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Our training process begins well in advanceof the Student Account Executive’s officialbeginning day in their sales territory. For thebenefit of our customers, and our bottomline, we want to experience as little“downtime” as possible in a sales territory.

We keep a running log of the current staff’s graduation dates, and prepare a hiring planaccording to the number of openings we will have available in the next two semesters. If weonly have one opening, we will hire closer to an actual start date, as we have more one-to-one time with that student. When we have more than one opening, (which is usually everysemester), we will fill the positions 8-10 weeks out.

In a typical Fall Semester, we will begin with help wanted ads in September, interviews inOctober and hire at the beginning of November. The new hires will be trained for themonths of November and December and will start in their territories the first week ofJanuary with the start of Spring Semester.

In the spring semester, we start the process all over again with employment ads beginningin January, interviews in February and hires made before students leave for Spring break(1st week of March). When the students return from Spring break, they start the trainingprocess through March, April and early May.

Our first step after hiring, is to set up training dates with each incoming sales person. Eachnew sales trainee is assigned to one of our 3 Advertising Managers and a Senior AccountExecutive. The training process is overseen by the advertising manager, and the senioraccount executive is who they shadow during the process.

The training will begin with review of the CM LIFE Advertising Department Handbook. Eachsection is carefully studied, and practiced, so the new employee will be as familiar with theoperation, policies, procedures and paperwork as possible. This is an ongoing process forthe rest of the training period.

The second step is a complete tour of the facility, with introductions to staff members andtheir roles in the organization. When possible, we also tour the printer’s facility so theStudent can grasp the entire process involved in getting a daily newspaper produced.

436 Moore Hall, Central Michigan University, Mount Pleasant, MI 48859PHONE: (989) 774-3493 FAX: (989) 774-7804 EMAIL: [email protected]

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In addition, the new “trainees” are required to attend our weekly sales meeting, to getacquainted with staff rapport, student and professional staff managers,.

While job shadowing, the “senior” sales member has the “trainee” handle all proceduresrelated to processing ads and customer service issues. The “trainees” will thumbnail theads, handle the scheduling of the ads, proof the ads with the customers, and clear the adsfor press. They will learn about deadlines, special sections, handling objections, bad creditand collection.

During this shadowing process, new account executives are given their official CentralMichigan Life notebooks. These notebooks contain everything a rep should need whentalking with their customers. (Rate cards, publication schedules, distribution lists, specialsection calendars, special section flyers, weekly and monthly specials, cheat sheets forpricing, competitive media information, etc.) The new rep learns through the senior rephow to best use this notebook when working daily with customers.

When the new representative feels they are ready, they can choose to start making callson their own. This is usually reviewed upon with the rep, the senior rep and the salesmanager. We will have them start with cold calls or new customers. This gives them anopportunity to practice their skills, while waiting for their account lists to become ready.During this time, we will also introduce the NAA Planbook and the Fair Housing Guideto the new account executives. A brief review is done, but it is up to the new rep to reviewthem on their own and utilize them as necessary.

About one to two weeks before semester end, the new account executive will begin theprocess of meeting their new accounts. This is done by face to face introductions fromthe departing representative. This gives the customer an important adjustmentopportunity and can review things directly with the old rep and the new one.

The new account reps are then given their team and individual goals for the first monthof the new semester. All new account executives are on a probationary period their firstsemester. Their progress is charted by call sheets, spec ad production, achievementtoward goals, teamwork, commitment to the job, peer attitudes and reviews with selectedcustomers. It is a constant monitoring process.

The student advertising managers handle every aspect of the training process. Thisprovides continuity to the program, and great leadership experience for the studentmanagers. The adviser oversees the process, and handles questions and offerssuggestions. There is constant feedback between the new hires, the senior staff, theprofessional staff, the student managers and the adviser.


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AAUUGGUUSSTTWWeeeekk 33--44 - Determine number of positions to fill for next semester. Design house help wanted ads.

SSEEPPTTEEMMBBEERR..WWeeeekk 11--44 - Ads run in newspaper for Account Executives.WWeeeekk 33--44 - Classroom presentations in Journalism, Advertising, Marketing Courses for positions atCentral Michigan Life

OOCCTTOOBBEERR..WWeeeekk 11--22 - Interviews are conducted with all applicants.WWeeeekk 33--44 - Second interviews are conducted with top applicants. Hires made.

NNOOVVEEMMBBEERR..WWeeeekk 11. - Introduction to Central Michigan Life. WWeeeekk 22 --44 - New Hires are assigned a Senior Account Executive to shadow. WWeeeekk 33 - New Hires are giventheir own Central Michigan Life sales notebook, NAA Planbook and othermarketing aids. Sales representative starts attending weekly sales meetings and are assigned to a“team” and manager. WWeeeekk 44 -- New representative given “test” account list.

DDEECCEEMMBBEERR..WWeeeekk 11. - New account lists assigned. January team and individual goals given. Probationary periodbegins.

EENNDD OOFF SSEEMMEESSTTEERR..

JJAANNUUAARRYYWWeeeekk 11 - Determine number of positions to fill for next semester. Design house help wanted ads.WWeeeekk 22--44 - Ads run in newspaper for Account Executives.WWeeeekk 33--44 - Classroom presentations in Journalism, Advertising, Marketing Courses for positions atCentral Michigan Life

FFEEBBRRUUAARRYY..WWeeeekk 11--22 - Interviews are conducted with all applicants.WWeeeekk 33--44 - Second interviews are conducted with top applicants. Hires made.

SSPPRRIINNGG BBRREEAAKK..

MMAARRCCHH..WWeeeekk 33 --. - Introduction to Central Michigan Life. WWeeeekk 44 - New Hires are assigned a Senior Account Executive to shadow.

AAPPRRIILL..WWeeeekk 11 - New Hires continue to shadow Senior Account Executive. WWeeeekk 11 - New Hires are giventheir own Central Michigan Life sales notebook, NAA Planbook and othermarketing aids. Sales representative starts attending weekly sales meetings and are assigned to a“team” and manager. WWeeeekk 22 -- New representative given “test” account list.WWeeeekk 33 -- New account lists assigned. August/September team and individual goals given. Probationaryperiod begins.

EENNDD OOFF SSEEMMEESSTTEERR..

January 18, 2008 Dear CNBAM: Re: Training Program The Daily Titan prepares students for careers in advertising media sales including newspapers, the Internet, and out of home. As media sales people, our job is to help create a critical connection between marketers and their target markets to help create the right message for the medium – a message that connects marketers with customers. Our “product” is space and time. Then, The Daily Titan serves as an applicable apprenticeship for a career in many fields including Public Relations, Media, Account Management or Creative Services. As employees of the Daily Titan, through our training program, students will many aspects of media sales. Students gain knowledge of the media process including basic terms and concepts used for presenting and closing a sale. They also learn how to confidently deliver “cold call” and “walk-up” sales presentations, work with campus media organization in a sales capacity, and demonstrate oral and written communication skills appropriate for proposal writing and client presentations. Our training program is based on a full week of training with separate training seminars throughout the semester. These seminars include Selling Do’s and Don’ts, Overcoming Objections, Helpful Customer Service, and Making the Most of AdPro. A week following the training seminar the Account Executives are quizzed on their knowledge of given topics. The person with the highest score receives a $25 gift card. The Daily Titan further emphasizes learning throughout the semester to better prepare our employees for a variety of future careers. Best Regards, The Daily Titan Staff P: 714-278-3373 F: 714-278-2702 [email protected]

Best Training Program, The State News The Program

When most people imagine sales departments, they think of suited yuppies running from appointment to appointment at East Coast pace. Most imagine narrow-minded consumerists that only worry about bringing home the bacon and beating others at the rat race. I suppose these former reasons are why most are baffled to walk into The State News advertising department. A department in which bells are ringing, account executives are hooting and hollering, and their manager is slapping high fives. Most are taken aback when they walk into our sales department and are confronted with buzzing creative energy, drive, and optimistic suspense. It is this kind of energy that has lead to our great success. Encouragement of competition, communication, and teamwork are the engines driving the advertising department at The State News to, well, kick ass. How we do it: Newly hired account executives will quickly find themselves released into a creative escape we call “training.” Here they are encouraged to brainstorm unique selling strategies, develop individual and personal selling skills, and build confidence through consistent practice within the office. In their four weeks of training, account executives will have written a personalized business letter, developed an elevator pitch, publicly confronted objections to advertising, and developed a pure, self-built love for The State News. In accompaniment to training, new account executives are paired up with an L.T.M. (Living Training Manual). An L.T.M. is a more experienced veteran that stands out as a leader within the office. New account executives shadow these L.T.M.s as well as look to them for answers to questions, selling tips, and even stress relief (we promise this does not involve physical contact). The best part of the L.T.M. program is it’s ability to teach old dogs new tricks. New AEs are encouraged to ask as many questions as possible, often challenging their L.T.M’s knowledge. This has forced our veterans to stay on track and make sure they have a grip on the bigger picture. To streamline our communication within the entire department, a weekly staff meeting is held to discuss possible updates, crash training sessions, address issues, and encourage selling among the entire staff. Although account executives are meeting outside of required office hours, they look forward to these staff meetings. To encourage office morale, food is usually provided and games are incorporated. Games usually involve team-building activities that teach problem solving skills, selling strategies, and public speaking. In between these weekly staff meetings, account executives meet in teams of 5-6. Each of which have leaders that encourage sales, progress to the next level in our advancement process, keep track of prospecting progress, and build morale. These teams regularly compete against each other in sales competitions. These competitions allow individual sales to add up to team totals with the winning team usually enjoying a free lunch or meal of their choice. Team competitions are not only popular among the staff, but drive them to individually succeed, work as a team, help others make sales and generate revenue. Every team competition held thus far has resulted in an increase of sales revenue over the previous year. To drive individual progress & sales revenue, we offer advancement programs (as mentioned previously) and goal incentives. By accomplishing tasks related to cold calling, establishing client relationships, and creating sales among other criteria, account executives can increase their commission rates (please see supplementary material titled ‘Advance Card’). Further more, each account executive is met with a monthly sales goal. Surpassing that goal results in a bonus worth up to 3% the difference between their sales goal and actual sales. To encourage teamwork on top of individual sales, we offer departmental bonuses for meeting our total sales goal for the month. Because it takes more than just an initial sale to make the ad department work, this bonus is distributed not only among account executives, but also among graphic artists and traffic managers. Everyone’s job is equally important to the success of the department, be it answering the phone, making the sale, creating the ad or seeing that it get placed in the paper. We place a high value on teamwork and it takes the entire office to generate the positive energy needed to surpass our goals. The results: Our four-week training program has sent rookie account executives into the sales world as account executives with experience already under their belt. By pairing them up with L.T.M.’s we’ve found

Best Training Program, The State News The Program

they bust out of the sales door as equals: driven, competitive and comfortable. 11 out of 14 rookies have either recruited a new advertiser or signed a sporadic advertiser to contract within their first 2 months of sales. The introduction of teams has allowed many account executives to step up as role models and leaders in the office. When given the opportunity, they have all eagerly developed individual sales plans, meeting formats, and weekly updates informing management of what their team is up to. It’s also opened up many doors for feedback. We receive 3-4 ideas a week on how to improve things around the office, whether internal communication suggestions or ways to boost sales. In Spring 2006, we introduced a new product, Finals Survival Guide, to be released during finals week. By including a team sales competition & offering free lunch to the winners, we motivated the staff to bring in nearly $14,000 of new revenue. When we repeated this promotion—a tabloid filled with advertising, crosswords and sudoku puzzles—this past fall, we also repeated the competition, resulting in a revenue of $16,350. We sold so much, in fact, that The Finals Survival Guide was 12 pages larger and we had no room for house ads. This past Finals Survival Guide, published December 7, brought in $22,100. Over 30% of the revenue came from rookie sales. Our advancement program has been a consistent success. We currently have 2 account executives at our top commission level, 7 at mid level and 14 working their way up the ladder (11 of which are new employees). Most recently, two account executives made a bet between them to see who could advance first. How’s that for drive? Individual goals are being surpassed on a daily basis. This past year, a rookie account executive asked for a higher goal claiming his current goal would “clearly be blown out of the water.” When challenged with a 250% increase he replied, “Bring it.” Needless to say, he surpassed even the increased goal. Directly after implementing individual bonuses and encouraged departmental goals, we hit seven of the first nine monthly department sales goals. This resulted in a 10% increase in overall revenue. Number and stats aside, The State News has never seen such a strong staff. They take the creatively driven environment they are given and use it to its fullest. Negativity virtually doesn’t exist (okay that’s a lie, but we assure you it’s an extremely rare occasion of missed meals). Above all, I have never seen a group of so many opinionated, driven individuals put their specializations together to create an unstoppable sales force. Each obstacle overcome is a team success and celebrated thus. This past year, I was informed that we might be the first sales team in State News history to surpass $1,000,000 in local display sales within a fiscal year. We sold $1,003,000. Our training program develops some of the most well-rounded and fiercely determined sales staff that this paper has ever seen. I challenge you to find a more closely knit bunch of individuals in any department, anywhere. I also challenge you to find a sales force that has been as successful, in numbers, unity, originality and pizzazz.

Best Training Program, The State News Training Calendar

New Account Executives • Upon hire, employees under go 4 weeks of training in which the following tactics are used o Week 1: 2 sessions, 3 hours in length each

Learning to love our product: market survey data, newspaper terminology, responsibilities, expectations, opportunities

Classified Liners: How to do it, customer service, guidelines, make good policy, scams • Assignment 1: Classified liner worksheet with computer practice

o Week 2: 2 sessions, 3 hours each in length Exercise: Practice taking liners over the phone. 2 teams take turns in the office taking live phone calls

from the opposing team in the boardroom. AEs learn how to deal with customers, possible problems and how to look out for scams

Test 1: Newspaper terminology, Market Survey Data & classified liner protocol tested to measure progress. Once passed, AEs may take live classifieds during office hours.

o Week 3: 10 in-office hours + 2 training sessions 3 hours in length Welcome to retail: terminology, deadlines, advertising options, selling strategy

• Assignment 2: Create unique selling point and pitch it at next session Web & Preprint Inserts: terminology, selling strategy, deadlines “The good, the bad and the ugly” of the week + Q&A session on how to deal How to sell: prospecting, persistence, cold calls & dealing with advertisers

• What to take on a sales call, how to go about it • How to write a business letter & use it as a selling tool • Assignment 3: Write a business letter to an advertiser by next session

o Week 4: 10 in-office hours + 2 training sessions 3 hours in length Exercise: How to overcome objections

• Split into teams, each team is confronted with objection. • Teams work together to develop a solution pitched by one team member • Rated on confidence & accuracy of response

So you’ve sold an ad, now what?! • Steps in completing the ad process, working with production, controversial ads • Establishing credit & signing clients to contract

Test 2: Retail, web and insert terminology, objections, rates, selling strategies • Once passed, AEs begin full AE office hours with full responsibilities

Established Employees • Advancement process (See page 3) o Commission levels increase with levels of advancement

Associate AE: 4%, Account Executive: 6%, Senior Account Executive: 8% Advancement is made possible by completing the requirements on the advance card

• Training Sessions and Staff Meetings o Weekly staff meetings held for crash training sessions and increased communication o Other staff meetings may be scheduled to review in depth topics

• Teams o 3-4 teams meet weekly with team leaders to discuss concerns, updates & deadlines o Competitions held between teams for most sales to encourage competition and teamwork

• Incentives for sales: o Individual goals: Surpassing individual goal results in following

Bonus: If either classified goal or display goal is supassed—2% the difference between monthly sales and goal

If both goals are surpassed—3% the difference o Departmental goals:

Encourages account executives to operate as a team and encourage each other to accomplish their individual goals

10% difference between monthly revenue and sales goals distributed among account executives, traffic managers and graphic artists

ACCOUNT EXECUTIVE ADVANCE CARD ACCOUNT EXECUTIVE ADVANCE CARD Name: Start Date: Sales Calls Complete more than 30 sales calls a week for eight consecutive weeks. Have the Ad Manager view your calls and sign each week. Week1 Week 5 Week 2 Week 6 Week 3 Week 7 Week 4 Week 8 Reliability On time for all office hours and meetings during 8 consecutive weeks. Have the Ad Manager sign each week. Week1 Week 5 Week 2 Week 6 Week 3 Week 7 Week 4 Week 8 Ride Alongs Each must include a summary of one thing that you learned or taught. Attach these to the advance card. Complete five quality ride alongs with a Senior AE or Ad Manager Location AE 1) 2) 3) 4) 5) Complete five quality ride alongs with an AE 1) 2) 3) 4) 5) Cold Calls Complete at least 50 cold calls. Cold calls are the first contact with a potential new customer or a customer that has not been contacted in at least 4 months. Attach these to the advance card.

