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Selling Partnerships

Chapter 15. Selling Partnerships. Selling partnerships. Visit the St. Gregory Fun Run sponsorship page (click here). How would you describe their approach to selling sponsorships?. Prospecting. Select a local team to review their sponsorship portfolio.

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Selling Partnerships

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  1. Chapter 15 Selling Partnerships

  2. Selling partnerships • Visit the St. Gregory Fun Run sponsorship page (click here). • How would you describe their approach to selling sponsorships?

  3. Prospecting Select a local team to review their sponsorship portfolio. • Who are the sponsors in each primary and secondary category? • Who are they missing? Where are the opportunities?

  4. Listening to sell The potential sponsor should be prepared to share these five elements. However, a good salesperson will research beforehand to have a good understanding of the company. • How could you learn about some, if not all, of these elements before visiting with the potential sponsor? • Why is it important to know when the budget period is? • Why is it important to understand the sponsor’s perspective on engagement versus exposures? • Target market • Key market areas • Objectives • Budget period • Engagement vs. Exposures

  5. Beginning the partnership Listening tips • Give full attention to the person speaking. • Let the speaker finish before you begin to talk. • Listen for main ideas. • Ask questions instead of making statements. • Watch body language signals. • Why is listening important to relationships? • Looking at these tips, how well do you think most people do with listening? • If you are selling a sponsorship, what should you listen for?

  6. Partnership Qualities • Good partnerships are based on trust. • On a personal level, describe a good or a bad relationship you’ve had in terms of: • Long term commitment • Exclusivity • Honesty • Benevolence • Relational benefits

  7. Successful salespeople Discussion • What is adaptive selling? • Why do you think adaptive selling skills have the most influence on sales performance compared to the other four? • Adaptive selling skills • Sales training • Goal clarity • Dominant behavioral style • Experience

  8. DISC dimensions • Rate yourself on a 1-10 scale on each of these dimensions. • Which of these is your highest? • Given that the high D dimension is highly correlated with success in sales, would you need to adapt much to succeed?

  9. Goal clarity Discussion: If individuals in a sales organization lack clear goals, is that more management’s fault or the individual's fault? Successful salespeople: • Know exactly what output is expected. • Have clear and unambiguous performance targets. • Have a clear, planned set of goals to achieve the objectives.

  10. Sales training • If you were being trained for selling sponsorships, which of these would you personally need the most help with? Why? Effective training teaches: • How to interact with customers. • How much service to provide customers. • How to behave with customers while on the job. • How to handle customer objections. • How to handle unusual problems and situations. • How to deal with customers’ criticisms. • Which specific strengths to present to customers. • Which specific benefits to highlight for customers.

  11. Overlooking due diligence • Select at least three from the due diligence checklist. • Explain what questions must be asked. • Give examples of possible conflicts or misunderstandings which might occur if the issue isn’t defined in the sponsorship contract. • Restrictions. • Exclusivity. • Exclusivity of ad sales. • Customer databases. • Online rights. • Audience profile. • On-site capabilities. • Hospitality. • Concessions. • Licensing/merchandising.

  12. Staffing & fulfillment • Imagine, if necessary, that your school organization is putting on a benefit concert off-campus. You’ve obtained a sponsor who wishes to have survey tables, booths, displays, and samples at the concert. Which of these issues in the fulfillment checklist might pose problems? • Who will perform the work? • Who will recruit, contact and oversee the workers? • When will these workers be recruited and in place? • What are the responsibilities and rights (e.g., game access) of the workers? • Who will the contact person be at the property? • Are there any conflicting promotions or events on the date planned that will make fulfillment of this component difficult to carry out?

  13. Overlooking the fans Discussion • Research or recall what you think are some of the worst in-game sponsored promotions. • How could the team or sponsor have avoided embarrassing themselves with such a promotion?

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