Thinking about the spiders and robots
By Bob Berting, Berting Communications
There continues to be a battle to enhance publication online presence and to be concerned about search engine optimization. When the spiders and electronic robots visit your publication website, do they represent interested readers who will trust and believe in your journalistic expertise or just curiosity seekers who just want to grab bits and pieces of your news content. The burning question is whether you are going to charge for your content or continue to run chunks of it on your website without charging? The answer lies in how much your audience wants your selected online local news to pay for it. Clearly it could be different from your print publication. For example, if you have a weekly publication and a story breaks between publication dates, it can run on your website. Most free papers are happy just to have paid advertising on their website and not worry about news content being paid.
People still want to read an actual newspaper
While the public is being bombarded by new technology like the Amazon Kindle
phenomenon, they need to make a decision as to what really is important in their reading habits. These habits can involve buying an actual book in a bookstore or a local newspaper that is delivered to their home or in a rack at a business location. Contrary to negative mass media , people still want local news. What is really interesting is to visit a popular bookstore like Borders or Barnes and Noble. You would think they would be deserted because of the internet or Kindle, but what a surprise to find these stores crowded with people of all ages shopping for books.
The newspaper website
Although having a great looking website is important, there should be a balance between the advertising in your print product and your online product. Strategically, if you strive for dominant ads in your print publication, you must also emphasize dominant banner ads on your website. Too many times, there are a cluster of small website ads than keep running week after week until they eventually fade away in time.
Current online sales training programs
A major drawback in current online sales training is that much of it is conducted by trainers who have never worked in the newspaper industry. To make things worse, the material being taught could be given to salespeople in practically any other industry. The answer is to know that your salespeople are learning from a newspaper expert and who customizes the material to the newspaper industry.
Sunday, March 6, 2011
Sunday, November 28, 2010
Six clues a publication is in trouble
Six Clues A Publication Is In Trouble
By Bob Berting, Berting Communications
It’s rare for a newspaper to head off a marketing strategy problem before a crises is upon them. More often, at times, it takes the sudden entry of a new competitor in the market, a serious plunge in sales, or a similar emergency to get a strategy change. The answer is to evaluate the publication’s marketing program on an objective on-going weekly basis.
Here are 6 clues that the publication is heading for trouble:
1. Cutting rates become the driving force to get sales
Deep discounting, constantly offering “special deals” is an indicator that the publication is using lower prices to beat competition. Customers see the publication as just a low cost medium, and don’t see any other value in doing business.
2. The publication can’t be differentiated from competition
It is vital that the publication maintain a unique identity that distinguishes it from the competition. This branding process is on-going and under constant review. The question is—how often is it reviewed?
3. Steady stream of sales gimmicks
When one special promotion runs into the next, customers soon think that nothing is really special. Instead of getting customers on an ongoing campaign, the publication floods the market with signature pages, national widget month, and other one-time fluff promotions that threaten the budgets of advertisers who want to put their money in campaigns that get response.
4. Sales management tactics change arbitrarily
Instead of a roller coaster of contests, trips, and bonus programs , the publication needs a unified plan of rewards that will motivate the salespeople on an on-going basis. This can be an incentive plan based on increasing sales, any activity that helps dramatically the image of the publication in the marketplace, etc,
5. More and more leads come from the sales force
Of course salespeople should develop leads, but if salespeople are the primary source of new business, the publication has a marketing problem. Even the best salespeople can’t be at the right place, at the right time, all the time. The publication needs a well developed marketing program to keep their name in front of prospects, so when they’re ready to buy, the sales staff can enter the picture from a position of strength.
6. Customers start saying “ I didn’t know you did that”
Even when long-time customers don’t have a clear picture of the publication’s overall capabilities, it’s a sign that marketing is failing. So many times, a booklet or brochure showing ALL the publication’s services can be very effective because it clarifies and reinforces what the publication offers. Of course an effective website is another powerful tool. But that’s another story.
-30-
By Bob Berting, Berting Communications
It’s rare for a newspaper to head off a marketing strategy problem before a crises is upon them. More often, at times, it takes the sudden entry of a new competitor in the market, a serious plunge in sales, or a similar emergency to get a strategy change. The answer is to evaluate the publication’s marketing program on an objective on-going weekly basis.
