5 Best Practices to Create Loyalty with Corporate Partners

5 Best Practices to Create Loyalty with Corporate Partners
by Lauren Ward – August 2015

Fan loyalty is at the forefront of every team’s objectives.  Loyalty is defined as “having or showing complete and constant support of someone or something.” Teams build loyalty in many ways: social media, events, player appearances and, of course, winning. Season ticket holders are a prime example of fan loyalty. They are the super fans.

Building loyalty with corporate partners presents a bigger challenge. They aren’t the super fans. In fact, they may not live in your city, or state, and could be fans of another team. So the question is: How do you create fan loyalty with corporate partners?

Listen

Listening is important in all aspects of life: school, work, relationships (trust me on this one). When it comes to corporate development, both sales and activation, listening builds the foundation for loyalty. What are your partners telling you? What is important to them? What are they hoping to get out of the partnership? How do they measure ROI? Who is their target audience? At the same time it is equally important for you to ask the right questions to assist in uncovering these answers.

Doug Mraw
Doug Mraw

“Partnerships that stand out are with teams that take the time to understand our needs and the needs of our brands. We work together to create programs in and out of the game day experience and we make sure that our programs make sense for both parties. We are simply not filling a round hole with a square peg.” – Doug Mraw, Anheuser-Busch

Understand their business

In corporate development you are not only working for your team, you are working for your client. Your client’s goals are your goals. Understanding the client’s industry will help you to accomplish this.

Do research on the company and stay up-to-date on industry news. I have found that social media is one of the best ways to stay informed. Follow your client and others in the industry on Twitter, Facebook, LinkedIn, etc. You’ll be surprised how much you can learn about the client as well as be in the forefront of industry news. Is there a platform they are focusing on? For example, how can you build off of State Farm’s “assist” platform? Is there a new product they are pushing in the market? Anheuser-Busch’s big push of their new brand, Montejo is another great example. Understanding their business will help you bring new ideas to the table and make a huge impact on your client.

Creativity

Now for the fun part! Use the information you gathered to come up with creative and unique activations. Be creative and stand out from what other teams are doing to separate you from their other partners. Always be sure to keep their goals and objectives in mind.

Ashley DelValle
Ashley DelValle

“We created a monthly newsletter for one of my biggest clients. We wanted to keep both the client and us as an organization engaged together throughout the season. Recapping their involvement with SSE each month reinforces our commitment to each other’s goals. The newsletter also makes it easy for their company as a whole to be looped in on what they’re doing with us throughout the season.” – Ashley DelValle, Partnership Activation, San Antonio Spurs

Relate

It is easier to sell  and retain clients with whom you have a close relationship. Meet with your clients face to face on a consistent basis. Find out what is important to them personally. Do they have kids? Pets? When are their birthdays? Surprise them by remembering this information. If a birthday is coming up, send gift. Stop by the office with breakfast, cupcakes, or team gear on game days. It will make them feel important and make a big impact! If they aren’t local, call them on their birthdays or mail them gifts. Get creative! Go above and beyond!

ROI

At the end of the day, what your client is looking for is a return on investment. How this is measured will vary on the client. It could be growth in sales, brand awareness, capturing leads, driving traffic to their website, and much more. Customer surveys are a great way to capture this information. Do fans recognize the partner as a sponsor of the team? Are your team’s fans more likely than non-fans to be aware of, consider, buy from, or visit the website of the partner?How does that make the fan feel towards the partner? Are they more likely to recommend to a family member or friend? If you can give your client the return on investment, you’re going to have a good shot at increasing loyalty and building a successful partnership.

Sponsorship Negotiations: The Power of Nice

Sponsorship Negotiations: The Power of Nice
by Lynda Carrier-Metz – July 2014

Last year a friend recommended a book titled “The Power of Nice,” suggesting it might help in my negotiations. I was surprised by the title, as most negotiation training involves “sticking to your guns” and overpowering the other side. Ron Shapiro, the author, is a very respected sports agent. His book shares how anyone who sits down to make a deal can get what they want by exercising the surprising “power of nice.”

If you read no further than this, one thing I have learned from reading this and other Shapiro books is this:

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ASK the other party what
THEY NEED
the outcome to be.[/dropshadowbox]

Understanding their needs up front has been amazing in moving an agreement along. I expect that having the CLIENT ask what the SELLER needs has caught a few off-guard. I don’t think that is normal in the standard negotiation practice, but I have actually found the process is enjoyable and everyone seems satisfied when the contract is finalized.

Prepare

Ron’s books show you how to prepare better, probe for what they want and why, and to propose–but not going first to avoid impasses or getting backed into a corner.

Preparation is power. Successful negotiators are prepared negotiators. It takes patience and persistence but it always pays off. This could be interpreted as manipulative, but that isn’t how I see it. I try to know how my brand can help their company, how we can truly be partners as an outcome of the negotiation process. If this isn’t done at the beginning, even if you say we are open to additional opportunities, those rarely occur after the deal is inked.

Probe

Probe so you know their (a) wish list, (b) motivations, and (c) must-have list.

Listening is power. If you ask the right questions and LISTEN the other side will give you the input you need to make the deal you want.

Sometimes clients don’t want to ask questions because they appear to be uninformed or stupid. And even if they ask, sometimes they aren’t listening. This is an area I continue to be challenged on, digging deeper vs. accepting a surface response. I once heard that the first answer to a question isn’t where you gain knowledge, but if you wait quietly for the second response, you will learn so much more. That’s when the person has a chance to really think about their response. Another barrier to probing is being afraid to ask the question. In your mind you may already think you know the answer, one you won’t like. But don’t make the decision for them without knowing: Ask.

