2007-6b

Ad Rep

Tag Line

Col X Inches

Megan K

Jeffrey Stulberg

2 X

4

Liz

Skydive Santa Barbara

2 X

2

Liz

Skydive Taft n/c per Paul

2 X

2

Sarah C

360 Youth -- StudentUniverse "Students Fly Cheaper -3"

2 X

5

Garrett

Pizza Solo SUDOKU

2 X

2

Gaby

Woodstocks Weekly Ad

4 X

5

Cassie

Rush Pikes

2 X

6

Liz

Mission Grill -- MAKE GOOD

3 X

8

Megan K

Global Bartending Svcs

2 X

1

Liz

Mission Grill

1 X

6

Ashley

Downtown Brewing Co.

2 X

7

Megan K

Jeffrey Stulberg

2 X

4

Liz

Designer Cuts

2 X

3

Liz

SLO Mediums--N/C wrong ad

2 X

4

Cassie

Career Services

3 X

8

Alex

Frank's Hot Dogs FULL COLOR

3 X

8

Liz

Mission Grill -- MAKE GOOD

3 X

8

Cassie

Rush Pikes

2 X

6

Cassie

El Corral

3 X

8

Megan K

Global Bartending Svcs

2 X

1

Liz

Mission Grill

1 X

6

Gaby

Simply Skin - Manscaping

1 X

3

Cassie

ASI Free Fall Flicks

2 X

5

Cassie

CP Reality Under Four

5 X

8

Garrett

Alcon Industries Career Fair

3 X

5

Garrett

Anritsu Company Career Fair

3 X

8

Megan K

Cal Trans Career Fair

5 X

8

Cassie

Campus Dining - CEC Drawing

3 X

6

Cassie

Campus Dining - CM Location

3 X

6

Cassie/Kacy

Career Services Career Fair

5 X

16

Ashley

Central Coast Eating Disorders

3 X

8

Alex

City of SLO - Engineer Wanted Career Fair

3 X

8

Cassie

CP Reality Under 4

5 X

8

Ashley

Cugini's

2 X

4

Ashley

Downtown Brew

2 X

7

Megan

Dreyers Grarnd Ice Cream Career Fair

3 X

8

Megan

Edwards Air Force Base Career Fair

3 X

8

Gaby

Enterprise Career Fair

5 X

16

Liz

Enterprise SUDOKU

2 X

2

Gaby

Family Care Network Career Fair

3 X

8

Cassie

Gen Ed Prog. - Open Forum Conversation

4 X

10

Gaby

Granite Construction Career Fair

3 X

8

Garrett

JWT (Amgen) Career Fair

3 X

8

Gaby

LAM Research Career Fair

5 X

8

Liz

Mission Grill

1 X

6

Liz

Mission Grill -- MAKE GOOD

3 X

8

Ben

Miyamoto Career Fair

4 X

6

Liz

MoaiSue

2 X

4

Ashley

O.C. Jones & Sons, Inc. Career Fair

3 X

5

Ashley

Paramount Farms Career Fair

3 X

8

Ashley

Parker Aerospace Career Fair

5 X

8

Garrett

Pizza Solo

2 X

3

Ashley

Pratt Whitney Rocketdyne Career Fair

5 X

8

Ashley

Preston Pipelines Career Fair

3 X

8

Ashley

Protiviti Career Fair

3 X

8

Ashley

Quad Knopf Career Fair--n/c- wrong ad

0 X

0

Ashley

R&B Company Career Fair

3 X

8

Ashley

Radix Technologies Career Fair

5 X

8

Ashley

Rockwell Automation Career Fair

5 X

8

Cassie

Rush Pikes

2 X

6

Alex

Shimmick Construction Co. Career Fair

5 X

16

Liz

SLO Mediums--N/C wrong ad

0 X

0

Alex

T.Y. Lin International Career Fair

5 X

16

Liz

Texas Instruments Career Fair

3 X

8

Megan

The Dutra Group Career Fair

3 X

8

Liz

Triage Consulting Group

4 X

6

Cassie

University Police Dept - Ride Share Week

5 X

8

Liz

US Navy Officer Programs Career Fair

5 X

8

Liz

USG Corporation Career Fair

3 X

8

Liz

USS Posco Industries Career Fair

3 X

8

Liz

Viasat -- Career Fair

5 X

16

Liz

Walgreens Career Fair

5 X

8

Liz

Wallace Group Career Fair

3 X

6

Megan K

Higher Groundz SUDOKU

2 X

2

Sarah C

Y2M College Publisher

3 X

8

Ashley

Downtown Brewing Co.- cancelled

2 X

7

Megan K

Jeffrey Stulberg

2 X

4

Liz

Skydive Taft n/c per Paul

2 X

2

Liz

Skydive Santa Barbara

2 X

2

Sarah C

360 Youth -- StudentUniverse "Students Fly Cheaper -3"

2 X

5

Liz

Designer Cuts

2 X

3

Alex

Frank's Hot Dogs FULL

3 X

8

Cassie

University Police Dept - Ride Share Week

5 X

8

Megan K

Global Bartending Svcs

2 X

1

Gaby

Woodstocks Weekly Ad

4 X

5

Cassie

Cal Poly Arts - Jon Lovitz

2 X

5

Cassie

Campus Dining - CM Location

3 X

6

Cassie

Campus Dining - CEC Drawing

3 X

6

Liz

Taco Bell (Thielen Partners) FULL

5 X

8

Cassie

Career Services Fall Job Fair

3 X

8

Cassie

ASI UU Gallery

2 X

5

Megan D

Mountain Air Sports

3 X

8

Megan D

The Quarterdeck SPOT

3 X

8

Megan K

Jeffrey Stulberg

2 X

4

Liz

SLO County Jazz Friday SUDOKU

2 X

2

Megan K

Global Bartending Svcs

2 X

1

Paul

CP Athletics

5 X

8

Ashley

Downtown Brew SPOT

3 X

8

Liz

Peace Core

3 X

6

Liz

Mission Grill MAKE GOOD

1 X

6

Cassie

Alpha Phi Rush Ad

3 X

6

Ad Size Total Size Total

CPI

8

8 $

4

12 $

4

16 $

10

26 $

4

30 $

20

50 $

12

62 $

24

86 $

2

88 $

6

94 $

14

14 $

8

22 $

6

28 $

8

36 $

24

60 $

24

84 $

24

108

12

120 $

24

144 $

2

146 $

6

152 $

3

155 $

10

165 $

40

205 $

15

15 $

24

39 $

40

79 $

18

97 $

18

115 $

80

195 $

24

219 $

24

243 $

40

283 $

8

291 $

14

305 $

24

329 $

24

353 $

Color 6.00 8.00 10.20 12.50 8.00 8.00 7.50 9.00 6.00 6.00 5.00 8.00 8.00 7.00 8.00 8.00 7.50 9.00 5.00 8.00 8.00 10.00 10.00 10.00 8.00 8.00 8.00 8.00 10.00 8.00 7.00 6.00 10.00 10.00

$ $ $ $ $ $ $

-

$ $ $ $ $ $ $ $ 100.00 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

-

Ad Total

Daily Total

$

48.00

$

48.00

$

32.00

$

80.00

$

-

$

80.00

$

102.00

$

182.00

$

50.00

$

232.00

$

160.00

$

392.00

$

96.00

$

488.00

$

-

$

488.00

$

15.00

$

503.00

$

54.00

$

557.00

$

84.00

$

641.00

$

48.00

$

689.00

$

30.00

$

719.00

$

64.00

$

783.00

$

192.00

$

975.00

$

268.00

$

1,243.00

$

-

$

1,243.00

$

96.00

$

1,339.00

$

192.00

$

1,531.00

$

15.00

$

1,546.00

$

54.00

$

1,600.00

$

15.00

$

1,615.00

$

80.00

$

1,695.00

$

320.00

$

2,015.00

$

150.00

$

2,165.00

$

240.00

$

2,405.00

$

400.00

$

2,805.00

$

144.00

$

2,949.00

$

144.00

$

3,093.00

$

640.00

$

3,733.00

$

192.00

$

3,925.00

$

240.00

$

4,165.00

$

320.00

$

4,485.00

$

56.00

$

4,541.00

$

84.00

$

4,625.00

$

240.00

$

4,865.00

$

240.00

$

5,105.00

80

433 $

4

437 $

24

461 $

40

501 $

24

525 $

24

549 $

40

589 $

6

595 $

24

619 $

24

643 $

8

8 $

15

23 $

24

47 $

40

87 $

6

93 $

40

133 $

24

157 $

24

181 $

0

181 $

24

205 $

40

245 $

40

285 $

12

297 $

80

377 $

0

377 $

80

457 $

24

481 $

24

505 $

24

529 $

40

569 $

40

609 $

24

633 $

24

657 $

80

737 $

40

777 $

18

795 $

4

4 $

24

28 $

14

42 $

8

50 $

10.00 12.50 10.00 8.00 10.00 10.00 10.00 9.00 10.00 7.00 10.00 10.00 10.00 7.50 10.00 10.00 10.00 10.00 10.00 10.00 10.00 8.00 10.00 8.00 10.00 10.00 10.00 10.00 8.00 10.00 10.00 10.00 10.00 10.00 10.00 12.50 6.00

