2014 – Page 3 – BaylorS3E

Sales Management: Why Process Trumps Talent

kirk_wakefield 2014, Lead, Sales Management, Sell, Tickets June 1, 2014November 1, 2018ability, hiring, retention, sales management, sales training, salespeople, skills, talent, ticket sales 0 Comment

by Flavil Hampsten – June 2014

Which matters more: Process or Talent? That’s an easy one. Process always trumps talent.

Before you get upset and start defending how talented your staff is and that you couldn’t generate the numbers that you do without them, imagine how much more productive they would be if you gave them leads that close at four times the normal rate? Or if you have sales events for them that routinely lead to $100,000 days?

I’m not going to completely define what process should be in place, but I will say that as a sales manager, process always trumps talent. Here is why.

#1 Talented Individuals Are Simply Not Enough

Sales managers need to hit a departmental goal. There needs to be method to maximize revenue from each individual on the team. Therefore, a process should be devised to assist everyone in order for the department to achieve goal.

I’ve never spoken to a sales manager who claims to have all A+ sales talent on staff. Most have a mix of A+, A, B, and C sellers. However, most have an A+ revenue budget to achieve. Having a great process can bump the level of each seller and give the department a better chance to achieve goal.

#2 Talent Comes and Goes, Process Stays Forever

[dropshadowbox align=”right” effect=”lifted-both” width=”250px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]Having the right process in place has been an important element to the success of the teams I have managed throughout my career. The hiring process, sales process, lead-gen process….even convincing sales people to fall in love with the process of becoming great. They might not believe it right now, and I don’t think I did when I started my first job in sports, but process and persistence almost always trumps talent. ~Brent Stehlik, EVP/CRO Cleveland Browns[/dropshadowbox]With the ambitious nature of today’s sales executives, the average life of a sales executive is approximately two years. With no guarantee to keep top talent, the only method to ensure that you keep results is to have a process that maximizes each opportunity, regardless of which salesperson in assigned to it.

Why only two years? Generally speaking, the A+ sellers are the ones who can leave first, simply because other teams recruit them away with money and titles. Most times, sales managers hands are bound with budgets and departmental structure making it difficult to match the offer and the salesperson leaves. However, the departmental goal does not change. If a superior process is in place, the current salespeople will continue to deliver at a high rate, a new top salesperson will emerge, and the new salesperson will generate top numbers quicker.

#3 Talent Pool is More Like a Talent Puddle

Hard fact, but with the amount of positions to fill, the low pay, and extremely long hours in sports, it’s nearly impossible to hire all A+ sales talent. Therefore, by default, to keep your positions full you must hire a mix of talent levels in order to achieve sales results. A process is the only way to make this happen.

Even if you have one of the best recruiting and inside sales programs in sports there will be times where positions are empty or when talent is lagging. As a sales manager, you owe it to your company and your career to protect yourself from these times. The most foolproof way to do this is to engineer and implement a superior process that maximizes revenue regardless.

With work and deliberate practice talent can be created. However, superior talent cannot be created without hard work and deliberate practice while in a superior process. More importantly to a sales manager, you cannot have a successful sales department without a process to make everyone better. The talented individuals are simply not enough; you need to create and train talent to optimize performance.

Want more on good processes? Read Flavil’s, No More Cold Calls

Cover photo courtesy of Rosemary Demirkok

Top 5 Things We Learned About Compensation, Salespeople and Their Managers

kirk_wakefield 2014, Careers, Learn, Research, Sell, Tickets May 3, 2014November 1, 2018 0 Comment

by Kirk Wakefield – May 2014

The State of the Sports Sales Industry Survey

With your help responding to the S3 Sales Report survey in December (N = 328) and the help of the NBA & Murray Cohn in surveying inside sales and account reps in the NBA and WNBA (N = 391), we gained a better understanding of the relationship between salespeople, their managers, and their performance. Here are the top 5 things we learned, along with average salaries at various ticket sales positions.

#1 Show us a team with a bad ethical culture and we’ll show you some unhappy salespeople.

In the sales culture, and maybe just culture in general, so much is about “show me the money.” But, guess what? The numbers don’t lie when it comes to job satisfaction. The ethical climate has at least twice as much influence on a salesperson’s job satisfaction compared to how much the sales rep earns on an annual basis. There is a correlation between compensation and job satisfaction; it’s just that money doesn’t tell us as much as knowing the culture of the sales organization.

#2 Sales professionals in sports are pretty smart.

If obtaining a bachelors or masters degree is any indicator of intellectual capabilities, then it looks like we’re a pretty smart bunch. In the U.S., only 36.6% have college degrees and another 11.6% have masters. What about salespeople in sports?

