Sales

Getting in the game: Removing and replacing the fear of rejection

kirk_wakefield 2015, Luxury Suites & Premium Tickets, Sell, Sponsorships, Tickets , , , , , 0 Comment
Getting in the game: Removing and replacing the fear of rejection
by Carson Heady – March 2015

Those moments prior to dialing, pulling that door or entering the board room are like stepping in the batter’s box or breaking the huddle.

You formulated a semblance of a strategy, thought (or over-thought!) and now you have to execute the play. But what if I whiff? What if the pass is intercepted? What if they say no?

[dropshadowbox align=”right” effect=”lifted-both” width=”250px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]I have found that rejection is a natural human reaction to changing status quo. Most people don’t like change, and most of the time your product or service is asking them to do just that, change for a perceived value. Overcoming this obstacle is purely a numbers game. By knowing exactly how many contacts, calls, demos, presentations, it takes to close a deal, you effectively establish a process. The numbers dehumanize rejection by making it all part of the end game. Celebrate the losses along with the wins, they are all part of the process. ~David Woodbury,  Venture Builder/Rev7.co [/dropshadowbox] A fear of rejection can prevent us from playing the game effectively, if at all, spelling D-E-F-E-A-T from the start. We may be confident in our knowledge of the product or service we represent. We may have prior success or failure we’ve learned from. But, facts are facts: no one enjoys being told “no.”

So, how does one eradicate the trepidation surrounding rejection?

Overcoming “No”

1. Be Prepared.

The more ready you are to confidently present your product, service and yourself, the less likely you can be deterred from that path. Knowledge and the ability to delicately drive through the selling process are what lay the foundation for the successful sale. Preparation builds confidence because it’s one less thing to worry or think about. Arm yourself with as much as you can in the situation. Go in with your intended qualifying questions, plans for rebuttals and confidence to close.

2. Name the fear.

Recognize the fear and work to dismiss it. You have more control over it than you think. If you have a fear of rejection, acknowledge its presence and contemplate why it exists. Are you afraid of not selling because you fear repercussion? Do you feel unsure of yourself or your pitch? Similar to the “release the mechanism” scenes from the Kevin Costner baseball flick For Love of the Game, you hone in on your directive and drown out everything else. If you allow yourself to deviate from the game plan because of desperation or fear, you certainly will hear “no;” so it’s all the more reason to ensure you remain undeterred.

3. Focus on process.

The real “fear” you should have, if any, is that you leave out a crucial step or do not give customers a clear picture of why they need what you have. Replace the fear you have of being told “no” with a focus on simply sticking to steps. You cannot control what your contact will do, but you certainly can control what and how you deliver. When you leave the conversation, your goal is to have a signature or a clear-cut reason as to why the customer decided against buying with a specific plan to follow up or move on.

4. Learn from the rejection.

Customers may decide against buying for reasons completely out of your control. That said, what worked during your presentation? What did you say that you may want to omit next time? Are there ways to tweak your product offerings or strategy based on the reason for opting out? It is very possible to lose the business today only to regroup, retool and revisit with a better solution that your customer will choose to use.

5. No isn’t forever.

The customer who decides against change today may feel differently given some time or change of circumstances. Leave a solid, lasting impression: Stand apart from those simply trying to get a sale at any cost. Earn the relationship. Stay in touch. Offer to help in any way you can. Find a way to be valuable, even if it brings no immediate monetary gain. When they have a need you can fill, you’ll get the call.

Bottom line

Never even think about the “no.” Your focus should be to control what you can in the selling process. We spend too much time worrying about what never comes to fruition. You control truly learning your customer’s needs, formulating a plan to address those needs, and addressing any concerns. You won’t win them all, but if you leave each conversation knowing the specific reasons your customer did not purchase, you did your job and can learn, grow and get ready for the next “yes.”