Here are 6 clues that the publication is heading for trouble:
1. Cutting rates become the driving force to get sales
Deep discounting, constantly offering “special deals” is an indicator that the publication is using lower prices to beat competition. Customers see the publication as just a low cost medium, and don’t see any other value in doing business.
2. The publication can’t be differentiated from competition
It is vital that the publication maintain a unique identity that distinguishes it from the competition. This branding process is on-going and under constant review. The question is—how often is it reviewed?
3. Steady stream of sales gimmicks
When one special promotion runs into the next, customers soon think that nothing is really special. Instead of getting customers on an ongoing campaign, the publication floods the market with signature pages, national widget month, and other one-time fluff promotions that threaten the budgets of advertisers who want to put their money in campaigns that get response.
4. Sales management tactics change arbitrarily
Instead of a roller coaster of contests, trips, and bonus programs , the publication needs a unified plan of rewards that will motivate the salespeople on an on-going basis. This can be an incentive plan based on increasing sales, any activity that helps dramatically the image of the publication in the marketplace, etc,
5. More and more leads come from the sales force
Of course salespeople should develop leads, but if salespeople are the primary source of new business, the publication has a marketing problem. Even the best salespeople can’t be at the right place, at the right time, all the time. The publication needs a well developed marketing program to keep their name in front of prospects, so when they’re ready to buy, the sales staff can enter the picture from a position of strength.
6. Customers start saying “ I didn’t know you did that”
Even when long-time customers don’t have a clear picture of the publication’s overall capabilities, it’s a sign that marketing is failing. So many times, a booklet or brochure showing ALL the publication’s services can be very effective because it clarifies and reinforces what the publication offers. Of course an effective website is another powerful tool. But that’s another story.
-30-
Saturday, October 23, 2010
The Third Call of a 3-call selling syatem--solidifying belief
The Third Call of a Three Call Selling System—Solidifying Belief
By Bob Berting, Berting Communications
Throughout this 3 call selling system, we have been stressing that this is a process by which the customer is being led to the conclusion that they can believe in the credibility of the advertising salesperson, trust in what they say, and finally on the third call, solidify their belief in what the salesperson can do for them.
The third call is a critical call and should be done in a relaxed, confident manner. It is critical that the comprehensive spec layouts be shown at the outset—ahead of any plan being presented. The selling axiom is “sell with emotion, and justify with logic (or facts).” At this point, it is important to guage the emotional reaction of the customer. Hopefully they will comment
on how well the layouts reflect the image they want to project which translates into more potential business. Remember on the second call we wanted to do rough layouts with them and get their ego involved in the content of the ads.
Presenting the plan
The plan for their advertising program should be relatively simple and not pages of demographic figures, graphs, studies, etc. It should be a yearly program broken down into quarters showing all the ways you think they should be using your publication which will include weekly display ads and website banner ads, quarterly pre-print inserts, point of sale materials, and possibly sales promotion items. The only other item to be in the plan might be participation in a yearly promotion schedule as part of a collective merchant program—either an area promotion or a subject promotion.
The bottom line total of this plan is the amount which was the portion of their yearly advertising budget you have allocated for your publication. The alternative to this yearly plan might be a highly seasonal business which may only settle for a 6 month plan.
Objections
It is my experience with proper research ( history of the account) and earlier fact finding, most objections can be alleviated. Sales manuals devote tons of space about how to overcome objections. The key is to do such a good job with your spec layouts and plan that objections will be minimized.
Closing
The key elements in closing are: always finding ways to get the customer to say yes—and making decisions they will agree with.
Here are other key points to consider when you are entering a closing phase with the customer:
1. Establish value before closing
2. Don’t make closing so obvious
3. Study how to show empathy—problem solving and not be a sympathizer where you are responding and reacting to all their plights
4. Talking pad—show answers to their problems by sketching or diagramming
5. Testimonials—show what their competitors have said about their success in your publication
Conclusion
The whole purpose of this 3 part series on the 3 call selling system is to show how advertising salespeople can successfully walk through a proven process to close a prospect or customer by the third call. This system has resulted in averaging 2 cold contracts a week for 15 years in the business.
It has produced contracts that show a 90% record of 52 week contracts or 1000” at will contracts during a year. Finally the same application has been made to sell 20 regional shopping centers on a yearly contract basis.
