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chapter09.pptx
chapter10.pptx
lu06_assignmentsports.pdf
MGT 220: Introduction to Sport Management Learning Unit 6: Assignment
LU06 Assignment: Marketing
Follow the directions below to complete your unit assignment:
1. You are the marketing director for a minor league hockey team in a city of your choice. Using
each of the bases of segmentation discussed in this chapter, identify five distinct market
segments that you will target. Develop 10 gameday promotions (autograph night, discounted
beverage night, etc.), with each segment that you have identified being targeted by at least two
of them. Try to be creative with your promotions.
2. Remember to include your last name in the file name and attach it to the Assignment
submission area in the learning unit.
3. This does not have to be written in an essay format.
4. The response is to be relatively free of distracting mechanical and grammatical errors.
5. The response must provide sufficient evidence and/or explanation.
© Peyton Bakalar and Indian Hills Community College
chapter09.pptx
Sport Marketing
Chapter 9
Chapter Objectives
Properly define marketing and sport marketing;
Appreciate that successful marketing begins with understanding the customer;
Recognize the role of marketing in sport;
Understand segmentation and positioning;
Identify the key components of a marketing plan
So You Want to be a Sport Marketer?
NOT just advertising and sales!
Marketing is essentially UNDERSTANDING the customer!
What are the customer’s wants, needs, and desires?
Do customers attend sporting events “only” because of the quality of the home team?
What other factors may contribute to their attendance/non-attendance?
Formal Definitions
Marketing – the activity, set of institutions, and processes for creating, communicating, delivering and exchanging offerings that have value for customers, clients, partners and society at large
Sport Marketing – the proactive efforts that are designed to influence consumer preferences for a variety of sport products and services (Mullin, Hardy, and Sutton, 2007, p. 11)
©salajean/Shutterstock, Inc.
The process of dividing large, unlike groups of consumers into smaller, more defined groups of people who share similar characteristics.
Market Segmentation
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Market Segmentation
Demographics
Gender
Age
Family size
Income
Ethnicity
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Market Segmentation
Psychographics
Lifestyles, activities, interests and opinions
Notice that these attributes may be influenced and change more readily than most demographic information
A 35-year old male earning $46,000 a year living in San Francisco is likely to have different interests and opinions than a 35-year old male earning $46,000 a year living in Tulsa, Oklahoma
But we rarely assume in marketing; we test and verify, especially since everyone is an INDIVIDUAL!
Market Segmentation
Benefit Segmentation
Different consumers may seek different benefits from the same product
Faculty and staff members attending a campus sporting event may have different motivations than students
The “on-field” action may not be the primary attraction for many on-site consumers!
What reasons cause students to attend sporting events?
Are there some students on campus who would not be interested in sporting events? What would likely be their reasons?
Market Segmentation
Geographic Segmentation
What are the attributes of your geographic location?
Urban
Rural
“College Town”
Weather
Others?
Market Segmentation
Geodemographic Segmentation
Birds of a feather flock together
Visualize where you lived in high school – did most of the parents in your neighborhood have similar jobs? Interests? Incomes? Beliefs?
PRIZM System
Knowing the “cluster” can determine the likelihood of marketing success
Relationship Marketing
Marketing with the conscious aim to develop and manage long-term and/or trusting relationships with customers, distributors, suppliers, or other parties in the marketing environment
Lifetime Customer Value
Do you prefer Coke or Pepsi? Do you have a preference for one type of beer? How many of these products have you consumed in your lifetime? How many more will you consume in the future?
Relationship Marketing
Bonding – creation of unified commitment
Financial bonding – financial incentives
Frequent flier bonuses
Social bonding – social or psychological incentives
Fan Identification
Personal commitment and emotional involvement customers have with a sport organization
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Branding
Brands – name, term, design, symbol that identifies a product as different than another
Tangible and intangible attributes
Brand Equity – what is the brand worth?
Is the brand recognized?
If recognized, what do consumers associate with the brand?
Perceived quality of the brand?
Will consumer’s insist on buying it?
Positioning
Establishing a brand’s image in the minds of consumers
What is a brand’s personality?
Examples of various sport and non-sport brands?