New Advertisers Recruit three new advertisers, print or online. 1- 2- 3- Sales Plans Develop five campaigns or sales plans and present them to a client. You must have Ad Manager approval before presentation. 1- 2- 3- 4- 5- Sales Tip Present a sales tip at a staff meeting. Arrange a topic and meeting time with the Ad Manager and/or Team Leader. Web Ad Sell at least 1 web ad, 2 featured dining guide listings or 1 poster Contracts Sign three customers to renewed, new or increased contracts. 1- 2- 3- Goal Liner - Month: _____________ Goal: ___________ Display - Month: _____________ Goal: ___________ Advertising Manager Approval Yes No

Best Training Program, The State News The Oh Sh*#% Guidebook

People forget, plain and simple. With an advertising staff of more than 20 selling multiple customized products, it’s no surprise that every once in a while an account executive, veteran or rookie, smacks themselves upside the head and says “Duh, self. Real slick.” This is why, even after initial training is over, it’s important for account executives to have a quick reference, or should we be honest and say “savior,” for those times in which our brains seem to fail us In answer to these “brain-fart” moments, we at The State News created a tool that is stocked full of info, organized and to the point. We present to you our “Oh Sh*#% Guidebook, Your State News Companion.” The Oh Shit Guidebook is 20 pages filled with information ranging from a daily checklist to the skinny on each of our products, including liner abbreviations, how to use the phones and even taking care of other people’s poop. Below is a breakdown of our Table Of Contents. Page 1 – The daily checklist, deadline map and phone help o The daily checklist and deadline map allow AEs to prioritize what they’ve got to do before leaving for the day o How to use the phones: Ensures wrong extensions and transfers don’t happen. Page 2 – The Quick Facts Sheet o Addresses, phone numbers, websites, emails, circulation info, sections of the paper, professional staff members Pages 3&4 – Updated schedules and contact sheets for AEs and managers Page 5 – Liners o An updated list of abbreviations, an example greeting, ad checklist and possible problems AEs may run into Page 6-9 – The Cheat Sheets o A quick reference for our range of products from the daily edition to web, inserts and AdRax (aka Posters) o The product nitty-gritty, deadlines, and what to do once a sale is made Page 10 – Changing the Paper Past Deadline o Nobody likes missing deadlines, but it’s happened at least once to everyone. This is a step-by-step process to

making changes to the paper after deadlines have passed. Page 11 – Changing An Ad That’s Already Scheduled In The Computer’s Business System o This is for clients that decide to add borders, bold words, add page requests etc. after their ad has already been

created in the computer. Every computer business system is finicky about a few things, so this page breaks down what the computer understands and doesn’t so AEs can make sure the ad runs as it’s supposed to.

Page 12 – Reserving Special Pages o This page breaks down the rules and walks the AE through scheduling the specific request. Page 13 – Taking Care of Other People’s Poop. o When an AE is handling somebody else’s stuff, it can be nerve racking. This page is dedicated to proper steps

in communication and process for the situation. The page is divided into two sections: when people are out of the office at that instance and when people are out of the office for vacation.

Page 14-15 – Why You Should Never Be Bored At Work o Our AEs are not paid hourly, they are paid on commission. We’d like to think this keeps them working non-stop

but unfortunately, that isn’t always the case. There are times that AEs aren’t sure where to start, feel as if they’re hitting a wall or aren’t sure how to step up in the office. These pages cover all of those things.

Pages 16+ - These pages are reserved for any info AEs would like to add. Mostly, promotional materials and selling tips fill these pages. Some managers choose to fill these pages with their additional duties. It provides a perfect customizable outlet for anything AEs feel was not covered. When this guidebook was introduced, account executives sighed with relief. Although it’s been around a short while, mistakes and questions have almost diminished entirely. In fact, an AE entered the ad manager’s office earlier this week, sat down, stood right back up and said, “Oh Shit, I know where to find the answer to that,” before turning around to open their State News Companion.

The Daily Collegian – Penn State 3-c CNBAM Training Program Entry

The Daily Collegian Business Training Program – Penn State University

The Collegian Business Division offers students of all majors a chance to explore many different areas of running a business. Training takes place every semester, including summer. We train about 75 students a year in our comprehensive business training program. For Fall Semester 2007, for example, we trained 34 students for Advertising Sales, Customer Service and Creative entry-level positions. We had 80 applications for these 34 training slots. It is competitive to get into our program. (Right now we have about 85 students in the Business Division; about 37 of those are in advertising sales.) We are an independent student newspaper; students do not receive academic credit for their participation. Our goal is to prepare our students for professional business careers when they leave the staff, whatever career path they follow. Through a combination of classroom training and hands-on experience, our semester-long training program is designed to make our trainees comfortable with Collegian operations before they are expected to take responsibility on their own. Trainees are accepted into the training program as either customer service, creative or advertising sales trainees. All groups go through the training together, though they have different requirements out of the classroom. Only after trainees successfully complete the training program are they accepted onto the staff. They are assigned as customer service representatives, creative specialists or advertising account executives. After one semester in these positions, they may apply for management or senior specialist positions.

In addition to the Customer Service, Creative and Sales Departments, we have two smaller departments: Layout and Promotions It is competitive to win a specialist position in the smaller departments, and staff members must go through an additional tier of training to become a candidate for specialist positions. Staff members who wish to apply for management positions must complete our Leadership Development Training Program before they are considered for advancement.

The Daily Collegian Business Division also offers continuing development for our

student staff members. We invite faculty members and community leaders to attend Board of Managers and All Staff meetings to educate, mentor and motivate our staff. We also invite recruiters to address our staff members. Many Collegian alumni come back to recruit from the staff, and they are welcome to participate in staff meetings.

We believe that our students give so much of themselves to The Daily Collegian that we

owe it to them to give them excellent training and access to as much education and guidance as possible.

The Collegian Business Division Training Program offers Penn State students the following:

• A Comprehensive Business Training Program:

Our training program is unique in the college newspaper industry. We take a whole

semester to train our staff members before ever asking them to service clients on their own. There is no financial compensation during training. We integrate Collegian institutional knowledge and procedures with a broad range of good basic business practices. We use our Collegian Code of Ethics as a starting point to make sure new staff members are aware that we always strive to be an honest and principled business. We integrate an understanding of how business and news must respect boundaries to operate professionally.

Business Division trainees have two evening training classes a week for ten weeks. In

addition, they are assigned three class periods a week of hands-on training in our business office. All trainees have a two-hour training session to learn our graphics program. All trainees also must accompany senior account executives on their sales routes. All trainees must produce a specified number of spec ads before finishing training. (see Training Schedule)

The training program is extensive and thorough. It is designed to make the trainee feel

comfortable and through a mentoring system, we attempt to make all trainees feel like an


important part of the Collegian. Attrition is very low, and we credit our training program with breeding loyalty and confidence into the newest members of our team. By making sure that our trainees are thoroughly prepared for their staff positions, they are eager, not fearful, to accept responsibility.

• Measuring progress We measure the trainees’ progress through a point system, which awards points for role

playing, quality of spec ads, attendance, attending department meetings, going on sales routes with account executives and extra effort. It is an objective way to assess our trainees and for them to make sure they are staying on target with expectations. Trainees are updated throughout the training on their points. (see Point System example)

• Leadership Development Program We developed a Leadership Development tier to our training program in order to give

aspiring managers some additional education and experience before they become managers. As Collegian managers, they will be part of the Board of Managers, the group of students who run the Business Division. Part of the Leadership Development Training Program allows the potential manager to spend time with every department to learn what they do. They also spend time with professional staff members to get some background knowledge of Collegian and advice on issues facing our organization. Prospective managers and leaders also attend Management Team meetings to observe how News and Business make decisions that affect the whole organization

• Continuing Education We invite professors, visitors and community leaders in to address our staff. Sometimes a

guest will just come to a Board of Managers meeting to provide insight into specific issues; sometimes a guest will come to an all-staff meeting to inspire all 100 members of our staff. It is good for the staff to hear from all kinds of people and hear what they have to say from an outside perspective.

• Fun We aren’t all business! Trainees are invited to join in all Business Division social activities.

During fall 2007, for example, trainees went on a hayride, joined intramural football and volleyball teams and attended the formal. This is a very social place and people like to have fun! Our goals

Frequent personnel transitions are inevitable on the staff of any college newspaper. Our training program addresses this issue by making sure our incoming staff members are thoroughly trained before taking on their own clients. They do a lot of shadowing, a lot of role playing and make a lot of spec ads as trainees. They meet their clients by the end of their training semester to allow for a seamless transition. With all trainees and staff members receiving the same training in ethics, selling skills, graphics training and hands-on experiences, our staff is cohesive and we have very little attrition. That builds a strong, dedicated and professional staff. And that’s what The Daily Collegian’s training program is all about!

Daily Collegian Business Division

Training Schedule for Fall 2007

Training is on Mondays from 5:30-6:30 p.m. and Wednesdays from 5:30-6:30 p.m. Training begins on Monday, Oct. 9, and goes until Wednesday, Dec. 6. You will also be required to attend some sales meetings, creative department meetings or customer service staff meetings. Part of the mandatory training requires you to schedule three periods a week in the Collegian office for “hands on” training (during the day). All trainees will be required to schedule graphics training sessions and must go out on sales routes with our account executives to get a first hand picture of active selling.

You will also be assigned checklists and spec ad assignments. This comprehensive training program ensures that you will be successful as a Collegian staff member. Here is the exact schedule:


Customer Service, Creative and Sales Training September Monday, Sept. 24 – 5:30-6:30 p.m. - All managers - Get Acquainted Night Wednesday, Sept. 26 – 5:30-6:30 p.m. - Introduce our publications, ad sizes & prices October Monday, Oct. 1 - 5:30-6:30 p.m. - Code of Ethics, Legal Issues, In-house policies for staff, defining the working relationship between Business and News. Wednesday, Oct. 3 – 5:30-6:30 p.m. - Creative session - spec ads, house ads, promos Monday, Oct. 8 - 5:30-6:30 p.m. - Brad - Design Seminar - Part 1 Wednesday, Oct. 10 – 5:30-6:30 p.m. - Brad - Design Seminar - Part 2 Monday, Oct. 15 - 5:30-6:30 p.m. - National advertising, Preprints, Credit Issues Wednesday, Oct. 17 - 5:30-6:30 p.m. - Selling Skills - Basics of Selling, using marketing information Monday, Oct. 22 - 5:30-6:30 p.m. - Collegian Specific Selling Skills, Ad Plans Wednesday, Oct. 24 - 5:30-6:30 p.m. - Objections, Closing the Sale, Role Play examples with managers, Introduce mentors to their assigned trainees. Monday, Oct. 29 - 5:30-6:30 p.m. - Customer Service - The Perfect Insertion Order and more Wednesday, Oct. 31 - 5:30-6:30 p.m. - Customer Service, Collegian Jeopardy game! November Monday, Nov. 5 - 5:30-6:30 p.m. – Classified Advertising, pricing, acceptability Wednesday, Nov. 7 - 5:30-6:30 p.m. – Spotting advertising scams. Scams that are making the rounds right now. Cautionary tales from Collegian history regarding classified problems. Monday, Nov. 12 - 5:30-6:30 p.m. - Customer Service - Simulation Session Wednesday, Nov. 14 - 5:30-6:30 p.m. – Workshop: Ad plans, manager role playing using marketing info. Layout & Promotions - what they do Monday, Nov. 26 - 5:30-6:30 p.m. – Split groups into departments for hands-on training tonight. Wednesday, Nov. 28 — 5:30-6:30 p.m. - Odd & Ends - Things we might have skimmed over! December Monday, Dec. 3 - 5:30-6:30 p.m. - Role Play Night - Sales Wednesday, Dec. 5 - 5:30-6:30 p.m. - Role Play Night – Sales (if necessary)

The Daily Collegian Penn State University

Sales Trainee Point System Fall 2007

One thing we’ve discovered along the way, is that sales people like competition. The Point System serves two main purposes: ♦ It allows the business adviser, the managers and the student staff to objectively assess

the Sales Trainees’ performance during this important phase of training. ♦ It allows the Sales Trainees an opportunity to see how they do when all the motivation

has to come from within themselves. The Point System kicks in Monday, Oct. 29, and runs until the last selling day of the semester, Wednesday, Dec. 12. There are several ways to accumulate points, and points must be accumulated in all areas. Here are all the details:


Ways to get points Attending Sales Meetings: There are six sales meeting which the Sales Trainees are expected to attend. Meetings are every Monday at 4:45 p.m. The dates are: Monday, Oct. 29 Monday, Nov. 5 Monday, Nov. 12 Monday, Nov. 26 Monday, Dec. 3 Monday, Dec. 10 There will be a brief training session following each sales meeting. Two points accrued for each sales meeting. Possible total: 12 points. Creating Spec Ads: Sales Trainees MUST produce a minimum of *5 spec ads on the computer, using Corel Draw. One is due each week. Each spec has specific criteria. Training Specialist Brad Mosier will grade your specs. Your last assigned spec is due Friday, Dec. 7. Point range is from 1 (not good) to 5 (excellent). You may certainly turn in more than five spec ads. You may get points for as many as eight specs. 1-5 points each. Possible total: 40 points. * You will be given guidelines for your specs, which must follow the basics of ad design Learning to create Web ads: Training Specialist Brad Mosier, will run a training session on how to create a Web ad. Part of your training is to use this information to create a web ad. You need to turn your ad in to me in a printed version, and post on your account. Points: 10 Must be turned in by Wednesday, Dec. 5. Going out on Routes with Account Executives: You MUST get familiar with going out on the routes. This is critical for all Sales Trainees. Every time you go on a route with an account executive, you will fill out a Daily Activity Report detailing your adventure! Each DAR counts as one point. This where it becomes obvious who are the real “sales people” and who is not particularly self-motivated. Beginning Wednesday, Oct. 31, there are 26 selling days left in the semester, meaning 26 possible Daily Activity Reports. I expect a minimum of 5 DARs from any Sales Trainee who wants a route! The Daily Activity Reports are very detailed and we expect you to go on routes where there will be active selling!! Important point: Plan your time. We only want ONE trainee to go out with a designated account exec at a time. Possible points: 26. Mandatory points: 5. You must go on several routes before your role playing exercise. You must go out with at least four different account execs. HINT: Do NOT cram all your routes into the last week of the semester. This is no way to learn, and does not impress the managers when they are assigning routes. Role Playing Assignment: You will receive your role playing assignment at the sales meeting Monday, Nov. 5. You will have time to prepare for this event. Role plays will be on Monday, Dec. 3, and Wednesday, Dec. 5. You will need spec ads, an ad plan, first hand knowledge of the client’s business and a well-thought-out recommendation for the client. Points will be assigned from 1-10 based on your performance, product knowledge and


preparation. Possible points: 10 The advertising manager, the sales managers and the business adviser will decide on points for this. Additional points may be earned by servicing clients when account executives are not available due to job interviews or other unforeseen circumstances. If one of your spec ads is sold and used in the paper, you get an extra point! If you cover a route for an a.e. who is out of town you get an extra point. In addition, the advertising manager may ask you to do tasks which may be used to add points to your total.