I hope the reader has enjoyed seeing this 3 call selling process. It works.
-30-
By Bob Berting, Berting Communications
Throughout this 3 call selling system, we have been stressing that this is a process by which the customer is being led to the conclusion that they can believe in the credibility of the advertising salesperson, trust in what they say, and finally on the third call, solidify their belief in what the salesperson can do for them.
The third call is a critical call and should be done in a relaxed, confident manner. It is critical that the comprehensive spec layouts be shown at the outset—ahead of any plan being presented. The selling axiom is “sell with emotion, and justify with logic (or facts).” At this point, it is important to guage the emotional reaction of the customer. Hopefully they will comment
on how well the layouts reflect the image they want to project which translates into more potential business. Remember on the second call we wanted to do rough layouts with them and get their ego involved in the content of the ads.
Presenting the plan
The plan for their advertising program should be relatively simple and not pages of demographic figures, graphs, studies, etc. It should be a yearly program broken down into quarters showing all the ways you think they should be using your publication which will include weekly display ads and website banner ads, quarterly pre-print inserts, point of sale materials, and possibly sales promotion items. The only other item to be in the plan might be participation in a yearly promotion schedule as part of a collective merchant program—either an area promotion or a subject promotion.
The bottom line total of this plan is the amount which was the portion of their yearly advertising budget you have allocated for your publication. The alternative to this yearly plan might be a highly seasonal business which may only settle for a 6 month plan.
Objections
It is my experience with proper research ( history of the account) and earlier fact finding, most objections can be alleviated. Sales manuals devote tons of space about how to overcome objections. The key is to do such a good job with your spec layouts and plan that objections will be minimized.
Closing
The key elements in closing are: always finding ways to get the customer to say yes—and making decisions they will agree with.
Here are other key points to consider when you are entering a closing phase with the customer:
1. Establish value before closing
2. Don’t make closing so obvious
3. Study how to show empathy—problem solving and not be a sympathizer where you are responding and reacting to all their plights
4. Talking pad—show answers to their problems by sketching or diagramming
5. Testimonials—show what their competitors have said about their success in your publication
Conclusion
The whole purpose of this 3 part series on the 3 call selling system is to show how advertising salespeople can successfully walk through a proven process to close a prospect or customer by the third call. This system has resulted in averaging 2 cold contracts a week for 15 years in the business.
It has produced contracts that show a 90% record of 52 week contracts or 1000” at will contracts during a year. Finally the same application has been made to sell 20 regional shopping centers on a yearly contract basis.
I hope the reader has enjoyed seeing this 3 call selling process. It works.
-30-
Monday, September 20, 2010
The second call of a 3 call selling system
The Second Call of a Three Call Selling Process—Building Trust
By Bob Berting, Berting Communications
Let’s think about some strategy before we get into the second call. The assumption is that you are talking with the person who makes the buying decision for the prospect company. We notice that some popular columnists use magic phrases to quickly sell a prospect, but when it comes to the real world of selling, it is actually a process. That process begins with the reality that customers buy improvement. They also buy solutions to their problems. But before they buy improvement and solutions to their problems, the salesperson has to establish credibility and now in the second call—build trust.
A Fact Finding Approach
This session begins with a needs analysis by the advertising salesperson which includes matter of fact questions—not progressive interview style questioning.
The sharp salesperson has already looked at the prospect’s website, so they should have insights about the prospect’s business to help them with their questioning. There is a natural flow of discussion where the salesperson needs to listen intently to the prospect because listening builds trust. The more the prospect believes and trusts you, the quicker they’ll accept your ideas.
Do Rough Layout Sketches
As the needs analysis begins to wind down, ask the prospect if it’s OK to do some rough ad sketches. The whole strategy now is to get them involved in the ad content. This is a creative way of personalizing an ad layout with a message from the prospect. Don’t worry if you are not artistic—simple stick figures and circles and squares will be sufficient. The BIG IDEA is to get their ego involved. Ask for the reasons why customers shop their business. These reasons can be the headlines of the rough layouts you do. Next ask what special services they offer. This information can go into the boxes you’ve drawn in your rough sketch.