What to do when you’re the new boss

kirk_wakefield 2013, Careers, Integrity, Lead, Learn, Networking, Personal Development, Sales Management , , , , , , , , , 0 Comment
What to do when you’re the new boss
by Matt Bowman – October 2013

Anyone in the sports business very long knows one may have to relocate to advance one’s career.  While certainly not a requirement, top executives have made a few stops in different cities in different sports and with different organizations throughout their career.  It can be an exciting but daunting task to ingratiate yourself with an entirely new team.

Such transitions are challenging for a sales leader, but also provide an awesome opportunity to build (or re-build) a sales team and place your stamp on that organization.

Looking back on my experiences as the new Sales Manager (OKC Thunder) and now Vice President at the Dallas Stars, I’ve noticed some commonalities that might help other sales leader joining a new team.

Take your time, but don’t take too much time

Your first few weeks of the new job are exciting! If you’re like me, you want to start making an impact immediately.  It’s easy, however, to try to take on too much too quickly without having a good enough understanding of how your team operates or the nuances involved with every personality and process.

Key #1: Focus on your people. Let them know you are there to help them succeed. You are not there to flip the business on its head right off the bat.  You plan to lead them, but only until you have an understanding of how the business is operating from all angles.

That said, you were hired you for a reason.  You’ll need to provide feedback on solutions to the team’s issues soon after you start in your new role.  This brings me to my next point . . .

Focus on metrics

After meeting the sales staff the next stop is with your business analytics team, which may be in ticket operations with some teams.  Here, it is imperative to start gaining an understanding of the team’s sales performance over time.

Key #2: Get a grip on historical sales performance. How many season tickets are sold for the year?  How many group tickets and suite rentals?  What are the trends over the last three seasons for each?  Is the season ticket and group sales business growing or shrinking annually?

Key #3: Get a grip on staff performance. Who are the top performing sales representatives in each category?  Who makes the most phone calls and sets the most appointments?  Which reps are best at selling season tickets versus groups versus premium inventory?

SWOT detective

Meet with the staff again. Ask what they feel are their strengths and weaknesses.  Ask what obstacles they face in doing their job at maximum level.

Key #4: Network internally. Visit with department heads of non-sales divisions to introduce yourself.  Stop by the marketing office and sponsorship team to ask them about their major priorities and challenges.  The challenges of these two revenue-generating divisions will be similar to the ones you will face now and in the future.

Of course, on-ice, on-court, on-field performance is an obvious strength or weakness.  But other issues may emerge, such as poor customer service or lack of clarity in external communications.

Focus on your own staff’s business processes, from basic to complex: What does the sales process look like?  What happens when a sale is made?  Who processes the order?  Are there any areas of inconsistency or inefficiency?

Through this detective work the team culture – how everyone views their jobs, the organization and  leadership–will materialize.  As a new leader you can help shape culture.

Clearly present your solutions at the right time

After a couple of weeks in a new position, start to take action.

Key #5: Clarity. The best way to gain respect and support is to present your findings clearly.  First, present the hard data on sales trends and team performance. Second, present the reasons you’ve found behind the trends: inefficiencies, inconsistencies, or lack of processes.   Finally, be prepared to share your own experiences that demonstrate best thoughts on solutions.

Around the horn

Those are my steps and keys to success as the new boss of an NHL team. Here are a few thoughts from two other new Vice Presidents of Ticket Sales & Service in MLB and the NBA:

[dropshadowbox align=”none” effect=”lifted-both” width=”650px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]

Listen. Care. Act.

Jason Howard
Jason Howard

astros logoThe natural instinct may be to come in with what you think are the best practice systems, training, and framework. The reality is your success will only go as far as your people and their mindsets in wanting to understand and execute implementation plans. Hiring in from the outside and implementing new sales structures can be tough, but that’s not what I’m referencing. More importantly, we must APPRECIATE the mindset of the inherited staff.

When starting in Houston, one of the first things we committed to as a leadership team is a familiar quote  several mentors have shared:

“People don’t care how much you know until they know how much you care.” 

