Salesmanship is Not A Dirty Word

1
A Corporate Sales Guide
Presented by Jennifer L. Pricci 646.246.5176 jen
nifer.pricci_at_comcast.net
Salesmanship is Not A Dirty Word
Customer Focused Selling
May 5, 2006
2
Targets

• Existing Clients
• Extensions/References from existing businesses
• Vertical markets by category
• Previous clients (w/same or new company)
• Proprietary business opportunities
• Opportunistic low-hanging fruit

Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
3
Relationship Assessment

• The lower a client falls on the Partnership
  Pyramid, the greater your costs and smaller your
  profits, the longer your sales cycle, and the
  greater your exposure to the client churn and
  competitive erosion and market share.

Business Value
Collaboration
Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
4
Relationship Stages Matrix
Basis of Relationship Relationship Value Involvement Level Typical Sales Behavior
STRATEGIC PARTNER Share Investment risks rewards via mutual commitments Aligned philosophy, goals and strategy Maximum long-term impact on costs and ROI Joint leadership teams across multiple functions INTERDEPENDENT WITH CLIENT
TRUSTED ADVISOR Jointly explore emerging needs and opportunities via breakthrough strategies Strategic impact on current and future opportunities / needs Positive impact on organizational costs and ROI Account teams across multiple functions CONSULTATIVE WITH CLIENT
PROBLEM SOLVER Develop solutions I response to client problems based on dialogue Customized total solutions for specific client needs Positive impact on departmental costs and ROI Sales teams coordinating with multiple functions PROACTIVE WITH CLIENT
CREDIBLE SOURCE Consistently meet client expectations based on shared information Deliver more customized products / services Some positive impact on total costs Sales teams coordinating within group or department RESPONSIVE TO CLIENT
VENDOR Fulfill needs as requested and determined by client via RFPs and bidding process Lowest price Availability Minimum customization Little value-added differentiation One-way sales communication through department or group buying structure REACTIVE TO CLIENT
Goal
Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
5
Consider This

• It's tempting, but foolish to give up too soon on
  a long-term effort like marketing or getting into
  shape. One of my all-time favorite books, The
  Path of Least Resistance by Robert Fritz, offers
  these observations about why it helps to be
  taking some action, even one that appears to be
  yielding few results
• "A river bed is structured in such a way that the
  water flows along a path of least resistance. As
  more water is added, the flow gains momentum, and
  the general force of all the water moving through
  that structure increases.
• "Every action you take, whether it is directly
  successful or not, adds additional energy to your
  path. Because of this, everything you do works
  toward creating eventual success, including those
  things which are not immediately successful.
  Over a period of time, creating the results you
  want gets easier and easier."
• Marketing momentum does not usually gather
  force in a week or even a month. For someone
  doing the right things with persistence, results
  may take longer than seems reasonable. Once
  momentum gets going, trickles swell to
  floodwaters!

Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
6
10 Things To-Do Today to Get Sales

• Send a handwritten note / unique premium
• Clip and send an article of interest
• Talk to a satisfied client and ask for who else
  you might contact
• Send a thank-you card / gift to someone who
  referred you
• Give your business card to someone with influence
• Send a letter to an editor of a magazine your
  clients / prospects read
• Add fifteen people to your mailing / calling list
• Leave a short, compelling voicemail message
• Make an appointment
• Call a client / prospect you havent talked to in
  two years

Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
7
Use The Point System Everyday

• Heres an exciting exercise that will help you
  approach your routine and gauge your progress.
• There are four steps that are part of every sale
• Getting a lead, a referral, or an introduction
  to a decision maker
• Getting an appointment with the decision maker
• Completing an appointment with the decision
  maker
• Getting a commitment to a close (a purchase)
  or to an action that directly leads to a close
  (proposal / estimate)
• Assign one point to Step 1, two points to Step 2,
  three points to Step 3 and four points to Step 4.
• Work toward twenty points a week in any
  combination of steps four referrals, one
  referral and one face-to-face meeting, one
  commitment, and so on. You can shoot for more
  points if doable.
• At the top of your daily to do list put Get 4
  Points. The key is to use the point system
  daily. Dont wait until Friday and try to get
  twenty points.
• If you tally four points per day, you will never
  run out of prospects, your pipeline will always
  be full, and you will always succeed at this you
  will be a RAINMAKER.

Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
8
The Case for Pre-Call Planning Qualify Your
Prospect and Demonstrate Your Value

• To compete and succeed in sales today, you need
  and prospects expect you to have all the solid
  pre-call planning information you can muster.
  Pre-call planning enables you to qualify sales
  leads, target prospects, and sell to them
  effectively.
• 63.4 of sales leaders agree that their teams
  do not qualify leads as well as they should
• 55.9 of sales leaders agree that their sales
  team wastes time pursuing poor sales leads and
  opportunities
• Good pre-call planning is essential to qualifying
  leads and, ultimately, closing more sales!
• Consider the following business benefits
• The higher the quality of research before the
  call, the higher your close rate
• good research increases your chances of closing
  the sale and beating the competition to the close
• The less time you need to spend getting
  pre-call information, the shorter your sales
  cycle and the lower your sales call costs

Source Miller Heiman Effectiveness Study, 2004
Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
9
Three Steps for Pre-Call Planning Success

• To make the most of time spent doing pre-call
  research, follow three simple steps that will
  keep your efforts efficient and focused. After
  all, one of the main purposes of good pre-call
  planning is to save time. If you end up spending
  just as much time aimlessly looking for
  information as you would cold-calling companies
  to set up appointments, you defeat your own
  purpose to a great extent.
• Consider the following to spend less time and
  spend it wisely
• 1. Find the best sources.
• Be aware of all the sources available to you
  industry associations, company Web sites, news
  outlets, online business information resources
  and then make an informed decision about which
  ones can do the most for you in the least amount
  of time.
• 2. Find out what you want to find out.
• Know what youre looking for before you start
  looking for it. Use your pre-call planning
  checklist!
• 3. Find ways to find information faster.
• Once youve identified what you need to know
  about your prospect, learn how to mine your
  sources of information quickly and efficiently.
  When you use online business information
  resources, take full
• advantage of any online tools that are available
  to you, such as listbuilding and downloading
  capabilities. Also think about how you can use
  technology to make your search even more
  efficient.

Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
10
Pre-Call Planning Checklist

• A pre-call planning checklist is like a
  pre-flight checklist for a pilot. The great
  pilots never miss a single check point before
  taking off or landing. If a pilot misses
  something, that pilot might be missing. If a
  salesperson misses something, that piece of
  business may be missed.
• A pre-call planning checklist should include
• Written sales call objective
• Investigative questions to ask
• Something to show visuals
• Anticipated customer concerns and objections
• Points of difference vis-a-vis competitors
• Meaningful benefits to the customer
  (translation of attributes to values)
• Strategy to handle customer concerns and
  eliminate objections
• Closing strategy
• Expected surprises
• And plan to be flexible in your call or
  presentation.

Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
11
Pre-Call Planning Resources

• What you can get from different sources, how
  quickly you can get it, and how useful it will be
  to you

Technology for Efficient Pre-Call Planning Technology for Efficient Pre-Call Planning
Online business information resources Comprehensive, flexible output and current information always available online
Mobile devices (PDAs, cell phones, notebook PCs) Anytime-anywhere flexibility to download key information and receive e-mail alerts with quotes, press releases, and other information
CRM integration Custom data feeds can power your in-house sales platform
Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
12
Pre-Call Planning ResourcesThe Needle in a
Haystack

• Regardless of the information source, the purpose
  of pre-call sales planning is not to burden a rep
  with an endless stream of reports, anecdotes, and
  news stories about a company, but to quickly
  pinpoint
• key data that can help make a sale.
• To that end, its important to look for the
  following
• People
• Structure of employees including number and
  turnover
• Names of key decision makers with access to more
  detailed information
• Relationships of key decision makers to other
  companies or industries
• Company
• Financials, including sales, demographics and
  fluctuations in sales/revenue
• Competitor information with ready comparison to
  prospect information
• News about recent product or operational
  developments, hires, acquisitions
• Information about subsidiaries, branches and
  other business relationships
• Stock information including information about
  IPOs
• Industry
• Companys rank within the industry
• Industry growth or decline in recent years

Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
13
Pre-Call Planning In ActionScenarios for Success
Problem Action Result
Lagging sales Retraining Use online research tools tobuild customized downloadable lead lists Quicker lead generation and first-time visits More informed client visits
Long sales cycle Hit more clients in less time Use online research tools to build customized downloadable lead lists Reduction in sales cycle
Lost sales to competition More thorough research with online resource Increases in lead generation and client lists Overall sales increase
Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
14
Customer-Focused SellingSelling from Their World