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

-

$

800.00

$

5,905.00

$

50.00

$

5,955.00

$

240.00

$

6,195.00

$

320.00

$

6,515.00

$

240.00

$

6,755.00

$

240.00

$

6,995.00

$

400.00

$

7,395.00

$

54.00

$

7,449.00

$

-

$

7,449.00

$

240.00

$

7,689.00

$

56.00

$

7,745.00

$

150.00

$

7,895.00

$

240.00

$

8,135.00

$

400.00

$

8,535.00

$

45.00

$

8,580.00

$

400.00

$

8,980.00

$

240.00

$

9,220.00

$

240.00

$

9,460.00

$

-

$

9,460.00

$

240.00

$

9,700.00

$

400.00

$ 10,100.00

$

400.00

$ 10,500.00

$

96.00

$ 10,596.00

$

800.00

$ 11,396.00

$

-

$ 11,396.00

$

800.00

$ 12,196.00

$

240.00

$ 12,436.00

$

240.00

$ 12,676.00

$

240.00

$ 12,916.00

$

320.00

$ 13,236.00

$

400.00

$ 13,636.00

$

240.00

$ 13,876.00

$

240.00

$ 14,116.00

$

800.00

$ 14,916.00

$

400.00

$ 15,316.00

$

180.00

$ 15,496.00

$

50.00

$ 15,546.00

$

-

$ 15,546.00

$

-

$ 15,546.00

$

48.00

$ 15,594.00

4

54 $

4

58 $

10

68 $

6

74 $

24

98 $

40

138 $

2

140 $

20

160 $

10

170 $

18

188 $

18

206 $

40

246 $

24

270 $

10

280 $

24

304 $

24

328 $

8

8 $

4

12 $

2

14 $

40

54

24

78 $

18

96 $

6

102 $

18

120 $

8.00 10.20 5.00 7.00 8.00 7.50 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 6.00 12.50 7.50 6.00 9.67 8.00

$ $ $ $ $ 100.00 $ $ $ $ $ $ $ 200.00 $ $ $ $ 50.00 $ $ $ $ $ $

50.00 -

$

-

$ 15,594.00

$

32.00

$ 15,626.00

$

102.00

$ 15,728.00

$

30.00

$ 15,758.00

$

268.00

$ 16,026.00

$

320.00

$ 16,346.00

$

15.00

$ 16,361.00

$

160.00

$ 16,521.00

$

80.00

$ 16,601.00

$

144.00

$ 16,745.00

$

144.00

$ 16,889.00

$

520.00

$ 17,409.00

$

192.00

$ 17,601.00

$

80.00

$ 17,681.00

$

192.00

$ 17,873.00

$

242.00

$ 18,115.00

$

48.00

$ 18,163.00

$

50.00

$ 18,213.00

$

15.00

$ 18,228.00

$

-

$ 18,228.00

$

194.00

$ 18,422.00

$

174.06

$ 18,596.06

$

-

$ 18,596.06

$

144.00

$ 18,740.06

Ad Rep Progress Fall Quarter

Winter Quarter

September October 18th-22nd 25th-30th 2nd-6th Alex Dohrmann ads run 2 1 col-in 40 24 revenue $ 412.00 $ 268.00 Alexandra ads run 0 0 0 col-in 0 0 0 revenue $ $ $ Ashley Singer ads run 4 9 col-in 90 148 revenue $ 676.00 $ 1,108.00 Ben Herhold ads run 0 0 col-in 0 0 revenue $ $ Craig Hornsby ads run 0 0 col-in 0 0 revenue $ $ Gaby Hort ads run 2 2 col-in 80 40 revenue $ 720.00 $ 320.00 Ian Nachleinar ads run col-in revenue Jessica Schroeder ads run 0 0 0 col-in 0 0 0 revenue $ $ $ Liz Carmo ads run 11 14 col-in 166 132 revenue $ 1,540.00 $ 634.00 Megan Dilley ads run 0 0 col-in 0 0 revenue $ $ Megan Kosaka ads run 6 6 col-in 90 44 revenue $ 656.00 $ 290.00 Mike ads run 0 0 0 col-in 0 0 0 revenue $ $ $ On Campus ads run 8 12 col-in 88 224 revenue $ 754.00 $ 1,792.00 Other ads run 21 7 col-in 705 234 revenue $ 5,940.20 $ 1,834.00

9th-13th

16th-20th

5 232 $ 2,376.00 $

0 0 -

0 0 $

0 0 $

0 0 -

$

November 30th-3rd 6th-10th

23rd-27th

-

$

-

0 0 $

20th-24th

27th-1st

December 4th-8th Grad/Holiday

Quarter TOTAL

$

1 12 96.00 $

1 12 96.00 $

1 4 22.00 $

2 16 118.00 $

1 4 22.00 $

2 32 372.00 $

16 376 3,782.00

9 60 610.00 $

9 68 644.00 $

13 72 718.00 $

8 61 429.00 $

18 104 966.00 $

11 80 632.00 $

3 32 144.00 $

73 497 4,383.00

3 16 10 24 182 124 160.00 $ 1,482.00 $ 1,010.00 $

12 163 1,353.00 $

114 1886 15,261.00

-

2 20 240.00 $

13th-17th

15 11 5 7 379 216 192 152 $ 3,560.00 $ 1,662.00 $ 1,308.00 $ 1,180.00 $

9 13 90 126 740.00 $ 1,022.00 $

$

1 24 240.00

1 24 240

0 0 $

-

0 0 0

7 211 $ 2,015.00 $

3 6 39 83 303.00 $ 1,006.00 $

5 45 348.00 $

4 29 276.00 $

6 47 460.00 $

3 19 185.04 $

8 55 562.04 $

11 87 762.04 $

$ 0 0

1 4 50.00 $

5 42 360.00 $

3 11 124.00 $

3 11 110.00 $

28 25 17 488 352 220 $ 4,149.06 $ 2,554.18 $ 1,776.00 $

3 14 94.00 $

5 34 218.00 $

4 24 172.00

$

107 1430 11,137.24

$

8 86 726.00 $

40 642 5,700.00

2 32 228.00 $

2 32 280.00 $

86 872 6,453.24

3 46 217.50 $

5 84 791.00 $

12 196 1,487.00

1 13 15 12 206 524 96.00 $ 1,648.00 $ 4,392.00 $

4 118 1,144.00 $

132 2790 22,812.00

4 120 $

6 145 1,460.67 $

118 3034 19,923.67

54 51 100 90 61 63 59 80 27 93 61 1259 846 2203 1419 1025 852 852 1014 311 1112 1033 $ 10,698.20 $ 6,246.00 $ 19,189.06 $ 10,130.78 $ 8,792.00 $ 7,138.20 $ 6,524.10 $ 7,120.30 $ 2,007.64 $ 7,878.78 $ 7,369.54 $

64 1073 10,126.71 $

39,448.67

$

4 32 286.00 $

5 120 $ 1,154.00 $

1 24 242.00 $

5 76 680.00 $

6 104 952.00 $

6 76 638.00 $

4 72 590.00 $

2 36 320.00 $

10 84 702.00 $

12 62 429.00 $

6 52 348.00 $

9 64 462.00 $

5 42 267.00 $

10 124 894.00 $

3 15 32 214 226.00 $ 1,671.24 $

1 14 87.50 $

2 38 303.50 $

$

0 0 $

0 0 -

$

-

0 0 $

-

0 0 $

-

$

20 20 14 10 508 342 302 192 $ 4,064.00 $ 2,760.00 $ 2,416.00 $ 1,536.00 $

$

9 14 157 368 929.00 $ 2,037.60 $

3 12 88 186 704.00 $ 1,506.00 $

5 9 13 12 76 179 388 302 968.00 $ 1,596.20 $ 2,729.60 $ 1,248.80 $

3 48 398.00 $

0 0 -

1 14 87.50 $

$

5 119 519.60 $

13 241 660.00 $

4 16 106.00 $

3 47 423.00 34 332 3,100.00

-

1 4 50.00 $

67 873 8,519.16

9 196 1,871.00 $

$

4 16 143.00 $

10 138 1,562.04 $

0 0 -

8th-12th Alex ads run col-in revenue $ Alexandra ads run col-in revenue $ Ashley ads run col-in revenue $

Gaby ads run col-in revenue Ian ads run col-in revenue Jessica ads run col-in revenue Liz ads run col-in revenue Megan D ads run col-in revenue Megan K ads run col-in revenue Mike ads run col-in revenue On Campus ads run col-in revenue Other ads run col-in revenue

January 22nd-26th

16th-19th

February 29th-2nd

6 64 610.00 $

5 24 246.00 $

8 48 438.00

7 $ 44 $ 544.00 $

4.00 22.00 154.00

5.00 46.00 482.00

$ $ $

14 280 3,276.00 $

3 18 200.00 $

11 158 1,846.00

$

10 134 1,294.50 $

3 8 87.00 $

11 81 663.50

$

3 39 351.00 $

$

9 172 1,834.00 $

$

2 48 408.00 $

$

10 166 1,409.00 $

$

6 $ 80 $ 715.50 $

$

8 212 1,624.00 $

10 352 3,016.00 $

10 237 2,056.00

$

22 719 5,741.00 $

10 242 864.00 $

10 239 478.20

0 0 -

0 0 $

4 53 566.00 $

0 0

3 43 460.00

$

2 36 240.00

6 12 152.00 $

5 30 295.00

9.00 73.00 526.50

9.00 64.00 468.50

-

$ $ $

TOTALS Weekly ads run col-in revenue Monthly ads run col-in revenue Quarterly ads run col-in revenue

0 0 $

-

54 1259 $10,698.20

302 5493 $

229 3029 44,357.84

$ 803 12999 $103,221.31

218 3218 22,790.24

$

25,375.03

Weekly ads run col-in revenue $ Monthly ads run col-in revenue $ Quarterly ads run col-in revenue

97 1,958 17,807.00

$ $ $

54.00 804.00 5,811.50

$ $ $

74.00 982.00 7,427.20

$ $ $

-

225 3744 31,045.70

Col X Inches

Ad Size Total

Ad Rep

Tag Line

Alex

Sushiya - TEXT- Place near Sudoku

2 X

4

8

Alex

Sushiya SIMPLE- Place near Sudoku

2 X

4

8

#REF!

Alex

Sushiya TEXT - Place near Sudoku

2 X

4

8

#REF!

Alex

Full Circle - Store Information

2 X

4

8

#REF!

Alex

Sushiya SIMPLE - Place near Sudoku

2 X

4

8

#REF!

Alex

Religious Directory - 7th Day Adventist

X

0

#REF!

Alex

LAGUNA VILLAGE SECTION - Sushiya 2x4

X

0

#REF!

Alex

Arroyo Medical Group

4

8

#REF!