Some truths to grasp and manage:

  1. Any change – especially leadership – is a difficult thing.
  2. Understand and appreciate why things were being done the way they were when we arrived.
  3. Find out how every staff member feels about their part in the organization. This was the very first thing we needed our focus on.

Once we learned peoples’ mindsets we could meet them where they were. Let them know we appreciated how hard they had worked to get to that point. THEN we knew our transparency on how we could best move forward as a team would be met with more acceptance. Why? Because they felt they were heard first.

Slowing down a little at the beginning allowed us to run much faster as we all got on the same page. Ultimately that approach allows best practices to be uploaded and executed more quickly and effectively.[/dropshadowbox]

[dropshadowbox align=”none” effect=”lifted-both” width=”650px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]

Prepare. Get personal.

timberwolves logo

Corey Breton
Corey Breton

One of the first things I did when I learned that I was fortunate enough to land the VP position with the Timberwolves and Lynx was to reach out to my new direct reports.

Prior to physically arriving in Minneapolis, I spent two hours in conversations with each direct report, along with sending them two books explaining my leadership philosophy and process.  This helped us become acclimated with each other much quicker, allowing for a more seamless transition.

As Matt and Jason pointed out, your people are your most valuable resource. They must be treated as such.

When I officially arrived in Minneapolis, one of the first things I focused on was sitting down with each of the staffs to tell them my personal story.  I didn’t speak about my work experience. Instead I spoke about my personal upbringing and the core values I stand for. I shared my personal hedgehog concept with them, allowing them to understand my motives, desires, and drivers.

My hope was to break down barriers. For them to see me as more than just a new guy in a suit. To see me as a human being with similar interests and aspirations.

Once I shared, I asked each member of the departments to (1) submit their personal definitions of the core values I provided, and (2) their personal answers to the hedgehog concept questions I asked.  With a unique perspective from each one, I had personal talking points about each individual in a short amount of time.  Overall, I believe this process helped me earn their trust and credibility, along with helping us gain valuable information about how to motivate and drive each individual to be successful. [/dropshadowbox]

What are your thoughts? How have you adjusted in your new leadership positions?

Let us know what you think. Click on the Tweet button below and let us know: @CMB711,@Matt_Bowman14, and @BaylorS3 (#newleader)

Join the S3 Report.

 

 

S3 Alum Spotlight on Katy Gager

kirk_wakefield 2013, S3, S3 Spotlight, The S3 Program , , , , , , , , , 0 Comment
S3 Alum Spotlight on Katy Gager
Katy Gager
Katy Gager
by Justin Pipes – October 2013

Katy Gager (Baylor S3 ’08) is a Senior Account Executive at The Marketing Arm an agency based in Dallas, Texas. She represents and manages AT&T’s brand through corporate sponsorship of professional & collegiate sports properties in the Southeast Region.

Willing to move

Katy transferred to Baylor for the S3 program to begin her junior year. One of three transfers in the class, Katy was torn between UT and Baylor when deciding to transfer. Gager felt like Baylor was home and believed the S3 program gave her the best opportunity to start a successful career in sports. After moving halfway across the country from California, Gager experienced challenging projects through the curriculum from selling tickets for the Rangers (back in their losing days) to presenting sponsorship ideas for the AT&T Challenge.

Finding Her Niche

Gager quickly found  she  enjoyed the relationship focus in the field of sponsorship. All S3 majors are given a DISC assessment (DiSC Profile Website) to determine their own personal behavioral style and what types of careers are likely to fit them best. Katy has a high Steadiness trait, which “place[s] an emphasis on cooperating with others within existing circumstances to carry out the task <ref>DiSC Profile Steadiness Overview</ref>.” Being a high S and having a more conscientious, detail-oriented personality helped make Katy a great fit for contributing to an agency sponsorship team.

