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George H. Raveling Global Director Basketball Sports Marketing

George H. Raveling Global Director Basketball Sports Marketing. The Relationship Culture. PHILOSOPHY. Build and Sustain a Meaningful Portfolio of Relationships With Core Constituents Which Will Ultimately Assist in the Enhancement of NIKE Products, Events and Initiatives. DEFINITION.

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George H. Raveling Global Director Basketball Sports Marketing

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  1. George H. Raveling Global Director Basketball Sports Marketing The Relationship Culture

  2. PHILOSOPHY Build and Sustain a Meaningful Portfolio of Relationships With Core Constituents Which Will Ultimately Assist in the Enhancement of NIKE Products, Events and Initiatives.

  3. DEFINITION • …A Bond, Association, or Involvement  • …Emotional or Other Connection Between People  • …People Strategy  • …Client Management • …Partnering With Others

  4. FOUR RELATIONSHIP TYPES

  5. TRANSACTIONAL RELATIONSHIPS This is an “arm’s length” relationship...the frequency of interaction between you and the other party is relatively low and requires minimum level of resources.

  6. RESOURCE SINK RELATIONSHIPS This is a relationship in which there is poor balance. You give more than you get from the relationship…more time, more energy, and more currencies. This relationship can be viewed as a lose – win relationship. Not long term in nature.

  7. RESOURCE OPPORTUNITY RELATIONSHIPS This is a relationship in which the other party is providing currencies that help you achieve your goals, but currently you are not committing a sufficient level of resources to help the other party achieve his goals. You are getting more than you are giving…Usually not long term in nature. 

  8. COLLABORATIVE RELATIONSHIPS This is a relationship in which the other party provides core values to you and you provide core values to him. The rhythm of the relationship is intensive. This is a win – win type of relationship.

  9. CORE RELATIONSHIP TYPES TYPE A-Must be an authentic partnership between yourself and the other person…share…mutual vision, mutual respect, mutual trust, mutual understanding, mutual goals, A true team. TYPE B - This is a solid, meaningful, on-going relationship, that brings true business and social value. TYEP C - Casual relationship…Some are works in progress…strategic in nature.

  10. CHARACTERISTICS LOYAL TRUSTWORTHY APPRECIATIVE RESPECTFUL DEPENDABLE COMMITTED RELATIONSHIPS FLEXIBLE SINCERE SHARING OPEN COMMUNICATION RESPONSIBLE COMPASSIONATE

  11. PARENTS COACHES CLIENTS RELATIVES FRIENDS INFORMERS INFLUENCERS REGULATORS MATCH-MAKER RELATIONSHIP WEB

  12. OBJECTIVES Build a Reputation  Capture Minds  Earn Trust  Win Hearts

  13. THE RELATIONSHIP TOOL KIT • Smile • Introduction • Pen • Business Card • Conversation

  14. TRIPLE “A” TREATMENT All People Feel Better and Do Better When You Give Them: Attention Affirmation Appreciation

  15. Within the First 30 Seconds of a Conversation Say Something Encouraging to the Person. A Personal but Flattering Compliment. THE 30 SECOND RULE

  16. GIVE THEM A TITLE Give People A Title That Speaks to The Relationship

  17. STRATEGY To Make Yourselves As Valuable To Your Clients As They Are to You.

  18. FUNDAMENTAL BUILDING BLOCKS OF RELATIONSHIPS ESTABLISH BUILD MAINTAIN

  19. TIME CREATIVITY ENERGY MONEY RELATIONSHIP INVESTMENTS

  20. KNOW YOUR CLIENTS…THEY ARE: • Smarter • Focused • Money conscious • Hit on more by competitors • More demanding • Less forgiving • Harder to satisfy • Less loyal

  21. NOTICE Everyone has an invisible sign hanging from their neck. It says“Make me feel important”.

  22. Know me Respect me Lead me Help me Serve me Love me WHAT THE CLIENT EXPECTS

  23. RELATIONSHIP TRUST • Does HeConfidein Me? • Does HeSpeak Freelyin My Presence? • Does HeExpose Valuable Possessionsto Me? • Does HeSeek/value My Opinion? • Does He Consider Me a“Friend”or the“Nike Guy”?

