Chapter 15

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

Primary CategoriesSecondary Categories Auto Beer Candy/Snacks Soda Wireless Home Improvement Banks/Financial Sporting Goods & Retailers Grocery Markets Quick Service Restaurants (QSR) Airlines Media Office Supplies/Overnight delivery Mass Market Retailers Local Corporations Insurance Select a local team to review their sponsorship portfolio. 1. Who are the sponsors in each primary and secondary category? 2. Who are they missing? Where are the opportunities?

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. 1. How could you learn about some, if not all, of these elements before visiting with the potential sponsor? 2. Why is it important to know when the budget period is? 3. Why is it important to understand the sponsor’s perspective on engagement versus exposures? 1. Target market 2. Key market areas 3. Objectives 4. Budget period 5. Engagement vs. Exposures

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. 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?

 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

Discussion 1. What is adaptive selling? 2. Why do you think adaptive selling skills have the most influence on sales performance compared to the other four? 1. Adaptive selling skills 2. Sales training 3. Goal clarity 4. Dominant behavioral style 5. Experience 1. Adaptive selling skills 2. Sales training 3. Goal clarity 4. Dominant behavioral style 5. Experience

 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?

Discussion: If individuals in a sales organization lack clear goals, is that more management’s fault or the individual's fault? Successful salespeople: 1. Know exactly what output is expected. 2. Have clear and unambiguous performance targets. 3. Have a clear, planned set of goals to achieve the objectives. Successful salespeople: 1. Know exactly what output is expected. 2. Have clear and unambiguous performance targets. 3. Have a clear, planned set of goals to achieve the objectives.

 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. 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.

 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.

 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?  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?

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?