8

48

2 X

Total Size

Alexandra

Mission Grill - Club Ad

1 X

6

6

Alexandra

Mission Grill - Happy Hour

2 X

8

16

Alexandra

THE CREAMERY SECTION - Curio

X

0

Alexandra

THE CREAMERY SECTION - Mama's Meatball 2x4

X

0

Alexandra

Kraft Foods

3 X

8

24

5

46

CPI

33 $

$ $ $ $ $ $ $

$ $ #REF! 44 $ 44 $ 68 $

#REF!

Daily Total

$

56.00

$

225.00

$

56.00

$

281.00

$

56.00

$

337.00

$

72.00

$

409.00

$

56.00

$

465.00

$

22.00

$

22.00

$

56.00

$

78.00

$

64.00

$

142.00

7.00 7.00 7.00 7.00 9.00

$ $

-

$

42.00

$

184.00

$

112.00

$

296.00

$

56.00

#REF!

$

56.00

#REF!

$

216.00

#REF!

482

Faces A'La Mode - 10% off Haircuts COLOR

2 X

4

8

55 $

Ashley

Downtown Brew - 80's Night COLOR

2 X

7

14

69 $

Ashley

Downtown Brew - 80's Night COLOR

2 X

7

14

83 $

Ashley

SLO Mediums

2 X

4

8

91 $

Ashley

Cugini's - Pizza

2 X

4

8

99 $

Ashley

Downtown Brew - 80's Night COLOR

2 X

7

14

113 $

Ashley

Park Villas

3 X

8

24

123 $

Ashley

LAGUNA VILLAGE SECTION - Upper Crust 2x4

0

113 $

Ashley

Downtown Brew - 80's Night COLOR

2 X

7

14

137 $

Ashley

Food 4 Less - Liquor Dept. - COLOR

5 X

8

40

177 $

Ashley

Downtown Brew - 80's Night COLOR

2 X

7

14

191 $

11

158

8.00 6.00 6.00 8.00 7.00 6.00 9.00 7.00 6.00 8.00 6.00

$ 100.00 $ 100.00 $ 100.00 $ $ $ $ $ $ $

100.00 50.00 100.00 100.00

$

164.00

$

519.00

$

184.00

$

703.00

$

184.00

$

887.00

$

64.00

$

951.00

$

56.00

$ 1,007.00

$

184.00

$ 1,191.00

$

216.00

$ 1,407.00

$

56.00

$ 1,463.00

$

134.00

$ 1,597.00

$

420.00

$ 2,017.00

$

184.00

$ 2,201.00

1846

Gaby

Simply Skin - Dare to be Bare

1 X

3

3

3 $

Gaby

Tigerlily Salon

2 X

2

4

7 $

Gaby

Higuera St. Café

2 X

3

6

6 $

Gaby

Apothecary Skincare Boutique

2 X

2

4

10 $

Gaby

Avanti - 40% Off

2 X

4

8

18 $

Gaby

Crazy Jays -24.99 photo ad

2 X

4

8

26 $

Gaby

Woodstocks - Financial Aid

4 X

5

20

46 $

Gaby

Religious Directory - Newman Catholic

0

26 $

Gaby

Avanti - 40% Off

2 X

4

8

34 $

Gaby

Crazy Jays - 24.99 jeans

2 X

4

8

42 $

Gaby

Sports Forum

3 X

4

12

54 $

X

7.00 7.00 7.00 9.00 7.00 5.50 7.00 8.00

Ad Total

438

Ashley

X

Color

5.00 7.25 8.25 8.25 8.00 8.00 8.00 5.50 8.00 8.00 8.25

$ $ $ $ $

$ $

-

-

$

15.00

$

15.00

$

29.00

$

44.00

$

49.50

$

49.50

$

33.00

$

82.50

$

64.00

$

146.50

$

64.00

$

210.50

$

160.00

$

370.50

$

22.00

$

392.50

$

64.00

$

456.50

$

64.00

$

520.50

$

99.00

$

619.50

11

81

663.5

Jessica

Mother's Tavern COLOR -- REVISED!

3 X

5

15

69 $

Jessica

Pizza Solo SUDOKU

2 X

2

4

73 $

Jessica

New York Times - Andy Revkin Lecture

3 X

8

24

97 $

3

43

Deloitte Counseling - Info Session

3 X

8

24

121 $

Megan D

Global Wireless - MAKE GOOD

2 X

6

12

133 $

2

36

Megan K

Healthworks

2 X

4

8

141 $

Megan K

Higher Groundz SUDOKU

2 X

2

4

145 $

Megan K

La Cuesta Inn

2 X

4

8

8 $

Megan K

Range Master COLOR

2 X

5

10

18 $

Megan K

LAGUNA VILLAGE SECTION - Taco Roco 2x3

0

84 $

5

30

B&B Auto SUDOKU

2 X

2

4

4 $

Mike

SLO Town Barber

2 X

1

2

34 $

Mike

Chili Peppers

3 X

3

9

43 $

Mike

Zolli Automotive - place next to sudoku

2 X

6

12

55 $

Mike

Rizzoli Automotive

2 X

6

12

67 $

Mike

Chili Peppers

3 X

3

9

76 $

Mike

Gus's Grocery

2 X

7

14

90 $

Mike

SLO Town Barber

2 X

1

2

34 $

Mike

Zolli Automotive -moved to 1/24

0 X

0

0

34 $

9

64

New York Times

5 X

8

40

109 $

On Campus

Campus Dining - Bunuelos

3 X

7

21

130 $

On Campus

Internat'l Education - Summer London Study

3 X

4

12

142 $

On Campus

Housing Ad

2 X

6

12

154 $

On Campus

Campus Dining - Bunuelos

3 X

7

21

29 $

On Campus

Campus Dining - Win $50

4 X

8

32

76 $

On Campus

Internat'l Education - Summer London Study

3 X

4

12

88 $

On Campus

Rose Float

3 X

5

15

103 $

On Campus On Campus

Campus Dining - Win $50 campus reality

4 X 5

8 8 10

32 40 237

76 $

Other

360 Youth - StudentUniverse "Spring Break"

2 X

5

10

43 $ 105 $

Other

Rock 'n Roll Hair

2 X

3

6

Other

CP Atletics

5 X

8

40

145 10 $ 152 $

2 X

5

10

Other

Catering Unlimited

3 X

6

18

-

170.00

$

789.50

$

50.00

$

839.50

$

240.00

$ 1,079.50

10.00 8.00 12.50 8.00 7.50 7.00

$

$ $ $ $

-

-

$

240.00

$ 1,319.50

$

-

$ 1,319.50

$

240.00

$

64.00

$ 1,383.50

$

50.00

$ 1,433.50

$

64.00

$

64.00

$

75.00

$

139.00

$

42.00

$

106.00

12.50 7.00 7.50 7.00 7.00 7.50 6.25 7.00 -

$ $

$ $

-

-

$

50.00

$

156.00

$

14.00

$

170.00

$

67.50

$

237.50

$

84.00

$

321.50

$

84.00

$

405.50

$

67.50

$

473.00

$

87.50

$

560.50

$

14.00

$

574.50

$

-

$

574.50

468.5

On Campus

360 Youth - StudentUniverse "Spring Break"

$

$

295

Mike

Other

$ 50.00

460

Megan D

X

8.00 12.50 10.00

12.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 10.20 5.00 10.20 -

$

$

$

-

-

-

$

480.00

$ 1,054.50

$

168.00

$ 1,222.50

$

96.00

$ 1,318.50

$

96.00

$ 1,414.50

$

168.00

$

247.00

$

256.00

$

594.00

$

96.00

$

690.00

$

120.00

$

810.00

$

256.00 $ 1,066.00 320 $ 1,386.00 2056

$

102.00

$

327.00

$

30.00

$

357.00

$

-

$

357.00

$

102.00

$

102.00

$

-

$

102.00

Other

Rock 'n Roll Hair

2 X

3

6

105 $

Other

360 Youth - Fox "Epic Movie"

3 X

7

21

173 $

THE CREAMERY SECTION

4 X

11

44

44

Religious Directory

5 X

8

40

40 $

LAGUNA VILLAGE SECTION

4 X

11 10

44 239

88 $

5.00 10.20 -

$ $

-

$

30.00

$

132.00

$

214.20

$

346.20

$

-

$

346.20

$

-

$

-

$

$ 478.2

260.00

POPULAR AD SIZES FOR FALL JOB FAIR Mustang Daily

FULL PAGE $800 SIZE:

5 COLUMNS X 16 INCHES (10.5" X 16")

HALF PAGE $400 SIZE:

5 COLUMNS X 8 INCHES (10.5" X 8")

Open Rate: $10 per column inch Color: $200 (full) $50 (spot)

Deadline: October 4th EMAIL AD MATERIALS TO: mustangdailyads@gmail.com

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MUSTANG DAILY advertising: 805-756-1143

Growing up I heard a lot of, “you’re a big kid now, so act like one.” Generally this was said in jest at some ridiculous act I had compelled myself to complete, but through the course of childhood, that mantra had embedded itself into the very fibers of my moral being. At the age of two, I was enrolled in a competitive gymnastics program, where it was quickly apparent that those who succeeded were those that took responsibility for their own growth and learning. My coach may have been there to help and encourage me, but if I didn’t want a trick or try again and again on my own, no amount of encouragement would’ve made me capable of completing that maneuver.

Later, I went on to become a professional skier, and the importance of reliability and following through with your actions became critical. Being late, or not showing up at all, for a photo shoot, interview or PR function was not only not tolerated, but usually meant that I would be dropped from the company. When I left for college, this saying became even more apparent in my attitudes at school, my interactions with classmates and friends, and at work—although I may have not realized it at the time.

I probably

wouldn’t have realized the extent to which I had applied this motto to my life, unless I had been asked what my managerial style is.

