Tickets

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

kirk_wakefield 2014, Lead, Learn, Sales Management, Sales Training, Sell, Tickets , , , , , , , , , , 0 Comment
The Six D’s of Destruction: How to Recognize and Avoid Sales Burnout
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 , , , , , , , , 0 Comment
Making Connections: Contact Puts the Ball in Play
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” ]Bart Elfrink“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:

  1. make authentic connections,
  2. showcase unique attributes, and
  3. 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:

  1. What experience or attributes are being sought in the arena you wish to conquer?
  2. 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” ]laura.wiley“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:

  1. 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.
  2. Aim high, specifically in small-to-mid-sized businesses where a CEO will be more apt to accept your overtures.
  3. Do it with distinctive, classy flair. Don’t use the generic LinkedIn request.
  4. 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:

  1. researching local networking events,
  2. utilizing your existing network to meet new prospects (i.e, referrals), and
  3. 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 , , , , , , , , , , 0 Comment
Selling Collegiate Sports: Happy Customers = Sales
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)

sales funnelConsistently 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:

  1. identify when a customer places an order,
  2. how they pay,
  3. where they like to sit,
  4. where they are traveling from (residence), and
  5. 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” ]Mike Wendling“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” ]jess martin“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:

  1. empathizing,
  2. transparency, and
  3. 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:

  1. Return phone calls,
  2. Follow up on a deadline,
  3. Be available at times the customer needs you,
  4. Ask customers for feedback, and
  5. 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.

 

 

 

 

 

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

kirk_wakefield 2014, Marketing, Sell, Tickets , , , , , , , , , , , , 0 Comment
Outbound ticket sales: How to create a sales playbook to maximize sales
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” ]Jamie Leavitt“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:

  1. The past: Review past season ticket sales reports to look for strengths to build on and opportunities to improve.
  2. 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.
  3. 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.
  4. 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.
  5. 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.
  6. 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” ]tom phelpsFailure 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]
  7. 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.
  8. 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.
  9. 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).
  10. Create flexible ticketing packages: Explore options such as vouchers or “pick me plans.”
  11. Develop a group sales pricing strategy: Reward groups with appropriate benefits that include group leader incentives to motivate purchase.
  12. Commit to consistent ticket sales training:  Just like in well-run corporations, sales training must be consistent and on-going.
  13. 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.
  14. 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.
  15. 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.
  16. 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” ]

Brett Zalaski
Brett Zalaski

“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]

Ball State Full House
Ball State Full House

The 7 S’s of Effective Morning Sales Huddles

kirk_wakefield 2014, Sell, Tickets , , , , , , , 0 Comment
The 7 S’s of Effective Morning Sales Huddles
Kirk Madsen
Kirk Madsen
by Jon Bishop – March 2014

Successful sales managers know how to set the stage each day to prepare their sales team to meet their goals. That begins with the morning sales huddle.  Follow these seven essential steps and you’ll  get sales reps prepared for the day with the right mindset.

Strategize

  1. Effective sales rep huddles should last no more than 5-7 minutes – but they still require preparation and planning. Don’t wing it.  Take a few minutes the night before or in the morning to outline your objectives and meet with other managers to make sure you’re on the same page.
  2. Consider using a prop or visual aid. Example:  Bring a horseshoe. Ask, “What do you think of when you see this horseshoe?” Who’s had some good luck lately? What strategy did you use to make luck happen?”
  3. Vary the format and responsibilities. Some days break into teams, some days ask for individual responses.  Assign leadership to different reps, in part or in whole, as huddle captains.

Set the tone

  1. Matt Fahr
    Matt Fahr

    Start the meeting with music and get the blood pumping. Literally. Physical behavior influences the mental and emotional approach for the day.

  2. Consider starting with a great quote (e.g., Bobcats’ Matt Fahr using Michael Jordan quotes). Kirk Madsen with Monumental Sports and Entertainment likes to send a quote out the night before to get his sales staff thinking.

Spotlight individual and team successes

[dropshadowbox align=”right” effect=”lifted-both” width=”250px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]Why should you lead team huddles?

    1. Gather: It’s important to bring the group together; to build community.
    2. Game plan: Your team needs to identify issues and strategies to overcome.
    3. Motivate: Sales is a motivation game. Play it.[/dropshadowbox]
  1. Recognize winners from the day before and celebrate their achievements with their peers in the room.
  2. Joel Adams of the Cavaliers asks what led to that success to uncover instant best practices.