Over 81% of the S3 Report respondents, and more than 86% of NBA/WNBA salespeople, have college degrees. Among S3 Report respondents, another 15% have graduate degrees, along with 8% of NBA salespeople with advanced degrees. Together, we can say that about 95% of the sales force in sports are staying in school to graduate before making the jump to the pros.

#3 Winning isn’t everything. In fact, maybe not anything.

When it comes to what really determines who makes the most money, it’s not whether or not you’re selling the hot team. It’s not even market size. In fact, looking at the NBA data across all teams, the team’s won/loss record and the size of the team’s market together determine less than 20% (i.e., 19.6%) of salespeople’s total compensation. That means 80% of a rep’s compensation is determined by the organization and the individual.

The amount of commission one can make is influenced a bit more by market size & won/loss record (26.3%). But, that still means about 3/4ths of commissions earned is up to the team and reps.
Interesting fact: Because W/L record is correlated with market size, the team’s record has very little effect on compensation once we account for market size.

#4 The only selling time that correlates with greater commissions is face-to-face.

We measured what proportion of selling time NBA reps spent on the phone (65%), email (21.5%), chat/text (3%), social media (1.4%), and face-to-face (8.6%). The only activity that significantly increases commissions is face-to-face. Of course, we can argue that the other activities lead to appointments; but, the point is that personal contact is king.

#5 Once established, compensation in sports sales is competitive.

The current practice of hiring into inside sales to smile & dial as a proving ground may be shifting as more teams move toward more effective and efficient selling with sales analytics and CRM-based messaging and marketing strategies. But, in the mean time, we can see teams are able to attract able bodied candidates with compensation levels markedly below starting salaries of sales & marketing graduates working in other industries ($51,900). That said, once promoted to an AE position, prospects begin looking up.

The data below is based on data from salespeople and managers primarily representing MLB, NHL & NFL teams, supplemented by the data from entry-level sales reps of 25 NBA teams. We did not receive enough information from collegiate sports sales reps to represent that growing market of potential sales jobs.

Average Compensation for Sales Positions in Professional Sports (December 2013)

Wait ’til next year!

Thanks again to Murray Cohn and the NBA in collaborating on this study. We also thank our friends across the leagues who independently responded to our first annual state of the sales industry survey. In our next round (December 2014), we would like to gain more involvement at the league level and collegiate level so that we could reliably represent average salaries across each league and level, as well as dig deeper into what motivates and accelerates salespeople’s performance.

Cover photo courtesy of Barry Yanowitz.

Got a Question? A New Idea? Ask the Sports Sponsorship & Sales (S3) Forum!

kirk_wakefield 2014, Careers, Lead, Learn, Networking, Relate, Sell, Social Media May 1, 2014November 1, 2018break into sports, community, leadership, professionals, sales management, selling, social network, sponsorships, sports business, sports network 0 Comment

by Kirk Wakefield – May 2014

Post questions to the community

This month we introduce the Sports Sponsorship & Sales (S3) forum where you can post questions to others in the community. We encourage you to ask others what works for them in the area of ticket sales, sponsorship sales & activation, sponsorship metrics, sales analytics, CRM, social media, digital media, or any other category in the area of sports business.

[dropshadowbox align=”center” effect=”lifted-both” width=”250px” height=”” background_color=”#F7D358″ border_width=”1″ border_color=”#dddddd” ]Click here to visit the S3 Forum.[/dropshadowbox]

Offer ideas & feedback

One of the options in the forum is to select “Feedback” as the category. Use that category in the forum to post ideas for new articles, ask for help, or offer insights/comments on how we can improve our service to the sports sponsorship & sales industry. We’ll check regularly and follow-up with each idea or suggestion.

[dropshadowbox align=”center” effect=”lifted-both” width=”250px” height=”” background_color=”#F7D358″ border_width=”1″ border_color=”#dddddd” ] Click here to connect with members in the S3 Community.[/dropshadowbox]

Set your profile to public if you want to make friends

You may not need another social network, but feel free to connect here to build friendships among like-minded, goal-oriented people committed to the sports sales industry.

So that others in the community can find you, be sure to set your profile to “public.” Members may edit profiles by clicking on the button in the upper right corner where it says, “Howdy, Your Name.”

I want to join the community. What do I do?

Hey, I don’t see anyone saying, “Howdy” to me.

To join, just click on the social media button in the upper right corner! Or click here.

3 Key Insights for Women in the Business of Sports

kirk_wakefield 2014, Careers, Integrity, Lead, Learn, Sales Management, Work ethic May 1, 2014November 1, 2018challenges, glass ceiling, leadership, Legends, maternity leave, opportunities, Phillips 66, sell, sexual harassment, sports, Texas Rangers, women, women vice presidents 0 Comment

by Hannah Bouziden – May 2014

Successful Leaders in the Wide World of Sports Business

Women increasingly move up the corporate ladder across America, but have faced a greater challenge in the once male-dominant industry of professional sports. In a world where people like Donald Sterling have been operating, what is it like for females as they progress to the highest executive levels in the business of sports?