I would like to say that I just listen to people; but really, I’m only listening if you’re saying something meaningful. I would also like to say that I lead by example; but selling is a personal venture and what worked for me doesn’t always, or may not at all, work for you. For me, my managerial style really comes down to treating people like adults. If you have managed to make it as far as college, I can only assume that you are an adult. Webster defines an adult as being a fully developed, emotionally and mentally mature person; and this pretty much sums it all up. The specifics of being an adult, for me, are rooted in my mantra. Doing what you say you are going to do. Similar to how clients expect their representative to accomplish what tasks they say they are going to do, I expect the same from my representatives. Take responsibility for your actions. If you cannot make an expectation, that’s fine, but take ownership of this to make sure that

everything can be corrected. When everything boils itself down, my style is simple. You are an adult, and this is your job. I am not going to tell you how to do you job—I’ll give you suggestions, but you can make your own decisions about them—but I do expect you to do it. After all, “you’re a big kid now, so act like one.”

M

U

S

T

A

N

D |

A

I

L

L I A D G A T

California Polytechnic State University

S

San Luis Obispo, Calif. 93407 8 0 5 . 7 5 6 . 1 1 4 3

U

P h o n e : F a x :

M

CONTACT:

N

Market Information:

Graphic Arts Bldg. 26, Rm 226

Email: advertising@mustangdaily.net

8 0 5 . 7 5 6 . 6 7 8 4

Y

R AT E I N F O R M AT I O N

Y

ADVERTISING MEDIA KIT

G

Grocery Shopping

The Mustang Daily is the best source for news, events, and everything that pertains to life as a student in general.

- Jessica Greenwalt, Graphic Communication, Junior

Student Housing On Campus

O Campus Living at Home

Total

711

3,827

201

4,739

Fall 2002

2,768

14,901

784

18,453

Winter 2003

2,676

14,408

758

17,843

Spring 2003

2,583

13,904

732

17,218

Summer 2002

$20

MILLION

A Cal Poly student, on average, spends $150.00 / month on groceries.

20 million dollars is spent annually in total.

Enrollment: 17,582 students 2,600 faculty

Mustang Daily Stats: - Daily readership of 14,000 - 40 stands downtown and on campus - Prints full color Monday - Friday

34%

Cal Poly makes up of the San Luis Obispo population.

Student Impact on San Luis Obispo Student Impact

40%

($248.8 Million) Other San Luis Impact

Dear On Campus Recruiter,

September 26, 2006

Cal Poly’s Fall Job Fair is fast approaching and the Mustang Daily is preparing its Fall Career Issue. We’d like to give you the opportunity to advertise in this important issue, as it will be the primary guide for students attending the event, as well as underclassmen interested in learning more about their future career opportunities.

Cal Poly students are well educated and highly sought after by recruiters. For the 14th year in a row, Cal Poly has been rated the best public university in the West and has earned top rankings in all fields of study by U.S. News & World Report, in its 2007 America's Best Colleges guidebook. Students attending the career fair have a limited amount of time to seek out companies, so publishing your company’s information in a Fall Career Issue advertisement will allow potential interviewees to know in advance that your organization will be on campus.

Many companies recruiting on campus have found that advertising in the Mustang Daily is the best way to reach the greatest number of students in order to find the best possible employee candidates. Make sure you don’t miss advertising in this edition.

Here is some important information for you to have in preparing for this issue: •The deadline for space reservation and materials for the Fall Career Issue is October 4th •The issue will be published on Wednesday, October 11th, 2006 •The rate for the Fall Career Issue is $10 per column inch • The Mustang Daily will increase its circulation from 6,000 to 8,000 for this publication.

• Your Company receives a complimentary directory listing in the Career Issue.

Included in this information package is a rate sheet with prices for our most popular ad sizes. I will be contacting you shortly to help you set up the placement of your ad. I appreciate your time, and I look forward to seeing you at the job fair.

Sincerely,

Megan Kosaka Advertising Representative

Appendix Job Description The Student Advertising Director is responsible for: 1. Tracking weekly sales of individual sales reps, and posting the results to encourage competition amongst the sales reps 2. Acting as section manager for all special sections. This includes creating promotional house ads for the section, setting deadlines for advertising, and working with all departments to insure all deadlines are met 3. Handling objections from clients 4. Working with Business Manager to set up annual training program for sales reps and aid in that training 5. Motivating the staff at all times Productivity Records See attached for year-to-year progress and current year progress Sample Work Demographic flyers: Working and advertising in a small college community, the importance of student impact on a specific sector of the community was critical to not only the local business to understand, but also for the sales representatives working for the Mustang Daily. In order to accommodate for this need, the Mustang Daily produced the Demographic flyers for the following sectors: automotive, beauty products, entertainment, grocery shopping, recreation, food and beverage, and retail shopping.

Attached you will find a sample Demographic flyer.

Client information filing system: Due to the high turnover rate of working in a college environment, keeping close track of contact information for all clients advertising (past and present) is critical for the new staff members. The new system utilized a personalized File-maker Pro system in which client contact, location and billing information could be kept. Although certainly not fully running, the system is constantly improving and growing. See attached page to see brief look into the system.

Special Section Selling Pamphlets: Special sections enable the Mustang Daily to give local and national businesses the opportunity to selectively advertise to specific targets (career fairs, freshmen and their family, back to school needs, etc.). For each of these special sections the Mustang Daily produces pamphlets that explain the benefits of the special section, costs for popular advertisements, and deadlines. Attached is a sample of one of the special section selling pamphlets.

Resume Please see attached for scholastic and academic achievements Awards CNBAM 2006: Best Sales Promotion Material, Best Newspaper Promotion ad (color), and Best General Marketing Kit/Marketing Package

November 21, 2006 To Whom It May Concern, The purpose of this letter is to highly recommend Taiga Young for Advertising Director of the Year. I have been her coworker at the Mustang Daily for nearly two years. During this time I have seen her work as both an advertising representative and an advertising manager, and I have witnessed the incredible transformation of the office that has been a result of her work.

Her work ethic is characterized by a ceaseless dedication. Taiga is a creative and capable leader who is continually working to achieve the full potential of the Mustang Daily. She has created numerous successful ad campaigns, media kits, and seasonal specials that have greatly boosted advertising sales. She is also a good facilitator; as the ad manager she has instituted new methods of accountability and organization for advertising representatives. She is excellent at developing incentives to motivate them in their work.

Because of her endeavors the advertising methods of the office have been completely revamped and incredibly improved beyond how the office has worked in the past. She involves herself in all aspects of the office’s functions, and works diligently to keep it running smoothly. She is an innovative leader. She also is a genuine person who always works to build relationships and encourage office staff, whether by buying them birthday cakes or gift cards. She is a kind and generous person in addition to a hard worker.

I give my highest recommendations to Taiga. Because of her many skills, thoughtful intelligence, and dedication, she is one of those few people who is truly capable of achieving whatever she sets her mind to. The success of the Mustang Daily this year is greatly a result of efforts.

Please feel free to contact me if you have any questions.

Sincerely, Jennifer Venema Student Business Manager, Mustang Daily Phone: (805) 756-1143 Fax: (805) 756-6784 Email: leonardo@calpoly.edu

Taiga M. Young PO Box 97 • Morro taigayoung@hotmail.com

Bay,

CA

93443

•

(805)

458-5539

•

Education: •

Summit County High School, Colorado; graduate 2002 honors

•

California Polytechnic State University; Materials Engineering Major, pre-med concentration; G.P.A. 3.49 overall

Experience: Mustang Daily- Advertising Director • • • • •

Supervised a staff of 15 advertising representatives Coordinated and planned ad campaigns Increased revenues by 40% for special sections Increased local sales by 14% from 2005-2006 Developed and implemented award-winning marketing material

Mustang Daily- Advertising Representative • • • •

Maintained and managed local business route Created and executed new marketing strategies Increased revenues by 25%

Affiliations: • • •

9/2004-6/2005

Managed 50 advertising accounts with local businesses Cold called businesses to establish advertising accounts with the Mustang Daily Maintained close business relationships with advertising accounts Sold $37,921 in advertising for local businesses in daily and special sections

K.B. Floral- Business Manager • • •

6/2005-present

Alpha Sigma Mu 2005-present Outreach 2004-present Materials Engineering Student Society 2004-present

6/2004-6/2005

•

Society of Women’s Engineers 2004-present

Achievements: •

•

Dean’s List Winter 2004, Summer 2006, Fall 2006 Mustang Daily Advertising Sales Representative of the Year 2004

Emily Alford 12421 Lee Ln. Garden Grove, CA 92840 714-746-7983 emilyalford@gmail.com

Objective: To obtain a career in advertising sales.

Education: B.S. Child and Adolescent Studies, Spring 2007 California State University, Fullerton, Fullerton, CA

Experience: Sales Manager, The Daily Titan Spring 2005-Present -Duties included managing on-campus advertising accounts, managing student staff, creating promotional campaigns, and working simultaneously with editorial and production staffs.

Classified Manager, The Daily Titan Fall 2003-Fall 2005 -Managed classified advertising accounts, as well as redesigning and creating campaigns for the classified page. Also learned and used Adobe Illustrator and InDesign daily to accomplish the goal of a daily classified page.

Shipping Assistant, Manley Performance January 2006-April 2006 -Assisted in pulling and shipping high performance auto parts to customers internationally.

Skills: Knowledge of Adobe Photoshop, InDesign, and Illustrator. Also proficient in Microsoft Office, Quark, AdPro, Macs and PC’s.