Support and provide encouragement

  1. This is an opportunity to feature the right activity, even if it did not directly lead to sales that day.
  2. Share values in action. Have reps nominate someone else who demonstrated or embodied that value (e.g., Spurs: success, integrity, caring). 
  3. Brian Norman with the 76ers enjoys sharing positive emails from customers and other praise that encourages the right behaviors.

Strengthen by overcoming biggest challenges

  1. Recognize problems (“What are you hearing on the phones?”). Identify solutions.
  2. Use feedback to develop a plan of attack to common objections or hurdles in the sales process.
  3. Demonstrate that you personally care for them. When asked what stood out most about Spurs Coach Popovich, former Spurs player Malik Rose said, “He cares.”  Great leaders earn respect by showing they care – why not show this on a daily basis? 

State the focus and goals for the day

  1. This is when you get to hit “Reset” and draw up your play for the day.
  2. Go around the room asking for a unique response to the question of the day (“What do you want to achieve today?”).
  3. Create accountability and buy-in by getting reps to express their personal goal for the day.

Stimulate emotions with celebration & inspiration

  1. Target at least one thing to get into people’s hearts.
  2. Challenge them with a question like “What will you do today to get better?”
  3. How we feel that day influences what we think and do.
  4. Gathering for the huddle is a way for the staff to get into their starting blocks.  Reps know that when the huddle is dismissed – it’s time to seize the day.

What are your essentials for a morning huddle?

 

How can sales & marketing get along?

kirk_wakefield 2014, Lead, Marketing, Relate, Sell, Tickets , , , , , , , 0 Comment
How can sales & marketing get along?
by Lynn Wittenburg – January 2014

I’m often asked how sales & marketing should work together and if they can. There always seems to be tension between the two in most sports organizations, even though fundamentally they should be integrated.

Since I spent eight years selling tickets before crossing over into the world of marketing, the answer seems pretty simple to me. So here goes…..

For the Marketers

Remember you are there to SELL. That’s it. Pretty simple. No matter what industry you are in, you are selling something. In sports, it’s tickets, partnerships, merchandise, your brand (and on and on). You serve SALES. PERIOD. END OF STORY. In fact, you serve your entire organization. So,

Step 1: Understand their goals and objectives.
Step 2: Meet with them regularly in case their goals/objectives change. And not just with the managers. Get to the people ACTUALLY answering the phone.
Step 3: Repeat this until you get it and adjust accordingly.

For the Sales People

  1. Remember YOU are there to SELL. So, focus on your job. In sports, sales is still a numbers game.
  2. Track every sale you can. This really helps marketing since DATA DRIVES DECISIONS.
  3. Give Marketing constant feedback on what is working and what makes the phones ring or makes your job easier.
  4. Know the Marketing Campaign and incorporate it where you can.

[dropshadowbox align=”right” effect=”lifted-both” width=”400px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]

My sales pet peeve

Often, sales people go by gut. Here’s a sample conversation:

Salesperson: “The phones were ringing like crazy today”
Me: “Really, how many calls?”
Salesperson: “I don’t know; a lot.”
Me: “Well, what made them call?”
Salesperson: “I don’t know. I didn’t really ask.”
Me: BANGING HEAD ON DESK UNTIL I NEED ASPIRIN with thought bubble rising to the ceiling, “You think it could have been marketing?”[/dropshadowbox]

To sum up for both:  CONSTANTLY COMMUNICATE

I can’t promise if you’re in sales you will always get someone in marketing who understands selling and truly knows their job is to help you. And I can’t promise  the marketing department that sales will ever get the big picture and all you are tasked with. When you are focused on building the BRAND, not every message will be a sales one. That’s a good thing that salespeople don’t often get.

But, I do know this: Organizations cannot survive without these two departments aligned and working as one team. So, start talking. Tweet @LynnWitt below or post to your LinkedIn page!

Cover photo courtesy of Certified Su.

Learners or lookers: How to tell if sales reps will earn or burn!

kirk_wakefield 2013, Lead, Learn, Personal Development, Research, Sales Management, Sponsorships, Tickets , , , , , , , , 0 Comment
Learners or lookers: How to tell if sales reps will earn or burn!
by Kirk Wakefield – November 2013

How do you know the difference between a sales rep who’s going to make it and those who won’t?

Research tell us that one way is to look at whether they’re learners or lookers.

What do learners look like?

Learners  are the sales reps who focus on mastering new situations, exploring tasks, acquiring new skills, and learning from experience, all with an ultimate goal of self-improvement.