On April 14th, 2014, Baylor University’s Sports Sponsorship & Sales Club welcomed three leading women in the world of professional sports to speak about the challenges they have overcome in their careers. The panel included, Paige Farragut (Senior Vice President of Ticket Sales & Service with the Texas Rangers Baseball Club), Tami Walker (Manager, U.S. Fuels Brand Management for Phillips 66, 76, and Conoco), and Amy Pratt (Vice President of Event & Tours with Legends/Dallas Cowboys). During the discussion, the women touched on three main topics they believed to have an effect on women in the business of sports and in corporate America. They shared their insights on how to deal with maternity leave, sexual harassment, and the glass ceiling.

1. Maternity Leave

Having the ability to balance a family life and working in the fast pace world of sports is a concern for many women. Farragut and Walker were able to handle the pressure and become successful women in their industry while raising children.

Walker’s advice is to make sure you build up enough good will prior to maternity, so that others recognize your value to the team and want to make sure the entire process flows smoothly for your return. She also advises to do what is right for your family and just roll with it!

Farragut decided to wait until she was in management to start a family. According to Farragut, “In sales, time away matters.” Therefore, her advice is to make sure you are flexible and have the ability to put in the hours, even if that means having to manage work at night.

2. Sexual Harassment

Walker’s advice on how to handle sexual harassment in the workplace: First, define what harassment meant to you. Then, make sure you set boundaries and establish awareness among others in a gracious, but firm manner. Both Pratt and Walker stated that you should always be cautious of what you say and how you say it. “You have no idea what the experiences of other people are,” stated Walker.

Each of the panelists urged young women to find mentors within the organization, others in whom they confide and seek counsel if/when such situations do arise. Different situations and people may require different approaches.

3. The Glass Ceiling

Although the panelists are aware of potential glass ceilings, each operates under the assumption that it doesn’t apply to them.

Walker’s advice for young women revolved around the idea of never allowing yourself to become your own worse enemy. Never doubt yourself, but instead ask, “why not me?”

Farragut’s advice was just simply proving yourself, because it will eventually pay off. If you are the very best in every position that you have, then you will not be overlooked. An issue Farragut sees among young women in the business of sports today is that she has never had a woman tell her that she would like to be in management some day.

All three of the women agreed that there are opportunities for women, they just have to have the desire to seek them. Pratt stated, “There are tons of opportunities for women to open new doors . . . to make themselves of value.”

Closing Advice

Women increasingly moving into senior positions in corporate America. These three women are an encouragement to all young people, especially young women who aspire to make their own success story in the world of sports. Walker left a great piece of closing advice for these young professionals, “If you have a drive as a woman to excel . . . then the opportunities are there, there is nothing that can hold you back.”

The Six D’s of Destruction: How to Recognize and Avoid Sales Burnout

kirk_wakefield 2014, Lead, Learn, Sales Management, Sales Training, Sell, Tickets May 1, 2014November 1, 2018coaching, counseling, Destructive patterns, disappointment, disbelief, discouragement, doubt, emotional barriers, leadership, sales management, sales representatives 0 Comment

by Kris Katseanes – May 2014

What happened to all the excitement?

We all seek to hire highly competent, highly energized, hard-working individuals who invest everything they have in the effort of growing a career in sports. We strive to find individuals who have excelled in life, and are eager to translate that pattern of success to the sales floor for our team.

Yet, some of these same individuals have come to me after a few months on the job and share something like this, “This is the hardest thing I’ve ever done. I’ve always succeeded in everything I’ve done, but this is really difficult and I don’t know if it’s for me.” What changed with this person over just a few months? What happened to the person who was so confident (borderline arrogant), excited beyond measure, determined, and capable/willing to take on the world?

Recognizing destructive emotional patterns

Assuming that we set a proper expectation and are managing well, the easy answer then becomes that they are burned out by the long hours, the monotony of the calling and solicitation exercises, or the feeling of being enamored with ‘working in sports’ has faded. I believe that there is definitely a little of each of those sentiments sprinkled in throughout. But, I also believe that a negative emotional pattern in our human nature is most often the culprit. This negative emotional pattern was something I came across recently. An ecclesiastical leader by the name of Kevin Pearson coined it the “Destructive D’s.” His application was a bit different, but the core principles apply to what we do every day.