• The real act of discovery consists not in
  finding new lands but in seeing with new eyes.
• - Marcel Proust
• Sell Solutions, Not Services!
• Customer-Focused Selling is not just an
  adaptation of existing selling techniques to
  focus more on the customer. Instead, it's a whole
  new approach that can barely even be called
  "selling
• Take any sales techniques you have used in the
  past, and instead of adapting them, throw them
  out!
• Don't even think of this approach as "selling the
  customer" - Think of it instead in terms of
  helping customers to find solutions that will
  help them achieve their objectives
• Leave your objectives, your sales goals, and your
  quotas at the door. Instead, adopt the mindset
  that you are there as an "inside" consultant to
  help your prospect with the tools (the products
  or services) that you have available
• Focus On The Customer's Needs!
• Customer-Focused Selling means NOT focusing on
  your great products or wonderful services! It
  means, instead, focusing on the customer's needs
• If you want to sell the best way possible, you
  are going to have to wait to start presenting
  your products or servicesInstead, you need to
  shine the spotlight on the customer!
• First, you need to find out what the customer
  wants, what the customer cares about, and what
  objectives the customer is trying to achieve

Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
15
Customer-Focused SellingSelling from Their World

• Every Customer Is Different
• Customer-Focused Selling means helping your
  customer find added value
• You need to be totally focused and immersed in
  helping your customer. You need to be focusing on
  how you can deliver as much benefit as possible
  toward the customer's objectives
• Learn how to explore and address buyers who have
  many different concerns
• Today more than ever, each customer has very
  unique concerns, and you can't sell until you
  find out what those concerns are!
• Have A Dialogue, Not A Presentation!
• Keep your sales presentation customized to the
  one customer you are with
• Think twice before you make a generic
  presentation
• Customers don't want to hear about how great your
  company is or how wonderful your products are.
  They want to have their concerns answered
• Today, customers are overflowing with
  information, and they are tired of slick,
  high-tech presentations
• What you can offer is a presentation that
  addresses their concerns and issues--and ONLY
  their concerns and issues
• Better yet, think of your "presentation" as a
  two-way dialogue in which both you and the
  customer explore the customer's needs first, and
  then determine how your products or services may
  be able to meet those needs

Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
16
Customer-Focused SellingThe Process
1. Open Build Trust Credibility
Set Verbal Agenda
Set Action Plans
2. Investigate Question Listen
5. Position Build Long-Term Relationship
Adapt to social styles Leverage the 3 Vs Words
7 Voice 38 Body 55
Plan clear objectives Do implement the
plan Check evaluate results Act make changes
based on findings
Use Investigative Questions Describe, share,
tell, explain Listen Build Content
Verbal Summary
Clarify Next Steps
3. Present Articulate Value
4. Confirm Gain Agreement
Ask for Decision
Describe the Value State the company attribute
as proof Link your solution to the client
objective
Objection Handling Process Listen, Empathize,
Ask Questions, Summarize Confirm
Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
17
Customer-Focused SellingAdapting to Different
Styles
Task Oriented
Analyzer Thinker
Controller Bottom-Liner
Slow Paced
Fast Paced
Cooperator Relationships
Expresser Conceptual
People Oriented
Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
18
Customer-Focused SellingAdapting to Different
Styles
Task Oriented
Analyzer They want Accuracy Save them Face Be
Precise Support their Facts Give them
Proof Specialty in Technique Dont let them Avoid
Controller They want Results Save them Time Be
Efficient Support their Conclusions Give them
Options Specialty in Control They will Boss You
Around
Slow Paced
Fast Paced
Cooperator They want Attention Save their
Relationships Be Agreeable Support their
Dreams Give them Guarantees Specialty in
Cooperation They Tend to Give-inc
Expresser They want Applause Save them Effort Be
Interested Support their Ideas Give them
Testimonials Specialty in Socializing Dont let
them Attack
People Oriented
Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
19
Customer-Focused SellingInvestigative Questions

• Top Ten Questions for New Business
• Tell me your criteria for success
• Share your go-to-market strategy
• Tell me about the competitive landscape
• Explain what youve been doing
• Explore your future brand plans
• Describe your experience in entertainment
  marketing
• Tell me about other agencies you work with
• Give me an idea of who else is involved
• Tell me how we can win the business
• Share your budget requirements

• Top Ten Questions for Existing Accounts
• Explain whats changed recently
• Share with me how else we can help
• Tell me what we could do differently
• Give me some sense of the long-term view
• Tell me how were doing
• Describe your newest innovations
• Share with me others to talk to
• Tell me how your colleagues reacted
• Share the marketing climate in your company
• Give me an idea of who else we could talk to

Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
20
Customer-Focused SellingSegue from the Front
Half to Back Half of the Sale Linking