Volunteer Work: Volunteer, Mark Twain Elementary Special Day Class January 2003-Present Volunteer, Heritage Elementary January 2006-December 2006 Volunteer, Rancho Alamitos High School September 2005-Present

Accomplishments: CNBAM: First Place Best Classified Section 2006 CNBAM: Third Place Best Classified Section 2005 CNBAM: Nominee Salesperson of the Year, 2005 Daily Titan: Most Improved Salesperson, Fall 2004 Golden State Scholarshare Scholarship, 2002-2003 President Future Teachers of America, 2002

Daily Titan Sales

by Week Week

Fall '02

Spring '03

Fall ' 03

Spring '04

Week 1

1

$10,082.06

$13,498.38

$9,749.11

$12,844.41

Week 2

2

$12,593.07

$7,731.18

$8,749.34

$7,223.05

Week 3

3

$4,520.05

Week 4

4

$5,929.71

$6,298.98

$8,440.16

Week 5

5

$5,795.43

$7,996.22

$6,587.03

Week 6

6

$4,527.13

$8,072.73

Week 7

7

$8,158.14

Week 8

8

$9,776.20

Week 9

Fall '04

Spring '05

Fall '05

Spring '06

Fall '06 Display

Classified

Online

Total

Diff V. Fall '05

$12,403.64

$12,454.24

$16,274.55

$13,127.18

$14,147.17

$103.20

$14,250.37

-$2,024.18

$8,807.72

$8,538.60

$10,912.13

$9,715.67

$8,563.01

$110.80

$8,673.81

-$2,238.32

$5,878.06

$9,818.21

$4,527.09

$5,081.11

$8,823.56

$159.90

$6,994.04

$10,990.27

$4,341.39

$7,479.16

$5,001.82

$7,266.51

$180.60

$7,447.11

$5,686.96

$12,980.95

$7,109.62

$5,811.99

$5,483.29

$9,868.29

$163.20

$10,031.49

$7,382.20

$5,956.91

$7,124.42

$5,609.69

$7,975.06

$6,175.28

$5,141.26

$177.17

$5,318.43

($2,656.63)

$9,172.25

$5,075.27

$6,747.37

$8,483.98

$6,582.48

$6,698.54

$7,830.26

$5,177.89

$193.91

$5,371.80

($1,326.74)

$8,057.03

$5,506.35

$6,709.33

$8,154.91

$5,384.96

$8,679.66

$6,767.47

$6,045.69

$200.70

$6,246.39

($2,433.27)

4,224.45

$6,537.15

$4,712.14

$8,983.46

$4,456.37 ($32.05) $4,219.50

9

$11,113.79

$9,249.85

$5,515.64

$11,077.93

$8,222.20

$6,786.87

$6,754.43

$6,420.67

$5,751.17

$200.40

$5,951.57

Week 10

10

$9,697.03

$8,579.31

$8,182.74

$7,178.39

$9,707.87

$7,994.24

$6,771.36

$7,546.85

$9,217.43

$241.38

$9,458.81

$2,687.45

Week 11

11

$10,190.47

$5,739.78

$7,640.33

$10,099.80

$6,221.40

$7,036.62

$6,827.39

$9,163.66

$7,794.46

$317.28

$8,111.74

$1,284.35

Week 12

12

$8,344.09

$4,955.09

$5,518.20

$7,604.82

$8,556.46

$8,009.14

$5,426.71

$8,079.77

$8,830.02

$228.77

$9,338.79

$3,912.08

Week 13

13

$9,789.81

$7,892.79

$6,751.93

$11,129.65

$10,687.08

$7,918.39

$8,457.40

$5,768.53

$8,750.95

$278.63

$9,029.58

$572.18

Week 14

14

$6,489.17

$6,121.25

$6,184.41

$4,384.91

$9,953.10

$10,325.00

$7,403.69

$6,145.75

$208.39

$6,354.14

Week 15

14

$4,953.78

$6,776.42

$9,808.49

$8,205.92

$5,674.99

$7,183.17

$7,507.46

$14,997.66

$12,221.44

$214.71

$12,436.15

Week 16

16

$2,047.85

$5,402.40

$5,538.77

$5,538.96

$4,227.03

$5,557.84

$5,182.05

$11,380.13

$4,728.91

$371.36

$5,100.27

$124,007.78

$119,768.11

$113,167.12

$128,147.04

$132,505.89 First

$120,278.56

$125,609.98

$129,943.04 Third

Total

10,437.36

$128,473.51

$3,350.40

$280.00

$280.00

$132,103.91 Second

($802.86)

($3,970.86) $4,928.69 ($81.78)

$6,493.93

January 15, 2007 To: CNBAM Re: Sales Manager of the Year

Being sales manager was the logical progression for my career at the Daily Titan.

I have attended California State University, Fullerton since Fall 2003, and have been working at the Daily Titan since I set foot on campus. I began as an Account Executive, was horrible, then became the Classified Manager, where I stayed until I became sales manager in Spring 2006. My experiences at the Daily Titan, and my educational experiences, are what I feel gives me an edge over other people in similar positions. I am a Child and Adolescent Studies Major, and I think that the teaching theories that I have learned through my major have helped me to better understand how people function and how they would like to be managed.

Combined with my experience in the field of advertising, knowledge of human development has come in handy. I apply many theories to the way that I manage and interact with my staff, and have looked heavily at what other sales managers use in their offices. One of the main things that a new teacher is taught is the theory of “use it if it works, but always give credit.� I have been attending the CNBAM conference since 2005, and have learned a many things from what I have seen from managers at other more successful schools. My sales philosophy has been formed from these ideas, and is all about setting goals, encouraging input, and providing feedback and opportunities for growth.

This semester I created a sales incentive program, wherein the people in the office were placed in teams that allowed them to generate more new business, at the

same time as building a built in bonus system. Through this system, I am allowed to set sales goals for particular times during the year and have been able to also allow for opportunities for the teams to grow. Another reason I feel that this system works is that it creates relationships between the sales people. I feel that this relationship helps them to encourage each other, as well as help them to understand another salesperson始s point of view.

I always encourage input from the sales team, I feel that if I am to become a better, more productive manager that I must be able to accept criticisms and also be able to alter my views on how I should be helping those people. Being sales manager has been one of the most difficult tasks that I have taken on in my life. However, I feel that this job has also been the most rewarding thing that I have ever done. I love this job and I respect everyone I work with greatly. My experiences as sales manager have helped me to grow and will follow me for a lifetime.

January 4, 2007 To: CNBAM Re: Sales Manager of the Year I am pleased to nominate Emily Alford for Sales Manager of the Year.

Emily has been with the Daily Titan for almost four years now, and has the most diverse advertising career I have ever seen at the Daily Titan. Emily began her career at the Daily Titan as an account executive. After coming close to being terminated for lack of sales she came through and was promoted to classified manager. As the classified manager Emily earned the Daily Titan three CNBAM awards for best-classified page after she redesigned the page herself.

After a little more than two years as classified manager, Emily was promoted to Sales Manager.

When she was appointed Emily became the first female sales manger and more impressively the first and only sales manager to not be an advertising or communications major.

As a peer and co-worker I have been thoroughly impressed with Emily’s work ethic and dedication to her work. Emily is always willing to tackle difficult tasks under deadline and never complains. Emily is the picture of how a student boss should run an office. She takes her responsibilities seriously and never hesitates to guide her staff in a better direction.

Overall Emily exhibits passion and enjoys motivating her staff. Emily is an irreplaceable asset, and has a bright and successful future ahead of her.

Jackie Kimmel National Sales Executive/Promotions Director The Daily Titan Newspaper 714-278-4452 Jkimmel@dailytitan.com

January 9, 2007 To: CNBAM From: Robert Sage Faculty Adviser and Business Manager for Daily Titan Cal State Fullerton Re: Advertising Manager of the Year (6b) I nominate Emily Alford for CNBAM Advertising Manager of the Year.

Before, I address the criteria for this nomination. I would first like to discuss Emily’s personal habits that I believe are integral to this nomination. Emily’s VALUES and PERSONAL INTEGRITY have served her well and were evident in all the decisions she’s made.

VISION was always the working premise that allowed her to go beyond the limits of the impossible into the possible.

ATTITUDE and PASSION helped inspire her workmates to achieve more.

INNOVATIVE THINKING always helped her come up with, and implement creative ideas.

TEAMWORK and COMMUNICATION skills helped her create greater results than any one person could produce individually.

FOCUS and DISCIPLINE helped her generate the energy to accomplish the task at hand without worrying about external situations.

HEAD and HEART enabled her to achieve the required balance between intellect and emotion.

Achievement: Under Emily’s leadership this past semester, the Daily Titan achieved the second highest level of advertising sales in its 47-year history. All departments contributed to this achievement including display, classified, national, online and entertainment. This success was largely due to the creation and execution of an innovated training program. Emily developed this program over the summer break and implemented this program at the start of the fall 2006 semester.

Management: Style or substance? Emily is very well liked and respected and people look to her for guidance.

A quiet leader, with strong creative skills, she tests applicants selling skills by asking them to sell a hockey stick during their interview. Once hired, she then personally takes them on as many face-to-face cold calls as required in order for each salesperson to curb his or her fear, memorize the sales pitch, and come to grips with the myriad of objections faced on each sales call. Her time management skills are excellent and when she says, “I’ve got it covered” you can take it to the

bank. She will gladly work nights and weekends, whatever is required to keep ads coming in and advertisers properly serviced.

Interaction: One of the elements of the ad manager’s job is to work flawlessly with his/her adviser (me), department chairs, deans, and professional staff. I can say without reservation that Emily gives and gets the highest recognition for her professional skills in juggling all the different competing interests. One of the important byproducts of Emily’s leadership is staff longevity. By parking her ego at the door she is able to be “first” among equals, which encourages staff longevity and empowerment.

Innovation: One of Emily’s greatest achievements, in addition to her outstanding sales performance and development of an innovative training program, was to change our sales strategy/approach by creating TEAM selling procedures and incentives. Once she had the teams fired up and competing, many of the old “this is the way its always been done” procedures disappeared and sales took off, especially as it pertained to special sections. Morale went up dramatically and has stayed that way. In addition, last summer in order to change the classified department from a group of order takers into a proactive sales department, she personally designed a religious directory and sold $5,000 worth of ads. It was the motivation the department needed.

Amanda Rudolph Personal Management Philosophy A great manager meets and exceeds the goals of the organization and serves the needs of employees to enable them to succeed. I believe that a focus on organizational goals, hiring the right staff, developing the sales staff by providing feedback, and recognizing employee contributions are all vitally important to reach management success.

Focus on Organizational Goals A manager’s job is to ensure the staff is fully aware of the overall goals of the organization. A manager has the tough job of making sure the staff has buy-in on the overall goals of the organization, they must have ownership of the overall goals, and be included in setting the smaller goals that will allow them to get there. A manager’s job is to help their staff members see how they can achieve such goals by providing the roadmap. Lead by example is a cliché that we are taught throughout our entire lives, but it was not until my time as advertising manager that I realized this was not as simple a notion as it seemed. I learned quickly that my goals, attitude and enthusiasm affected my entire staff. I took on the role of being an example to the staff when I accepted the job of advertising manager. Setting an example for a group of my peers is often a daunting task; however, my philosophy is to maintain my goals for the staff and to make the goals of the organization my number one priority while keeping a positive attitude that will motivate my staff to do their best.