  24. DEFINING CRITICAL RELATIONSHIPS • Is the Relationship Worth the Time, Effort, Energy and Investment Required to Establish and Maintain It? • Have I Identified Clear Ways in Which My Relationships Can Create Value, Deliver Competitive Advantage and Dominance? • Has Responsibility for This Critical Relationship Been Assigned?

  25. DEFINING CRITICAL RELATIONSHIPS Cont. • Do I Have a Strategy in Place to Build and Evolve the Critical Relationship? • Have I Thoroughly Examined the Risks Inherent in the Pursuit of This Critical Relationship? • Have I Revisited the Relationships Critical to My Success to Ensure That I Can Successfully Manage and Resource Them? • Can This Existing Relationship Help Me Form a New One?

  26. RELATIONSHIP CIRCLES Spend 80% on relationship-building WEAKER TIES: Your secondary relationships STRONG TIES: Your primary relationships YOU Spend 20% on relationship-time

  27. BUILDING THE RELATIONSHIP Begins With Your Knowledge Of: • Client’s Likes and Dislikes • Client’s Expectations of You • How Client Wishes to Be Treated • What’s Really Important to the Client • How Close to the Client Can You Expect to Get • What Constitutes “Closeness” for the Client

  28. BUILDING THE RELATIONSHIP Cont. Customizing • Understand What’s Import to the Client • Create a Consistent “Comfort Level” • Deliver Extraordinary Service • Exceed Client’s Expectations • Produce a Positive Emotional Connection • Blow the Competition Away

  29. ASSESSMENT • Why Is This Relationship Important? • Does the Relationship Connect With Someone of Influence? • Is the Relationship Based on Mutual Exchange and Shared Gain? • Is the Relationship Worth the TIME, ENERGY, MONEY, MATERIALS and MAINTENANCE Required to Sustain Its’ Existence?

  30. ASSESSMENT Cont. • Are There in Place Techniques for Growing and Nurturing the Relationship? • Is the Relationship Multi-dimensional…involving a Continuous Exchange of Information, Ideas, Opportunities, and Support? • Is There an Annual Evaluation of Each Relationship? • Is the Relationship Fueled by a Specific Strategic Strategy?

  31. MAINTENANCE OF THE RELATIONSHIP • Develop Means of Keeping in Touch and Building the Relationship (to Create a Bond and Grow the Relationship, “the Touches” Must Be Personal, Relate the Touches to His Personal Interest—i.e. Golf, Fishing, etc.). • Determine the “Touch” Frequency and Implementing the Contact Schedule (Develop a Written “Touch” Schedule, Complete With a Check off on Tracking System). • Defining and Delivering Wins Consistently. Identify Things That You Can Do to Create Wins for Your Client (Client Must View Them As Wins)

  32. MAINTENANCE QUESTIONS • Do I Give the Person Preferential Treatment? • Do I Let the Person Know I Appreciate the Relationship? • Do I Communicate With the Person Regularly? • Do I Demonstrate That I Sincerely Care? • Do I Know Their Needs and Cater to Them?

  33. RELATIONSHIP KILLERS Poor preparation - not doing your homework Lack of focus - lack of shared goals False expectations - lack of shared vision Win-lose relationship - lack of balance; one party is set up to lose Lack of ownership -no one is responsible for relationship Poor maintenance -failure to fuel relationship

  34. FIXING A RELATIONSHIP • Acting Quickly Keeps Resentment From Building • Working to Repair the Relationship Quickly Shows You Value the Relationship  • The Sooner You Fix the Problem, the Sooner You Make The Other Party Whole and Limit the Damage One Suffers • When You Accept Responsibility for Your Part in the Foul up You Garner Good Will, Sympathy and Credibility All Relationships Eventually Produce One Outcome

  35. FORMULA’S FOR SUCCESSFUL CLIENT RELATIONS Cont. • Be Friendly…Service starts with a friendly person with a warm smile, who offers kind words first…How friendly are you? • Attitude Precedes Service…Your positive mental attitude is the basis for the way you act and react to people. What are your thoughts? Positive all the time? • Your First Words Set the Tone…All encounters with the client are yours to control. The first words you deliver set the tone for the encounter. What work and tone choices are you making?