External Contingencies
What cannot be controlled?
Economy
Technology
Competition
Physical environment
Cultural trends
Political and legal environment
Utilizing a S.W.O.T. analysis each year will help recognize and potentially adjust product and brand characteristics to adapt to the changing environment
The Marketing Plan
How does all of this information come together to impact decisions?
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chapter10.pptx
Sport-Sales and Revenue Generation
Chapter 10
Chapter Objectives
Describe how consultative selling differs from traditional selling;
Articulate how consultative selling creates an impact;
Demonstrate how to use the bridging-the-gap sales process;
Highlight how to keep good relationships and help clients make investment decisions;
Chapter Objectives
Understand how to establish business credibility;
List some rules that help influence buying decisions;
Apply these influence rules to the sport-sales setting;
Demonstrate the ability to analyze customer needs;
Outline the process of recommending solutions and gaining commitment.
Introduction
United States is capitalistic country
Sport is a capitalistic industry
If you can sell, you will always be employed, so ALWAYS be selling!
It is not uncommon for Chief Executive Officers, Presidents, Vice Presidents, and other high-ranking sport business managers to be actively involved in selling as a key component of their job.
What is Selling?
Ticket sales are the lifeblood of sport enterprises.
Other revenue streams impacted by ticket sales:
Sponsorships
Parking
Concessions
Licensed merchandise
Remember – what are the customers’ WANTS, NEEDS, and DESIRES?
Sales – A Critical Component of Sport Business Training
Necessary elements:
Philosophy agreement – make sure mission and goals mesh with individual philosophy
Product – thoroughly understand the product, its uses, benefits, etc.
Prospect – develop a prospect database
Practice – sales requires practice to develop skills
Performance – combine real world selling with ongoing analysis
Pentagon of Sports Sales Training
7
Sales Process
Typically, the sales process involves the following steps:
Ensure philosophical agreement
Develop and organize prospects
Adopt a sales-consultant approach
Open the sale
Conduct the analysis
Reach an agreement
Close – get an action commitment
Add value and obtain personal introductions
Sales Process
Ensure Philosophical Agreement
Learn, understand and internalize the organization’s culture
One cannot maximize sales opportunities without first having a thorough understanding of the organization
Know what the organization expects
Performance standards
Technology available
Development of new products
Common Philosophies
Common Sport-Industry Sales Philosophies
Adapted from Irwin et al. (2007). Pentagon of Sport Sales Training: A 21st Century Sport Sales Training Model.
| Sales Philosophy | Summary |
| Sun Tzu–Art of War Adaptation | Relationship selling based upon being prepared and anticipating customer needs and interests—win-win thinking (Michaelson & Michaelson, 2004). |
| Prize Inside | An up-front approach to benefit-based selling based upon the premise that every consumer wants to know their prize—how do they benefit from or what do they get from the sale (Godin, 2004)? |
| The Customer Comes Second | Sales staff needs must be satisfied before those of the customer (Rosenbluth, 1992). |
| Consumer-Behavior Driven | Sales success involves identifying and understanding potential consumers, and creating personal relationships in order to persuade customers (McCormack, 1996). |
| Eduselling | Educating and partnering with customers before, during and after the sale leads to purchase satisfaction and long-term customer retention (Sutton, Lachowetz, & Clark, 2000). |
Sales Process
Develop and Organize Prospects (“Leads”)
After you know your product to be sold, the potential prospects should be identified
There is no reason to waste your time attempting to sell a product to someone who has no potential interest or need for the product or ability to purchase
Even when prospect lists contain “likely customers,” it will usually require approaching many prospects to secure a small amount of presentations that will then generate an even smaller amount of sales
100 – 10 – 3 rule of sales
Know Your Prospects
Important information
What do they want?
Why do they want what they want?
How can they be reached?
When should they be reached?
What message will increase the likelihood of closing the sale?
Are they concerned about price? Convenience? Opportunities to consume with their friends? Other wants, needs, and desires?
Potential Prospecting Sources
Where does one find potential prospects?
Can these lists be generated?
What information might the organization already have? (past ticket purchasers, etc)
Can these lists be purchased?