Gager started her career at The Marketing Arm (TMA) in Dallas working on the Insights and Analytics team. She had the opportunity to work with over 25 different accounts including AT&T, State Farm and Frito Lay conducting research for each brand related to their sponsorships with properties nationwide. After becoming an account executive for TMA, she was able to pull from her knowledge of the brands objectives and her research background to manage programs for AT&T that would yield results and drive sales.

S3 Model

Eric Fernandez
Eric Fernandez

Eric Fernandez, Senior Vice President of MEDIALINK LLC, says,

“Katy is a great example of an S3 student who seized the opportunities presented to her.  While the S3 program prepared her for entering the sports marketing business, her work ethic, positive “can do” attitude and natural curiosity have contributed to her professional growth and advancement.  She’s achieved quite a bit in a short time and continually is a model representative of the S3 program.”

High praise also comes from Travis Dillon, Vice President of Activation and Property Management at The Marketing Arm.

Travis Dillon
Travis Dillon

“Katy is one of our rising stars at TMA.  She has been an integral part of our national college football program the past 2 years with AT&T and ESPN College GameDay and is quickly establishing herself as a leader on the team.  In addition, her insights and analytics background make her a valuable strategic asset to the team since day one.”

This work ethic, “can do” attitude and natural curiosity led to a recent promotion to Senior Account Executive.

Three Tips from Katy

[dropshadowbox align=”center” effect=”lifted-both” width=”425px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]

  1. Approach to Networking: Sports is a small industry. No matter where you are or have been, your name and personal brand will come up again with come up again. Continue to build your personal brand equity.
  2. Be a Problem Solver: Look for different areas of your client’s business and your business to solve problems all across the board. Be known as someone who finds solutions.
  3. Have a Great Attitude: Be a team player with a positive attitude when approaching all projects, including that those aren’t exactly your favorite.[/dropshadowbox]

 

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.

S3 Back to School

kirk_wakefield 2013, Careers, Lead, Learn, Networking, Personal Development , , , , , , , 0 Comment
S3 Back to School
by Kirk Wakefield – September 2013

Our Back-to-School September issue of the S3 Report includes two articles focused on selling NCAA sports:

  • Bryce Killingsworth (Oklahoma State University) explains how and why their innovative STH retention program has been successful. Read more…
  • Brian Erenrich and David Quill (both with Aspire at Georgia Tech) report on how Gen Y salespeople and Gen X managers differ and how they can learn to play well together. Read more…

We look to add more content aimed at NCAA sports. Let us know if you have ideas or interests in contributing. Thanks to Bryce, Brian & David for stepping up!

In news on the Baylor home front, we ended the summer with our first ever Baylor S3 DFW Summer Bash!

Lisa DePoy, Senior Marketing Director for On the Border, hosted the event at On the Border in Addison, Texas. Paige Phillips (S3 ’10), Account Manager at GMR Marketing, also helped host.

Lisa Depoy
Lisa Depoy
Tommy Wright
Tommy Wright
John Burnett
John Burnett

Tommy Wright (S3 ’11), Regional Sales Manager at Legends Sales & Marketing, and John Burnett, Executive Director of Marketing at Southwest Media Group, created the event. Wright and Burnett put their heads together earlier in the summer and came up with the idea for the gathering, realizing how many Baylor S3 interns, board members, alumni and friends were located in the DFW area.

Interns shared summer experiences and received feedback from executives about next steps to take on possible entry-level jobs next year.  Most of all, interns, alumni, and executives alike enjoyed networking and catching-up, while continuing to support Baylor and the S3 program.

Feedback & insights

We asked some of the attendees about their involvement and interest in supporting the Sports Sponsorship & Sales (S3) program at Baylor.