How do you know if you have a learner? When learners face a challenge they will:

  1. probe problems,
  2. persist,
  3. escalate effort,
  4. seek feedback, and
  5. seek solutions.

Obviously, you don’t have a learner if they avoid problems, give up, keep doing what they’ve been doing, don’t ask for help, and don’t solve problems.

What do lookers look like?

Some reps just want to look like they’re doing something instead of doing it. They are out to prove themselves to others instead of just improving.

Lookers  focus on appearing competent to others and gaining favorable evaluations. They run away from challenges that might pose the risk of making mistakes. Instead their ultimate goal is positive self-presentation and impression management.

How do you know if you have a looker? When lookers face a challenge they will:

  1. avoid challenging tasks,
  2. withdraw from the task,
  3. set low goals,
  4. make negative ability attributions, and
  5. demonstrate a helpless response.

In contrast, learners will embrace the challenge, set high goals, assume they have the ability to figure it out, and will even want to help others meet and beat the challenge.

What about your staff?

George Killebrew, Executive Vice President, Dallas Mavericks, breaks down the importance of learning and adapting:

George Killebrew
George Killebrew

“Our staff  includes those with us just a short time as well as those who’ve been with us 14 years and even 22 years.  They all realize that they must keep up with the ever changing world of sponsorship–from understanding digital, to mobile, to social media, to all the latest trends.  If they fail to adapt, they become dinosaurs.  This is a fairly young at heart business and you must have the stamina to keep up!  Not just physically working 50 home games each year, but mentally with all the new inventory that comes our way and the changing trends in our industry. Those that fail to adapt, unfortunately have to go.  It’s learn or leave!”

Look carefully at your sales team. Is everyone on board a true learner? What answers would you get if you showed them the five characteristics of learners and lookers and asked, “Which one are you?”

Take action

Do you have a bunch of learners or lookers? Can lookers learn to be learners? What can you do to challenge your group to keep learning?

Click the Twitter or LinkedIn buttons below to share with others and keep the conversation going. Tweet to us @kirkwakefield, @georgekillebrew, #learners!

Read the original research here: Chai, J., Zhao, G., & Babin, B. J. (2012). An Empirical Study on the Impact of Two Types of Goal Orientation and Salesperson Perceived Obsolescence on Adaptive Selling. Journal Of Personal Selling & Sales Management, 32(2), 261-274.

Does using social media in selling increase performance?

kirk_wakefield 2013, Luxury Suites & Premium Tickets, Sell, Sponsorships, Tickets , , , , , , , , 0 Comment
Does using social media in selling increase performance?
by Wayne Guymon – October 2013

Social Media is all fun and no work, right?  Those “millennials” are always on their phones, checking Facebook and “LOL’ing” with their friends.  It always seems to be “tweet this” and “hashtag that.”  I can hardly understand what they are saying sometimes!

The truth of the matter is that social media, when used effectively, can be an extremely beneficial tool.

A study of business-to-business salespeople found that 42% frequently use social media in their selling efforts to:

  1. Build awareness.
  2. Prospect.
  3. Obtain leads.
  4. Connect with customers and keep them feeling important.
  5. Maintain good business relationships.
  6. Obtain referrals.
  7. Communicate thoroughly.

As we might guess, 73% of millennial’s use social media in selling, while 60% of Gen X salespeople do, and only 33% of baby boomers.

More importantly, the sales performance of those who use social media in these ways is significantly higher than those who don’t.

During a recent brainstorming session with one of my sales AE’s, we pulled up a prospective partner’s Facebook page.  By literally spending a few minutes browsing the page, we completely overhauled our proposal to incorporate some themes that we discovered.  When we subsequently made the pitch, the client remarked on how our theme was spot-on with their current objectives.

While there are plenty of fun and games involved, used effectively and efficiently, social media can help lead the sales charge for your sales teams.

How about your sales team?

At your next sales team meeting, see how your group is doing by asking the questions below.

How can we use social media and which social media (Facebook, LinkedIn, Twitter, Vine, Instagram, blogs, etc.) work best to:

  1. Increase your awareness among potential and current customers?
  2. Prospect new customers?
  3. Obtain leads? Referrals?
  4. Connect with customers and make them feel important?
  5. Maintain good business relationships?
  6. Communicate thoroughly?

We’d like to hear what you come up with! We’re all learning together! Tweet to us @BaylorS3 and @Wguymon. #sellsports

Join the S3 Report.