The Sales Training Program in Student Media Marketing is a four-day interactive

series of sessions that incorporate product knowledge and customer service to enable account

executives to offer the best solutions for their clients’ advertising needs. Sessions are held in

August for new hires, as well as any time during the year that account executives are hired.

The sales manager and marketing director, both of whom provide a wealth of knowledge in

the advertising arena, lead the program in a one-on-one setting.

The program is intensive, yet the session leaders do not overwhelm attendees. They

take the program step-by-step, answering questions that attendees may have and explaining

the answers in easy-to-understand detail. The first day is more of a general overview, where

session leaders explain Student Media and its departments. They show attendees how the

sales department fits into a much bigger picture. Session leaders give a tour of the offices,

explaining where the most important tools are located and explain how to use them. The

emphasis is on the sales office, as that is where executives spend much of their time, and

areas of interest are pointed out. After the tour, attendees are introduced to the staff of

professionals and students from other departments. This is when attendees are encouraged to

use professional staff as a resource and ask questions as needed. After a short break,

attendees review materials that explain our publications, how they are produced and

demographics. Roles and responsibilities are outlined clearly at this time, as job descriptions

are handed out. Also at this time, attendees fill out employment paperwork. To wrap up the

day, attendees are given a rate card to review in their own time in preparation for the next

day’s session.

Day two, is more intense, as attendees are formally introduced to the rate card as it is

discussed in detail. Attendees familiarize themselves with the rate card and how it is laid out,

and they also learn the difference between on-campus and local rates. In addition to

traditional run of the press display advertising, session leaders explain classified advertising,

inserts, color charges, contract levels, discounts, poster advertising and special sections. A

lot of emphasis is placed on deadlines and publication dates. Attendees also learn how to

calculate column inches and how to easily explain this to clients using our “fake paper sales

tool.” They find samples of sizes in issues and are required to complete tests to familiarize

themselves with these calculations. Session leaders give attendees scenarios and have them

fill out actual paperwork including insertion orders and production requests. After the

paperwork, attendees review it for accuracy. Attendees leave with more materials on hand to

review and complete during their own time.

Day three, includes role-playing before a pre-arranged sales call where the session

leader accompanies the account executive. The advertiser has already been contacted and

knows what to ask. The session leader makes the introduction and allows the account

executive to take it from there. The session leader only interjects when it is absolutely

necessary and gives criticism in private when the sales call is finished. This is the point when

the account executive knows if the position is something he or she will find enjoyable.

The final day of training, is when the new account executive attends an evening sales

meeting. He or she is introduced the sales staff and allowed to see how they interact with

each other and with management. This is a great experience for the new executive, as he or

she gets to hear about good experiences and concerns of other executives.

The sales training program is intense, yet organized and detailed. Attendees are

comfortable asking questions and session leaders are always prepared to answer them.

Feedback from the program has been positive, and new account executives feel prepared to

meet with clients and offer superb customer service with their wealth of product knowledge.

Student Media MarketingFall Training/New Account Executive Training Schedule

It is very important that you attend ALL of the sessions. Please try scheduling other activities for different times for this week of training.

We will be moving through the material rather quickly. The information we will be covering will be crucial to your success as an account executive.

Every day is a specific session. If for some reason you cannot attend for the entire session, please resched-ule with the marketing director at your earliest convenience.

We look forward to working with you!

Fall 2007 Schedule

Monday, August 20 4:30 - 7:30 pm SM Conference Room

Tuesday, August 21 4:30 - 7:30 pm SM Conference Room

Wednesday, August 22 4:30 - 7:30 pm SM Conference Room

Thursday, August 23 4:30 - 7:30 pm SM Conference Room

For additional information, feel free to call the Marketing Director at 704.687.3253.

Student Media MarketingFall Training/New Account Executive Training

Session I: General Overview1. Tour of Student Media AllOfficesandPersonnelandhowtheyallfitintothebigpicture NinerOnline SanskritLiteraryArtsMagazine UniversityTimes MediaMarketingincludingProductionArea MainOffice PaperMorgue2.OverviewofStudentMediaMarketingandStudentMediaasaWhole3.QuestionandAnswer4.Completionofpaperworkforemployment

BREAK

5.Discussionaboutourpublication,howitisproducedanddemographics6.DiscussionabouttheAdvertisingAccountExecutiveJobDescription(attached)

Session II: Rate Card1.RateCardOverview Havetraineereviewratecard Discussindetailwithspecialattentiontodeadlines,andpublicationdates2.Rates Differencebetweenon-campusandlocalopenrates Contractlevels ColorCharges Discounts SpecialSectionrates Inserts Classifieds Nineronline AdRax3.ColumninchesusingFakePaperSalesToolandRateCard Whatarecolumninches? Howcalculationsaredone4.Paperwork Fillingoutaninsertionordercalculatingcolumninches Fillingoutaproductionrequestusingmockclientvisit Quizonbothoftheaboveusingscenarios

Session III: Role-Playing and actual sales call1.In-depthroleplayingwherenewemployeeisaccountexecutiveandmarketing directorisclient2.Actualsalescallwithacurrentclient

Session IV: Sales Meeting-Formalintroductiontootheraccountexecutiveswithrefreshments

JOB DESCRIPTION ACCOUNT EXECUTIVE Student Media Marketing The Account Executive shall call on and meet with clients to sell advertisements for the publications and service such accounts on a regular basis.

Distinguishing Features of the Job: Each Account Executive is hired on a permanent basis and is required to meet all standards and goals. Each Account Executive shall have specified monthly sales quotas to meet. Responsibilities and Duties: • Keeps at least 10 office hours a week between the hours of 8:00 and 5:00 p.m. Monday through Friday;

these office hours will be posted in the office. If, for some reason, he/she cannot be in the office, he/she must inform the Advertising Sales Manager;

• Daily phone calls should be made to his or her voice mailbox in order to check phone messages from their clients.

• Must maintain weekly and monthly sales quotas established by Advertising Sales Manager; • Attends sales workshops when advised. These workshops will be held upon notice of the Advertising

Sales Manager and will be conducted by the Advertising Sales Manager and Marketing Adviser; • Attends all sales meetings; • Logs all calls in account log binder. Each Account Executive will have an account log binder to record all

phone conversations with their clients. Under any circumstances the account log binder shall never leave the office;

• At the end of employment, he/she must return his/her copy of the Student Media Marketing Handbook and his/her account log binder. The Office Manager will hold the last paycheck;

• Proofs his/her ads before the set deadline. Once the ad is proofed he/she should fill out an ad revision/correction form and turn in for the Creative Director. All correct ads, upon proofing, shall be placed in the bin in the Creative Director’s office;

• Dresses in a professional manner when meeting with clients or when an occasion deems it necessary and proper;

• Maintains open communication between client accounts to insure proper service; • Helps with any walk-in or call-in clients; • Sell a complete line of UTimes products (Special Sections, U-Times, and NinerOnline) • Keep clients informed of any special issues or promotions; • Correctly complete all necessary paperwork; • Adheres to department deadlines; • Monitor contract status of accounts to stay on target; • Adhere to billing and credit policies as posted by the Business Manager; • Provide support and help to other Account Executives • Does related work as needed. Required Knowledge and Skills: •Must be a student currently enrolled at UNC Charlotte; •Must possess and maintain a minimum GPA of 2.0; •Must be in good disciplinary and academic standing with UNC Charlotte •Must work well with others; •Must have good communication skills and project professional image.

The Account Executive reports to the Student Media Marketing Advertising Sales Manager and /or Marketing Director. Questions about this position and its responsibilities should be directed to your supervisor. Grievances may be taken to the Student Media Board and/or Student Media Adviser.

For further information, contact: Kelly Lusco, Marketing Adviser, Cone University Center,

UNC Charlotte, Charlotte, NC 28223-0001 Phone 704/687-2663

The University of North Carolina is composed of the 16 public senior institutions in North Carolina. An equal opportunity

employer

The University Daily Kansan--2007

The University Daily Kansan’s extensive and progressive training program is based around two

central ideas: instilling personality awareness and Kansan pride. These elements (along with

four days of highly detailed sales and product training) are what make The Kansan’s training

program a unique experience that seems new and exciting for even the sixth semester

salesperson.

True Colors Activity: Facilitating Personality Awareness

Something we always heavily emphasize during our training at The Kansan is building effective

relationships with our clients. In order to do so, we have to understand that no client is exactly

alike, and that we must be able to mold ourselves to work with any personality type. To better

understand our clients and their needs, we feel it is important to for our representatives to

discover essential elements of their own personalities to help them better analyze how to

approach other personality types. This activity ultimately leads to increased sales and achieved

advertising and personal goals.

To help build an understanding of relating one’s own personality traits to working and

interacting with clients and coworkers, we implemented the “personality color assessment"

activity. This activity helped our representatives identify themselves with a certain sales strategy

that best fits their personality type and more quickly identify that of each of their clients.

Though this is done at other companies, we put our own Kansan spin on the activity to better fit

our environment at our organization.

The activity is based on the notion that every person has a personality "color spectrum"

consisting of four colors: blue, orange, green and gold. Each person has qualities that these

colors represent, though certain colors shine through stronger than the others in each individual.

A full description of how the activity is conducted is included in the appendix.

Again, the overall goal of this activity is for our representatives to gain a better, clearer

understanding of their personalities, while at the same time learning how to more effectively

communicate with their clients by understanding their personality traits. We began this activity

in training this fall and The Kansan saw an immense growth in revenue on our staff. We have

previously had an award-winning training program, and we are confident that this activity will

continue to increase The Kansan’s success.

Instilling Kansan Pride:

The Kansan prides itself on the fact that it is made for students, by students. As KU students,

The Kansan’s employees have the ability to give valuable insight to advertisers on how to

effectively reach more students. Our employee’s pride and belief in the product shines

throughout all client interactions, and this pride is first instilled during The Kansan’s training

week.

The Kansan’s hiring and recruitment advertisements feature the value of working for an award-

winning college newspaper. Managers visit introductory journalism courses, and emphasize how

successful individuals can be if they are hired for the advertising staff. Students can then

visualize themselves working in the “real world,” and many are intrigued that they too can gain

valuable experience creating campaigns, working through client objections and learning how to

develop their professionalism.

Beginning the first day of The Kansan’s training, managers and returning representatives

introduce themselves to the new staff members. Immediately, the new employees realize that

some individuals have worked for The Kansan for four or five semesters, and these new

employees can visualize themselves gaining similar experiences. Managers also share personal

success stories, which further adds to the new employees understanding the impact they can have

on The Kansan and their clients’ businesses. Throughout training, our returning employees

stress the importance of commitment and determination to achieve and surpass one’s monetary

and personal goals.

During training, new employees are paired with returning representatives, and they further learn

about the benefits and advantages of advertising in The Kansan. Although readers of the paper,

the new employees do not initially realize The Kansan’s direct and indirect effects on both

students and advertisers. Managers lead various training sessions, including: competitive media,

marketing, promotions, objection handling, etc. which further contributes to the employee’s

growing knowledge of The Kansan’s ability to connect with students. At the end of the week,

new employees understand the true value of reaching the KU student market through a strong

partnership with The Kansan.

The Kansan’s account executives, classified account executives, graphic designers and managers

daily decisions prove that the staff is proud to represent the newspaper to the community. Never

settling for the ordinary, The Kansan’s continued success derives from instilling Kansan pride on

an employee’s first day.

APPENDIX

I. True Colors Activity Description

II. Abbreviated Fall 2007 Training Schedule

The following is the process by which we conduct the Personality Color Assessment activity.

1. We have a series of questions in a survey form that require each person to rate, on a scale of

one through four, what most applies to them. Each statement is related to a different color that is

unknown to the person at the time. After each question is answered, each person adds up their

point total for each color column.

2. Each person organize four colored cards that each describe differing personality qualities in

the order it relates to them. Based on the order they are organized, each color is given a point

value of one through four (four being the highest, or most like the person), and those points are

added to the point totals from the columns in the first step.

3. Now, each person, having added up their point totals know their personality color spectrum.

For example, someone might have 17 points attributed to gold, 15 to blue, 13 to green, and 10 to

orange, and that would be their spectrum. In this example we observe that gold would be this

person's strongest personality trait, and orange would be the least. We then have each person on

staff divide into groups based on their strongest colors and explain to each group what each color

means. When we tell the golds, for example, what it means to be gold, they are shocked by how

accurate the results are pertaing to their own personalities.

4. We then ask each group to solve a series of problems within their groups. The purpose of this

is to display how people of the same colors have tendencies to solve problems in very similar

ways, while they differ greatly from how other colors solve their problems.

5. We then have each group come up with a list of the most effective way to communicate with

others of their color. We also have them make lists of how NOT to interact with them, or ways

that would result in inefficient communication. Groups are surprised by how much people in

their color group have in common with them in regards to the best way to communicate or

interact. By understanding these lists, each group can better understand how to interact with

others of different color groups.

6. Lastly, we have each person glance over their list of clients and try to identify what strong

colors they would possess. Based on that knowledge, our reps should have a better

understanding of how to approach and communicate with those clients. If a client can be

identified as a gold, for example, their rep can take the necessary steps toward communicating

and managing the account to better fit the mindset and personality of the gold client. This, in

most cases, should lead to a better client/rep relationship, thus generating more sales.

Fall 2007 Training The University Daily Kansan Advertising Monday, August 6, 2007 8:30 Managers and returners meet in the ad office 9:00 All meet in Room 100 St-F

• Welcome! • Staff introductions

9:30 Zones meet

• General job expectations • Manager’s expectations for zone • Commission structure and bonuses

11:00 General Introduction to Kansan products

! Rate Card Overview Pt. 1 ! Broadsheet ! Classified ! Jayplay ! Kansan.com ! Hawkchalk.com ! Special Sections

12:30 Lunch with zone/department

1:45 Meet your buddy • Rate Card Overview Pt. 2 • Contract Basics • How to size and price an ad

3:00 True Colors: Personality Awareness Activity with Ari 4:00 Meet with buddy

• Additional sizing/pricing practice • Rate Card Quiz

4:30: Rate Card War 5:00 Wrap-Up

NT DailyNT DailyFall 2007Fall 2007

Getting you up to PAR!Getting you up to PAR!ByBy

Adam R. ReeseAdam R. Reese

NT Daily @ UNTNT Daily @ UNTWelcome to Fall TrainingWelcome to Fall Training

IntroductionsIntroductions…….. BreakfastBreakfast Complete New-Hire Packet!Complete New-Hire Packet!