A Real Life Story About Rough Sketches
I once had a paint company owner who was questioning a campaign proposal by me. We were in his shipping department so I pulled off a roll of brown wrapping paper and drew 4 squares left to right. I then began to ask him what services he might advertise. As he related the services I printed each one as the heading of each ad. Soon all 4 squares were filled with his copy ideas. We also discussed the image he wanted to project, Soon he began to realize that a campaign could be very effective. He then gave me permission to convert the rough layouts to comprehensive ad layouts. This approval is important, because there is no need to proceed with further layouts without it.
The Second Call of a Three Call Selling Process—Page 2
Let’s Analyze Why We Did The Rough Layouts
1. If you get the prospect’s ego involved in the planning process, they are more receptive to not only seeing your comprehensive layouts, but understanding the need for a campaign to tell the story of their business.
2. The prospect can see the salesperson understands good layout design—will respect the salesperson—and consider them in a more professional light.
3. The salesperson takes the rough layouts and gives them to the staff graphic artist who is able to produce comprehensive layouts that actually reflect the needs of the prospect and a clear understanding of the image to be projected.
Ask about their budget
If you have shown them how effective an ad campaign can be and how much improvement there will be in their business as well as solutions to many of their problems, the prospect should be receptive to a budget discussion. Even without a rough layout exposure, this would be a process of telling them you want to bring them an advertising plan ( not proposal), and you need some guidelines to decide how much the plan will cost. Explain that the national average for an advertising budget is 5 % of yearly gross sales. If the prospect will agree to that premise, ask how much of their budget is committed to other media. Of course commitments to other media can be changed ( as any ad agency knows), but as least you’ll have a figure to work with regarding an advertising plan that will put you in their media mix.
The final step
At this point, ask permission to bring an advertising plan and some comprehensive layouts to the third meeting. The ad layout size will be determined by the salespersons estimate of how much of the prospect’s budget can be allocated to their publication. When the prospect agrees to do so, set the appointment. This process is based on trust and belief in the advertising salesperson who will show how improvement and solutions to their problems can be achieved. Now the stage is set for the third call which will be discussed in the next issue.
-30-
By Bob Berting, Berting Communications
Let’s think about some strategy before we get into the second call. The assumption is that you are talking with the person who makes the buying decision for the prospect company. We notice that some popular columnists use magic phrases to quickly sell a prospect, but when it comes to the real world of selling, it is actually a process. That process begins with the reality that customers buy improvement. They also buy solutions to their problems. But before they buy improvement and solutions to their problems, the salesperson has to establish credibility and now in the second call—build trust.
A Fact Finding Approach
This session begins with a needs analysis by the advertising salesperson which includes matter of fact questions—not progressive interview style questioning.
The sharp salesperson has already looked at the prospect’s website, so they should have insights about the prospect’s business to help them with their questioning. There is a natural flow of discussion where the salesperson needs to listen intently to the prospect because listening builds trust. The more the prospect believes and trusts you, the quicker they’ll accept your ideas.
Do Rough Layout Sketches
As the needs analysis begins to wind down, ask the prospect if it’s OK to do some rough ad sketches. The whole strategy now is to get them involved in the ad content. This is a creative way of personalizing an ad layout with a message from the prospect. Don’t worry if you are not artistic—simple stick figures and circles and squares will be sufficient. The BIG IDEA is to get their ego involved. Ask for the reasons why customers shop their business. These reasons can be the headlines of the rough layouts you do. Next ask what special services they offer. This information can go into the boxes you’ve drawn in your rough sketch.
A Real Life Story About Rough Sketches
I once had a paint company owner who was questioning a campaign proposal by me. We were in his shipping department so I pulled off a roll of brown wrapping paper and drew 4 squares left to right. I then began to ask him what services he might advertise. As he related the services I printed each one as the heading of each ad. Soon all 4 squares were filled with his copy ideas. We also discussed the image he wanted to project, Soon he began to realize that a campaign could be very effective. He then gave me permission to convert the rough layouts to comprehensive ad layouts. This approval is important, because there is no need to proceed with further layouts without it.
The Second Call of a Three Call Selling Process—Page 2
Let’s Analyze Why We Did The Rough Layouts
1. If you get the prospect’s ego involved in the planning process, they are more receptive to not only seeing your comprehensive layouts, but understanding the need for a campaign to tell the story of their business.