• After completing the investigative process,
  provide a verbal summary of their needs and begin
  the presentation with links (linking what they
  need to what you provide)
• Client Driven Links
• You mentioned earlier
• Based on what you described
• You asked about
• In thinking about the specifics of your situation
• Personal Offering Driven Links
• In our experience
• One of the critical things that most of our
  clients consider is
• One of the trends weve seen in the industry
• Over the past 6 months, weve seen
• Segue into the presentation
• Whats unique about us is that
• What our clients like about working with us is
• How we make that happen for our clients is by
• The specifics in your segue should reference the
  following attributes

Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
21
Customer-Focused SellingAttributes / Value
Matrix Why Entertainment Marketing
Attribute Value
Build emotional connection Loyalty, revenue, profitability, growth
Additional touch points Efficiency, revenue, cost-reduction, leverage
Cant avoid it Effectiveness, confidence, peace of mind
More memorable Profitability, revenue, growth
Increased word-of-mouth Profitability, revenue, growth, reputation
Reaches target audience Efficiency, confidence, cost-reduction
Drives sales Revenue growth
Value of association Effectiveness, confidence, leverage, profitability
Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
22
Customer-Focused SellingAttributes / Value
Matrix Why Us

• One of the trends weve seen over the past six
  months is how critical it is for clients to
  (articulate value / result) and we provide (state
  the attribute)

Our Attribute Client Value / Result
Expertise Security, confidence, peace of mind,
Turn-key resource Efficiency, confidence, cost savings
ROI Measurement Confidence, security
History of success Confidence, security
PR Worthy Flexibility, confidence, revenue, cost savings
Compelling Ideas Competitiveness
Dedicated account team Security, confidence, flexibility
Integrated solutions Competitiveness, efficiency, flexibility, cost savings
Brand-centric Confidence, competitiveness
Alignment with target passions Competitiveness
Fun Peace of mind, confidence
Experienced AEs Confidence, security
Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
23
Customer-Focused SellingAttributes / Value
Summary
Value Attributes to Discuss
Security, confidence Experience, history, dedicated team, ROI
Flexibility Integrated solutions, ideas, PR ready, personnel, experience
Competitiveness Brand-centric, ideas, fun, PR, experience, successes
Efficiency, profitability Turn-key, history, integrated solutions, ROI, customized, experience
Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
24
Customer-Focused SellingObjection Matrix
Stated Objection Client (Hesitation) Client(Request) Answer
Too expensive Will I get what Im paying for / enough value? Help me understand why its worth it Value articulation
Existing Relationship Is it worth it for me to change? I dont know how to sever ties with my existing partnership Tell me why its worth the effort to change Help me figure out how to sever my ties with current partner Differentiation
Others have better offerings Im afraid your solution wont achieve as well or better I dont see how your proposal meets my want of a big idea Explain how your solution gets me the same and better results Explain why a smaller idea serves me better Revisit the big picture / Concept
I dont need all that I think Im paying for stuff Im not getting Explain how what youre providing is exactly what I need Connect objectives to solution
Not ownable I dont see how I can get behind it Help me feel comfortable with this solution Connect objectives to solution
Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
25
Customer-Focused SellingClosing the Sale
Effectively

• Direct Question
• It sounds like weve answered your questions,
  shall we move forward with this?
• How does this look to you?
• When do we get started?
• Direct Statement
• Based on everything weve discussed, wed like to
  do this project with you.
• Wed enjoy the opportunity to work together on
  this project
• Timeline-driven
• Based on the date of the event, we need to do X
  by then, and Y by this date, does that make sense
  to you?
• When do you plan on making your decision on this?
• Process-driven
• Tell me about your process on moving forward with
  this?
• Now that you have our proposal in hand and weve
  answered your questions, what is your process
  moving forward?
• What is your decision making process on this?
• Next Steps
• I think weve answered everything, shall we take
  a look at next steps?
• What do you see as next steps?

Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
26
Selling The Invisible SponsorshipsThe Program
Lifecycle from The Brands Perspective

• Proposal Management
• Consistently update necessary for proprietary
  proposals
• Screen and evaluate proposals based on
  established criteria
• Collaborate and get feedback from clients
• Generate critical cost benefit and ROI analysis
  and reports
• Archive proposals for future benchmarking and
  reference

Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
27
Selling The Invisible SponsorshipsWhy Choose
Sponsorship

• Sponsorship activities have many unique
  characteristics when compared to other
  communications efforts, and if exploited properly
  can become highly efficient brand-building
  vehicles.
• Consider the following examples
• Sponsorships can provide highly effective
  targeting
• UBS Financial Services Groups long-standing
  relationship with the Zurich Opera House and
  Zurich Ballet target upscale, wealthy customers
  
