America’s winter sports of basketball and hockey normally do nearly $15 billion of business during a season. One way or another, most of that money comes from putting bottoms on seats in the huge sports arenas where fans go to see games. COVID closed these arenas down in mid- March 2020, with effects that lingered well into the 2020-2021 season.
That created some severe financial challenges for NBA and NHL teams. And it was especially difficult for the sales teams that bring fans to games. How does a sales leader handle such unprecedented challenges? With optimism and honesty, ac-
cording to Brian Norman, SVP Ticket and Premium Sales for hockey’s New Jersey Devils. “We were extremely hopeful and optimistic that we would come out of this experience better prepared to drive our business for- ward. However, we were very honest and vulnerable with our team mem- bers throughout,” Norman says. Norman’s Devils are owned by Harris Blitzer Sports & Entertainment, which also owns the NBA’s Philadel- phia 76ers. So Norman works closely with Ben Cobleigh, the Philadelphia 76ers’ VP Ticket Sales and Service. Indeed, the sports sales duo has
worked together for a decade, ever since they started selling for the Washington Wizards and Capitals. Cobleigh’s version of optimism and honesty is pithy: “Always focus on what you can do, versus what you cannot do. Get gritty and make it happen!” For all this optimism, honesty, and grit to work, however, Cobleigh and Norman had to find creative solutions on several fronts – including what to sell, how to sell it, and how to pre- serve, motivate, and compensate the sales team.
One sales opportunity was selling
risk-free deposits that would get fans on the priority list for much-sought- after season tickets to the next 76ers’ season. But were there others? “Normally, we sell live entertain- ment, so let’s find ways to entertain and replicate game day,” explains Cobleigh. So the 76ers partnered with
Microsoft to entertain virtual fans, plus provide goodies and game-day giveaways like replicating the live T- shirt toss at games by sending T-shirts to fans. In addition, the team sent playoff gifts to season ticket holders and hired a comedian and magician to entertain fans in virtual events. These events also included world-class chefs, wine connoisseurs, a beer tasting presented by Miller Coors, a mixology class, and workout classes hosted by team training staff. The aim was to provide customers
with unique experiences they would never receive at the now-closed arenas. “When you sell entertainment, make sure it is enjoyable,” Cobleigh points out. Front-office and alumni personnel helped the sales teams engage fans in these virtual events. Optimist Norman notes an upside
to the virtual approach. “Live events are limited in numbers, but virtual events can get more fringe fans – and you can nurture them through virtual events.” The Devils simulated hockey games and drew 60,000 fans for these simulated games. “We got creative and brought content into their living rooms.” In place of live meetings, the sales team used online sales tools like Zoom and Microsoft Teams to sell major accounts. This had an addi- tional benefit: “We could double the number of appointments each day,” Norman explains.
The new tools also enabled tech- savvy salespeople to be more creative in selling – showing seating maps, 3D
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