Adam R. ReeseAdam R. Reese

Nineteen years sales experienceNineteen years sales experience Ten years management experienceTen years management experience Proven skills in strategic planning,Proven skills in strategic planning,

advertising, promotions, publicity, publicadvertising, promotions, publicity, publicrelations and consultingrelations and consulting

Ability to multi-task projectsAbility to multi-task projects Excellent interpersonal andExcellent interpersonal and

communication skillscommunication skills

NORTH TEXAS DAILY, NORTH TEXAS DAILY, Denton, TXDenton, TX2006-Present2006-Present

Advertising Manager/CoordinatorAdvertising Manager/Coordinator Requested to return and serve as coordinator and advertising managerRequested to return and serve as coordinator and advertising manager Maintain revenues each semester in upwards of $185,000Maintain revenues each semester in upwards of $185,000 Recruit, retain, train and mentor staff 6 outside sales repsRecruit, retain, train and mentor staff 6 outside sales reps Work with advisor, editor, business manager, production manager and directorWork with advisor, editor, business manager, production manager and director Ensure the success of the paper working with the above individualsEnsure the success of the paper working with the above individuals Serve on Publications committee for selection of editor each semesterServe on Publications committee for selection of editor each semester Maintain all on-campus accounts and non-profit accountsMaintain all on-campus accounts and non-profit accounts Maintain all national advertising accounts and international accountsMaintain all national advertising accounts and international accounts Total Sales to date: Total Sales to date: $130,227.52$130,227.52 TOTAL OFFICE SALES: $357,134.84TOTAL OFFICE SALES: $357,134.84 Reese Marketing, Reese Marketing, Oklahoma and TexasOklahoma and Texas

1999-Present1999-Present Owner/Marketing ExecutiveOwner/Marketing Executive Self-employed, self-motivatedSelf-employed, self-motivated Sales and Marketing of various products and servicesSales and Marketing of various products and services Contracted with various organizations and businessesContracted with various organizations and businesses Auction Services Auction Services –– Live auction and online sales Live auction and online sales North Texas Daily, North Texas Daily, Denton, TXDenton, TX

2003-20042003-2004 Advertising ManagerAdvertising Manager (May 2004 (May 2004 –– December 2004) December 2004) Served as Advertising Coordinator and Sales Manager during SummerServed as Advertising Coordinator and Sales Manager during Summer Managed staff of ten studentsManaged staff of ten students Maintained motivation through weekly sales meetings and continuous trainingMaintained motivation through weekly sales meetings and continuous training Organized layout of paperOrganized layout of paper Assisted committee in hiring an Advertising CoordinatorAssisted committee in hiring an Advertising Coordinator Sales/Assistant Manager Sales/Assistant Manager (Aug. 2003 (Aug. 2003 –– May 2004) May 2004) Maintained approximately 100 clients in Denton and DFW regionsMaintained approximately 100 clients in Denton and DFW regions Exceeded sales goals by up selling clients and establishing new clientsExceeded sales goals by up selling clients and establishing new clients Assisted Manager with daily operations of office and motivation of sales staffAssisted Manager with daily operations of office and motivation of sales staff Attended College Newspapers, Advertising and Business Managers National Convention (CNBAM)Attended College Newspapers, Advertising and Business Managers National Convention (CNBAM) Lead two national round-table discussionsLead two national round-table discussions Nominated for National Student Representative, lost by one voteNominated for National Student Representative, lost by one vote

SunnySunny’’s Cellular, s Cellular, Hobart, OKHobart, OK 1999-2001 1999-2001

Co-DealerCo-Dealer

Established new customer base in Southwest OklahomaEstablished new customer base in Southwest Oklahoma Maintained and up sold customers utilizing excellent customer serviceMaintained and up sold customers utilizing excellent customer service Developed advertising and marketing of new products and servicesDeveloped advertising and marketing of new products and services Provided technical support and management of customer accountsProvided technical support and management of customer accounts Oak Creek Village,Oak Creek Village, Granbury, TX Granbury, TX

19991999 Housing ConsultantHousing Consultant Established new sales through cold-calls and appointment settingEstablished new sales through cold-calls and appointment setting Provided customer needs through extensive interview and presentationProvided customer needs through extensive interview and presentation Spec and show homes through feature/benefit presentationSpec and show homes through feature/benefit presentation NTS Communications,NTS Communications, Weatherford, OK Weatherford, OK

19971997 Established new accounts with business to business sales and cold calling.Established new accounts with business to business sales and cold calling. Maintained accounts throughout Southwest OklahomaMaintained accounts throughout Southwest Oklahoma Increased revenues each month with enhanced client baseIncreased revenues each month with enhanced client base 54 Motor Sales,54 Motor Sales, Gotebo-Mt.View-Hobart, OK Gotebo-Mt.View-Hobart, OK

1987-19981987-1998 Inspect, appraise and purchase automobiles at area auto auctionsInspect, appraise and purchase automobiles at area auto auctions Buy, sell, trade and repossess automobilesBuy, sell, trade and repossess automobiles Advertising and display of vehiclesAdvertising and display of vehicles Maintain profit, loss, and bank transactions for partnershipMaintain profit, loss, and bank transactions for partnership

Humanmetrics.comHumanmetrics.com Adam R. ReeseAdam R. Reese The Supervisor and ESTJThe Supervisor and ESTJ 100% Extroverted, 12% sensing, 12% Thinking, 1% judging100% Extroverted, 12% sensing, 12% Thinking, 1% judging The human metrics test nailed me almost exactly. I have taken many different tests of this type and always comeThe human metrics test nailed me almost exactly. I have taken many different tests of this type and always come

out with the same results.out with the same results. Within Within ““The Portrait of the SupervisorThe Portrait of the Supervisor”” states that I am on the side of rules and procedures states that I am on the side of rules and procedures……I do believe that rulesI do believe that rules

and procedures are important, however I also believe there is more than one way to skin a cat. When it comes toand procedures are important, however I also believe there is more than one way to skin a cat. When it comes tomy sales team, I am strict on the procedure of the paperwork and ad copy etcmy sales team, I am strict on the procedure of the paperwork and ad copy etc……however I am not strict on however I am not strict on ““this isthis ishow you have to sell.how you have to sell.””

I am very civic-minded and a key player in many organizations within UNT and the community. This is something II am very civic-minded and a key player in many organizations within UNT and the community. This is something Ihave done since I was very young. Always came natural to me to step up and volunteer for a task or for a group. Ihave done since I was very young. Always came natural to me to step up and volunteer for a task or for a group. Ihave no trouble vocalizing my role within any organization as well. I love to give my time, talent, energy and gifts tohave no trouble vocalizing my role within any organization as well. I love to give my time, talent, energy and gifts toorganizations that I serveorganizations that I serve……in return I am the one that is rewarded most.in return I am the one that is rewarded most.

The print out of Extraverted Sensing Thinking Judging by Joe Butt identifies off the bat that I thrive on order andThe print out of Extraverted Sensing Thinking Judging by Joe Butt identifies off the bat that I thrive on order andcontinuitycontinuity…… I guess in some ways I do, however I love change and seek it out. If the organization or job is the same I guess in some ways I do, however I love change and seek it out. If the organization or job is the sameday in and day outday in and day out…… I become stagnant and actively seek new challenges. I become stagnant and actively seek new challenges.

The part speaking about joiners is absolutely true. I moved to Denton and within the first 3 weeks joined FUMC andThe part speaking about joiners is absolutely true. I moved to Denton and within the first 3 weeks joined FUMC andthree choirs. From that, my involvement in the Denton community has snowballed over the past four years. I amthree choirs. From that, my involvement in the Denton community has snowballed over the past four years. I amvery connected with civic, religious, non-profit, and social organizations in north Texas.very connected with civic, religious, non-profit, and social organizations in north Texas.

Tradition is also important to me. I prefer the traditional religious service over the non-traditional. I do my best toTradition is also important to me. I prefer the traditional religious service over the non-traditional. I do my best toremember birthdays etcremember birthdays etc…… and with the help of the electronic world, I have gotten a lot better at it. Even if I just send and with the help of the electronic world, I have gotten a lot better at it. Even if I just sendan email to a friend on their birthday, it is important to me that I have at least made the effort to contact them on theiran email to a friend on their birthday, it is important to me that I have at least made the effort to contact them on theirspecial day.special day.

Provide and receive good serviceProvide and receive good service…… yes that is essential in my work and personal life. Advertising is a people to yes that is essential in my work and personal life. Advertising is a people topeople business; you have to take care of the client to keep them coming back and buying more. Personal lifepeople business; you have to take care of the client to keep them coming back and buying more. Personal life…… I Idemand great service in restaurants and expect nothing but perfection. In return they are rewarded and/ordemand great service in restaurants and expect nothing but perfection. In return they are rewarded and/orreprimanded.reprimanded.

My work ethic is about power and position and my team succeeding. I do not put up with laziness and generally doMy work ethic is about power and position and my team succeeding. I do not put up with laziness and generally donot accept any excuses for a job not completed correctly. I continue to preach not accept any excuses for a job not completed correctly. I continue to preach ““this is not rocket science, mythis is not rocket science, mynephew can do just as well as you.nephew can do just as well as you.””

I am extremely outspoken and speak my mind no matter the results. Sometimes this gets me in trouble, but inI am extremely outspoken and speak my mind no matter the results. Sometimes this gets me in trouble, but ingeneral it is better to speak up and be heard than not be heard at all. I will never back down on something that Igeneral it is better to speak up and be heard than not be heard at all. I will never back down on something that Itruly believe is right.truly believe is right.

I like the Harry S. Truman quote, I like the Harry S. Truman quote, ““If you canIf you can’’t stand the heat, get out of the kitchen.t stand the heat, get out of the kitchen.”” That is exactly my philosophy That is exactly my philosophyin the professional world.in the professional world.

Identify your team!Identify your team!

Online Personality QuizOnline Personality Quiz Humanmetrics.comHumanmetrics.com

Review personalities!Review personalities! DiscussionDiscussion

Shape of Shape of youryour Personality! Personality!

Choose a shape!Choose a shape! DoesnDoesn’’t matter t matter –– no right or wrong. no right or wrong.

RectangleRectangle SquareSquare TriangleTriangle CircleCircle SquigglySquiggly

Some basic ExpectationsSome basic Expectations

Make your GoalMake your Goal This is your number one duty!This is your number one duty!

Attend Weekly Sales MeetingAttend Weekly Sales Meeting In office a minimum of 1 1/2 hours per dayIn office a minimum of 1 1/2 hours per day

Make calls, turn in ad copy, check dummiesMake calls, turn in ad copy, check dummies Meet with me Meet with me –– Weekly Sales Reports Weekly Sales Reports

AttitudeAttitude Always positive, pro-active, professionalAlways positive, pro-active, professional

Seattle Pikes Fish MarketSeattle Pikes Fish Market

http://www.youtube.com/watch?v=nl-http://www.youtube.com/watch?v=nl-k28JWuGsk28JWuGs

•• PLAYPLAY•• MAKE THEIR DAYMAKE THEIR DAY•• BE THEREBE THERE•• CHOOSE YOUR ATTITUDECHOOSE YOUR ATTITUDE

FISH!!! THE PHILOSOPHYFISH!!! THE PHILOSOPHY

What ideas do you have to make work moreWhat ideas do you have to make work moreFUN?FUN?

What do you think will make others SMILE?What do you think will make others SMILE? What do you already do to put people in aWhat do you already do to put people in a

BETTER MOOD?BETTER MOOD? How can you make your Positive energyHow can you make your Positive energy

CONTAGIOUS?CONTAGIOUS? What should you do to truly BE THERE?What should you do to truly BE THERE?

FISH! THE PHILOSOPHYFISH! THE PHILOSOPHY

PLAY!PLAY! We put more energy into what we enjoy, andWe put more energy into what we enjoy, and

finding ways to finding ways to ““playplay”” can lead to greater can lead to greaterproductivity and creativity.productivity and creativity.

Play is NOT about acting irresponsibly.Play is NOT about acting irresponsibly. Play IS about finding ways to have more funPlay IS about finding ways to have more fun

accomplishing SERIOUS GOALS!accomplishing SERIOUS GOALS! How do we want to PLAY?How do we want to PLAY?


MAKE THEIR DAY!MAKE THEIR DAY! When you When you ““make someonemake someone’’s days day”” (or even moment) (or even moment)

through a small kindness or a memorablethrough a small kindness or a memorableengagement, you can turn even routine encountersengagement, you can turn even routine encountersinto special memories.into special memories.

Few things are as rewarding and infectious as liftingFew things are as rewarding and infectious as liftinganother personanother person’’s spirits and the act of servings spirits and the act of servingothers.others.

When did someone last When did someone last ““Make your day?Make your day?””


BE THEREBE THERE The glue in our humanity is in being FULLYThe glue in our humanity is in being FULLY

present for one another.present for one another. BEING THERE also is a great way toBEING THERE also is a great way to

practice wholeheartedness and fightpractice wholeheartedness and fightburnout.burnout. It is those halfhearted tasks you perform whileIt is those halfhearted tasks you perform while

juggling other things that wear you out!juggling other things that wear you out!

What does it mean to BE THERE?What does it mean to BE THERE?


CHOOSE YOUR ATTITUDECHOOSE YOUR ATTITUDE When you look for the worst you WILL FINDWhen you look for the worst you WILL FIND

IT everywhere!IT everywhere! When you look for the best YOU WILL FINDWhen you look for the best YOU WILL FIND

opportunities you never imagined possible.opportunities you never imagined possible. YOU have the power to choose yourYOU have the power to choose your

attitude. Find yourself with an attitude youattitude. Find yourself with an attitude youdondon’’t want, you can choose another!!t want, you can choose another!!

WHAT ATTITUDE DO YOU CHOOSE?WHAT ATTITUDE DO YOU CHOOSE?

ATTITUDEATTITUDE

The longer I live, the more I realize the impact of attitude onThe longer I live, the more I realize the impact of attitude onlife. Attitude to me is more important than facts. It is morelife. Attitude to me is more important than facts. It is moreimportant than the past, than education, than money, thanimportant than the past, than education, than money, thancircumstances, than failures, than success, than what othercircumstances, than failures, than success, than what otherpeople say or do. It is more important than appearance, giftpeople say or do. It is more important than appearance, giftor skill. It will make or break a company, a church, a home.or skill. It will make or break a company, a church, a home.The remarkable thing is we have a choice every dayThe remarkable thing is we have a choice every dayregarding the attitude we will embrace for that day. Weregarding the attitude we will embrace for that day. Wecannot change our pastcannot change our past…… we cannot change the fact that we cannot change the fact thatpeople will act in a certain waypeople will act in a certain way…… we cannot change the we cannot change theinevitable. The only thing we can do is play on the string weinevitable. The only thing we can do is play on the string wehave, and that is our attitude. I am convinced that life is 10have, and that is our attitude. I am convinced that life is 10percent what happens to me and 90 percent how I react topercent what happens to me and 90 percent how I react toit. And so it is with youit. And so it is with you…… we are in charge of our attitudes. we are in charge of our attitudes.