Although a manager is frequently is pulled in many directions, one must focus attention on the tasks that lead to attaining those organizational goals (and budgets). The goals of our advertising department are maintaining close relationships with our clients, working closely with the editorial department to promote a co-existing environment and most importantly to provide revenue for the Daily Reveille. Maintaining diligence in pursuit of those goals, and to the ethical accomplishment of them, is critical to the success of the overall organization and to the development of the staff.

Finding & Keeping the Right Staff What I have learned about being a manager is that a sales job sees a lot of turnover. One of my earlier mistakes as sales manager was hiring people who I thought fit the part of a sales person. I quickly realized that in sales there isn’t a certain type of personality best suited for sales despite that common belief. Finding the right staff is not always about hiring a personality I like, or a major that seems directly related to this experience.

Managing turnover provided me as a sales manager with a unique challenge and opportunity to grow by applying different ideals and training techniques until I found something that worked for our organization and culture. Turnover is something that professional advertising and newspaper organizations experience and I realized that I could learned a great deal from developing programs that would help with this issue. My philosophy for hiring has spawned from the advertising great David Ogilvy. He said, “If each of us hires people who are smaller than we are, we shall become a company of dwarfs, but if each of us hires people who are bigger than we are, we will become a company of giants.” It is human nature to be eager to be on top but I learned quickly that I needed a great staff to stay on top. Throughout my time as advertising manager we have experienced incredible turnover and it became a priority of mine to hire (and keep) giants.

This past semester we implemented a new commission system that provides half of the earned commission up-front as a reward for closing the sale, while the other half is paid upon collection.

This enabled the sales reps to receive a more steady income thus eliminating some of the

turnover. We have also found an effective way to identify early on who will not make it long term. We often spent numerous hours training and training pay on people who realized sales was not for them. Now we require applicants go on a sales call with a senior rep, and then go on three of their own, before they get to the final interview. It has saved us a lot of paid training on employees who fizzle out as soon as the paid training is gone, and has allowed us to truly invest in those sales people who embrace the organization’s goals.

I have found that in using this new system I have hired people who don’t mind going the extra mile to do what it takes to reach their goals. This philosophy has allowed us to find employees with high morale, and who are truly relationship-builders with our clients.

Continued Development and Feedback Since I have been a manager, we have implemented a rigorous full-staff training retreat, coupled the training with applying what they learn in morning sessions into afternoon sales calls.

Training is the fundamental and is the foundation to managing expectations. For many of my fellow student employees, this is their first job experience. These employees must be taught even the fundamentals of how to be a good employee, setting basic expectations, supplement with continuous training, and keeping employee morale high. We have established an extensive training manual which includes basics like job descriptions, daily duties, and the how-to’s… to overcoming objections and finding new prospects. I have found that the training must never cease, and employees need constant feedback in order to truly know how management sees their progress.

We have also implemented bi-weekly evaluations to keep all employees working towards the same goals and meeting expectations, and allow management staff to provide them with feedback on how they are doing. This also allows us to address any problems immediately and prevent any escalation. It also allows managers to discover how we can keep our employees productive by continuing to remove obstacles for them, keeping them constantly improving.

This allows us to manage dynamically, catering to the individual needs of the employee without micro-managing. This has allowed me to mold our management approach for each employee, to keep them individually motivated. I have worked closely with our director to implement these new ideas in order to parallel our office with that of a professional advertising office thus preparing the staff for the “real world.”

Recognizing Employee Contributions Public acknowledgement of an employee’s contributions and goal attainment is critical to maintaining and building employee morale. Recognizing that individuals are motivated differently has helped me continue to build a team who is motivated to achieve the overall goals of the organization. Individuals are rewarded for their individual successes, and recognized for their personal contribution which is something that was implemented when I became manager and has been a successful tool in helping to have a united team working toward one overall bottom line.

Amanda Rudolph

1

Personal Print Sales Performance

Year

Total Print Budget

Personal Print Sales

Personal Print Sales Goal

% to Goal

% of Total Budget

2005-2006

$735,050

$231,711.94

$161,711

144%

32%

Fall 2006

$361,827

$169,684.98

$130,257.72

131%

47%

Amanda Rudolph

2

Overall Print Sales Productivity

Year

Total Print Budget

Total Print Sales

% to Budget

2004-2005 (Past Manager)

$552,030.52

$539,830.79

98%

2005-2006

$735,050

$740,195

101%

2006-2007

$757,579

$283,596.52 (Fall 2006)

37%

*Fall 2005 was my first semester as Print Sales Manager. In the second week of school the university housed evacuees in the midst of Hurricane Katrina and became an emergency medical facility forcing the university to close for a week. This presented a significant loss in revenue in back to school sales. A week was added at the end of the semester to make up for the lost week of classes, but because it was finals week we did not make up the lost revenue. **Budget numbers reflect the budget for the entire fiscal year. Actual sales are for the Fall 2006 semester and does not include Spring 2007 newspaper sales, two editions of the Legacy magazine, Gumbo yearbook sales, and six special sections and four coupon pages.

Amanda Rudolph 1806 S.Brightside View., Apt M, Baton Rouge, LA 70820

Education

(504) 650-2708

arudol1@lsu.edu

Expected graduation date: May 2007 Louisiana State University, Baton Rouge, LA Bachelor of Arts in M ass Communication, Advertising M inors: Business Administration and History Overall GPA: 3.0

Experience

Office of Student Media, Louisiana State University May 2006-Present General Sales Manager

Baton Rouge, LA

❧ Responsible for the management and development of print sales staff, broadcast sales staff, marketing staff, and production/layout staff. ❧ Responsible for a team of fifteen account executives and an overall budget of $982,404. ❧ Achieved $121,724.61 in personal print sales of $167,764.98 for Spring 2006 and Fall 2006 semesters. ❧ Established new hiring process w hich resulted in a significant decrease in employee turnover and training expenditures ❧ Implemented and conducted w eekly sales staff meetings, manager meetings, training sessions and evaluations. ❧ M ember of the Student Government Presidential Cabinet and LSU Advertising Federation

January 2005-May 2006 Print Assistant Manager

Baton Rouge, LA

❧ Responsible for the management and development of print sales staff. ❧ Solely responsible for a team of ten account executives and a budget of $877,286.30. Achieved $107,745.00 in personal sales for the Fall 2005 semester. ❧ Held w eekly sales staff meetings, training sessions and evaluations.

August 2004-December 2004 Print Account Executive

Baton Rouge, LA

❧ In charge of account management of 15-20 clients. Solicited businesses and individuals to advertise in t he Daily Reveille, special sections, the “Legacy” magazine and Gumbo yearbook.

â?§ Responsible for 13% of overall department goal of $255,000

Proficient

Proficient in Quark Xpress, M icrosoft Office, and Ad Pro

Print & General Manager For The Daily Reveille, Legacy, Gumbo, KLSU-FM, Tiger TV, Marketing, & Special Projects Duties and Responsibilities: ❧ Creating and maintaining a spreadsheet of revenues for each medium o Overall Monthly report on revenues prepared for Advertising Director, and Director of Student Media o Responsible for comparison analysis of revenues to budget & last year o Assists other managers in creating individual sales budgets for each semester o Assists other managers in creating, implementing, and managing a strategy for each manager to meet their department budget ❧ Creates and maintains, through example and education, a professional staff work environment o Reviewing weekly reports of sales staff to ensure managers are going over them with their staff on a weekly basis to review progress or lack thereof o Responsible for handling the training of entire staff o Attends all comprehensive training sessions for student staff. ❧ Responsible for management and development of entire sales force: print, broadcast, marketing o Monthly reviews for entire sales force o Monthly reviews with each manager, that includes the Advertising Director o Responsible for direction of the Print Assistant Sales Manager/Office Manager, Broadcast Manager, and Marketing Manager ❧ Meet with the Advertising Director on a weekly basis ❧ Responsible for meeting personal as well as team goals o Handles all on-campus accounts o Handles all agency & national business o Handles & oversees all integrated marketing accounts ❧ Ensure fulfillment of every package for print & broadcast alike ❧ Help develop & oversee marketing fulfillment packages for Integrated Marketing and pre-packaged contracts ❧ Helps develop pre-packaged opportunities and integrated marketing packages o Responsible for generating $25,000 in New Business, per semester ❧ Handling problems with staff, accounts or clients ❧ Keeps and organizes accurate client information ❧ Keeps approximately 20 office hours per week, including sales calls ❧ Once a month attends the Print Sales Staff, Broadcast staff, and Marketing staff meetings ❧ Keep clients informed on all special packages and promotions. ❧ Adheres to all rules, regulations and financial policies of Student Media. ❧ Require pre-payment of all contracts with businesses that do not have a credit account established with Student Media. ❧ Processes all contracts, insertion orders, and production requests accurately and in a timely manner. ❧ Sends out invoices to customers on a regular basis and ensure prompt payment on accounts ❧ Performs other duties as needed and assigned by Advertising Director

Advertising Manager The Board of Directors appoints an Advertising Manager who shall be responsible for generating and adhering to the advertising policies through the management and supervision of the sales activities of the advertising department. The advertising manager shall consult with the advertising adviser and is responsible to the general manager and Board. The advertising manager serves at the pleasure of the general manager and the Board.

ESSENTIAL DUTIES AND RESPONSIBILITIES include the following: Other duties may be assigned.

1. In consultation with advertising adviser, recruits, hires, trains, evaluates, motivates, and if necessary, disciplines the sales staff.

2. Adheres to the guidelines of the advertising policy and procedures in determining advertising acceptance.

3. Assigns sales territories and/or accounts to sales representatives and establishes performance goals on a department and individual basis.

4. Works with advertising adviser in analyzing sales statistics to create incentive plans and assists staff in promoting sales.