  36. FORMULA’S FOR SUCCESSFUL CLIENT RELATIONS Cont. • Know What You Sell in Terms of the Client…The client does not care about your product or service, they care how your product or service is used to benefit them. Are you telling them in terms of benefits to them, not you? • Know What You Serve in Terms of the Client…The client does not care what your situation is…they only care about his situation, his problem. Are you serving his needs in terms of him or you? • Recognizing an Emotionally Frustrated Client…Don’t take it too personally if a client flies off the handle. Use the three most powerful secret words that begin to diffuse all customer problems. What are the three secret words?

  37. FORMULA’S FOR SUCCESSFUL CLIENT RELATIONS Cont. • No One Wants to Hear Why You Can’t…Don’t tell them when or why you can’t…tell them when or why you can…Enthusiastically! How do you tell a client “No”? • Recognize Clients for What They Are…Your paycheck…your boss does not pay you…the client does. Next time you think the client’s a jerk... Remember, he’s actually your next meal. Why not send him a thank you card? How do you treat your paycheck? • Don’t Confuse Company Policy with Client Service…Never quote from company policy or hide behind it. “I’m sorry, that’s our policy” is a B.S. way out. Do you use company policy to offend a client?

  38. FORMULA’S FOR SUCCESSFUL CLIENT RELATIONS Cont. • You are Responsible or it Won’t Get Done…There is a fine line between taking it personally and handling it personally. Individual responsibility leads to happy clients. Do you take responsibility or try to pass it off? • Life Lesson…Sometimes you have to be wrong, so someone else can be right. • Perhaps the most under used asset in a relationship is to be an active listener, all of us value a person who is willing to listen and understand us.

  39. FORMULA’S FOR SUCCESSFUL CLIENT RELATIONS Cont. • Word of Caution:In relationships, “Don’t Keep Score”. • Never Eat Alone • The most important relationship Question:“How can I help you?” • More Times than others, it is best to allow the other person to think they are controlling the relationship.

  40. The Challenge for the 21st Century Is Not Just Serving Clients.

  41. It’s understanding clients • It’s being prepared to serve clients. • It’s helping an angry client immediately. • It’s asking clients for information. • It’s listening to clients. • It’s being responsible for your actions when a client calls. • It’s living up to your commitments. • It’s being memorable. • It’s surprising clients. • It’s striving to keep clients for life.

  42. The 10 most important words: "I apologize for our mistake. Let me make it right."When something goes wrong, most people merely want to be heard and acknowledged. So listen, apologize, then ask what you can do to make it right. The 9 most important words: "Thank you for your business. Please come back again." Repeat customers cost less than new customers and are often more loyal.

  43. The 8 most important words: "I'm not sure, but I will find out." It's ok if you don't know the answer; it's not ok to make the customer keep searching for it. That's your job. The 7 most important words: "What else can I do for you?"Be prepared to go the extra mile, there is less competition there.

  44. The 6 most important words: "What is most convenient for you?" Your customers will be pleasantly surprised when you ask what's convenient for them. The 5 most important words: "How may I serve you?" This question reinforces your role in the relationship. Play that role the best you can.

  45. The 4 most important words: "How did we do?" Feedback is critical! Your customers have a unique perspective and they appreciate being asked. The 3 most important words: "Glad you're here!" Customers who feel welcome spend more time, more money and are more likely to return.

  46. The 2 most important words: "Thank you." Basic manners... but how often do you get thanked when you're the customer? The MOST important word: "Yes.“

  47. If You Don’t Make Your Client Happy Someone Else Will

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