SBJ: Topgolf eyes racetracks to drive business SBJ: Intel continues its push into sports SBD: Bettman: Isles Submitting Belmont Park Arena Plan SBD: Sources: Marlins Using Jeter To Elicit Interest In Team SBD: Braves' First SunTrust Park Homestand Goes Smoothly SBD: Manfred: Bush-Jeter Deal For Marlins Not Done SBD: Dale Jr. Retiring After '17 NASCAR Season SBD: Nike, Under Armour, Adidas Not Interested In Lonzo Ball SBD: James, Carter Recount Turning Down Reebok SBD: Tebow Helps Fireflies Lead Single-A In Attendance
Developing Sales Talent, Part 4: How To Determine Hunters Or Farmers
May 2, 2013 08:43 AM
Developing Sales Talent
Travis Apple, Pittsburgh Pirates
Leigh Castergine, New York Mets
Charlie Chislaghi, Kansas City Royals
Bryant Pfeiffer, Major League Soccer
Jamie Spencer, Tampa Bay Lightning
Janet Duch, San Diego Padres
Moderator: Bill Sutton, Bill Sutton & Associates and University of South Florida
At the recent SBJ/SBD Ticketing Symposium, sales executives from across sports talked about building a successful sales culture.
Today, we feature Part 4 of the discussion. Check back every day this week for more from this engaging and informative session.
Click here for:
Part 1: How To Find It And How To Make It Fit
Part 2: How To Build A Sales Culture
Part 3: How To Keep Them Motivated, Energized
SUTTON: All of you represent the hunter-farmer relationship. You have people that sell, the hunters, and you have people that farm, your retention group. When you have a sales staff, and someone’s really not the top performer, but they have some good conversation skills. How do you decide if somebody can be a farmer? How do you transition somebody from a hunter to a farmer? Or do you do that?
CHISALGHI: I’m seeing much more, that we’re not making that separation anymore. I’m seeing service staffs that are being staffed by people who are superb at relationship building, they can connect. But they’re also superb sales people. They upsell, they handle it, and they acquire referrals for new business.
WALLS: We’re getting away from that. It used to be the bottom performers on our service team a long time ago we’d, “lets put ‘em in service.” Whereas now, a lot of our best sellers are on the service team. It’s building relationships, if you can see the business from a macro standpoint. We’re putting more strong sellers onto our service team.
|It's never easy for a retention representative to ask a customer for money, Spencer said.
Check back tomorrow for the final installment of the Developing Sales Talent discussion.