5. Ensures that all deadlines are met.

6. Resolves customer complaints. If an adjustment to the cost of an ad is needed, submits suggested discount to advertising adviser for approval.

7. Conducts staff meetings on a regular schedule.

8. Assists advertising adviser in proposing a department budget and works within established boundaries of department budget. Submits expenditures of the department to the advertising adviser for approval.

9. Provides a written report to the Board of Directors before each meeting and makes other reports as the board may require.

10. Maintains a 2.0 GPA during the term of appointment and submits transcripts or grade report to the general manager for verification beginning with the semester of the appointment.

To Whom It May Concern, Success, as I have come to find out since my hiring in the fall of 2006, is not measured by individual achievements in the newspaper industry. It is measured by the attitude of the staff, the team goals surpassed, and the level of leadership that the staff has. At The State News, the account executives are extremely fortunate to have an Advertising Manager, Candace Barnes, to bring all of these elements together.

When I was hired in as an account executive this past fall, I was pretty overwhelmed. The professional atmosphere of the advertising department, combined with the fact that I was one of two freshmen in the office, was new and daunting. I had to learn two new programs that I had never seen before, memorize dates and deadlines, and become familiar with the entire workings of an office that generates over two million dollars per year. After each training session, however, I felt better about what I was getting myself into. Candace went above and beyond with our training; the what-if scenarios, team competitions, and the sales tips were beneficial to my learning.

Amongst all of this chaos, we rookies caught on. The new promotions, monthly goals, and the team competitions that Candace sets up are tools for the success of her staff. Now, the group of ten that Candace hired is an important asset to the office. Its not that we neither are naturals, nor have we just got lucky with our accounts. All of the credit should go to our manager. She provides both mentorship and friendship to the office, and she has motivated us, through her positive attitude and confident personality, to provide unmatched service to the businesses and organizations of East Lansing and abroad.

All through training and when we first started selling classifieds, I was studying my manual, getting to know my fellow account executives, and learning the tricks of the trade. My first retail ad that I ever sold was in November in the Downtown Shopping Guide promotion. I followed Candace’s advice during the pitch and closed the sale. At the new semester, when one of the account executives graduated, Candace gave me an account that spends about $1,000 per week in advertising. She trusted me with this large account, and with this trust, I started to become a better salesman. I now have several customers that run regularly, and it is entirely because of the confidence that I developed from that trust.

Candace’s leadership has driven myself, and the entire advertising department, to accomplish goal after goal, week after week. She is dedicated and driven like I have never seen before, while also being generous and polite. I know that if I ever have a problem with a client, or a co-worker, or even a professor, Candace will be there with empathetic advice. I could continue to describe her personality, but it can be summarized by saying that when she graduates, her successor will have enormous shoes to fill.

Candace has been successful in every way as the Advertising Manager, and I believe that this merits my strong, genuine, and complete recommendation for the Advertising Manager of the Year.

Thank you for your consideration,

Nick Lucido Account Executive The State News

January 29, 2007 Dear CNBAM Judges, Candace Barnes, CNBAM’s Advertising Manager of the Year. I think it sounds good – no other name would sound better and I’d like to tell you why I am pleased to write a letter of recommendation on her behalf.

Candace understands the role of an advertising manager. It’s not only leading by example, setting high standards and establishing goals – all of which she does well (as I’m sure each of the nominees does).

She understands that part of her job is providing the tools that enable the sales staff of 24 students to perform their jobs better and generate more than $2 million in revenue each year. How does she do this?

Look with me, if you will into her toolbox to see the skill with which she uses each tool.

Blueprint. In the same way that a carpenter needs to know what she’s building, an advertising manager needs to know what the plan for success is. Candace is exceptional with time management skills so she wants to know what the big picture is – what are we building. Once she sees the plan, then she develops the promotions, sales plans and goals that enable her sales reps to make the most effective use of their time when selling for the daily paper or a special promotion.

Level. Another reason Candace is an exceptional advertising manager is that she is consistently listening to her staff. By listening, she is able to determine if they understand the purpose of a promotion or the steps needed to make a sale. If the entire staff doesn’t understand, then the department is off-balance and adjustments need to be made. She can then make adjustments in strategies so that the department is back in balance and ready to move forward.

Hammer. This may be Candace’s most frequently used tool in that she continuously hammers on the importance of the details. Whether it’s providing better customer service, meeting deadlines, making one more sales call or preparing one more sales plan, the details do matter. Sometimes the reminders are gentle taps, sometimes they’re more forceful but keeping a large staff moving forward does require staying on top of the details. Knowing when to use the more gentle approach versus the hard hitting is an important skill and one that Candace uses appropriately.

Tape Measurer. The success of any ad department is measured through sales, Candace has achieved unprecedented success in this most important area. During the first six months of her term as manager, she has increased local sales by 16.1% over last year and 7.7% over budget. University sales, in a time of decreasing budgets, have soared with an increase of 27.9% over last year and 25.5% over budget.

This kind of success can only be achieved by using the right tool for the right job.

Hopefully, I’ve been able to show you why I believe Candace Barnes should be named the Advertising Manager of the Year. Her work ethic, sales attitude, ability to motivate, and innovations simply work. She is applying to be our advertising manager for a second year – a feat that hasn’t been accomplished in 20 years. Hopefully she will be re-elected because just I can only imagine what could be built based upon the foundation she has laid this year.

Sincerely,

Marty Sturgeon General Manager

Sales Management Philosophy Candace Barnes, Advertising Manager, The State News My grandmother always claimed I was headed in a certain direction. When I was nine, I excitedly told her I wanted to write books when I grew up. “You will teach,” she said.

“I want to be a journalist!” I told her.

“Teaching is in your blood.” She would reply.

I told her I’d like to produce movies. I told her I’d like to anchor news broadcasts. I told her I would write screenplays. I told her I was a director. I was an editor. I was an engineer. “You’re a teacher.” It was the same response every time; it never failed.

Right before she died, I accepted my admission to college and declared advertising as a major. She looked at me, her little green eyes still watering with youth, and she said, “Candace, you were born to teach.

Teach, it’s what you were put here to do.”

Needless to say, I did not become a teacher. I do, however, teach every single day. Instead of teaching in a classroom environment through the use of textbooks and theoretical circumstances, I teach in a competitively driven, constantly changing, quick-paced environment, which involves hands-on experience with the real world. Lesson plans consist of creating sales plans and selling tips that drive sales and teach account executives how to develop real client relationships. It involves strategizing on the fly, constant adjustments to motivational tactics, individualizing management styles for each different sales rep and all the while keeping a consistent level of buzzing creative energy that encourages the staff to come to work, looking forward to what the day has to bring. Phew, that was a mouthful.

Through a unique and creative sales philosophy, I have developed a killer sales team based around three core values: communication, motivation and education. Through these ‘tions’ we have accomplished nearly every challenge presented to us thus far. Such triumphs include a move from publishing 3 days a week during the summer to 5 days a week (Just how many collegiate newspapers can say they’ve done that?!), surpassing our sales goal 7 of the 9 months since my term began, and the introduction & training of a brand new computer business system. o

o

Communication: Individuals communicate and learn through many different channels. Some are visual, some are verbal and others need to physically internalize information. When new information, such as a sales promotion, is introduced, three things are done. I personally meet with the staff to update them.

There is never an account executive that doesn’t take notes during these meetings. This allows visual, verbal as well and hands-on learners to internalize the information first hand by hearing it, writing it down and then viewing it on paper. The next step is providing a hard copy. This gives sales reps something physical in their hands to look at and keep at their desks as a reminder. Third, I update them via email with approaching deadlines, feedback on promotions and reminders of the main points of the previous meeting. This further saturates the staff, reaching the electronic readers who operate via email and are less apt to keep hard copies of information.

Communication within our office happens on several levels. Weekly, we meet as a whole to discuss solutions to client issues, selling strategies, play team-building games and work to become a close-knit group. In between these meetings, employees meet weekly in teams of 5-6 people to discuss midweek progress, brainstorm strategies for individual clients and build team motivation and success. Team leaders run their team’s meeting with their own unique format and structure. This allows for feedback from individuals on a more personal level, opportunities to receive advice from different sales perspectives and sharing of individual strategies. By creating a diverse, creative and innovative environment full of consistent feedback, sales reps can constantly improve.

Motivation: As driving sales is a priority among management, we are consistently striving to figure out what it is that will motivate employees to make sales. I believe there are two sole motivators in our sales team workforce, energy and rewards. I have developed two programs that encourage both. o Team sales competitions: For special promotions, teams are encouraged to sell the most ads.

The sales team with the highest number of ads sold by deadline wins free lunch for the entire team. This encourages teamwork, individual while generating a competitive atmosphere. By constantly keeping the staff informed of the winning team and sales numbers compared to last year, energy and drive naturally emerge. When this competition was introduced with the launch of a new advertising product, Finals Survival Guide, we saw nearly $14,000 of new revenue. We repeated this publication in the fall along with another team competition and saw $16,350 in new revenue. Each time a team competition has been implimented, revenue has increased over the

Sales Management Philosophy Candace Barnes, Advertising Manager, The State News

o

previous year. Prizes have ranged from lunches to ice cream to our most recent, milk and cookies. o Individual bonuses: This past May, I created an opportunity for sales reps to get bonuses for surpassing their individual monthly goal. Once an individual’s monthly goal is surpassed, he/she receives 3% of the difference between actual sales and the month’s goal. By updating these individual statistics as frequently as possible and informing the entire staff of each individual surpassing his/her goal promptly, others become motivated to do the same and keep abreast the competition. This has resulted in a naturally motivated environment. Since this has been implemented, individual productivity has skyrocketed. As a result, departmental goals have been surpassed 7 of the 9 months since the program began.