Bill Boyce
Bill Boyce
Stan Wagnon
Stan Wagnon
Brian Christensen
Brian Christensen

“Partnering with the Baylor S3 Program is a win/win/win: Every student, graduate, faculty member, sponsor, and team who contributes also benefits. I attended the event to support the interns, the program, and the people who had the vision to invent and implement the event. Great job! I came away from the event energized from interacting with the interns, sponsors, and teams and from hearing about so many great things happening in the industry.” ~Bill Boyce, President, Texas Legends

 “My first exposure to the Baylor S3 program dates back to last fall when Tommy Wright was hired by Legends to represent the Lone Star Conference in corporate sales efforts. This summer the quality of the S3 program came into full view as we added Brian Christensen as a summer intern. Having had two S3 products in our office daily, it is clear to see the program instills a good sense of purpose and direction in its students. It’s refreshing to have employees who are intentional and strategic about the way they approach their business, confident in their ability to do the work, and eager enough to ask the right questions.” ~Stan Wagnon, Commissioner, Lone Star Conference

“One of the main reasons I chose the S3 major was the fact that at the time I attended Baylor, I saw many people around me graduating with no job lined up. The S3 major’s curriculum, board of directors, and internship opportunities guarantee you will find success as long as you are willing to put in the work. I came to see old friends and meet new faces. I love hearing success stories from other S3 members.” ~Paige Phillips (S3 ’10), Account Manager, GMR Marketing

Brian Christensen (S3 ’14) helped organize the event and provided the report and pictures of the event. Nice work, Brian!

Dealing with frustration in sales

kirk_wakefield 2013, Integrity, Lead, Learn, Sales Management, Sales Training , , , , , , 0 Comment
Dealing with frustration in sales
by Dan Rockwell – August 2013

The way you deal with today’s frustration reflects the leader or the salesperson you’ll become tomorrow.

Frustration is an alarm clock; a spotlight pointing: a match burned too long.

Frustration is a gift that says pay attention.

Don’t get frustrated with frustration. Frustration is feedback on decisions and relationships.

Frustration’s goal

The singular message of frustration is change.

  1. Usually it’s you.
  2. Sometimes it’s others.
  3. Perhaps it’s processes and procedures.

Repeated frustration

Frustrations that return want attention like neglected children.

Ignoring frustration makes frustration mad.

Successful people choose responses. The weak react.

Choose

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

Ben Milsom
Ben Milsom

“Frustration, like nerves, can either benefit or tear down. I tell our salespeople that the only person frustration hurts is yourself–it’s all internal, not external. The opportunity is still there to find out what others need or want and to find solutions.”tampa_bay_buccaneers[/dropshadowbox]Choose who to be:

  1. Welcoming. Open up don’t close down. “Come in, let’s talk.”
  2. Calm. Cool down don’t heat up. Nothing says confidence more than calmness during frustration.
  3. Able. Assume a do-something posture.

Bonus: Optimistic. Express optimism while acknowledging realities.

Choose what to do:

  1. Acknowledge don’t ignore. “That’s frustrating,” is better than, “It’s not that bad.”
  2. Run toward not away. Deal with it now or you’ll deal with it later. Curiosity coupled with courage expands leadership and productivity.
  3. Stay focused not distracted. Frustrations that distract from the big picture grow larger than they are.

Bonus: Involve others. Don’t act alone. “What can ‘we’ do,” is better than, “What can ‘I’ do.”

Three warnings

  1. Frustration in one area tends to bleed into others.
  2. Don’t let short-term frustrations make long-term decisions.
  3. Frustration’s biggest danger is its ability to create imbalance.

Rudyard Kipling wrote:

If you can keep your head when all about you
Are losing theirs and blaming it on you,
If you can trust yourself when all men doubt you,
But make allowance for their doubting too;
…
Yours is the Earth and everything that’s in it …

How do you deal with frustration?

 

Market (Sell) Like a Rock Star!

kirk_wakefield 2013, Experiences, Lead, Luxury Suites & Premium Tickets, Marketing, Relate, Sell, Sponsorships, Tickets , , , , , , , , 0 Comment
Market (Sell) Like a Rock Star!
by Lynn Wittenburg – August 2013

I got this headline “Market Like a Rock Star” in an email after I read the book Radical Marketing. They were trying to sell me a book about the Grateful Dead. No sale, but it caught my attention.