1. Doubt. Doubt is defined as a lack of confidence in self and/or ability. Doubt starts to creep in. Anyone who has been on a sports sales floor is going to experience this. There is too much rejection involved in what we do for it not to ever be a factor. The key is recognizing that it grows and leads to…

2. Discouragement. Discouragement arises from missing expectations or goals. The goals and numbers we ask for are always on the stretched side as that’s the world we live in. The red flag we need to watch for is if missing goals or numbers causes discouragement, resulting in the sales representative:

lowering expectations,
decreasing effort, or
displaying a weakening desire to stay in the job/industry.

Someone who becomes discouraged at a high level, then experiences….

3. Distraction. The sales rep that gets to this point begins to lose focus on two things:

what s/he needs to be effective &
the ultimate goal of succeeding in the sports industry.

They also lose focus of why we want to be excellent, succeed, and move up the management ladder: The opportunity to influence this industry and to help others in their careers.

One important thing to note is that both discouragement and distraction can become habits. We should be looking for these traits in the hiring process as much as possible, and also be very mindful of those tendencies early on in a sales representative’s efforts. Whether habitual or circumstantial, distracted sales reps then begin losing their…

4. Diligence. The distracted sales representative gravitates toward time wasting activities and excuses to avoid the extra effort needed to become successful. The biggest concern is if this spreads or affects the productivity and attitudes of other reps. This is where a rep starts to bring others on your team down with them. Obviously, not doing one’s job results in….

5. Disappointment. The sales rep without diligence will miss goals and expectations, ultimately leading to disappointing performance and reviews. While not surprising to supervisors, the end result for reps at this stage if often…

6. Disbelief. The emotional disappointment grows to the level that they actually start believing that they can’t do the job, or that it’s too hard and too demanding. The sales rep that only months before had the world by the horns, now has internalized the emotions to the point they can no longer do what is asked.

Solution: Catch it early

The key as managers is to understand that the first “Destructive D” will happen to everyone.

Coaching, encouraging, and training to ensure we curb the second and third from setting in is absolutely critical. Once it reaches the fourth level of losing diligence it is very difficult to restore what you once had. A new setting or a new role may help, but chances are the behavioral pattern is too far down the road and ingrained in the mindset/routine of that sales representative.

In thinking about all of the successful sales industry leaders I know well, they all have in common the ability to recognize and squash “Destructive D” number one before it progresses further. We should work as managers to recognize doubt and discouragement and find ways to foster courage and confidence among newer sales representatives. Part of that training can simply be to show reps this article (or explain the 6 D’s to them) and give them the freedom to ask for help when they believe they may be experiencing any destructive symptoms.

One of the best cures is really preventative: We must recognize the early symptoms to mitigate turnover and increase team chemistry and production.

Cover photo courtesy of Molair.

Making Connections: Contact Puts the Ball in Play

kirk_wakefield 2014, Experiences, Luxury Suites & Premium Tickets, Sell, Sponsorships, Tickets May 1, 2014November 1, 2018marketing, salespeople, sell, selling, selling products, selling services, selling sports, Success, winning 0 Comment

by Carson Heady – May 2014

How to sell: Put the ball in play

Fundamental to any activity or sport is to put the ball in play. This necessitates action on the part of the participant(s) and begins with how and when we make contact.

On the field, it is about formulating strategy, addressing the ball, following through and studying results to adjust for future shots. Business and sales are no different; prospecting and approaching connections to build relationships must be handled with the same finesse.

As with all facets of sales, the quality of each leg of the process determines quantities of successes. Fashioning the optimum game plan for narrowing our search for prospects, garnering attention in the proper way, reaching out with maximum effectiveness and showing why you or your product is supremely relevant inches you closer to your goal line. Like charging down the field, each possession’s objective is to manage plays effectively enough to get as close to that end zone as possible. We will not reach it every time, but the more masterfully we operate each play and possession, the better our chances.

Three things you must do to win

[dropshadowbox align=”right” effect=”lifted-both” width=”350px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]“Networking is what landed my most prominent directing roles. As a filmmaker, networking is of utmost importance and it is truly all about who you know when it comes to securing interviews. Diversifying the groups I was networking with rather than just one core group made all the difference; taking initiative, starting conversations – you never know where they will lead and deals are made over conversation, coffee and meals.” Bart Elfrink, Director & Cinematographer[/dropshadowbox]From looking to land a job to attempting to market a product or service, it is vital to:

make authentic connections,
showcase unique attributes, and
improve their lives.

Ultimately, you want to prove that your target audience would be better off with what you have than what they have now or have to choose from.

Examine your playing field:

What experience or attributes are being sought in the arena you wish to conquer?
What do you or does your product offer that ensures you are uniquely qualified to fill a gap?