Propose

The three rules of proposing are: (1) Try not to make the first offer, (2) Never (immediately) accept their first offer, and (3) set your aspirations high.

Patience is power. With a few tweaks, since reading Ron’s books, I have found the first offer isn’t that far off from what we had hoped to achieve. Like many industries, ours is highly competitive, the margins are low, and everyone is being held to a higher return than sometimes is reasonable. Understanding all the options available so that you can get the best payback on your investment is critical. If you propose first, you may miss an opportunity to know all the possibilities a company has to offer. Be patient. Have a good team to bounce off ideas. Be persistent.

Budgets and expectations are high. I found Ron’s approach lowered the stress level for everyone involved in negotiations and outcomes have been more successful for both parties.


 

Reference: “The Power of Nice” by Ronald M Shapiro and Mark A Jankowski

Cover photo courtesy of Jonny Goldstein.

How can sales & marketing get along?

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.

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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.

Are you coachable?

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

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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

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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.

 

The Sales Commandments According to This Disciple

The Sales Commandments According to This Disciple
by Carson Heady – April 2013

Sales is a psychology; a profitable sport by which we engage clients, build relationships and seek the perfect balance for the holy sales trinity: customer, company and you.  Without all of these entities in mind, the transaction and stability suffers.

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Rob Kristiniak
Rob Kristiniak

As a sales person you always need to be working on your craft and being innovative. Sometimes that will involve doing things outside of your comfort zone. At the end of the day it’s the innovation and creativity that separates you from the rest of the pack.[/dropshadowbox]That said, there are certain fundamentals we must ingrain in each and every leg of the sales process; without them, our process is defunct and the results will tell that story.  Remember: results do not define us, but they do not lie.  If there is a breakdown in your process, your results will be broken, too.

  1. BE PROACTIVE AND THINK OUTSIDE THE BOX.  A major area of opportunity of many salespeople is their predisposition of wanting to follow the leaders or be like others; fit in, follow the beaten path.  But why be like everyone else?  That makes one average.  Blaze your own trail.  Stand out.  Reach out for more customers; do not just accept the low-hanging, less challenging fruit.  Don’t get me wrong: you pick up every bit of fruit you can find – small or big.  Nevertheless, always think of innovative ways to put yourself in front of new clients.  Like a billboard on a busy freeway, be where your customers are looking and show them why you’re the one they need to pay attention to.  Doing so puts you in position to guide the process.  Not doing so puts the customer in control and your paycheck and career are in their hands.
  2. LISTEN.  Salespeople often ask me how to overcome certain objections, but they fail to realize that if they had set the right foundation they would be using the customers’ own words in the presentation, the close and any necessary overcomes.  Your words and philosophies pale in comparison in the customers’ minds to their own; listen and learn their language so you can speak it.  Find out what you need to know from the customer so you can diagnose their situation; where do the gaps lie?  How can you plug those gaps?  How are you going to make them realize that jettisoning their comfortable, familiar ways of doing business and going with you is going to be better?  You can’t get there unless your ears perk up and you get them doing the talking.[dropshadowbox align=”right” effect=”lifted-both” width=”250px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]
    Linday Beale
    Lindsay Beale

    The most important part of the sales process is to put the customer first by listening. If you ask the right questions they will lead you down a path allowing you to make a recommendation based on what your product can offer them. As you follow-up you that let them know your call is to help them accomplish their goals, not just sell a seat location.[/dropshadowbox]

  3. REACT.  React to everything, and know when to use your information.  You can be the smartest person in the room – great.  However, if you are simply unloading jargon and facts on your potential client, are you showing them why your way of doing business is better?  Knowledge is power, but knowing when and how to use it is even more effective.  Improve your pitch, but perfect your reaction.  If you role play, don’t practice improbable scenarios; get used to setting the right foundation and knowing how to react to every objection your client throws at you.  See objections before they happen and address potential hitches before your customer even can.  You will see many customers, but only a few themes; master those themes and there’s no slipping one by your goalie.
  4. FOLLOW UP.  Unfortunately, no matter how effective a closer you are, the sale will not always happen on your timetable.  Don’t get me wrong: you need to do everything you can to build trust and determine why specifically the customer is not doing business today.  But if they leave the table for a viable reason, you must have an organized, prompt and thorough follow up process in place.  Customers will “browse” or “do research” and finally get tired enough to do business and pay more elsewhere if you do not stay front and center in their universe.  Follow up within 24 hours to a week and reignite the lead.  You cannot win them all, but you can nurture them all to as close to completion as possible.  That’s your job.  If you can look back on every transaction and know you did everything you could to earn the business, you did your job.  Congratulations.
  5. MASTER THE GAME.  There are ups and downs; when you’re up, ride the wave.  When you’re down, make sure you behave – according to process, that is.  You may get the shanks in your golf game or your baseball hitting suffers, but do you drastically change your swing to get back to desired results?  Of course not.  You have to envelop yourself in the process.  You also must learn the playing field – how can you make money where you currently are not?  What best practices are others using?  Steal them shamelessly; those who execute best are the best.

Finally, refresh and recharge often.  You need to make sure you are the person you were on interview day.  Play for the love of the game, the adoration of the crowd and the benefit of the customer and you will be victorious.