2. The prospect can see the salesperson understands good layout design—will respect the salesperson—and consider them in a more professional light.
3. The salesperson takes the rough layouts and gives them to the staff graphic artist who is able to produce comprehensive layouts that actually reflect the needs of the prospect and a clear understanding of the image to be projected.
Ask about their budget
If you have shown them how effective an ad campaign can be and how much improvement there will be in their business as well as solutions to many of their problems, the prospect should be receptive to a budget discussion. Even without a rough layout exposure, this would be a process of telling them you want to bring them an advertising plan ( not proposal), and you need some guidelines to decide how much the plan will cost. Explain that the national average for an advertising budget is 5 % of yearly gross sales. If the prospect will agree to that premise, ask how much of their budget is committed to other media. Of course commitments to other media can be changed ( as any ad agency knows), but as least you’ll have a figure to work with regarding an advertising plan that will put you in their media mix.
The final step
At this point, ask permission to bring an advertising plan and some comprehensive layouts to the third meeting. The ad layout size will be determined by the salespersons estimate of how much of the prospect’s budget can be allocated to their publication. When the prospect agrees to do so, set the appointment. This process is based on trust and belief in the advertising salesperson who will show how improvement and solutions to their problems can be achieved. Now the stage is set for the third call which will be discussed in the next issue.
-30-
The FIRST Call of a 3 Call Selling Process—Establishing Credibility
By Bob Berting
Probably one of the biggest waste of time in an advertising salesperson’s life is the number of calls it takes to close a prospect. Over the years in a thousand sales manuals there is the consistent message that 80% of sales are made after the 5th call. This effort only happens because salespeople believe in follow through and dogged determination. It is my belief a prospect can be processed and closed in 3 calls. Let’s see how this will work.
Let’s examine a good first call on the prospect. According to most experts, after you have researched their website, now is the time to tell them what you know about their business—and how interested you are in what they are trying to achieve. This usually leads to questions you can ask about their business goals. The whole thrust of effort is designed to get them to open up and reveal their dreams and aspirations. As a media buyer for 30 years, I have been subjected to this approach. In a typical example, I’m sitting there thinking “who is this person—can I trust them—why should I tell them about my plans—if I’ve got goals I want to achieve why should I reveal them when I hardly know him or her?” The bottom line is that they have no credibility with me…I’m not going to open up until I can trust them.
Identification
So the answer is, you’ve got to strike a balance between building a relationship and at the same time have them trust you. Here is a time tested strategy for identifying yourself to the prospect:
The salesperson opens with the following “ I’d like to talk to you about your goals but I think it’s very important that you know who we are” The prospect now has these questions and thoughts in their mind which needs to be addressed as to who you are:
I don’t know who you are—what is your background experience –what are your qualifications?
I don’t know your company—what is the complete name of your publication—what other businesses do you have?
I don’t know your company’s product—tell me about your display ads—classified ads—website—local news—inserts
I don’t know your company’s customers—give me testimonials of people in my line of business.
I don’t know your company’s reputation—tell me about your awards, civic honors, and community involvement.
Once this information is processed—which could take 20 minutes-- the prospect now is in a position to trust and to believe in your credibility to allow them to reveal their thoughts: goals, budgets, etc. You’ll notice there has been no mention of showing a media kit. It has all been verbal
Building Rapport
There’s always a likeability factor in selling. It’s amazing what a smile can do to break down barriers between people. It’s always important to find common ground and build rapport. How many times have we heard the phrase “ build rapport” but even in today’s world of selling. It’s amazing how many times we forget to do it. It still means something for a prospect to be complimented on their hobby or something they’ve done. I remember once having a real tough time with a prospect until I saw his bowling trophies and award certificates on his office wall. I was a bowler myself so I could relate to his accomplishments. I sincerely asked him about his bowling expertise and a huge change happened. He became far more friendly and ended up giving me quite a chunk of business.
Creation of interest
At the conclusion of the first call which could be near the end of an hour—is the time to do what I call “gravitational selling” This is where you want the prospect to gravitate to you in preparation for the second call. It also can be called “creation of interest”. In a sense, it’s like the identification segment except it makes promises of what the prospect can expect from you in the way of service. Here are key points which can be discussed fairly briefly with the prospect: Professionalism—we show up on time—we do what we say we’ll do.