What if I really did market like a rock star? What would that look like? Here are four ways I’ve come up with so far. Feel free to tweet more to the list (@lynnwitt) or comment below.

1. Rock stars have larger than life personalities.

Most rock stars (think Ozzy & cats, Bon Jovi & hair, Madonna & sex) have VERY large personalities. Some trait or characteristic they exploit to the fullest becomes their trademark.

We can do that in sales & marketing. Figure out the one thing you can hang your hat on and roll it out big time. Go with the largest “personality” your company has. For you personally, what one thing do you want customers and colleagues to know you by? Don’t hope they catch it. Make it central to who you are and what you communicate.

2. Rock stars are considered crazy.

You hear about it all the time. Rock stars are nuts. Troubled. Deemed crazy. And in this case, usually they are. :-)

But in marketing, we can be crazy in a good way. We can dare to do things that people deem unconventional. I watched an old video of Steve Jobs. The commercial at the end of the video is what sticks with me. Look at people like Jobs that the world called “crazy” and look at what they accomplished because they didn’t listen to the World.

3. Rock stars love what they do.

In Radical Marketing, the Grateful Dead talk about their passion for their music. They grew bigger than life but it was always about making music.

Do you love what you do in sales & marketing? Because if you don’t love it, how can you expect your customers to love it. Passion is contagious.

4. Rock stars dress the part.  

Led Zeppelin
Led Zeppelin

When it comes to attire, rock stars GO BIG or GO HOME! When you are a rock star your “outfit” is as much of your personality as you are.

I attended an Aerosmith concert and Led Zeppelin opened for them. Those dudes STILL have the outfits, the beards and the long hair long long after they hit 60 years old.

When it comes to marketing your product, what is the packaging? How are you presenting it? Are you putting your best foot forward and giving your audience something to remember you by?

What about you?

Well, that’s it. I don’t want to be a ROCK STAR but I’d like to market like one. If you’re going to be a rock star in sales & marketing, what other tips do you suggest? Click the tweet button below and let me know (@lynnwitt)!

Photo cover thanks to KennySun. Led Zeppelin picture thanks to Jonathan Bayer.

 

Three Steps to Creating an Effective Entry-Level Sales Contest

kirk_wakefield 2013, Lead, Sales Management, Tickets , , , , , , , , , 1 Comment
Three Steps to Creating an Effective Entry-Level Sales Contest
by Brian Norman – August 2013

“If you don’t know where you’re going, any road will take you there.”

Think about a sales contest you have conducted (or participated in) that was missing something. Perhaps it did not have a specific purpose, was unorganized, anticlimactic, or even ineffective?  Rather than using a generic model, create a personalized strategy that will help your team accomplish its goals. 

Step 1: Set Specific Objectives

The first step in designing an effective sales contest is to determine the ultimate objective.  Goals for entry-level sales staffs can vary; therefore it’s imperative to set specific objectives for your sales contest.  Write down, in detail, what you hope to accomplish and how you will measure your success.

Questions that need to be answered include:

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Jake Reynolds
Jake Reynolds

“An effective sales contest, done the right way, can produce big results for your team.

The preparation leading up to it, the execution throughout and the post contest assessment are all vital in maximizing the results from your contest. In order to get the desired outcome when building the sales contest, it’s important that it’s designed to help accomplish a specific agenda, create a fun and competitive environment, engage your employees and drive big revenue.”wizards_alt_logo_hand [/dropshadowbox]Are you basing the contest solely on revenue production?

  • Are you trying to increase departmental revenue by 10%, 25%, 50%?
  • Is there a specific team revenue goal you’d like to reach?
  • Historically, what was produced during this period of the sales cycle?

Are you focused strictly on moving inventory – regardless of revenue?

  • Is there specific inventory you’re focused on selling (club seats, VIP seating, etc.)?

Are you also focusing on increased call volume, on-site appointments, or other “hustle” metrics?