- Dr. Charles Swindoll, author and radio speaker- Dr. Charles Swindoll, author and radio speaker

Take 7 minutesTake 7 minutes

Break Time!!Break Time!!

PRINT SELLING SECRETPRINT SELLING SECRET

Winning A T T I T U D E S Winning A T T I T U D E S A A lways make today your best daylways make today your best day T T ake pride in a job well doneake pride in a job well done T T reat others with respectreat others with respect I I solate your negative thoughtssolate your negative thoughts T T reat every new task as an opportunityreat every new task as an opportunity U U tilize your talents dailytilize your talents daily D D o the job right the first timeo the job right the first time E E xpect positive outcomes dailyxpect positive outcomes daily S S peak well of others every daypeak well of others every day

Intro to Paperwork!!Intro to Paperwork!!

Rate cardRate card Insertion OrderInsertion Order Adjustment MemoAdjustment Memo Ad Copy SheetAd Copy Sheet Weekly Sales ReportsWeekly Sales Reports Commission SheetsCommission Sheets

Advertising Sales NT DailyAdvertising Sales NT Daily

Insertion OrderInsertion Order Complete an insertion orderComplete an insertion order

No blanks left empty!No blanks left empty! All clients must sign insertion ordersAll clients must sign insertion orders PRE-PAYMENTPRE-PAYMENT

Do not sell Do not sell ‘‘creditcredit’’ we accept all major credit we accept all major creditcards, checks, cash and money ordercards, checks, cash and money order

ReceiptReceipt What goes where? What time?What goes where? What time?


Ad Layout SheetAd Layout Sheet All ad copy must be on an ad layout sheetAll ad copy must be on an ad layout sheet

Account Name (as listed)Account Name (as listed) Run DateRun Date Ad sizeAd size Color or no colorColor or no color

If color, highlight what part of ad is in colorIf color, highlight what part of ad is in color Full printout of ad is required (shrink to fit)Full printout of ad is required (shrink to fit) Ad copy change Ad copy change –– highlight what changed highlight what changed

When/Where/Why/How?When/Where/Why/How?


ManifestManifest Daily list of ads to runDaily list of ads to run

Your duty to check or have checked daily at 2:30Your duty to check or have checked daily at 2:30 Verify:Verify:

Size, price, name, copy referenceSize, price, name, copy reference No copy reference, CHANGE immediatelyNo copy reference, CHANGE immediately

Ad not listedAd not listed Check original insertion orderCheck original insertion order Add to manifest following procedureAdd to manifest following procedure Business manager must sign new manifestBusiness manager must sign new manifest Give copy of new manifest to ad managerGive copy of new manifest to ad manager


COMMISSION SHEETS!COMMISSION SHEETS! Daily record of your salesDaily record of your sales Keep in folder on your deskKeep in folder on your desk Organize by dateOrganize by date

Take time to complete all for the entireTake time to complete all for the entiresemestersemester Use rate card to compute run dates.Use rate card to compute run dates.


SELLING AN INSERTSELLING AN INSERT Complete insertion orderComplete insertion order

Label as InsertLabel as Insert MINIMUM 10,000 copiesMINIMUM 10,000 copies

Shipped to DFW PrintingShipped to DFW Printing All inserts must be approved by managerAll inserts must be approved by manager

Copy left in client folderCopy left in client folder Copy given to production (ad copy box)Copy given to production (ad copy box)

Insertion order Where/Why/How Many?Insertion order Where/Why/How Many?


WWW.NTDAILY.COMWWW.NTDAILY.COM Insertion orderInsertion order

Completed with client nameCompleted with client name Dates circled to runDates circled to run

i.e. Month of Februaryi.e. Month of February

Ad CopyAd Copy Turn into proof box as Turn into proof box as ““online adonline ad”” on Ad copy sheet on Ad copy sheet

Where/Why/How?Where/Why/How?


DUMMIESDUMMIES Copy of layout of paperCopy of layout of paper Check DailyCheck Daily

Verify:Verify: Correct ad, size, date, placement (if special section)Correct ad, size, date, placement (if special section)

InitialInitial

Black BOXBlack BOX Attach ad copy immediately to dummiesAttach ad copy immediately to dummies

Return dummies to proof box in ad officeReturn dummies to proof box in ad office If last to initial If last to initial –– take to production office door inbox take to production office door inbox


ADVERTISING PROOFSADVERTISING PROOFS Ad to be built, re-designed etcAd to be built, re-designed etc…… DUE: 48 hours prior to scheduled deadlineDUE: 48 hours prior to scheduled deadline

for insertionfor insertion Place on Ad Copy sheetPlace on Ad Copy sheet

Put in proof box (24 hour turnaround)Put in proof box (24 hour turnaround)

Final approvedFinal approved Keep original in client folder (dated)Keep original in client folder (dated)


Inter-Office CommunicationsInter-Office Communications Phone MessagesPhone Messages

Desks Desks –– leave on clip next to name plate leave on clip next to name plate Use the Use the ““While you were outWhile you were out”” tablets tablets Included:Included:

Name, Date, Time, purpose of call, and your signatureName, Date, Time, purpose of call, and your signature Ad Manager Ad Manager –– leave on small cork board on office door leave on small cork board on office door

Dry Erase boardDry Erase board Check daily for updatesCheck daily for updates

Bulletin Board Bulletin Board –– Ad Manager Ad Manager’’s doors door Posted memoPosted memo’’s, messages, and informations, messages, and information Check DailyCheck Daily

Email and Facebook!Email and Facebook! Utilize electronic communication and networking.Utilize electronic communication and networking.


Office CommunicationOffice Communication PhonePhone

Answer all calls regardless by 3Answer all calls regardless by 3rdrd ring ring Assist caller if possible, otherwise take messageAssist caller if possible, otherwise take message

To answer extension other than your ownTo answer extension other than your own Press *17Press *17

To transfer to another extensionTo transfer to another extension Press Press ““flashflash”” dial last four digits, hang up receiver when dial last four digits, hang up receiver when

ringingringing

PRACTICE THIS NOW!PRACTICE THIS NOW!


External Office CommunicationsExternal Office Communications Mail (office use only)Mail (office use only)

Proposals, RFPProposals, RFP’’s etcs etc…… mailed to clients mailed to clients Customer service will mail for youCustomer service will mail for you When available When available –– utilize email utilize email

Tear sheetsTear sheets Customer service handles tear sheetsCustomer service handles tear sheets

Clients within DentonClients within Denton YOU take copy of paper to them, DO NOT MAILYOU take copy of paper to them, DO NOT MAIL


Client ListClient List Master list maintained in officeMaster list maintained in office

Any changes, notify Ad Manager immediatelyAny changes, notify Ad Manager immediately

Your listYour list List of your assigned clientsList of your assigned clients All clients must be called by end of 2All clients must be called by end of 2ndnd week week These clients belong to you for one semesterThese clients belong to you for one semester

Client changes and rotation may be done at anytimeClient changes and rotation may be done at anytime

Can I call on someone else other than what is listedCan I call on someone else other than what is listedon my client list?on my client list?


HOT LISTHOT LIST Any potential client not on the master clientAny potential client not on the master client

list list –– Place on HOT LIST Place on HOT LIST i.e. new prospectsi.e. new prospects

You have one month to close the clientYou have one month to close the client After one month, client may be re-assignedAfter one month, client may be re-assigned

HOT LIST is updated each monthHOT LIST is updated each month What happens if I call on another AEWhat happens if I call on another AE’’ss

client?client?


Time and ConsistencyTime and Consistency A great rep spends 40% of time in person-to-personA great rep spends 40% of time in person-to-person

contact.contact. 64% of calls made are made on the wrong people64% of calls made are made on the wrong people 80% of all sales are made after five calls80% of all sales are made after five calls 46% of sales people call once and quit46% of sales people call once and quit 25% of sales people call twice and quit25% of sales people call twice and quit 12% of sales people call three times and quit12% of sales people call three times and quit ONLY 10 % keep on callingONLY 10 % keep on calling

10% of sales people make 80% of sales!10% of sales people make 80% of sales! BE THE TOP 10BE THE TOP 10

Break TimeBreak Time

Any questions?Any questions? Get ready for a quiz!Get ready for a quiz!

Take 6 minutesTake 6 minutes

Daily JeopardyDaily Jeopardy

Who?Who?

What?What?

When?When?

Where?Where?

How?How?

Advertising Sales 101Advertising Sales 101

Time ManagementTime Management Your time is valuable, treat it that way. PrioritizeYour time is valuable, treat it that way. Prioritize

your clients into lists.your clients into lists. A. Customers who will buyA. Customers who will buy B. Customers who might buy.B. Customers who might buy. C. Customers who with a push C. Customers who with a push –– might buy. might buy.

Spend the majority of your time with A and BSpend the majority of your time with A and Bcustomerscustomers

Everyone will eventually buy Everyone will eventually buy –– may have to change may have to changeapproach!approach!

Schedule appointments Schedule appointments –– Do not just drop in!! Do not just drop in!!


Schedule your appointments in the sameSchedule your appointments in the samegeographical areageographical area

Cold call on other clients in the same areaCold call on other clients in the same areaafter researching their potential and after allafter researching their potential and after allappointments have been visitedappointments have been visited

Keep all appointments and office hours in aKeep all appointments and office hours in adate book/scheduler to keep organizeddate book/scheduler to keep organized

Make a to do list daily, weekly and monthlyMake a to do list daily, weekly and monthlyutilizing daily sales report documentutilizing daily sales report document


ProspectingProspecting Always be prospecting!!Always be prospecting!!

Everyone is a potential clientEveryone is a potential client Keep business and rate cards with you always!!Keep business and rate cards with you always!!

Keep an open eye for new business and/orKeep an open eye for new business and/orbusinesses that are not advertisingbusinesses that are not advertising Verify they are not on client listVerify they are not on client list

Set the meeting and take spec ads with youSet the meeting and take spec ads with you


PROSPECT WHO?

ReferralsNew businesses

Facebook

Current advertisers’Competitors.Yellow pages

Denton ScramblerCollege Guide

Val-Pak

ChamberBill boards

Flyers

DRCOther area papers

Everywhere

Seasonal BusinessFormer Advertiser


Set the appointment!Set the appointment! Determine who the decision maker isDetermine who the decision maker is Know the client/learn all you canKnow the client/learn all you can Create Interest and ValueCreate Interest and Value

Once accomplished Once accomplished –– the appointment the appointmentwill be in the palm of your hand will be in the palm of your hand –– ASK ASKFOR IT and you will RECEIVE!FOR IT and you will RECEIVE!


To set the appointmentTo set the appointment Introduce yourself and state who you work for Introduce yourself and state who you work for ––

Make sure you are speaking with the decisionMake sure you are speaking with the decisionmakermaker

Tell the person why you are callingTell the person why you are calling Give them a choice of two different daysGive them a choice of two different days

Day is set Day is set –– give option of time give option of time Set a precise timeSet a precise time

Most effective are un-even times 2:10, 3:40 etc..Most effective are un-even times 2:10, 3:40 etc.. Have another AE call to confirm Have another AE call to confirm –– 24 hours prior 24 hours prior


Appointment setting verbiage!Appointment setting verbiage! May I speak to the owner or manager?May I speak to the owner or manager? May I speak to the person who handles the YellowMay I speak to the person who handles the Yellow

Pages?Pages? May I speak to the person in charge of advertising?May I speak to the person in charge of advertising? II’’d like to speak to someone about reaching thed like to speak to someone about reaching the

UNT community!UNT community! Most effective Most effective –– Know who you should speak Know who you should speak

with prior to making the call!!!with prior to making the call!!!


Set the appointmentSet the appointment ROLL PLAY!!!ROLL PLAY!!!

End of the Day!End of the Day!

ReviewReview Questions?Questions?

Pot Pot –– Luck? Luck? Two Snack-Trays providedTwo Snack-Trays provided II’’ll cook something ll cook something –– Any suggestions? Any suggestions?


Why Clients Should Advertise?Why Clients Should Advertise? Reach new customersReach new customers Keep pace with competitionKeep pace with competition Be fresh in the buyersBe fresh in the buyers’’ minds minds IT WORKSIT WORKS Increase trafficIncrease traffic Keep a positive imageKeep a positive image Reach 32,000 plus with one publicationReach 32,000 plus with one publication


Why should they buy from you?Why should they buy from you? You have provided a solutionYou have provided a solution You listened to their needsYou listened to their needs You gave them sound adviceYou gave them sound advice You provided excellent customer serviceYou provided excellent customer service You make them feel importantYou make them feel important You created enough value in the productYou created enough value in the product You established a great relationshipYou established a great relationship


Handling ObjectionsHandling Objections Do not OVERREACT or get defensiveDo not OVERREACT or get defensive Do not react Do not react –– Respond Respond

Reacting comes when being defensiveReacting comes when being defensive Responding occurs when you acknowledge theResponding occurs when you acknowledge the

objection, agree, then diffuse it by suggesting aobjection, agree, then diffuse it by suggesting asolution and help change the clientsolution and help change the client’’s feelingss feelings

Turn the situation around by focusing on theTurn the situation around by focusing on thepositivepositive


Better than the best Customer ServiceBetter than the best Customer Service Who is Your Customer?Who is Your Customer?

To find out To find out –– Exam the industry and the industry Exam the industry and the industryneeds of each client you have!needs of each client you have!

Who is your customersWho is your customers’’ customer? customer? Age range, Income, Education, UniqueAge range, Income, Education, Unique

preference, Hobbies and Interest?preference, Hobbies and Interest?

The better you know your customer, theThe better you know your customer, theeasier you are able to service their needseasier you are able to service their needs


Male Male –– Female (Mars and Venus) Female (Mars and Venus) MalesMales –– usually respond to facts, figures, strategies usually respond to facts, figures, strategies

and a bottom line dollar of How they will be moreand a bottom line dollar of How they will be moresuccessful if they follow your advise!successful if they follow your advise! THEY SEEK STATUS!THEY SEEK STATUS!

FemalesFemales –– Usually respond to feelings of trust, Usually respond to feelings of trust,value and empathy regarding business challenges.value and empathy regarding business challenges.They too are interested in the bottom line dollar,They too are interested in the bottom line dollar,however the emphasis on providing visuals tohowever the emphasis on providing visuals tocorrespond with your facts and figures will improvecorrespond with your facts and figures will improveyour chances of closing the sale!your chances of closing the sale! THEY SEEK UNDERTANDING!THEY SEEK UNDERTANDING!


Use of VisualsUse of Visuals All prospects enjoy being shown visuals and yourAll prospects enjoy being shown visuals and your

chances of presentation retention is 55% greaterchances of presentation retention is 55% greaterthan if you had no visuals at all.than if you had no visuals at all. Show them the paper Show them the paper –– use a flip chart with specials use a flip chart with specials ––

establish your own presentation!establish your own presentation! Prospects often get actively involved in sellingProspects often get actively involved in selling

themselves your product or service just by seeing,themselves your product or service just by seeing,hearing or feeling good about the features andhearing or feeling good about the features andbenefits that you present!benefits that you present!

It is the It is the ““Dog and Pony showDog and Pony show”” Roll Play!! What is your Presentation?Roll Play!! What is your Presentation?


How do you meet their needs?How do you meet their needs? Take on the role of consumer to yourTake on the role of consumer to your

prospect and discover the everydayprospect and discover the everydaychallenges and opportunities of thatchallenges and opportunities of thatcompany.company.