Custom designed ads—use of color—good copywriting
Use of inserts—power of inserts
Point of sale/printing—signage for your promotions (if you have the capability)
Finally –ask for permission to return for a second call to discuss their business
-30-
By Bob Berting
Probably one of the biggest waste of time in an advertising salesperson’s life is the number of calls it takes to close a prospect. Over the years in a thousand sales manuals there is the consistent message that 80% of sales are made after the 5th call. This effort only happens because salespeople believe in follow through and dogged determination. It is my belief a prospect can be processed and closed in 3 calls. Let’s see how this will work.
Let’s examine a good first call on the prospect. According to most experts, after you have researched their website, now is the time to tell them what you know about their business—and how interested you are in what they are trying to achieve. This usually leads to questions you can ask about their business goals. The whole thrust of effort is designed to get them to open up and reveal their dreams and aspirations. As a media buyer for 30 years, I have been subjected to this approach. In a typical example, I’m sitting there thinking “who is this person—can I trust them—why should I tell them about my plans—if I’ve got goals I want to achieve why should I reveal them when I hardly know him or her?” The bottom line is that they have no credibility with me…I’m not going to open up until I can trust them.
Identification
So the answer is, you’ve got to strike a balance between building a relationship and at the same time have them trust you. Here is a time tested strategy for identifying yourself to the prospect:
The salesperson opens with the following “ I’d like to talk to you about your goals but I think it’s very important that you know who we are” The prospect now has these questions and thoughts in their mind which needs to be addressed as to who you are:
I don’t know who you are—what is your background experience –what are your qualifications?
I don’t know your company—what is the complete name of your publication—what other businesses do you have?
I don’t know your company’s product—tell me about your display ads—classified ads—website—local news—inserts
I don’t know your company’s customers—give me testimonials of people in my line of business.
I don’t know your company’s reputation—tell me about your awards, civic honors, and community involvement.
Once this information is processed—which could take 20 minutes-- the prospect now is in a position to trust and to believe in your credibility to allow them to reveal their thoughts: goals, budgets, etc. You’ll notice there has been no mention of showing a media kit. It has all been verbal
Building Rapport
There’s always a likeability factor in selling. It’s amazing what a smile can do to break down barriers between people. It’s always important to find common ground and build rapport. How many times have we heard the phrase “ build rapport” but even in today’s world of selling. It’s amazing how many times we forget to do it. It still means something for a prospect to be complimented on their hobby or something they’ve done. I remember once having a real tough time with a prospect until I saw his bowling trophies and award certificates on his office wall. I was a bowler myself so I could relate to his accomplishments. I sincerely asked him about his bowling expertise and a huge change happened. He became far more friendly and ended up giving me quite a chunk of business.
Creation of interest
At the conclusion of the first call which could be near the end of an hour—is the time to do what I call “gravitational selling” This is where you want the prospect to gravitate to you in preparation for the second call. It also can be called “creation of interest”. In a sense, it’s like the identification segment except it makes promises of what the prospect can expect from you in the way of service. Here are key points which can be discussed fairly briefly with the prospect: Professionalism—we show up on time—we do what we say we’ll do.
Custom designed ads—use of color—good copywriting
Use of inserts—power of inserts
Point of sale/printing—signage for your promotions (if you have the capability)
Finally –ask for permission to return for a second call to discuss their business
-30-
Saturday, September 4, 2010
Cutting ad rates can be a tricky game
By Bob Berting, Berting Communications
While many publishers don’t believe in rate cutting, they feel forced to do it to stay competitive. However, rate cutting can be a tricky game. There are many financial, budgeting, managerial, and sales reasons to stay on the rate card. Let’s take a look why:
Effect on the sales team
Rate cutting puts a lot of pressure on the sales team by creating ambiguity and confusion about how they are to conduct business and how far to go with cutting deals. On the other hand, publishers are sometimes frustrated by the demands of their salespeople who want to make easier sales by offering clients special rates.