These are the strengths you highlight as you grab attention and carry on throughout the selling process. Learning your audience’s needs through analysis and questions is step one; showcasing how you fill the gap best is the rest. Realize that you and your product are up against considerable odds; this does not rule out victory, but means you must work smart and understand this contact sport.

How to connect

[dropshadowbox align=”right” effect=”lifted-both” width=”350px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]“If you don’t put yourself out there, you will never know your fullest potential. Network and connect with everyone (and I do mean everyone) you know as will often be surprised to find what opportunities lie within the those you are closest too as well as farthest away. Connect and engage, talk and share, give and get – it is how trusting and long-term business relationships and strategic partnerships grow.” Laura Wiley, Principal/CMO of Marketing Lift[/dropshadowbox]Connecting today has a different feel with the prominence of social media and ability to quickly pinpoint your target decision maker; with a simple search we can locate VP’s and CEO’s and attempt to make contact. That said, anyone can make contact, so you must ensure your contact counts. Utilization of sites like LinkedIn grant you access to all the movers and shakers across every industry:

Build your network strategically by casting a wide enough net of individuals who could serve as decision makers or point you in the right direction.
Aim high, specifically in small-to-mid-sized businesses where a CEO will be more apt to accept your overtures.
Do it with distinctive, classy flair. Don’t use the generic LinkedIn request.
Never pin all your hopes on just one person for a job or sales decision. Formulate multiple plays across all pertinent companies and industries so you are prepared for whatever obstacles you encounter.

How to approach

Approach requires just as much thought. Using your own conversational style, the approach might go something like this: “Mr./Mrs. X – It is my hope this note finds you well. With your expertise in _____ and our mutual interests, I believe you would be an excellent person with whom to share ideas and learn from. I would be honored to be part of your network.”

Whether by LinkedIn or email, supplanting the generic, average introduction will get your note noticed where others land in the penalty box of the virtual trash can. From there, timely follow up within a matter of days thanking them for the connection and requesting advice on the industry to gain access to them will have far more success than pushing a product or asking for a job up front.

Casting a wide net also means:

researching local networking events,
utilizing your existing network to meet new prospects (i.e, referrals), and
leaving no stone unturned as you put your best quality foot forward in meeting and greeting new contacts with whom to form mutually beneficial relationships.

Like any part of the game, prospecting and connecting determine how far the ball carries, and are integral in your quest to circle the bases.

Cover photo courtesy of Tate Nations.

Selling Collegiate Sports: Happy Customers = Sales

kirk_wakefield 2014, Sell, Tickets May 1, 2014November 1, 2018analyzing needs, approach, collegiate sports, creative ideas, customer service, NCAA, overcoming objections, proposing solutions, prospecting, selling, tickets 0 Comment

by Bryce Killingsworth – May 2014

Collegiate ticket sales departments continue to expand. Some hired into these new sales positions have training in professional selling, while others may have worked their ways through college internships into the first open position that suits their aptitudes and attitudes. So, whether we are trained to sell or are just thrown into the fire, it’s always good to examine the fundamentals of adaptive selling–particularly in the collegiate setting. It all starts with creating connections.

Creating connections (prospecting)

Consistently creating connections prevents sales slumps. Prospecting fills the funnel to prepare for the future.

In college sports, this aspect seems to be overlooked or at minimum on the bottom of the priority list. Hopefully you have a priority list.

Investing time and energy generating prospects reap the benefits of new business as you build relationships. A few primary ways we prospect at Oklahoma State include: Warm calls (not really cold calls with the data we have), asking for referrals, and networking at our athletic events.

Analyzing needs (understanding customers)

Understanding customer behavior and preferences will improve customer satisfaction which in turn will increase retention rates. To sell, up-sell and cross-sell to multiple sports, use data to:

identify when a customer places an order,
how they pay,
where they like to sit,
where they are traveling from (residence), and
other data collected that influences ticket purchases.

Consistent–systematic–contact helps inform them of packages and offers and to receive valuable feedback.

[dropshadowbox align=”right” effect=”lifted-both” width=”350px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]“The more information we have about our consumers the more ‘Surprise and Delight’ opportunities we can orchestrate. These unique touch points show our fans that we care more about them than their check book.” – Mike Wendling, Director of Ticketing Analytics, @WendlingMike[/dropshadowbox]A simple tool our Director of Analytics utilizes to help understand customer needs is by asking a couple of questions when the customer creates an online account with us. For example: Which sports are you interested in? Are you interested in Suite, Club, or Stadium seating? Being creative is imperative at a university as you may be operating with limited funds.

Addressing customer needs (proposing solutions)

How you address needs can make or break a sale. Remember, you are a problem-solver, there to help make their lives better.