Research the prospectResearch the prospect’’s needs bys needs byexamining their strengths and weaknesses.examining their strengths and weaknesses. Location, quality, service standards, uniqueness,Location, quality, service standards, uniqueness,

products and services.products and services.


Why buy from you?Why buy from you? You possess a winning attitude that is contagious!You possess a winning attitude that is contagious! They can trust you!They can trust you! You are a professional problem solver.You are a professional problem solver. You are a good will ambassador.You are a good will ambassador.

Zig Zigglar Zig Zigglar –– ““If you canIf you can’’t sell your personality,t sell your personality,then you have nothing to sell!then you have nothing to sell!””

When you want to remember how to sell When you want to remember how to sell ––simply recall how you like to buy!simply recall how you like to buy!


Professional Sales Make you Better thanProfessional Sales Make you Better thanthe best!the best! Are you a Peddler or a Pro?Are you a Peddler or a Pro?

When you are only interested in personal gain,When you are only interested in personal gain,you are a peddler you are a peddler –– When you are interested in When you are interested inservicing your customer, you are a professional!servicing your customer, you are a professional!

DonDon’’t shoot from the hip t shoot from the hip –– do your research! do your research! Establish RapportEstablish Rapport Shop with your clientShop with your client Do the visual PresentationDo the visual Presentation


Do you believe in NT Daily?Do you believe in NT Daily? What is great about it?What is great about it? Why is it so Special?Why is it so Special? What can it do for the client?What can it do for the client? How can it improve the clientHow can it improve the client’’s success?s success? How dependable are the results?How dependable are the results? Why advertise in NT Daily?Why advertise in NT Daily?


Dress the part!Dress the part! The way a person walks, talks and looks influencesThe way a person walks, talks and looks influences

how they are perceived.how they are perceived. Clothing gives a strong and immediate impression of itsClothing gives a strong and immediate impression of its’’

wearer and is enormously important to nonverbalwearer and is enormously important to nonverbalcommunication.communication.

Grammar, attitude, mannerisms and enthusiasm affectsGrammar, attitude, mannerisms and enthusiasm affectsyour ability to persuade.your ability to persuade.

““What you are speaks so loudly that I cannot hearWhat you are speaks so loudly that I cannot hearwhat you are saying!what you are saying!”” –– Ralph Waldo Emerson Ralph Waldo Emerson


Selling a Product or a Feeling?Selling a Product or a Feeling? You are selling both!You are selling both!

T T rustrust R R eliable serviceeliable service U U nparalleled growthnparalleled growth S S uccessful feelingsuccessful feelings T T raditional valueraditional value

When I am successful I know I have chosen,When I am successful I know I have chosen,consciously or unconsciously, to use theconsciously or unconsciously, to use thepositive thoughts that created my success!positive thoughts that created my success!


Can you Close that sale?Can you Close that sale? Choose your words carefully!Choose your words carefully!

Do use the LETDo use the LET’’S when working with a decisionS when working with a decision Do NOT use words that suggest a negative Do NOT use words that suggest a negative ‘‘or elseor else’’

approach approach –– Don Don’’t back your client in a cornert back your client in a corner Under promise and over deliver!Under promise and over deliver! Use power words Use power words –– full of energy! full of energy! Ask open ended questionsAsk open ended questions Reinforce positive responses with praise and ignore theReinforce positive responses with praise and ignore the

negative responses by repeating your positivenegative responses by repeating your positivereinforcements.reinforcements.

DonDon’’t vomit at the mouth t vomit at the mouth –– know when to shut up and know when to shut up andListen!Listen!


The Follow Up! Why should you?The Follow Up! Why should you? Provide client with updated informationProvide client with updated information Information about specials etcInformation about specials etc…… Continue good will and supportContinue good will and support Gain knowledge of clientGain knowledge of client’’s level of satisfaction and interest ins level of satisfaction and interest in

further servicefurther service Future growth depends on their satisfaction.Future growth depends on their satisfaction. Repeat clientele are the life blood of any organization!Repeat clientele are the life blood of any organization!

Promote and feed the personal rapport Promote and feed the personal rapport –– they know you care they know you care Healthy rapport promotes referrals of new clientsHealthy rapport promotes referrals of new clients

Sell with a purpose and people feel good about whatSell with a purpose and people feel good about whatthey bought from you and about themselves!they bought from you and about themselves!


Good to Great? What will it be?Good to Great? What will it be? The difference between good and great is you must workThe difference between good and great is you must work

towards greatness everyday!towards greatness everyday! Plan your goals dailyPlan your goals daily Be flexible to deal with obstaclesBe flexible to deal with obstacles Persevere with confidencePersevere with confidence Establish goals using SMARTEstablish goals using SMART

Specific, Measurable, Attainable, Realistic, and Time boundSpecific, Measurable, Attainable, Realistic, and Time bound Delete Delete ““IFIF”” out of your vocabulary out of your vocabulary Be Prepared for the unexpectedBe Prepared for the unexpected Make a commitment to yourself and achieve!Make a commitment to yourself and achieve! Utilize Utilize ““I CANI CAN”” and and ““I WILLI WILL”” –– to exceed! to exceed!

What qualities do you have? List them nowWhat qualities do you have? List them now……


TOUGH TIMES DONTOUGH TIMES DON’’T LAST T LAST –– TOUGH TOUGHSALES PROFESSIONALS DO!!SALES PROFESSIONALS DO!! Be Positive!! If you want to be seen as a doer whoBe Positive!! If you want to be seen as a doer who

gets the job done, respond with gets the job done, respond with ““I WillI Will”” as frequently as frequentlyas possible. Phrases such as as possible. Phrases such as ““II’’ll tryll try”” make you make youappear like a wimp!!appear like a wimp!! Example: Remember all the people who say, Example: Remember all the people who say, ““II’’ll try to getll try to get

back to you tomorrow.back to you tomorrow.”” They seldom do. Those, however, They seldom do. Those, however,who say, who say, ““II’’ll have an answer to you by five,ll have an answer to you by five,”” usually follow usually followthrough.through.

This attitude and choice of words will influenceThis attitude and choice of words will influenceothers, but it will also influence you to get the jobothers, but it will also influence you to get the jobdone!done!


Take a moment to write your personalTake a moment to write your personalgoals down!goals down!

What are the goals in the office?What are the goals in the office?

NT Daily Spring 2007NT Daily Spring 2007

Break Time!Break Time!

Questions?Questions?

The Successful Rep!The Successful Rep!

PersistentPersistent The single most valuable trait of successful ad sales reps isThe single most valuable trait of successful ad sales reps is

persistence. Not the nagging, badgering, high-pressure type,persistence. Not the nagging, badgering, high-pressure type,but rather the kind of persistence that means making regularbut rather the kind of persistence that means making regularcalls on potential accounts despite the fact they keep sayingcalls on potential accounts despite the fact they keep saying““No.No.”” The kind of persistence that enables reps to find some The kind of persistence that enables reps to find somenew reason to visit the account each week to share somenew reason to visit the account each week to share someinformation about the market or the paper that will help theminformation about the market or the paper that will help themsee how valuable it is as means of reaching their targetsee how valuable it is as means of reaching their targetaudience!audience!

15 Calls per day 15 Calls per day –– minimum with 5 face-to-face visits minimum with 5 face-to-face visitsper week!per week!


PunctualPunctual Another important trait of successful salesAnother important trait of successful sales

reps is promptness, making certain to be onreps is promptness, making certain to be ontime for meetings time for meetings –– with the staff, with the with the staff, with theclient or with anyone else. Punctualityclient or with anyone else. Punctualityenables ad reps to gain the confidence ofenables ad reps to gain the confidence ofaccounts by letting them know they areaccounts by letting them know they arereliable and will get the job done on time!reliable and will get the job done on time!

Deadlines and Deadlines Deadlines and Deadlines –– Be on time! Be on time!


PolitePolite Successful ad reps are polite to co-workers,Successful ad reps are polite to co-workers,

accounts and nearly everyone else. Theyaccounts and nearly everyone else. Theyare kind and considerate of the feelings ofare kind and considerate of the feelings ofothers and slow to take offense or to others and slow to take offense or to ““snapsnapbackback”” when someone is irritable or abrupt. when someone is irritable or abrupt.They treat others with courtesy and respect.They treat others with courtesy and respect.

Do unto others as you would have themDo unto others as you would have themdo unto you!! Who commanded this?do unto you!! Who commanded this?


PatientPatient Successful sales reps are patient and willing toSuccessful sales reps are patient and willing to

spend time listening without interrupting so they canspend time listening without interrupting so they canlearn as much as possible about eh needs of theirlearn as much as possible about eh needs of theiraccounts and find ways to help gill those needs.accounts and find ways to help gill those needs.They are willing to take time to explain their ownThey are willing to take time to explain their ownpoints of view clearly rather than get irritated whenpoints of view clearly rather than get irritated whenothers disagree with them or appear to miss theothers disagree with them or appear to miss thepoint they are trying to make.point they are trying to make.

DonDon’’t talk yourself out of the sale! Shut-Up andt talk yourself out of the sale! Shut-Up andactively listen actively listen –– that that’’s when you discover thes when you discover thesolutions!solutions!


Productive (proactive)Productive (proactive) Successful sales reps are productive. TheySuccessful sales reps are productive. They

dondon’’t waste time. They stay on top oft waste time. They stay on top ofchanges in the market and use thechanges in the market and use theinformation to generate new ideas that willinformation to generate new ideas that willhelp their accounts cope with these changeshelp their accounts cope with these changesin a positive manner.in a positive manner.

Proactive Proactive –– Acting in anticipation of future Acting in anticipation of futureproblems, needs or changes!problems, needs or changes!


ProcrastinateProcrastinate They do not! Successful sales reps have learned that puttingThey do not! Successful sales reps have learned that putting

off doing things that may seem unpleasant or difficult onlyoff doing things that may seem unpleasant or difficult onlymakes them more so. They have learned to do these thingsmakes them more so. They have learned to do these thingsfirst to get them out of the way while they are still freshfirst to get them out of the way while they are still freshbecause they know if they do not, they will simply nag at thebecause they know if they do not, they will simply nag at theback of their mind, taking the pleasure out of other activities.back of their mind, taking the pleasure out of other activities.For example, if an error occurs in one of their ads, they donFor example, if an error occurs in one of their ads, they don’’ttavoid seeing the account or wait for the client to calla andavoid seeing the account or wait for the client to calla andcomplain. Instead they make it a point to see that person ascomplain. Instead they make it a point to see that person asearly as possible and let him or her know they are aware of theearly as possible and let him or her know they are aware of theproblem and are working to correct it.problem and are working to correct it.


Positive AttitudePositive Attitude They do have. They look on the bright sideThey do have. They look on the bright side

of things instead of the down side. Theyof things instead of the down side. Theyapproach situations as opportunities insteadapproach situations as opportunities insteadof obstacles and look for a way to makeof obstacles and look for a way to makelemonade out of what others would see onlylemonade out of what others would see onlyas lemons.as lemons.

Did you wake up on the wrong side of theDid you wake up on the wrong side of thebed this morning? bed this morning? –– Get back in and fix it! Get back in and fix it!


Provide informationProvide information They communicate effectively with their accounts,They communicate effectively with their accounts,

which will continue to help them see the advantagewhich will continue to help them see the advantageof advertising in the newspaper and to find newof advertising in the newspaper and to find newways to improve their advertising in order to make itways to improve their advertising in order to make itmore productive.more productive.

Shop all NT Daily clients Shop all NT Daily clients –– use the coupons use the coupons –– show showthem that advertising works!!them that advertising works!!

YOU are the PR/Marketing person for themYOU are the PR/Marketing person for them…… share shareyour knowledge with your friends!your knowledge with your friends!


Position the ProductPosition the Product By showing accounts the role that theBy showing accounts the role that the

newspaper can play in their marketing mixnewspaper can play in their marketing mixand by helping accounts clearly position theirand by helping accounts clearly position theirproducts or services in the minds of theirproducts or services in the minds of theirtarget markets, the sales rep is providingtarget markets, the sales rep is providingvaluable service.valuable service.

Think of yourself as your clients publicThink of yourself as your clients publicrelations director relations director –– push their push theirproduct/service.product/service.


Plans PromotionsPlans Promotions This proactive approach will help theirThis proactive approach will help their

accounts present a consistent image to theiraccounts present a consistent image to theirtarget market in an environment that willtarget market in an environment that willmake their offer attractive and appealing.make their offer attractive and appealing.

You are the marketing executive for yourYou are the marketing executive for yourclient client –– let them know what will and will not let them know what will and will notwork!work!


ProspectingProspecting They seek out new accounts who are notThey seek out new accounts who are not

presently advertising in the newspaper butpresently advertising in the newspaper butshould be.should be.

Always be prospecting!!Always be prospecting!! Everyone is a potential client!Everyone is a potential client!

Build value in the product Build value in the product –– our product is our product isthe captive market we reach!the captive market we reach!


PresentationsPresentations They make presentations to potentialThey make presentations to potential

accounts that clearly show the advantagesaccounts that clearly show the advantagesto be gained by advertising in the paper andto be gained by advertising in the paper andinclude recommended ad schedules that willinclude recommended ad schedules that willprovide desired levels of reach andprovide desired levels of reach andfrequency into the accountsfrequency into the accounts’’ target markets. target markets.

Spec Ads Spec Ads –– Professionalism Professionalism –– Visual! Visual!


Team PlayersTeam Players They work well with other members of theThey work well with other members of the

staff and with management in order tostaff and with management in order toaccomplish the goals and objectives of theaccomplish the goals and objectives of thenewspaper and include recommended adnewspaper and include recommended adschedules that will provide desired levels ofschedules that will provide desired levels ofreach and frequency into the accountreach and frequency into the account’’ target targetmarkets!markets!


Proud of PaperProud of Paper They are genuinely proud of the newspaperThey are genuinely proud of the newspaper

and take every opportunity to point out itsand take every opportunity to point out itsstrengths to their accountsstrengths to their accounts

Who is the number one source ofWho is the number one source ofinformation at UNT?information at UNT?

What are we selling?What are we selling?


Plans AheadPlans Ahead They manage time well and make the bestThey manage time well and make the best

use of it by planning ahead. These ad repsuse of it by planning ahead. These ad repsare not caught short of time to meetare not caught short of time to meetdeadlines for major promotions and otherdeadlines for major promotions and otherlong-range objectives.long-range objectives.

The Successful RepThe Successful Repcommon Sales Mistakes!common Sales Mistakes!

Not being obsessedNot being obsessed Not listening to the prospectNot listening to the prospect Not empathizing with the prospectNot empathizing with the prospect Getting distractedGetting distracted Not taking notesNot taking notes Failing to follow upFailing to follow up Not keeping in contact with past clientsNot keeping in contact with past clients Not planning the day efficientlyNot planning the day efficiently Not looking your bestNot looking your best Not keeping sales tools organizedNot keeping sales tools organized Not taking the prospectNot taking the prospect’’s point of views point of view Not taking pride in your workNot taking pride in your work Trying to convince rather than conveyTrying to convince rather than convey

The Successful RepThe Successful Repcommon Sales Mistakes!common Sales Mistakes!