Creating insecure salespeople
Forced into price-cutting and deal making, many salespeople perceive themselves and their publications as weak. No one can be convincing as an advertising salesperson if he or she is insecure about their product. Breaking the rate card is also viewed as unprofessional by many media buyers, as well as advertising agencies. Also how can a client trust your word if he or she discovers their competition got a better deal from you? On the other hand, prospects who pressure salespeople to get a price break, often turn into difficult clients, who will desert you for the next better deal.
Salespeople get side-tracked
Instead of concentrating on building and selling the value of their publication, many salespeople are busy worrying about how much to give away and when.
Negotiating rates encourages salespeople to focus too much on price. Instead of working as consultant-counselors, they must now operate as “deal-makers”. Instead of building long range relationships, they are in danger of losing the confidence of their clients. For the new salesperson who is still learning sales skills and gaining confidence, they do not need to see experienced salespeople negotiating rates.
Rate cutting establishes a dangerous precedent
Many salespeople offer rate deals because they think once the advertiser is in their publication, they can get them back on regular rate card rates in the future. But the salesperson is setting a precedent that’s on the record with their customer.
-30-
By Bob Berting, Berting Communications
While many publishers don’t believe in rate cutting, they feel forced to do it to stay competitive. However, rate cutting can be a tricky game. There are many financial, budgeting, managerial, and sales reasons to stay on the rate card. Let’s take a look why:
Effect on the sales team
Rate cutting puts a lot of pressure on the sales team by creating ambiguity and confusion about how they are to conduct business and how far to go with cutting deals. On the other hand, publishers are sometimes frustrated by the demands of their salespeople who want to make easier sales by offering clients special rates.
Creating insecure salespeople
Forced into price-cutting and deal making, many salespeople perceive themselves and their publications as weak. No one can be convincing as an advertising salesperson if he or she is insecure about their product. Breaking the rate card is also viewed as unprofessional by many media buyers, as well as advertising agencies. Also how can a client trust your word if he or she discovers their competition got a better deal from you? On the other hand, prospects who pressure salespeople to get a price break, often turn into difficult clients, who will desert you for the next better deal.
Salespeople get side-tracked
Instead of concentrating on building and selling the value of their publication, many salespeople are busy worrying about how much to give away and when.
Negotiating rates encourages salespeople to focus too much on price. Instead of working as consultant-counselors, they must now operate as “deal-makers”. Instead of building long range relationships, they are in danger of losing the confidence of their clients. For the new salesperson who is still learning sales skills and gaining confidence, they do not need to see experienced salespeople negotiating rates.
Rate cutting establishes a dangerous precedent
Many salespeople offer rate deals because they think once the advertiser is in their publication, they can get them back on regular rate card rates in the future. But the salesperson is setting a precedent that’s on the record with their customer.
-30-
Wednesday, July 28, 2010
Let's go to the movies for creative advertising
When a movie turns out to be good or bad depends on a variety of things depending on the director, cast, music, and editing. This principle applies to successful advertising campaigns which encompass strategy, execution, marketing, creativity, graphics and copy. Let’s look at instant recognition and customized imagery. A basic principle of publicity for movie stars is to make them instantly recognizable. This principle applies to creative advertising, by a distinctive layout style, use of typefaces, unique style of art, use of color or some element that is dramatically different from the competition, which is customized imagery.
In the movies, there is a theme that needs to be established at the start of the film. In a display ad, there is an optical weight of the ad, which in effect, sets the stage for the reader to be motivated to continue reading—in effect like the early movie theme. This optical weight is the upper left hand quadrant of an ad. Creativity can start in that quadrant namely with a well designed logo, the start of a provocative headline, a dominant eye-catching graphic and possibly spot color. It’s not easy to create an award winning movie. It’s also not easy to produce an award winning ad campaign. The key is for the advertiser to tell the story of his or her business. This story is the movie about their business.
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In the movies, there is a theme that needs to be established at the start of the film. In a display ad, there is an optical weight of the ad, which in effect, sets the stage for the reader to be motivated to continue reading—in effect like the early movie theme. This optical weight is the upper left hand quadrant of an ad. Creativity can start in that quadrant namely with a well designed logo, the start of a provocative headline, a dominant eye-catching graphic and possibly spot color. It’s not easy to create an award winning movie. It’s also not easy to produce an award winning ad campaign. The key is for the advertiser to tell the story of his or her business. This story is the movie about their business.
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