Transcript Customer-Focused Selling

Presented by:
Jennifer L. Pricci
646.246.5176
[email protected]
Customer
Focused
Selling
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 | [email protected]
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
Jennifer L. Pricci | 25 Ocean Boulevard Atlantic Highlands NJ 07716 | 646.246.5176 | [email protected]
Relationship Stages Matrix
Basis of Relationship
Share Investment risks &
STRATEGIC PARTNER rewards via mutual
commitments
Relationship Value
Involvement Level
Typical Sales
Behavior
Aligned philosophy, goals
and strategy
Maximum long-term impact
on costs and ROI
Joint leadership teams
across multiple functions
INTERDEPENDENT
WITH CLIENT
Strategic impact on current
and future opportunities /
needs
Positive impact on
organizational costs and ROI
Account teams across
multiple functions
CONSULTATIVE
WITH CLIENT
Sales teams coordinating
with multiple functions
PROACTIVE WITH
CLIENT
TRUSTED ADVISOR
Jointly explore emerging
needs and opportunities
via breakthrough
strategies
PROBLEM SOLVER
Customized total solutions for
Develop solutions I response specific client needs
to client problems based on
Positive impact on
dialogue
departmental costs and ROI
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
RFP’s 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
Jennifer L. Pricci | 25 Ocean Boulevard Atlantic Highlands NJ 07716 | 646.246.5176 | [email protected]
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 | [email protected]
10 Things “To-Do” Today to Get Sales
1. Send a handwritten note / unique premium
2. Clip and send an article of interest
3. Talk to a satisfied client and ask for who else you might contact
4. Send a thank-you card / gift to someone who referred you
5. Give your business card to someone with influence
6. Send a letter to an editor of a magazine your clients / prospects read
7. Add fifteen people to your mailing / calling list
8. Leave a short, compelling voicemail message
9. Make an appointment
10. Call a client / prospect you haven’t talked to in two years
Doing 1 of these 10 things each and everyday will make money!
Jennifer L. Pricci | 25 Ocean Boulevard Atlantic Highlands NJ 07716 | 646.246.5176 | [email protected]
Use The Point System Everyday
Here’s an exciting exercise that will help you approach your routine and gauge your progress.
There are four steps that are part of every sale:
1.
2.
3.
4.
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. Don’t
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 | [email protected]
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
Jennifer L. Pricci | 25 Ocean Boulevard Atlantic Highlands NJ 07716 | 646.246.5176 | [email protected]
Source: Miller Heiman Effectiveness Study, 2004
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 coldcalling 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 you’re looking for before you start looking for it. Use your pre-call planning checklist!
3. Find ways to find information faster.
Once you’ve 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 | [email protected]
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:
1.
2.
3.
4.
5.
6.
7.
8.
9.
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 | [email protected]
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
Online business information
resources
Mobile devices
(PDAs, cell phones, notebook PC’s)
CRM integration
Comprehensive, flexible output
and current information always
available online
Anytime-anywhere flexibility
to download key information
and receive e-mail alerts with
quotes, press releases, and other
information
Custom data feeds can power
your in-house sales platform
Jennifer L. Pricci | 25 Ocean Boulevard Atlantic Highlands NJ 07716 | 646.246.5176 | [email protected]
Pre-Call Planning Resources
The 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, it’s 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
– Company’s rank within the industry
– Industry growth or decline in recent years
Jennifer L. Pricci | 25 Ocean Boulevard Atlantic Highlands NJ 07716 | 646.246.5176 | [email protected]
Pre-Call Planning In Action
Scenarios for Success
Problem
Action
Retraining
Lagging sales
Use online research tools to
build customized
downloadable lead lists
Result
Quicker lead generation and
first-time visits
More informed client visits
Hit more clients in less time
Long sales cycle
Use online research tools to
build customized
downloadable lead lists
Lost sales to competition
More thorough research with
online resource
Jennifer L. Pricci | 25 Ocean Boulevard Atlantic Highlands NJ 07716 | 646.246.5176 | [email protected]
Reduction in sales cycle
Increases in lead generation
and client lists
Overall sales increase
Customer-Focused Selling
Selling 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 services…Instead, 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 | [email protected]
Customer-Focused Selling
Selling 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 | [email protected]
Customer-Focused Selling
The Process
1. Open:
Build Trust & Credibility
Set Action Plans
5. Position:
Build Long-Term
Relationship
Set Verbal Agenda
Adapt to social styles
Leverage the 3 V’s:
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
Clarify Next Steps
4. Confirm:
Gain Agreement
2. Investigate:
Question & Listen
Verbal Summary
Ask for Decision
Objection Handling Process:
Listen, Empathize, Ask Questions, Summarize
Confirm
Jennifer L. Pricci | 25 Ocean Boulevard Atlantic Highlands NJ 07716 | 646.246.5176 | [email protected]
3. Present:
Articulate Value
Describe the Value:
State the company attribute as proof
Link your solution to the client objective
Customer-Focused Selling
Adapting to Different Styles
Task Oriented
Analyzer
Thinker
Controller
Bottom-Liner
Slow
Paced
Fast
Paced
Cooperator
Relationships
People Oriented
Jennifer L. Pricci | 25 Ocean Boulevard Atlantic Highlands NJ 07716 | 646.246.5176 | [email protected]
Expresser
Conceptual
Customer-Focused Selling
Adapting to Different Styles
Task Oriented
Analyzer
They want Accuracy
Save them Face
Be Precise
Support their Facts
Give them Proof
Specialty in Technique
Don’t 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
People Oriented
Jennifer L. Pricci | 25 Ocean Boulevard Atlantic Highlands NJ 07716 | 646.246.5176 | [email protected]
Expresser
They want Applause
Save them Effort
Be Interested
Support their Ideas
Give them Testimonials
Specialty in Socializing
Don’t let them Attack
Customer-Focused Selling
Investigative Questions
Top Ten Questions for New Business:
Top Ten Questions for Existing Accounts:
1.
2.
3.
4.
5.
6.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Tell me your criteria for success
Share your go-to-market strategy
Tell me about the competitive landscape
Explain what you’ve been doing
Explore your future brand plans
Describe your experience in entertainment
marketing
7. Tell me about other agencies you work with
8. Give me an idea of who else is involved
9. Tell me how we can win the business
10. Share your budget requirements
Explain what’s 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 we’re 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 | [email protected]
Customer-Focused Selling
Segue 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 we’ve seen in the industry…
Over the past 6 months, we’ve seen…
• Segue into the presentation
– What’s 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 | [email protected]
Customer-Focused Selling
Attributes / Value Matrix: Why Entertainment Marketing
Attribute
Value
Build emotional connection
Loyalty, revenue, profitability, growth
Additional touch points
Efficiency, revenue, cost-reduction, leverage
Can’t 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 | [email protected]
Customer-Focused Selling
Attributes / Value Matrix: Why Us
“One of the trends we’ve 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 AE’s
Confidence, security
Jennifer L. Pricci | 25 Ocean Boulevard Atlantic Highlands NJ 07716 | 646.246.5176 | [email protected]
Customer-Focused Selling
Attributes / 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 | [email protected]
Customer-Focused Selling
Objection Matrix
Stated
Objection
Client
(Request)
Client (Hesitation)
Answer…
Too expensive
Will I get what I’m paying for /
enough value?
Help me understand why
it’s worth it
Value articulation
Existing
Relationship
Is it worth it for me to
change?
I don’t know how to sever ties
with my existing partnership
Tell me why it’s worth the
effort to change
Help me figure out how to
sever my ties with current
partner
Differentiation
Others have
better offerings
I’m afraid your solution won’t
achieve as well or better
I don’t 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 don’t need all
that
I think I’m paying for stuff I’m
not getting
Explain how what you’re
providing is exactly what I
need
Connect objectives
to solution
Not “ownable”
I don’t 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 | [email protected]
Customer-Focused Selling
Closing the Sale Effectively
• Direct Question:
– It sounds like we’ve 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 we’ve discussed, we’d like to do this project with you.
– We’d 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 we’ve answered your questions, what is your
process moving forward?
– What is your decision making process on this?
• Next Steps:
– I think we’ve 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 | [email protected]
Selling The Invisible: Sponsorships
The Program Lifecycle from The Brand’s 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 | [email protected]
Selling The Invisible: Sponsorships
Why 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 Group’s 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 Nascar’s 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 | [email protected]
Selling The Invisible: Sponsorships
How Brand’s Choose Properties
Brand’s 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 | [email protected]
Selling The Invisible: Sponsorships
How Brand’s 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 A&P 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 brandbuilding 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 | [email protected]
Gaining the Competitive Edge
How Brand’s 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
• There’s no such thing as the “perfect” property
– At best they’ll 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 didn’t 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 | [email protected]