chapter 8 sales and service 8 sales and service c h a p t e r
TRANSCRIPT
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Chapter 8 Sales and Service
8
Sales and ServiceSales and Service
C H A P T E R
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Objectives
• To define what sales is and what sales is not
• To provide an overview of the various sales methodologies used in sport business
• To analyze pricing techniques and strategies as they relate to the sport industry
(continued)
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Sales
• The revenue-producing element of the marketing process
• The process of moving goods and services from the product producers into the hands of those who will benefit most from their use
• Involves the application of persuasive skills
• May be supported by print, audio, or video messages designed to promote the product or its brand as essential, the best, or desirable
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Factors That Cause Customersto Perform or Fail to Perform
• Quality
• Quantity
• Time
• Cost
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Traits of a Good Salesperson
• Belief in the product
• Belief in yourself
• Seeing many people (sales call volume)
• Timing
• Listening to the customer (but realizing that what the customer wants is not necessarily what she is telling you)
• A sense of humor
(continued)
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Traits of a Good Salesperson (continued)
• Knocking on old doors
• Asking everyone to buy
• Following up after the sale with the same aggressiveness you demonstrated before the sale
• Common sense
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What Is a Good Sales-Oriented Organizational Structure?
• The reporting structure in an organization
• The relationships between departments that are integral in the sales process
• The organizational style or philosophy with regard to producing support materials used in the sales process
(continued)
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What Is a Good Sales-Oriented Organizational Structure? (continued)
• The sales developmental process within the department
• Determining the composition of the sales force and the compensation mix for the sales staff
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Figure 8.3
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Developing and Managinga Sales Department
• Properly train the sales staff.
• The sales staff must have the resources they need to accomplish the established goals.
• Identify the strengths and weaknesses of the sales team or its individual members.
(continued)
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Developing and Managinga Sales Department (continued)
• Complement the various personalities and styles of individual members to benefit the team as a whole.
• Initiate an attractive incentive structure to motivate the salesperson to achieve his or her individual goals.
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What Do Sport Teams Sell?
• Naming rights
• Electronic inventory
• Signage inventory
• Print inventory
(continued)
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What Do Sport Teams Sell? (continued)
• Assets related to ticket sales
• Tickets and hospitality inventory
• Promotions inventory
• Community programs
• Miscellaneous
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Direct Data-Based Sport Marketing and Sales
• Database marketing involves the collection of information about past consumers, current consumers, and potential consumers (see chapter 4).
• Sources for ticket database leads include the following:
(continued)
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Direct Data-Based Sport Marketing and Sales (continued)
– Current season-ticket holders– Co-account holders (share season tickets)– Corporate– Partial-plan holders– Groups– Advance-ticket purchasers– Phone sales– Outlet ticket sales– Day-of-game walk-up– Sweepstakes or contest entries– Electronic media opt-ins (continued)
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Direct Data-Based Sport Marketing and Sales (continued)
• Sport organizations should attempt to collect contact data from every customer who touches the product.
• Sport marketers must manage the database and should test or measure the responsiveness of customers to certain database sales strategies.
– Lead scoring
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Most Commonly UsedSales Strategies
• Telemarketing
• Direct mail
• Personal selling
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Characteristics of Direct Mail
• Direct mail is targeted.
• It is personal.
• It is measurable.
• It is testable.
• It is flexible.
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Developing the Direct-Mail Offer
• Differentiating the product to be offered from other products offered
• Offering options or variations of the product to fit the price considerations and abilities of the marketplace
• Providing an attractive range of benefits or exclusivity
(continued)
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Developing the Direct-Mail Offer (continued)
• Using discounts, sales, refunds, coupons, premium items, and other incentives to enhance the perceived value of the offer
• Offering flexible payment or deferred payment terms
• Offering a money-back guarantee
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E-Mail Marketing
• Many of the principles of direct-mail marketing can be applied to e-mail marketing.
• E-mail and mobile marketing can be precisely targeted and can show great ROI if used well.
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Direct Mail Can Be More Than an Offer
• Good sport marketers use direct-mail marketing for more than soliciting product.