Briefly describe one or more solutions of product, service, or combination of both to offer the customer. Proposing an unknown or unsought, but valuable, solution creates loyal followers. Examples include:

[dropshadowbox align=”right” effect=”lifted-both” width=”350px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]“Customer service is not just a skill set; it’s a culture that is contagious when you hire the right type of people. In today’s competitive world, fans desire to do repeat business with organizations that they trust and are comfortable with. Having a great customer service culture in place gives you a definite competitive advantage at earning and keeping their business.” — Jesse Martin, Senior Associate Athletic Director, Oklahoma State University, @JesseMartinOSU[/dropshadowbox]payment plans for a young family,
aisle seats for a tall person,
top row of the section below the concourse for an elder with knee problems,
suite for a company who now realizes the benefits of entertaining clients, and
placing customers in a seating section (e.g., West end zone area) to avoid the sun.

Discussing benefits

One of the primary benefits of a season ticket holder is social distinction. Season ticket holders enjoy feeling that sense of a community among fans, but also enjoy recognition as a member of an exclusive group. Creating limited discounts and perks among only the season ticket holder community is vital in order to prove it’s more beneficial to pony up for the entire season.

Utilizing data to identify specific types of benefits to engage season ticket holders may be the deciding factor in closing a sale. It could be exclusive access, memorable experiences, or valuable savings that enhance the value of season tickets. If you have the data to know that Bob buys 4 hot-dogs for his family per game, Bob will most likely appreciate a 30% off concessions discount compared to 10% off apparel at the stadium store.

Overcoming objections

real time sales tracking food & beverage merchandise — Real time sales tracking

In overcoming an objection focus on:

empathizing,
transparency, and
appreciation.

Most customer problems can be readily handled if we actively listening and identify the customers concern. Remaining honest, transparent and open goes a long way.

If you think about it, objections come from customers who want your product. If they didn’t, they wouldn’t waste time explaining. If you’re honest about the best you can do with seating, pricing, etc., more times than not the customer will accept your best option–if they trust you.

To retain customers and gain referrals, show appreciation to customers and even former customers. By responding to the drop in business with nothing but respect and understanding, you create a pleasant experience resulting in valued word-of-mouth. Even without the expected ROI, appreciate them because you’re a professional.

Establishing & maintaining relationships

One of the primary reasons a customer intentionally desires a relationship with you is because you have become a treasured resource.

Maintaining a relationship and becoming a resource begins with consistency and reliability:

Return phone calls,
Follow up on a deadline,
Be available at times the customer needs you,
Ask customers for feedback, and
Picking up the phone.

Asking for feedback with a purpose speaks volumes about your commitment to the service you provide, and how you can better the customer experience.

Pick up the phone. Not just to answer an incoming call. Pick up the phone and call your customers. You’re a robot to them until you provide some personal connection. And it’s difficult to become loyal to a robot…unless your name is Siri.

Women Leaders In the Business of Sports

kirk_wakefield 2014, Integrity, Lead, Sales Management, Work ethic April 9, 2014November 1, 2018business, challenges, Dallas Cowboys, females, leadership, opportunities, panel, Phillips 66, sports, Texas Rangers, women 0 Comment

by Hannah Bouziden – April 2014

Baylor University welcomes Paige Farragut, Tami Walker, and Amy Pratt to the Sports Sponsorship & Sales (S3) Club’s Women In Sports panel on April 14th. The event will take place at 6:30 p.m. at Baylor University in the Cashion Academic Center, Room 203. The panel will discuss the opportunities and challenges that women face in the sports industry. Each of these leaders in the business of sports serves on the Baylor S3 Advisory Board.

[dropshadowbox align=”center” effect=”lifted-both” width=”250px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]Go to the post-event article to read the panelists’ advice on maternity leave, sexual harassment, and breaking the glass ceiling.[/dropshadowbox]

Meet the Panel

Paige Farragut currently serves as Senior Vice President, Ticket Sales & Service for the Texas Rangers Baseball Club. Previously, Farragut worked within the Rangers’ ticket and suite sales operations. Prior to working at the Texas Rangers Baseball Club, she worked for the Dallas Stars as a season ticket account executive. Farragut is a graduate of Texas State University.

Tami Walker currently leads US Fuels brand management for Phillips 66. Prior to this Walker served as a Global Marketing Strategist for Shell Oil Company. Walker also previously worked with Pennzoil Quaker State, SpencerHall, The Coca Cola Company, and the Kellogg Company. Walker received her undergraduate degree from Baylor University and then went on to receive her MBA from the University of Texas.

Amy Pratt currently serves as Vice President, Events and Tours for the sports, entertainment, and media company, Legends. Pratt has also served as director of sales and manager of AT&T Stadium while working for Legends. Previously, she served as a sales consultant for the Dallas Cowboys. Prior to working for the Dallas Cowboys she worked in corporate and group sales for the Phoenix Coyotes. Pratt is a graduate of the University of South Carolina.