Underestimating the prospectUnderestimating the prospect’’s intelligences intelligence Not keeping up to dateNot keeping up to date Rushing the saleRushing the sale Not using people proofNot using people proof Humbling yourselfHumbling yourself Being fooled by Being fooled by ““sure thingssure things”” Taking rejection personallyTaking rejection personally Not assuming responsibilityNot assuming responsibility Underestimating the importance of prospectingUnderestimating the importance of prospecting Focusing on negativesFocusing on negatives Not showing competitive spiritNot showing competitive spirit Not being excitedNot being excited Not being enthusiasticNot being enthusiastic

The Successful Rep!The Successful Rep!Communication!Communication!

Persuasive CommunicatorsPersuasive Communicators A communicator whose objective is toA communicator whose objective is to

influence the decision of the client, based oninfluence the decision of the client, based onthe clientthe client’’s criteria.s criteria.

In order to be a persuasiveIn order to be a persuasivecommunicator you need to know that:communicator you need to know that: 90% of persuasive communication is90% of persuasive communication is

credibility!credibility!

The Successful Rep!The Successful Rep!Credibility!Credibility!

Competence (more detail follows)Competence (more detail follows) Composure Composure –– Never get upset or play attack games. Never get upset or play attack games.

Wear a Teflon suit and do not get defensive.Wear a Teflon suit and do not get defensive. Reliability Reliability –– Always do what you say you will do and Always do what you say you will do and

under promise and over deliver!under promise and over deliver! Likeability Likeability –– Come across as an empathetic, warm Come across as an empathetic, warm

individual. Show that you care by being a greatindividual. Show that you care by being a greatlistener.listener.

Dynamism Dynamism –– Present a positive enthusiastic personality Present a positive enthusiastic personalityto your customers. People are attracted to to your customers. People are attracted to ““PositivePositiveEnergy.Energy.””

The Successful Rep!The Successful Rep!Stages of CompetenceStages of Competence

Unconsciously Incompetence:Unconsciously Incompetence: This person does not know what they areThis person does not know what they are

doing, but the dondoing, but the don’’t know that they dont know that they don’’ttknow what they are doing!know what they are doing!

In this stage, the person is in denial andIn this stage, the person is in denial andare NOT teachable!are NOT teachable! DO NOT shoot from the hip!DO NOT shoot from the hip!


Consciously Incompetent:Consciously Incompetent: This person does not know what they areThis person does not know what they are

doing but the know that they do not knowdoing but the know that they do not knowwhat they are doing!what they are doing!

This stage, the person realizes the needThis stage, the person realizes the needfor training!for training!


Consciously Competent:Consciously Competent: This person knows what they are doing butThis person knows what they are doing but

the must think through each step as they arethe must think through each step as they aredoing it.doing it.

This stage, the person has been trainedThis stage, the person has been trainedbut they need practicebut they need practice Most of you are at this stage!!Most of you are at this stage!!


Unconsciously Competent:Unconsciously Competent: This person knows what they are doing andThis person knows what they are doing and

they do not need to think about it, they arethey do not need to think about it, they arefunctioning on automatic pilot.functioning on automatic pilot.

In this stage the person has been trainedIn this stage the person has been trainedand has had lots of practice.and has had lots of practice. Caution!!! To much Auto pilot and you willCaution!!! To much Auto pilot and you will

not hear the buying signals not hear the buying signals –– therefore thereforeloosing the sale!loosing the sale!


Each of us need to:Each of us need to: Strive to be Unconsciously CompetentStrive to be Unconsciously Competent

Keep in mind to not just go through the actionsKeep in mind to not just go through the actions

Continue a proactive approach to salesContinue a proactive approach to sales Always be closing, always be prospectingAlways be closing, always be prospecting

Knowing when to close is half the battleKnowing when to close is half the battle

Keep up your energy and enthusiasmKeep up your energy and enthusiasm Takes 5 Takes 5 –– 7 7 ““No'sNo's”” to make the sale! to make the sale!

Identify what approach works best!Identify what approach works best!

The Successful Rep!The Successful Rep!Correct your Verbiage!Correct your Verbiage!

Instead of this:Instead of this: Cost or PriceCost or Price ContractContract SignSign DealDeal PitchPitch ProblemProblem ObjectionsObjections CheaperCheaper ProspectProspect AppointmentAppointment

Use this:Use this: Total investmentTotal investment AgreementAgreement Approve, OK, or EndorseApprove, OK, or Endorse Opportunity, TransactionOpportunity, Transaction PresentationPresentation Challenge or OpportunityChallenge or Opportunity Areas of ConcernAreas of Concern More EconomicalMore Economical Future ClientFuture Client VisitVisit

Spring 2007 Team!Spring 2007 Team!

A team is a group of individuals whoA team is a group of individuals whohave an explicit reason for workinghave an explicit reason for workingtogether (that is a common goal andtogether (that is a common goal andpurpose) and are in need of each otherpurpose) and are in need of each other’’ssskills and abilities to achieve that goal.skills and abilities to achieve that goal. What is your idea of a TEAM?What is your idea of a TEAM?

NT Daily NT Daily –– Master Mastersalespeople! Fall 2007salespeople! Fall 2007

Persistence Persistence –– Different than insistence. One wins respect, the other annoys. Different than insistence. One wins respect, the other annoys. Creativity Creativity –– Master salespeople use creative methods to develop practical plans Master salespeople use creative methods to develop practical plans

and overcome obstacles.and overcome obstacles. Vision Vision –– Master salespeople get excited about the possibilities of the future and Master salespeople get excited about the possibilities of the future and

make the most our of their opportunitiesmake the most our of their opportunities Integrity Integrity –– People buy only from people they can trust! People buy only from people they can trust! Sincerity Sincerity –– Master salespeople are sincere in their interest in the other person and Master salespeople are sincere in their interest in the other person and

get excited over the chance to be of service to that person.get excited over the chance to be of service to that person. Conviction Conviction –– The successful salesperson can talk to anyone and everyone with The successful salesperson can talk to anyone and everyone with

confidence.confidence. Positive attitude Positive attitude –– They do not let past failures influence their current attitude. They do not let past failures influence their current attitude.

They learn from their mistakes and do not dwell on the past.They learn from their mistakes and do not dwell on the past. Common sense Common sense –– The old saying The old saying ““Common sense is very uncommonCommon sense is very uncommon”” does not does not

hold true for master salespeoplehold true for master salespeople Initiative Initiative –– Master salespeople enjoy going after the tough prospects. They take Master salespeople enjoy going after the tough prospects. They take

the initiative to pursue the projects or challenges most people shy away from.the initiative to pursue the projects or challenges most people shy away from.

Are you a MasterAre you a MasterSalesperson?Salesperson?

What initiative will you take?What initiative will you take?

Are you Committed to success?Are you Committed to success?

Can we succeed as a team?Can we succeed as a team?

Questions Questions –– Comments Comments

Any questions?Any questions? Comments?Comments? Concerns?Concerns? What can I do to make your job easier?What can I do to make your job easier?

Pittsburgh’s advertising community to host our sales meeting and present some aspect of the sales industry to our business staff. Management from the Pittsburgh Post Gazette, the Pittsburgh Tribune Review, Pittsburgh City Paper, Pittsburgh Business Times and Pittsburgh Magazine speak to us about objections, prospecting for new business, presentation skills and general sales skills. Students get to hear first hand how the business world operates outside of our academic confines, and since several of our speakers are alumni of The Pitt News’ business division, students have the opportunity to see how their current jobs might carry them into sales careers after graduation. Training is a continual process at The Pitt News. Every week in our sales meeting, our professional staff and our student managers lead sessions on sales, the newspaper industry and our own operations so that by the end of a full year, account executives have a complete understanding of our business. Most weekly sessions are extensions of formal training; once sales reps have been on the job for a while, they are able to apply lessons from formal training, but they are also more likely to have reality-based questions and situations which are better addressed in the sales meeting forum. Comprehensive training programs include a balanced blend of formal classroom sessions and field experience. The Pitt News’ training program incorporates weekly training on issues that have directly affected our reps during the previous week, and supplements those sessions with reading materials, videos, audio tapes and management assistance.

Sales reps that plan to stay on for another year become senior account executives and are expected to contribute to the training process that begins once again in the spring. Those who are promoted to management are placed immediately into the shadows of current managers, who train them in the office and in off-site meetings for the duration of second semester. The Business Manager, Sales Manager and Inside Sales Manager have individual meetings throughout the spring and summer with both the Advertising Adviser and the General Manager. These meetings serve as the foundation for management training. Sessions include discussions on interview/recruiting skills, time management, delegation, strategizing, training the staff, compensation plans, budget, setting quotas and goals, new product launches, creating a new media kit, and marketing plans.

As a result of our training program and team atmosphere, advertising revenue has

consistently increased over the past five years, and our team has been complimented by several of our advertisers as being “extremely professional compared to other local media sales reps”. Reps themselves express their satisfaction in our program when given an opportunity to evaluate the formal training session. Analysis of the training survey results in our annual redesign of the training program according to students’ suggestions and comments.

We are proud to watch the growth of a new sales employee, and prouder still to see them

accept job offers from prominent companies after their careers here…and we hope they’ll someday come back to speak, to be part of the ongoing training process here at The Pitt News.

THE PITT NEWS’ WEEKLY SALES MEETINGS--TRAINING SESSIONS January Role Play: Knowing Your Market The Value of Teamwork Objections and Open-ended Questions Guest Speaker: Bill Cotter, (V.P.Advertising Pgh Trib Review)

August Managing the Welcome Back Training the New Staff Transitioning Accounts to New Staff September

February Contract Policy Creating a Proposal The Formal Presentation Guest Speaker: Natalie McMurtrie, (Acct Exec, Pgh Business Times) March Personal Integrity Keeping the Momentum Going Summer Discount Packages Selling into the New Student Guide April Wrapping up your Relationships Your Resume Training the Summer/New Reps May Selling the New Student Guide Saturating your Territory The Value of Summer Issues Account Management June When your Customer Just Says No Prospecting, and the Sales Funnel Communicating-Verbal, Written, Body Common Objections July Leaving Voice Mails/ Gatekeepers When you Hit a Sales Slump Production Training Selling the Welcome Back Issue

Role Play with All Kinds of Customers Guest Speaker: Paul Klatzkin, (Ad Director, City Paper) Review Contract/Payment Policies Learning your Product- The Paper, The Media Kit, The Market October Production-Review of Technical Requirements. PhotoShop Overview Our Bottom Line- In-Depth Look at our Billing/Slow Pay/Collections policies Guest Speaker: Amanda Johnson, (Acct. Exec. Virginia Pilot) Online Advertising Review and Sales Techniques November Role Play: the semester’s worst calls Radio: How to approach heavy radio advertisers Being a Consultant Voice Mail and Gatekeepers December Getting organized for next semester Guest Speaker: Randall Brant, (VP Advertising, Pittsburgh Post Gazette)

THE PITT NEWS ABBREVIATED VERSION OF FALL FORMAL TRAINING

DAY 1 Introductions History Organization Chart-Job Expectations and Descriptions Understanding Newspapers (Video on Advertising) Icebreaker Exercise Tour of Office-The Departments of The Pitt News Our Product Line: Print/Online/Special Sections/Inserts/Classified Our Market-Our Readers Our Rate Card-How to read it and explain it to your customers Production and Insertion Vocabulary Forms you need to know: Insertion Orders/Commission Reports/Kills/Design Orders/Daily Logs

Who Wants to Win $25-Trivia game on stuff that’s really not Trivia… Reports: Monthly Contract/Sales Update/Account Master/Commission How to Make Money: Compensation Plan/Incentives/Bonuses Q & A DAY 2 Office Basics: The Copier, passwords to email, the fax, payroll sign-up, your files in our system, letterhead, templates for proposals. Open production lab hour: playing with Macs and finding the essentials in the system Your Territory: Managing it/Saturating it/Spending time in it/The typical work day Building Rapport with your Customers: Asking the right questions/Finding out what your customer really wants/Delivering the paper on a regular basis/Up-selling and Cross-selling your customers Prospecting The Sales Funnel, and how to keep it full Our internal Prospecting system: how to claim a new prospect Basic requirements on monthly prospecting/reporting Time in the Field with Veterans and Managers: Scoping out your territory for the first time What to take with you when you go into your territory Meeting your biggest customers

The Pitt News Training Survey Please let us know what you think of our Formal Training Sessions. Rate each session with 1 being not effective and 5 being very effective. Production Overview 1 2 3 4 5 How The Pitt News Works (editorial/production/advertising flow)1 2 3 4 5 Paperwork (Insertion Orders etc.) 1 2 3 4 5 Account Management 1 2 3 4 5 Sales:Objections/Presentations/ Proposals/Prospecting 1 2 3 4 5 Games: Bingo/Family Feud/ 1 Minute Self-Talk /Who wants to win $25

1 2 3 4 5

1 2 3 4 5

Time spent in your territory with Management/veteran sales reps 1 2 3 4 5 What was your favorite part of formal training sessions? Why? ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What was your least favorite part of formal training and why? ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

TRAINING PROGRAM

Training within the business division at The Pitt News begins in the spring, long before our seniors have graduated. New sales representatives are introduced to the paper’s big picture: our history, our mission, what responsibilities rest with each department, who our customers are, how we market ourselves to our readers and our advertisers. The combined experience of our current business manager, sales manager and senior account executives serves as our initial springboard into a new year. For two full days in April, newly hired reps shadow current employees in the field and receive an additional day’s classroom training to familiarize themselves with the newspaper’s vocabulary and our product line. Veteran reps lend insight and perspective to incoming reps, and when fall comes, new reps have a higher comfort level because of time spent with experienced students.

After getting a good solid look at our organization, new employees have all summer to review our comprehensive training manual. We find that after spring training and reading through the manual, reps who might have been blindsided by the responsibilities of their jobs in the fall have a chance to change their minds about joining us, while we still have the opportunity to hire replacements; although we may lose one or two reps over the summer, we save time and money by investing in people who are willing to invest the necessary time and energy that the job requires. Formal training commences well before the fall term begins. After a review of the newspaper’s big picture, we begin breaking it down into manageable pieces. Sessions revolve around the sales cycle. In both classroom lecture style and interactive exercises, reps follow an account from prospecting through closing the sale and from original ad design through billing and collection. Reps practice filling out insertion orders, compete for prizes in trivia contests and participate in team-building sessions. Every aspect of the business is covered within three business days, with the understanding that each session presented will be featured again in a future sales meeting or in a one-on-one environment with management. Reps receive territory assignments during fall formal training. Managers and professional staff members spend time with sales representatives individually, analyzing accounts’ histories and profiles and getting out into territories to meet advertisers. We begin on an account management level, meeting our active advertisers and establishing rapport with them, before moving into the development of new business. Reps who were with us over the summer months help in the hands-on training as well, which creates a smooth transition for our clients.

The Daily Pennsylvanian Business Training Program

The Daily Pennsylvanian’s Business Training Program is based on the concept of continual education. The program focuses on educating by providing broad-based general training, detailed hands-on training, and ongoing continuing training — all designed to provide students the real-world business experience of running a professional newspaper while developing their business skills and providing our customers with exceptional customer service.

The unique aspect about our program compared to most others is the wide range of newspaper operational areas covered. We pride ourselves in our diverse placement of student staff and student managers in six business departments: finance, credit, advertising, ad production, front office (counter sales and ad traffic), and marketing. This specialization in each department provides an opportunity for students with interests in areas other than sales to gain valuable experience. Yet each staff member is also integrated into the newspaper’s operations by being introduced to all aspects of the business.