The study of 309 B2B salespeople from a national sample was conducted by: Schultz, Robert J., Charles Schwepker, and David J. Good (2012). “An exploratory study of social media in B2B selling: Salesperson characteristics, activities, and performance,” Marketing Management Journal, 22 (2), 76-89.

Cover photo courtesy of Leah Carroll.

 

 

Have phone sales gone the way of the dinosaur?

kirk_wakefield 2013, Luxury Suites & Premium Tickets, Sell, Tickets , , , , , , , , 0 Comment
Have phone sales gone the way of the dinosaur?
by Kris Katseanes – October 2013

Consider these changing dynamics of society:

  • More than 2/3 of event tickets are purchased online
  • The increasing number of homes with no land line, relying exclusively on cell phones:
    • Must consider legal solicitation rules/challenges
    • Increases chances of reaching someone in the middle of another activity as opposed to at home with time to talk.
    • Increases difficulty of finding appropriate number for household decision-maker
  • Sales professionals are the third hardest position to fill in America’s workforce (2012 poll)

Is texting killing us?

One reason we find it hard to fill new sales spots among young people is their mentality of text messaging.

Consider these statements from a recent USA Today article, “Would you break up by sending a text?”

[dropshadowbox align=”center” effect=”lifted-both” width=”550px” height=”” background_color=”#FFFF99″ border_width=”1″ border_color=”#dddddd” ]And the survey says…

“People are uncomfortable using the phone. A text message is easier. You can think exactly what you want to say and how to craft it. Over the phone, there’s this awkwardness.”

“I don’t love phone calls. It’s a lot more work than a text.”

“We tell ourselves we don’t want to disturb someone. Sometimes it’s true, but more often, it’s because we can’t get them off the phone. In texting, we don’t have to talk to people or listen to what another person has to say. We decide how we want to encounter or whether we want to encounter other people. Technology gives us tools for controlling our relationships.”[/dropshadowbox].

This is the way the next generation, and many others, feel about texts versus phone calls.

With as much as we use our phones, the reality is our consumers and employees aren’t very comfortable talking on the phone. They really don’t know how to effectively communicate with it.

What’s next?

Do I think phone sales are going away? No. Will the need for phone messaging go away? No.

What do we need to do?

First, we must recognize the cultural battle of using the phone. Second, we must become wiser about how we use the phone as a sales messaging tool.

I continue to see sales representatives find success with phone sales by using these simple principles:

1. One touchpoint. The phone call cannot be the only touch point to communicate with consumers. As one of a series of touch points, a phone call  communicates urgency and purpose.

2. Be specific. Call with a specific message, establish a clear agenda for the call, and get a commitment for ‘time needed’ and ‘agenda’ from the outset.

  • Calling with a clearly defined, well-articulated, BRIEF, message is respected and appreciated.
  • Those interested will make the initial commitment and allow for the call to continue.
  • Don’t waste time with those unable to make a time commitment right then. Conduct further outreach for the same message at a later time or a new outreach with a new message in the future.

3. WIIFM. Be sure the message includes the WIIFM (what’s in it for me). They will not give you time without knowing the potential benefit. Benefits may be financial, physical, or emotional in nature.

4. Preview the next touch point.  If you receive a voice-mail tell the customer to watch for an email later that day. Tell them why they should open it (to further illustrate point #3). This preview may be the one thing that causes your email to be opened not deleted.

There are many other ideas and techniques to make the phone a successful sales tool.  We’ll need to be creative and adaptive to be effective, but some things will always be tried and true if conformed to meet consumer standards.  I personally see picking up the phone and having conversations to be a sales anchor for years to come.

What do you think?

Since everyone is dealing with these issues, I asked a few other sales managers and trainers for their input on the subject.

Jeff Berryhill
Jeff Berryhill
Bryant Pfeiffer
Bryant Pfeiffer
Clark Beacom
Clark Beacom

“Sporting events are emotional entertainment and in most cases purchased for the emotion that it invokes.  The best way to sell this is through a human voice full of emotion and not words on a screen.” Clark Beacom, Vice President of Sales, Columbus Crew

“Phone and face to face sales are here to stay for the foreseeable future.  While there is no doubt the dynamic of ticket sales is shifting, face to face and phone sales will continue to thrive as long as people still have the instinct to negotiate.  Fans are very comfortable purchasing single events online, but when it comes to larger packages they will feel the most comfortable talking through the purchase with an expert.” Jeff Berryhill, Director, National Sales Center, Major League Soccer