All Welcome

The public is invited to attend the panel discussion. Later this month, a summary article in the S3 Report will highlight insights from the three panelists. If you have more questions, please follow up with program leaders Dr. Kirk Wakefield or Dr. Darryl Lehnus.

How to Create Sponsorship Inventory & Activation Out of Thin Air

kirk_wakefield 2014, Sell, Sponsorships April 1, 2014November 1, 2018activation, assets, automotive, creative, D-league, inventory, Kia Motors, Minor Leagues, NBA, NBDL, new, sponsors, sponsorships 0 Comment

by Drew Mitchell – April 2014

After spending more than 8 years in the “Minor Leagues” (4 with Daktronics Sports Marketing and 4 with the Texas Legends), I have learned you can never have a shortage of creative inventory and thinking. This is especially true in a competitive market space where you are up against all the big boys of the NBA, MLB, NHL, and NFL. You must be able to differentiate your property and the value of your brand with new, creative ways to drive value to a brand or sponsor.

Where do you find new premium inventory?

When team owners annually increase revenue goals and you are already sold out of your premium inventory, what do you do? Where do you find new premium inventory that drives enough value to justify a major spend and attract the big sponsors?

Justin Cooper, Director of Group Sales for the Texas Legends suggests, “With major league teams the sponsorship opportunities provided are more black and white, while within the D-League (and other minor league markets), being creative is half the battle. Without creative and outside the box thinking, it’s hard to affect the transactions that big league teams are asking for.”

In my time at the Texas Legends, we have been nothing short or creative with our outside the box thinking. Most times, there is no box.

Creating visibility out of thin air

Case in point, last summer when we were brainstorming with one of our existing sponsors, KIA Motors America and Central KIA dealerships, we were challenged with coming up with a way to get them “Bigger and Better” inventory and provide a more commanding brand visible platform.

So, what’s the problem you ask? An existing sponsor is telling you that they want to spend more money with you and asking how they can spend it.

The problem was that we were sold out of premium court inventory: We had already sold the four court quadrants the NBA allows D-League Teams to sell. We had an already committed jersey sponsor. Our center court logo was the brand of a state in Mexico (Veracruz, MX), not the Texas Legends logo. So, I guess that was thinking outside the circle. But, surely we weren’t maxed out on premium inventory, right? How could we possibly find additional inventory to meet the sponsor’s need of “Bigger and Better” inventory and stand out along with our other top-tier sponsors?

Let’s hang a car!

The conversation was flowing at a nice Brazilian steakhouse with representatives from the Legends, Central KIA and regional KIA Motors. We were throwing out ideas, taking turns putting on the thinking cap and then as we scratched our heads, we looked at each other when….POOF…there it was. Just like out of thin air came the idea, “Let’s hang a car.”

Our KIA representatives looked at each other inquisitively as if they had misheard what was proposed. “Hang a car? As in a KIA?” It certainly would capture the attention of fans. What else could we do to build value?

We could create a season long activation and give the car away during the final home games.
We could capture leads for the sales team and enhance other marketing initiatives through media, digital and print.

The ideas started pouring in…from where? Out of thin air.

Fast forward…in a Kia

Eight months later, there was a beautiful KIA Soul hanging above center court inside Dr Pepper Arena. We received a challenge from a sponsor with specific goals (Bigger and Better). We created inventory that didn’t exist. We created one of the best activation ideas to be the first to suspend a car above the playing surface of a professional sports team.

“The advantage of selling a smaller sports property is the ability to help marketers target a specific group of people and engage them in an intimate and memorable way” adds Jon Bishop, Senior Director, Team Marketing and Business Operations for the NBA.

One thing I enjoy best about working in the minor leagues is that you are not limited on creatively thinking of new sponsorship inventory. The Legends have mastered this art after changing the way that many league executives think and what even a sponsor would imagine possible.

When it comes to your team or property’s inventory, are you maximizing all the potential areas of valuable inventory? Are you looking for those ideas that just may appear…out of thin air?