Remember, be creative in your initial development of potential prospect lists
Sales Process
Adopt a Sales-Consultant Approach
Remove fear of failure
You will be told “no” many more times than you will be told “yes.”
By diagnosing a “solution” to the wants, needs, and desires of the customer, the rate of sales will increase.
Knowledge of the potential link between the products offered and the customer’s needs is critical!
Sales-Consultant Approach
This is not a “used-car salesman” approach
Consultant selling seeks to fulfill wants, needs, and desires rather than generate a quick “impulse” purchase.
A satisfied customer is likely to be a repeat customer
A satisfied customer can potentially help sell the product to other people
The sales process should build a relationship, not just a one-time transaction
Danger Areas
Do not
Attempt to make the sale at all cost
Deceive the customer
Fail to listen to the customer
Create an unhealthy relationship by selling the customer something that does not fulfill their wants, needs, or desires
Remember – your reputation in the industry will grow quickly, what do you want that reputation to be?
Sales Process
Opening the Sale
Make a good first impression
Dress, speak, and present in a professional manner that is appropriate for the situation
Build rapport
Be confident, energetic, and enthusiastic
Ask questions and LISTEN!
Diagnose problems and potential solutions
Treat the customer with respect at ALL times
Sales Process
Key things to remember
Know your product/service
Time is valuable
Have a plan
Do not directly denigrate a competitor, instead, focus upon the benefits of your product offerings
Be realistic
Be able to deliver upon promises
Sales Process
Hearing and addressing concerns
Maintain your confidence at all times
Remember, a rejection of the product is not a rejection of you as a person
Demonstrate empathy
You must convey to the customer that you know and understand their concerns
Use questions to determine specific answers
Position your solution
Check to insure the client has understood and agreed
How to Influence Behaviors?
Robert Cialdini’s Rules of Influence include:
Reciprocation
Commitment and Consistency
Social Proof
Liking
Authority
Scarcity
Know the appropriate area(s) to utilize with specific clients
Everyone is not equal in their attitudes, beliefs, experiences, etc.
Sales Process
Reaching Agreement (Closing the sale)
You must always ask for the sale!
Types of Closes
Invite Close
Assumptive close
Alternative close
Order-sheet form close
Authorization close
“I want to think it over” close
Sales Process
Obtaining personal introductions
The questions you ask and the comments you make will help close the sale and move to the next step – obtaining potential referrals
Sales are much more likely to occur if a friend or colleague makes the introduction
Create “warmer” leads for the future
Important Sales Terms
Commission – percentage of sales that the sales professional receives as compensation
Telemarketing/teleselling – sales approach that features the use of personal selling techniques in a non face-to-face context and utilizes telecommunications technology
Override – compensation provided to a sales professional who oversees a sales staff
80/20 rule of sales – 80% of revenue is generated from sales to 20% of the customer base.
Relationship marketing – integrating the customer’s wants, needs, and desires with an organization’s strategic marketing plan to create and sustain a long-term relationship
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a great idea to take a course that focuses on the sales process, even if that course is not offered as part of the standard sport-management curriculum.
The Sales Process While there may be variations, the sales process usually consists of the following:
1. Ensuring philosophical agreement. 2. Developing and organizing prospects. 3. Adopting a Sales-Consultant Approach. 4. Opening the Sale. 5. Conducting the Analysis. 6. Reaching an agreement. Obtaining purchase consent and following-up with
the client. 7. Value-adding and obtaining personal introductions.
Step 1—Ensuring Philosophical Agreement Insuring philosophical agreement involves learning, understanding and internaliz- ing an organization’s sales culture and sales philosophy. A sales organization’s cul- ture reflects its physical, emotional, and developmental environment. Reflecting this environment, a sales philosophy is an organization’s strategic approach to sell- ing. A firm’s sales philosophy is continually revised and modified based upon con- sumer feedback and sales-success levels.
190 Chapter 9 Sport Sales and Revenue Generation
F I G U R E 9 . 1 Pentagon of Sport-Sales Training Irwin et al. (2007). Pentagon of Sport Sales Training: A 21st Century Sport Sales Training Model.
Sales Success
Performance Practice
Pentagon of Sports Sales
Training
Philosophy
Product Prospect
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