“At its core, sales is built on rapport, trust and relationship building skills.  Online tools certainly assist a salesperson in penetrating a prospect’s attention and in some cases accelerate the communication process. But, I find it hard to believe they will ever completely replace the overall impact of creating a connection with someone by hearing their smile come through on the phone or the feeling of warmth that a firm in-person handshake can create.” Bryant Pfeiffer, Vice President, Club Services, Major League Soccer

What do you think? Comment or click the Tweet button (#phonesales) and let us know: @BHillMLS @clarkbeacom @bpfeiff @kats_kris

 

Cover photo courtesy of Michael Varhol.

Are you coachable?

kirk_wakefield 2013, Learn, Personal Development, Sales Management, Sell, Tickets , , , , , , 0 Comment
Are you coachable?
Jason's Fortune Cookie
Jason’s Fortune Cookie
by Jason Fortune – September 2013

Simple question, one would think. When we ask ourselves if we are coachable, most of us would say,  “Absolutely I am.”

But let’s dig a little deeper. Would your manager say you are coachable? If so, you will do four things.

1. Be Open Minded.

Simple questions you should ask yourself to make sure you are as open minded as you can possibly be:  

    1. Do you apply the feedback that you receive from your manager?
    2. Are you open to new ways of doing things, even if you have to step outside your comfort zone?
    3. Are you willing to give something a try that works for others, that you are not doing currently?

Managers don’t ask you to do something they don’t believe would work.  Be open to change. Step out of your comfort zone. If you’re uncomfortable trying new approaches, you may not be as coachable as you think.

2. Be Willing to Learn.

You can always expand your knowledge of the industry or company. Whether you are a rookie or a veteran, challenge yourself to learn new techniques. Don’t just use the knowledge from your manager; seek out your colleagues too.  If you haven’t asked for help lately, you may not be as coachable as you think.

Coach K (Duke Blue Devils Basketball Coach) said it best: “When I first started with USA Basketball, people would say, ‘You’ve won three national championships, you’re in the Hall of Fame.  You know it.’  No, you don’t.  There’s always something to learn.  To think otherwise would be arrogant and narrow-minded, and not very smart.”  

When you reach your sales goals, what do you do? Does being at the top of the sales charts mean you know everything there is to know about selling?  Never stop learning.  The day you think you know it all is the day you ought to get out of the business. 

3. Plan and partner for success

[dropshadowbox align=”right” effect=”lifted-both” width=”350px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]

Wade Graf
Wade Graf

“When hiring new reps, we always look for those looking to advance professionally. When we ask someone during an interview where they see themselves in five years, it is very impressive when they discuss how they want to have success as a sales representative, but ultimately want to be a sales manager. As sales managers, we love to invest significant amount of time and energy preparing our staff for career advancement, so it is imperative for the representative to share that same desire to learn, grow and develop their skill sets.” [/dropshadowbox]First, do you have a plan?  What specific steps do you need to implement to reach your goals?

Second, if you’ve not met with your manager to discuss this plan and how to work together to reach the goals, you may not be as coachable as you think.

Develop a strategic plan with your manager. Invite your manager to be a part of your personal goals, not just your company goals. The biggest hurdle in success is complacency.  It can be a career killer.

4. Listen. Really.

This is the most challenging and important characteristics of coachable people. Too often we spend too much time speaking, suggesting, solving, and selling!  We forget to listen.

You must listen to know client needs. You must listen to know what your manager expects.  What’s the difference between hearing and listening? Hearing doesn’t become listening until you allow in what is being said and actually apply it. If you haven’t changed behavior based on what your manager said lately, you might not be as coachable as you think.

Good coaching

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

Chris Faulkner
Chris Faulkner

“The best sales people I have had over the years have the unique ability to be quiet and listen to the client or prospective buyer. Buyers will tell you exactly what they are looking for if you give them the opportunity. Too often sales people think they need to fill dead air with conversation, when in actuality they need to just ‘shut up’ and listen.” [/dropshadowbox]

As a manager, we are searching for superstars to coach.  Anyone can be a part of the team, but superstars are open minded, have a strong desire to learn, are 100% determined to succeed with our help, and most important, employ a willingness to listen to direction.

We would love to hear some feedback or characteristics that you have noticed that makes someone coachable. In fact, we’d love to hear your thoughts on what makes a good coach!

Cover photo courtesy of Kevin Krause.