Outbound ticket sales: How to create a sales playbook to maximize sales

kirk_wakefield 2014, Marketing, Sell, Tickets April 1, 2014November 1, 2018collegiate, commitment, departments, NCAA, new, planning, process, sales management, sales reps, start, steps, strategy, ticket sales 0 Comment

by Mark Washo – April 2014

As NCAA programs continue to adopt more revenue-generating practices, activating an outbound ticket sales program appears simple. Hire entry level sports management grads, provide a desk, phone, and email address, pull past buyer lists and watch the ticket sales role in. While most understand ticket sales is more complex, how many take ALL key aspects of successful sales into consideration? [dropshadowbox align=”right” effect=”lifted-both” width=”250px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]“Game day name capture initiatives are one of the best ways for us to connect with fans that have formed a habit of waiting to make a ‘game time decision’ and show them the benefits of reserving their seats in advance as opposed to walking up and buying a ticket at the game. We also find that database collection efforts at community events and local sports bars are a key component in creating new relationships with local businesses and organizations.” – Jamie Levitt, Manager of Ticket Sales at Western Kentucky University[/dropshadowbox]

The first step to a successful program is commitment

To maximize revenue, the organization must commit to outbound sales over a full calendar year, not month to month or short term (3 to 5 months). After committing to a 12 months sales staffing plan, with a year round sales focus, you are ready to make your ticket sales plan, your playbook for success.

Create a sales plan or “Playbook” that includes:

The past: Review past season ticket sales reports to look for strengths to build on and opportunities to improve.
The future: Goals setting; annual, monthly, sales rep goals and quotas. Set realistic yet aggressive minimum expectations for your sales professionals, including minimum sales activity expectations and sales targets. Continually track progress towards the goals.
Develop a 12 month ticket sales timeline: The timeline should include “early bird new and renewal campaigns” while existing playing seasons are happening to capitalize on fan excitement and interest while they are still engaged. Waiting until after the playing seasons are over to begin new sales & renewals for that sport is not as effective at maximizing ticket sales revenue as renewing and selling new tickets during the season.
Recruit top talent: Don’t cut corners during the recruiting process. Activate a multiple step process, including a sales role-play interview step to help recruit the strongest candidates.
Hire enough talent: Hire the appropriate number of sales staff based on revenue goals; creating realistic revenue expectations will help you draw conclusions on appropriate # of ticket sales executives to hire.
Create motivating compensation plans with commission and bonus opportunities: Compensation models should provide incentives to sell, which aid in recruiting and retaining top talent.[dropshadowbox align=”right” effect=”lifted-both” width=”250px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]Failure to prepare is preparing to fail ~John Wooden “It is vital to have a game plan for your sales approach just like a coach has a game plan to execute on the field. The key is to have an attack plan for sales prepared once a schedule is made available. Often certain groups dictate the time of year they can attend an outing. For example school base programs, scouts, and ROTC’s need a two month leeway into a school year to plan an activity. An outline will help a sales person know exactly where they stand and what needs to be accomplished at any point of the year. Also, it is a quick and easy way to keep superiors up to date on what a sales representative is currently working on and how they are planning to make the next event a success. — Tom Phelps, Naval Academy[/dropshadowbox]
Commit to data base building: Invest in CRM to cultivate leads and grow your data base. Newer web based models provide 24 hour remote access.
Analyze your pricing strategy: Based on analytics that consider situational factors, increase the average ticket price with price integrity for single game pricing. Add incentives to encourage season ticket and advance purchase. Analyze your ticket sales customers buying habits and patterns to guide pricing.
Create season ticket benefits: Find creative low cost ways to provide season ticket benefits (e.g., with corporate partners) to provide added value beyond discounts (i.e., experiences).
Create flexible ticketing packages: Explore options such as vouchers or “pick me plans.”
Develop a group sales pricing strategy: Reward groups with appropriate benefits that include group leader incentives to motivate purchase.
Commit to consistent ticket sales training: Just like in well-run corporations, sales training must be consistent and on-going.
Promote the promotion: Encourage cross-departmental integration that support ticket sales initiatives with “buy in” from other departments; gain support from marketing/PR/social media and operations.
Create a positive sales culture: Create visible team-wide goals where everyone is committed to revenue generation. Include motivating reps through sales incentives and contests.
Develop a renewal and retention strategy: Explore ways to activate proactive retention efforts and develop strong customer service, with multiple “touch points” throughout the season.
Ticket Operations: Don’t forget to recruit professional and dedicated ticket operations talent. Sound ticket operations is needed to support any proactive sales effort.

It’s important to take as comprehensive as an approach as possible to selling tickets. Find ways to activate all of the key elements, you will be in a great position to maximize ticket sales revenue! [dropshadowbox align=”left” effect=”lifted-both” width=”550px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]

“It’s always interesting to me, that all of us who work in professional or collegiate sports are exposed to elite athletes who we see practice & train every day, in order to stay at the top of their game. Therefore, it’s surprising that most ticket sales teams don’t commit to consistent sales and role play training. The most successful sales teams in sports (pro or college), have a dedicated commitment to consistent sales training, which includes sales role play, bringing in outside sales trainers and taking advantage of free sales content on social media such as this Baylor sportsbiz article.” ~ Brett Zalaski[/dropshadowbox]