• Sponsorships have a unique ability to directly
  leverage equities and associations of another
• property
• Busch Beer leverages Nascars rugged,
  all-American, macho image
• Sponsorships can be highly interactive, thus
  presenting the opportunity to have a more
  experiential
• relationship with customers
• As the official telecommunications sponsor of the
  Professional Golfers Association (PGA), Sprint
  sets up hospitality tents at tournaments where
  new products and services are displayed
• Sponsorships can provide broad reach and
  exposure
• Coca-Cola reaches 50 million stakeholders, donors
  and consumers as a worldwide partner of The
  Special Olympics

Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
28
Selling The Invisible SponsorshipsHow Brands
Choose Properties

• Brands evaluate sponsorship opportunities from a
  strategic and tactical perspective.
• The following outlines some of the integral
  aspects of the evaluation process
• Strategic Objectives Does the opportunity align
  with your overall business and brand objectives,
  and fit with your target audience?
• if your overall objective is to acquire new
  customers, a sponsorship that reaches only
  existing customers will not help you achieve this
  objective
• does the opportunity provide competitive
  differentiation, and if your competitors are
  participating in this sponsorship, do you have
  the opportunity to distinguish yourself by
  participating or exploiting it in a unique way?
• Sponsorship Characteristics What are the
  sponsorship rights and benefits, what is your
  ability to exploit the sponsorship, and what
  reach does the opportunity offer?
• a sponsorship may include the right to use your
  logo on a product, and additional exploitation
  benefits may include sweepstakes tied in with the
  sponsorship, direct marketing efforts, etc.
• Can you assign a relative street value to the
  opportunity and what is that figure? Also, are
  you paying for rights and benefits that are not
  important to you?
• Sponsorship Organization How would you
  characterize the integrity and strength of the
  sponsorship organization offering the
  sponsorship? What are the risk factors of
  associated with the property and what is the
  potential impact on your brand?
• Internal constraints Do you have the internal
  commitment necessary to make the sponsorship
  successful? What are your existing internal
  constraints such i.e. budgets, staff and timing?

Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
29
Selling The Invisible SponsorshipsHow Brands
Determine What To Spend

• One factor to consider when determining how much
  to spend on sponsorship is to consider what
  competitors are spending as a percentage of
  overall revenue and how they are benefiting.
• Data from Mintel Sponsorship 2000, IEG and AP
  Database 2000 shows that on the consumer products
  side, Nike, Coke and Pepsi are among the three of
  the most aggressive businesses putting
  sponsorships to work to build their brands and
  fuel growth. They are investing 1.30, 0.75 and
  0.50, respectively, as a percentage of total
  revenue.
• It is also important to assess sponsorship
  activity relative to the value of other marketing
  and brand-building initiatives such as
  advertising, direct marketing, etc., and how it
  aligns with your overall strategic objectives as
  outlined in the previous section.
• Sponsorship expenditures can be broken down into
  two categories
• spending to acquire sponsorship rights
• spending to exploit those rights
• When sponsorship spend is expenditures are
  reported in the media, the data typically relates
  to the amount companies have paid to secure the
  rights for sponsorship, which is not inclusive of
  funding for exploitation activities. When
  thinking through how much to spend on
  sponsorships, it is important to consider both.
  Exploitation fees often equal or even exceed the
  original sponsorship rights fees themselves. The
  analysis should factor in the desired level of
  association with the event, competitor's
• activities, and the potential benefits accrued
  through such a sponsorship.

Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net
30
Gaining the Competitive EdgeHow Brands
Comparison Shop for Properties

• They ask Why?
• Why is this property the best partner for our
  sponsorship dollars, our marketing resources, our
  objectives and our investment?
• They shop around
• Theres no such thing as the perfect property
• At best theyll find other opportunities
• At worst those discussions with other properties
  might confirm our offering
• They seek trust
• Key to a successful marketing partnership
• Can my brand trust the information and the
  people on the other side of the table?
• Be prepared to talk about a previously failed
  partnership and why it didnt work
• They are committed to rational thinking
• Sponsorships are sold based on emotional
  attachment to consumers, but brands must focus on
  objectives and measurement
• Present tangible benefits of prospective
  partnership in black and white
• References
• Be prepared with references, offer testimonials
  and case studies

Jennifer L. Pricci 25 Ocean Boulevard
Atlantic Highlands NJ 07716 646.246.5176
jennifer.pricci_at_comcast.net