  • If so, do all of these metrics directly contribute to your ultimate goal?
  • Are these metrics readily accessible throughout the day to encourage/drive individuals?

Step 2: Design the Program

Establish each of these for every sales contest.

Team, Individual, or Both?

Recognize when it’s most effective to use a team-based contest versus an individual-based contest. 

  • A team contest will help drive departmental unity.  In theory, every member of your team will work together to accomplish the goal to receive some type of incentive.  In reality, be aware of free-loaders who don’t contribute and seek the same incentive as the rest of their team.  To address this, set personal “minimum qualifiers” to motivate everyone on the team to participate.
  • Is your sales group full of competitive, result-driven employees?  If so, an individual-based contest may be the best route for your team.   Create and facilitate a program that will bring out the competitive nature of your sales team as they compete against one another.
  • Sales contests can also tie in both team and individual aspects that will build team unity while rewarding top performers.  Focus on dynamics that will motivate the team as a whole, while also pushing individual performance within the contest.  An overall team incentive can be supplemented by smaller prizes throughout the contest to key performers. 

Theme

In order to keep your team engaged throughout your sales contest, it’s crucial to design your sales contest around an exciting and entertaining theme.  Whether you use current events (Olympic Games, March Madness, Draft Lottery), movies (Fight Club) or board games (Monopoly, Scrabble) to model the contest, it should be creative, fun, and most of all, engaging!

Time frame

The length of the sales contest is one of the most important pieces of the design.  If your contest is too short, it may not give your sales team the proper time to accomplish the set objectives.  If your contest is too long, your objective will lack urgency and it can grow stale.  Refer to previous sales/hustle metrics to determine the appropriate timeframe to accomplish your objectives.

Incentives

What will truly motivate your team to increase their performance?  Simply ask them!  By [dropshadowbox align=”right” effect=”lifted-both” width=”250px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]

Eric Platte
Eric Platte

“After running plenty of sales contests that produced different results, the underlying factor that motivates everyone is free and simple: recognition.

For example, the 2013 Final Four was in Atlanta so we capitalized with a sales contest. The winning member received two tickets to the tournament, assorted gift cards, in addition to a trophy and picture that we sent to the NBA league office and our executive team. After the hundreds of dollars we spent on the prizes, the winner was most proud of the email we sent to the league and the executive team with his picture!”hawks_50t [/dropshadowbox]asking your sales team what incentives they desire most, you’re accomplishing two things:

First, and most obvious, you’re able to put together a list of incentives they desire.  Send out an email asking your team to present you with three items (under your set budget) that they would love to have.  Whether its cash, gift cards, concert tickets, autographed memorabilia, or other prizes, you’re sure to get authentic feedback.  (Best answer to date: C.R.E.A.M: Cash rules everything around me!)

Secondly, and just as important, you’re empowering your employees with the task of helping design their very own sales contest.  This leads to increased buy-in and appreciation from your team.  Further, you are presented with ideas you never would have thought of yourself.

Step 3: Review, Recap, Revise

What could have been done better?

  • Was the contest too long? Too short?
  • Was your sales team engaged? What could you have added to make it more engaging?
  • Did the original rules work throughout, or did you have to adjust them at some point? Why?
  • Did the incentives actually motivate your sales team, or were they simply a nice reward?
  • How close did you come to accomplishing your goals? Were the goals too easy? Too hard?

Analyzing Metrics

Simply put, did the contest accomplish your set objectives?  Compare your team’s performance during the contest against previous data to measure the true impact.  Record your results as they compare to historical metrics and save for future referral.

Finally, measure your team’s output over the weeks and months following your contest to gain additional insight into the contest’s level of effectiveness.

  • How much revenue was produced compared to last month?
  • How much revenue was produced compared to the same time in the selling cycle last year?
  • What percentage of sales was from the targeted inventory?
  • How does outbound call volume compare to the average call volume for the last week? Month?