The training program is accomplished in three stages. The first consists of a general training session. Here, all new staff members go through General Business Training together in order to establish a common background, an understanding of our business, and a network of fellow staff members. During this session, we familiarize the new staff with the fundamental principles and operations of our paper, our history, and their role in the organization. We cover the tools of survival at the paper, from the mechanics of using our phones and copiers to accessing the various computer systems. We carefully trace all the steps in the “life” of an ad, from inception through payment, and how each department participates in pieces of that operation. The sessions mix lecture-style presentations with interactive topics, since we have found that active participation strengthens retention of the training material.

The second stage of training is specialized Departmental Training, where each student department manager establishes an individualized training program tailored to that particular department. New staff members participate in two weeks of sessions with the managers and professional staff advisers of their department. During this time, the new staff members gain the specific skills required for productive work in their departments, plus a detailed picture of their role and the department’s role within the paper. Once they are able to understand their position and responsibilities, they are able to work independently of direct supervision as full-fledged and productive staff members.

The sales department incorporates competition into the training program. The new staff is informed at the beginning of the training that the most qualified reps at the end of the program will receive the best customer lists. This is accomplished by testing the reps at the end of the initial training program. The reps that test the highest receive the best customers. This serves to motivate the reps during training and gives us a chance to monitor the results of the training by seeing how much information has been retained.

The final phase — which is never-ending — is the ongoing education and cross-training that is dispersed throughout each student’s career at The Daily Pennsylvanian. Training of additional skills, techniques, and procedures is provided through weekly or biweekly department meetings. Cross-training is especially important for departments which are directly interrelated; this type of training increases communication and understanding, resulting in more efficient operations and a more cohesive business staff.

During the course of the semester, the staff is evaluated by the managers and given the opportunity to provide feedback on their experiences at the newspaper. By evaluating their performance, we are able to assess the effectiveness of their training.

In addition to this staff-level training, we also have a Management Training Program, which is designed to go beyond the one-on-one assistance our professional advisers provide. This program gives student managers the knowledge and expertise they need to run their departments, and enhances the managerial experience they get at the newspaper. Two all-day off-site retreats presented by the professional advisers and the student Business Manager anchor this training program. One takes place before classes begin in January as an orientation to newly-elected managers. The second takes place in August before fall term classes begin, and focuses on reinforcing and building their staff management skills, and planning for their second semester. The program aims to give an in-depth understanding of every department, as well as teach and hone skills necessary to be an outstanding manager. It includes role-playing, game take-offs (“Daily Pennsylvanian Survivor”), and brainstorming sessions. Additionally, 10 to 20 minutes of most weekly Business Board meetings are devoted to ongoing training. Topics include interviewing skills, presentation skills, how to successfully delegate, staff coaching skills, time management, goal-setting, motivation and morale, and planning effective meetings. As managers of The Daily Pennsylvanian, we feel that the Business Training Program combines all elements that develop top-notch staff members. The success of our newspaper comes from the commitment to excellence and service that we convey to all our new staff members — largely through our training program. A solid and concrete knowledge of the basic operations of business functions, coupled with real-life practical experience, creates staff members who are familiar with our business, knowledgeable about our market, and sensitive to our customer’s needs. The end result is that when our training succeeds, we end up with staff members who are well informed about the company they work for and the product they produce every day. They know their role at the newspaper, contribute to a reputable and successful independent college newspaper, and are positioned to greet new challenges at The Daily Pennsylvanian with enthusiasm.

Fall, 2007 Business Training Schedule

DAY DEPARTMENT TIME Thursday, August 30 Business Manager Retreat 9:30 a.m. — 5:00 p.m. Tuesday, September 18 ALL 3 Departments 6:00 p.m. — 7:30 p.m. Wednesday, September 19 Finance 2 4:00 p.m. — 6:00 p.m. Wednesday, September 19 Production 2 5:00 p.m. — 7:00 p.m. Wednesday, September 19 Marketing 2 6:00 p.m. — 8:00 p.m. Thursday, September 20 Credit 2 4:00 p.m. — 6:00 p.m. Thursday, September 20 Advertising 2 6:00 p.m. — 8:00 p.m. Monday, September 24 Finance 3 4:00 p.m. — 6:00 p.m. Monday, September 24 Production 3 5:00 p.m. — 7:00 p.m. Monday, September 24 Marketing 3 6:00 p.m. — 8:00 p.m. Tuesday, September 25 Credit 3 4:00 p.m. — 6:00 p.m. Tuesday, September 25 Advertising 3 6:00 p.m. — 8:00 p.m. Wednesday, September 26 Finance 4 4:00 p.m. — 6:00 p.m. Wednesday, September 26 Production 4 5:00 p.m. — 7:00 p.m. Wednesday, September 26 Marketing 4 6:00 p.m. — 8:00 p.m. Thursday, September 27 Credit 4 4:00 p.m. — 6:00 p.m. Thursday, September 27 Advertising 4 6:00 p.m. — 8:00 p.m. Saturday, September 29 Advertising 5 10:30 a.m. — 1:00 p.m.

Sales Call Role-Play Skit REP: Hi MARIA, I’m Alex from The Daily Pennsylvanian. I appreciate you giving me

some time today to talk to you . CUSTOMER: Well, I'm very busy, but I did tell you that you could come in. REP: Is there somewhere we can sit down in quiet and discuss this? CUSTOMER: Sure, let’s go to my office. [GO TO “OFFICE” AND SIT DOWN] REP: [TELL MARIA THE REASON FOR YOUR CALL AND ASK HER AGAIN IF

THIS IS A GOOD TIME TO TALK] CUSTOMER: You're okay, as long as this doesn't take all day. REP: Great, I'd like to start by asking you a few questions about MARIA’s Designs. [TAKE NOTES] CUSTOMER: [TELL REP ABOUT YOUR STORE] REP: [ASK MORE QUESTIONS, INCLUDING HOW HE ADVERTISES] CUSTOMER: [ANSWER ALEX’S QUESTIONS, AND TELL HIM THAT YOU CREATE

FLYERS AND PUT THEM AROUND TO PROMOTE YOUR STORE] REP: Have you ever tried focusing on the student market, especially since you’re so

close to campus? CUSTOMER: The students I do get usually don’t buy. College students, I find, do most of their

shopping with a tight budget, and they’re looking for bargains, and that’s it. REP: Hmmm, seems like you haven’t had great success with the student market,

despite your location. CUSTOMER: That’s about right. REP: MARIA, if you knew that Penn students had the money to spend, were spending

their money on dresses and casual wear everyday — sometimes traveling downtown to do so — and they were willing to spend higher than bargain prices to get the perfect outfit for them — would you consider focusing some of your advertising budget on getting this group to buy from MARIA’s Designs?

CUSTOMER: And I suppose your paper is the best way to reach them? REP: Well, let me give you some facts about The Daily Pennsylvanian [PUT THE PAPER IN HIS HANDS AND TALK ABOUT IT]

Management Training Each manager takes a turn reading the scenario aloud and role-playing the scenario with a fellow manager. The manager that is playing the role of the staff member should read his/her instructions silently.

1: MANAGER A friend of yours is a member of the staff. He/she is not taking you seriously, and has not listened to you or taken direction from you. He/she is not performing well and you believe this is because of your personal relationship with this person. You are sitting down with this person now, for the first time, to talk about his/her performance. 1: STAFF MEMBER You’re a friend of the manager/editor, but you believe he/she is taking his/her job a little too seriously. Since you’re friends, you can’t understand why this person is coming down so hard on you. He/she should know you by now and know you’ll get the job done. Your attitude is “Hey, this is me you’re talking to — stop acting like a boss.” 2: MANAGER A staff member has not done their job, not shown up for meetings and has had a bad attitude. You’ve met with him/her several times before, and he/she has either promised to change or denied there’s a problem. Now you’ve made the decision to fire this person, and you’re ready to do it. 2: STAFF MEMBER The manager/editor has told you before that he/she is not happy with your performance. Even though you agree you could do better, you think he/she is overreacting. Now some tough school projects are over with and you’re ready to make a new commitment. Don’t accept being fired — plead with the manager/editor for your job and promise you’ll change. 3: MANAGER A staff member is enthusiastic and always shows up for work. The problem is that his/her work is consistently poor. The problem’s not commitment, it’s talent. You’re meeting with that person now to: (1) tell him/her that the current job they did must be redone (2) from now on, unless they find a way to get better, they'll have to work with someone else on stories, projects, or accounts. 3: STAFF MEMBER Whatever work your manager is criticizing you about be defensive. It’s yours and you’re proud of it. Be resistant to change and getting any help. 4: MANAGER As an outgoing, friendly and enthusiastic person, you’re finding it hard to deal with this staff member who is shy and introverted. The work this person does is okay, but he/she is overly sensitive and does not take criticism well. You are doing an informal evaluation of the person. 4: STAFF MEMBER Act shy and be sensitive to criticism. Say as little as possible. Give the attitude that this manager/editor is singling you out or picking on you.

Washington University in Saint Louis Student Life Training Program Description

The Student Life account executive training program is an interactive program that actually begins with the interview, followed by three days of training in the office and continues as long as the account executive continues working in the advertising department. The program provides the knowledge, tools, and customer service skills necessary to successfully meet clients’ needs. The current student sales manager and account executives are present throughout the process to give a reliable first hand view of what the position entails and what is expected as well as to answer questions about the daily tasks of an account executive.

The advertising manager and the student sales manager are both present during the interview. The advertising manager goes over the candidate’s resume, the job description and goals, pay structure and a brief history of the paper. The student sales manager is there to answer any specific questions that the candidate might have about what the position involves. The student sales manager serves as a more reliable source for exploring the position and makes the interview less intimidating. A favorable candidate for the position leaves with a training manual and is asked to read the manual and set up three different days that they are able to come into the office for hands-on interactive training.

The training manual is very comprehensive. The first section details the structure of the paper and how the business office fits into that structure. It includes information on revenue generation, goals, distribution, readership, and newspaper terminology. It then moves into units of measure, rates, deadlines, frequency packages, non-profit discounts, and university discounts. The last section of the manual covers the sales approach including: preparing for a sales call, determining a client’s needs, developing a solution, tips for phone calls, closing the sale, overcoming objections, and follow ups.

On the first day of account executive training, the student sales manager gives an office tour and introductions, and goes over typical office procedures. The new account executive is encouraged to ask the professional staff as well as their peer student staff any necessary questions along the way. The last part of day one is becoming formally acquainted with the rate card, learning the open and non-profit rates as well as the special discounted incentives offered to local customers who do frequency packages. They are given a newspaper, blank insertion orders and a quiz to take home. The quiz asks them to fill out the insertion orders accordingly using certain ads from the paper and different scenarios for the rate (open, frequency package discount, spot color, full color, etc.).

On the second day, upcoming special sections and inserts rates are covered. Next, the training manual that they have already read is referred to in order to cover the best way that they can be prepared to meet with a client and help them with their needs. This is where they are taught to look up a client’s history on the ad entry software. There is also a quick overview of how to overcome the most common objections. The last part of the day is spent learning the deadlines and the procedures of submitting an ad to the graphic designer so that the proper amount of time is given to allow for design and proofing before the ad is set to begin. They are given another quiz to take home that covers creative ways to overcome objections, details to know about a client before visiting with them, and deadlines.

The first part of day three is spent shadowing current account executives on phone calls. This allows them to hear different styles of phone conversations. On the second part of the day they do mock sales calls to the advertising manager by phone. The first call is contacting a “current” client and the second call is contacting a “prospect” client who gives them objections. Following the mock calls, the candidate meets with the advertising manager and student sales manager to be evaluated on their completion of the training program. The candidate is asked if they feel that the position is right for them and if they are comfortable enough to begin making calls on their own.

The training is intense and we try to eliminate a candidate from becoming discouraged or overwhelmed by involving current account executives and the student sales manager to encourage and reassure them throughout the training. This interactive training also allows for the development of office camaraderie as we try to keep the office atmosphere light and fun. Training continues throughout their employment with Student Life with the weekly sales meetings where new ideas and activities are introduced and questions and concerns are shared.

Washington University in St. Louis Student Life Training Program Program Completion Evaluation Understands Student Life business structure: 1 2 3 4 5 6 7 8 9 10 Notes: Knows basic newspaper advertising terminology: 1 2 3 4 5 6 7 8 9 10 Notes: Familiarity with the rate card: 1 2 3 4 5 6 7 8 9 10 Notes: Can fill out an insertion order correctly: 1 2 3 4 5 6 7 8 9 10 Notes: Is familiar with client meeting preparation: 1 2 3 4 5 6 7 8 9 10 Notes: Is familiar with Student Life readership statistics: 1 2 3 4 5 6 7 8 9 10 Notes: Is comfortable with phone conversations: 1 2 3 4 5 6 7 8 9 10 Notes: Remains collected when overcoming objections: 1 2 3 4 5 6 7 8 9 10 Notes: Knows the deadlines: 1 2 3 4 5 6 7 8 9 10 Notes: Knows the procedure for submitting an ad for design: 1 2 3 4 5 6 7 8 9 10 Notes:

Washington University in St. Louis Student Life Training Program Take Home Quiz #1

1. What days is Student Life published? 2. Student Life is a (circle one) tabloid or broadsheet. 3. Display ads are sold by what unit of measurement? 4. How many inches wide is one column? 5. What are the following rates:

Open: University: Non-profit:

6. Frequency packages are extended to what type of customers? 7. What are the discounts for the following frequency packages? Fabulous Frequency (1/2 Semester): Fabulous Frequency (Full Semester): Fabulous Frequency (Full Year): Business Advantage: Using today’s paper, fill out an insertion order for each scenario: #1 The bookstore ad on page 3: university rate, spot color #2 The Papa John’s ad on page 2: frequency package Wednesdays for a half semester #3 The crossword sponsorship on the classifieds page: for a full semester

Washington University in St. Louis Student Life Training Program Take Home Quiz #2

1. What are some ways to gather research about a potential client's business? 2. What are some questions to ask a client to uncover their needs or wants? 3. If a client says that they already advertise with the River Front Times what might you tell them? 4. If a client says that our rates are too high, how would you respond? 5. List the correct deadlines for the following issues: Monday Issue: Wednesday Issue: Friday Issue: 6. If a client needs an ad designed what information and materials should you collect from them for the ad copy? 7. How many days should you allow for design and proofing prior to the first scheduled run date?

Washington University in Saint Louis Student Life Training Program Schedule The Interview Candidate meets with advertising manager and student sales manager -Advertising manager reviews resume & qualifications, job description & goals, pay structure -Overview of Student Life -Overview of the advertising department -Student sales manager provides input about the position and answers any questions specific to the daily tasks and expectations A favorable candidate is given a training manual to read and asked to schedule three days to come in for training. Day 1 of Training First part of day -Office tour and introductions -Typical office procedures Second part of day -Rate Card -open rates -non-profit & university rates -frequency packages Take home quiz on figuring rates and filling out insertion orders Day 2 of Training First part of day -Upcoming special sections -Insert rates Second part of day -Meeting with a client preparation -Overcoming objections -Deadlines and submitting an ad for design Take home quiz on client preparation, overcoming objections, deadlines Day 3 of Training First part of day -Shadow current account executives on phone calls Second part of day -Mock sales calls to a “current” client and to a “prospect” client -Evaluation of completion of training program -Make sure the candidate is comfortable with the position

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