as a whole.

In the end, activities are still important because those interactions are how prospects are engaged, qualified, and moved through the sales funnel; but instead of being measured on how many calls a rep can make in a week, we measure our reps on how efficient they are in closing a sale and generating revenue, which is their main responsibility at the end of the day.

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