• They also use it to enhance the relationship with consumers:
(continued)
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Direct Mail Can Be More Than an Offer (continued)
– Regular method of communication to keep the customer informed
– Soliciting input, opinions, and feedback through questionnaires, surveys, and chat rooms
– Showing accountability and expanding the knowledge of the consumer with an annual report
– Thank-you correspondence
– Delivering invitations to special events and opportunities
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Personal Selling
• “Face-to-face selling is the art of convincing, the use of learnable techniques to close a transaction, and the application of basic rules to show a prospect or customer that you have something he or she needs.” (Breighner, 1995)
• Rules for effective personal selling include the following:
(continued)B. Breighner, Face-to-Face Selling (Indianapolis, IN: Park Avenue, 1995), x.
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Personal Selling (continued)
– Use data-based marketing.
– Let it be known that you are in sales and what you are selling.
– Overcome objections and perceived barriers.
– Manage the conversation by being an effective listener.
– Employ consultative selling.
– Build around strengths of product and service.
– Match the consumer with the appropriate product.
– Follow up. (continued)
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Innovative Selling Strategies
• Education can sell the fan base.
• Remember your packaging.
• Remember that fun is good.
• Couponing is not just for groceries and fast food.
• Remember the profitability and effect of group sales.
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Pricing
• Price is a critical element in the marketing mix for a number of reasons.
– Prices can be readily changed.
– In certain market conditions, price is one of the most effective tools.
– Price is highly visible.
– Price is never far from the consumer’s mind.
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Value
• Value is the quantitative measure of the worth of the product.
• Satisfaction = Benefit − Cost
(continued)
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Value (continued)
• Price does not equal cost.
– Travel
– Parking or public transportation
– Concessions
– Souvenirs
– Service charge or handling fees
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Yield Management
• Employing a variety of pricing strategies to ensure that the product, particularly tickets, can be purchased by the broadest range of potential buyers.
• Yield management includes not only pricing but also packaging of tickets to ensure the highest yield on the sale of the product.
(continued)
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Yield Management (continued)
• Organizational buy-in.
• Understand the marketplace.
• Data, data, data.
• Understand the secondary market.
• Understand implications.
• Remember the fans.
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Secondary Market
• Many consumers purchase tickets through secondary sources (not the team) because those sources offer a variety of prices, all usually less than those of the team, which has a higher cost of doing business.
• Some season-ticket buyers resell their tickets in the secondary market to offset costs or make money, which can be a critical factor in the decision to purchase season tickets in the first place.
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Aftermarketing Defined
• Relationship after all the marketing and sales efforts have been completed, a purchase has been made, and the prospect has become a customer.
• Thus, the relationship changes to one of support and sustainability.
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Customer Lifetime Value (CLTV)
• Formula that helps a marketing manager arrive at the monetary value associated with the long-term relationship of any given customer, revealing both the cost and the net worth of that relationship over time.
– Season-ticket holder should be viewed not as a $4,000 annual spend but as someone who could spend at least that amount every year for the next 20 years ($80,000).
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Figure 8.6
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Aftermarketing
• The more valuable the customer is, the more effort the staff must devote and expend to retain that customer.
• Many sport organizations employ retention teams to service current customers and build relationships with them.
(continued)
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Aftermarketing (continued)
• The cost of acquiring new customers far outweighs the cost of retaining current ones.
• To retain customers long term, sport marketers should offer them benefits that meet their needs.
(continued)
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Aftermarketing (continued)
• The integral aspects of sport consumer retention are satisfaction, utilization, and enjoyment of the product purchased.
• Sport organization should continually strive to improve the fan experience.
– Edu-selling
– Technology
(continued)
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Aftermarketing (continued)
• Customer service and retention programs should encompass the following:
– Offer customized or personalized customer contact and treatment
– Conduct regular customer satisfaction surveys or audits
– Create and sponsor special events or activities for preferred customers
(continued)
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Aftermarketing (continued)
– Maintain a database of current customers and defectors
– Create a website with special content and features for members
– Produce a newsletter and distribute that content on a regular basis
– Offer frequency incentive programs
(continued)
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Aftermarketing (continued)
– Conduct stakeholder meetings or luncheons to gather feedback
– Create special members-only events to demonstrate and show appreciation
– Provide special access to players and other organizational assets that are not available to the public