Education: This is probably the most important element to leading and managing a sales department. It takes a constant change of approach to help sales reps understand what they’re selling and how to sell it. I use several tools and approaches to help teach sales reps in a variety of ways, ensuring that all individuals get their fully deserved sales training, no matter how they prefer to learn. o Living Training Manuals (LTMs for short): This is a program implemented with our rookie staff hired this past fall. Each rookie was paired with a veteran staff member who stood out as a leader within the office. They acted as a resource, answering questions, helping with assignments, giving feedback and allowing the new employees to shadow their daily responsibilities. This allowed for rookie account executives to emerge from training with some experience already under their belt, ready to sell and comfortable with asking questions. Not only that, but it closed the gap between “vet” and “rookie” creating an equally level playing ground across the board. As a result, our rookies came busting out the doors making sales to new advertisers almost instantaneously. o Selling tips (Please see page 6): These provide the barebones of each special promotion: important dates and deadlines, who to sell it to, how to pitch the promotion, close the sale and follow through on the details involved with completing the ad process. This is a handy tool that many sales reps use while on the phone as a quick reference, allowing confident answers to questions advertisers may have. They also use these to double check details and keep track of deadlines. This is one of the most appreciated tools by the department and often asked for before the promotions are even available. o The Cheat Sheet (Please see page 7): These were introduced in the fall as supplementary materials to the training manual. They are quick ‘how-tos’ that sales reps can quickly flip to for recap details such as deadlines, inch conversations, steps in completing an ad etc. New employees found these to be lifesavers when they first began to sell. Old employees found these cheat sheets perfect for a short reminders manual. Some sales reps even found that their clients appreciated such a simple guide to our paper’s operations. o How to…. (Please See 8): When problems seem to repeat themselves, questions seem to be raised or sales reps hit a wall selling, I host a crash session on how to solve the puzzle. We have practiced overcoming objections, learned how to actively listen and created elevator pitches.

These sessions are accompanied with a hard copy of the tool and how to use it for sales reps to refer back to when they might run into a recurring problem and need to review the solution.

How have communication, motivation and education helped my sales management philosophy succeed? The numbers speak for themselves. Local sales have increased 16% over last year. University sales have increased 28% over the last year. More importantly, local and university display are 7.7% and 25.5% over budget respectively. In total, sales are up 10% from last year. Furthermore, we’re 4.3% over budget.

While writing this, I was informed by our general manager that we might have a chance to be the first sales team in State News history to exceed $1,000,000 in local display sales. That is a challenge that I, along with the sales staff, look forward to achieving If my grandmother were alive today, she’d be as proud as ever at what I have done. She’d be ecstatic to hear about the team I have developed and the goals I have helped this team accomplish. She’d smile about my innovative sales strategies, training sessions, management skills and character as a decision-making leader. She would not, however, be the least bit surprised by what I have become: a teacher.

Revenue Comparison July - December Actual Budget

Advertising Description

July - December 2005/Actual

July - December 2006/Actual

Local Advertising

$

498,828

$

579,557

16.2%

University Advertising

$

110,709

$

141,770

28.1%

Preprints

$

34,936

$

51,364

47.0%

Classified Liners

$

126,145

$

105,932

-16.0%

Classified Display

$

127,992

$

122,178

-4.5%

On Line Advertising

$

28,300

$

19,195

-32.2%

Total Advertising

$

926,910

$

1,019,996

10.0%

Advertising Description

July-December 2005/Budget

July - December 2006/Actual

Local Advertising

$

538,100

$

579,557

7.7%

University Advertising

$

113,000

$

141,770

25.5%

Preprints

$

34,000

$

51,364

51.1%

Classified Liners

$

134,000

$

105,932

-20.9%

Classified Display

$

130,000

$

122,178

-6.0%

On Line Advertising

$

29,000

$

19,195

-33.8%

$

978,100

$

1,019,996

4.3%

Total Advertising

% Comparison

% Comparison

Valentine’s Guide Selling tips o Publishes Friday, February 9th o 2 page spread with process color design around advertisements o Only ads, no editorial content. This is GOOD! Perfect spot for coupons and deals. Students are reading these pages solely for the ads. They’re seeking out advertisements. Could the audience get any better? o Publishes about 5 days before V-day. This is for the men who forgot to get their girlfriends gifts, last minute plans, oh shit I forgot mom…think about the procrastination in yourselves and use it as a selling point. (who would have thought that could come in handy?!) o 28,500 copies published o CHEAP! And look at that color discount, sheesh! o Who to contact: Florists, candy shops, party shops, card shops, restaurants, gift shops…think of the perfect date and find the business involved! Shit, I’d even take an oil change & dinner at Denny’s as long as it means I get a valentine.

Pricing Size 2x4 3X5 3X10.5

Price $115 $210 $440

o These are set prices. Contract customers must run at the price designated on the promotion sheet (but we will count toward their bulk inches!) o Have Darla or Candace override rates to match that of the promotion sheet.

Putting the ad in the paper o Placement/Page Request: Valentines o Invoice notes: Valentine: Insert Copy Reference Here o Deadlines:  Space: Thursday, February 1st  Copy: Monday, February 5th  G&S and Prepayment: Wednesday, February 7th

-------DO NOT FAX------

Inserts Cheat Sheet Deadlines

Where do they ship it?

Approval

The State News c/o Michigan Web Press 10441 Enterprise Dr. Davisburg, MI 48350

Must be submitted 7 business days prior to rundate.

Example Submitted

Rundate

Thursday October 19

Monday October 30

Sizing

Cancellation 5 business days prior to rundate

Example Cancelling

Rundate

Monday October 23

Monday October 30

Printing Press Arrival Must arrive at Michigan Web Press 5 business days prior to rundate

Arrival

Rundate

Monday October 23

Monday October 30

More information is available in your ratecard!

Minimum Size: 4” x 6” Maximum Size: 11” x 15”

Folding of poster format inserts and other inserts constitutes additional pages!

What do you need to do?

1. Schedule it -Sign up by printer 2. Fill out Preprint Insertion Order -Attach copy of insert, insertion order and prepayment -Give to Darla

3. Follow up with Advertiser to ensure all of the deadlines are met

How To Drive (sales) Defensively The Skinny We all know how to drive the sales car at this point, right? And, like the real traffic world, we all claim to be the best driver out there. But, even if we are, how do we protect our own ass when something goes wrong? and yes, something will go wrong…even if it’s not our fault.

How to protect your own ass: Traffic Court – How to avoid it.

• Money, money, money…moooooooney  Make sure your client knows exactly how much they’re being charged and what for. Confirm it!  “Okay Ms. Barnes, I’ve got you scheduled for a 2x3 next Wednesday on page 2A. That will be $114.60 for the ad and $22.92 for reservation of page 2A. Your total is $137.52.”

• Running until “further notice” o Giving the advertiser the benefit of the doubt, sometimes they really mean it. Other times, however, let’s face it. This means “I don’t feel like dealing with you right now, do what you do.” o How to respond:  Pick the dates for them.

• “Let’s run the ad daily through next Friday. I’ll call then to discuss our plan from there.  Make sure they know what they’re running • “Alright, so I’ll run the September Specials ad every other day for the month and I’ll th call you on the 30 to figure out our plan from there.”

• Approval o Get a signature. It doesn’t matter how many times they tell you on the phone, “Sure, sure. Looks great.” Making somebody sign them forces them to look over it closer, and saves your ass when they call back and say, “I never approved this P.O.S!”

Stop, look and listen.

Logging a call isn’t just enough, logging the details is the key! What to log: • $$$$$$ (This comes up a lot!) o Log that you confirmed the price & what the charges are for.  “Spoke with Candace. She’s good to go with the ad on page 2A next Wednesday. Confirmed combined charge of $137.52 for column-inches & page 2A reservation.”  “Spoke with Candace. She’s ok with extra charge for pg 2A/Color. Confirmed price of $137.52.” o Make good policy  Log that you explained this to a client.  Now your manager can explain to Dory that we will only make good for 1 day, not 18, because th she spoke with Nick on the 13 and he explained yadda yadda yadda...ya dig?

• Be the wise old owl! o Approved by WHO? Confirmed price with WHO? Got payment from WHO? Explained copy deadline and late fee to WHO?

Look out for the idiots on the road.

You might be following the laws of the road, that doesn’t mean everybody is. o If another AE is going to handle something for you, it’s still your ass on the line, not theirs. o Look everything over. Proof read their work. o Double check the scheduling, is everything done correctly? o Check up with the client, ask if there is anything you missed.

“Hi Susan, I saw that you spoke with Jacky yesterday afternoon and he scheduled you up for a th 2x2 on the 9 . Here’s the information I have from him, is there anything else I need to know?” o Don’t be the idiot. o If you talk to somebody else’s client, do the following o Log the sales call, with as much detail as possible. Sign it. o Let the AE know you logged a sales call.

-This does not mean leave a sticky note on the back of their chair thinking everything is dandy. o Follow Through. If somebody else’s client asks you to do something, you better get on your high horse and do it. Think of it this way, if you’re taking somebody else’s income into your hands, how are you going to feel when they get commission pulled because you screwed up?

Candace Jaye Barnes 533 Abbott Road East Lansing, MI 48823 (248)672-9888 barnes73@msu.edu

Experience

The State News East Lansing, MI Advertising Manager May 2006-Present  Train, manage, motivate and evaluate staff of over 20 to drive sales and generate revenue  Increased revenue from the ’05-‘06 year by 10%, 4.3% over budget  Local sales increased by 16% over ’05-‘06, standing 8% over budget  University sales increased by 28% over ’05-’06, standing 25% over budget  Implemented incentive programs that drove and increased individual as well as departmental productivity Account Executive September 2005-April 2006  In five months of sales, generated print and online advertising revenue of $28,000  Exceeded individual sales goal every month  Assisted clients in developing effective sales campaigns  Built and maintained positive relationships between clients and The State News The Boys & Girls Club of Southeastern Michigan, Orion-Oxford Club Program Coordinator, Clerical Services June 2002-August 2005  Developed early morning programs for children that presented educational material in a creative, fun and active way  Assisted with membership services, signing new members up, renewing members and tracking the current

Education

Michigan State University East Lansing, MI August 2004-Present GPA: 3.8/4.0  Bachelors of Communication Arts in Advertising Graduation May 2008 American University of Rome Rome, Italy May 2006-July 2006 GPA 3.75/4.0  Studied international advertising & culture  Developed international advertising campaigns  Studied commercial television fundamentals rd  Attended 53 Annual International Advertising Festival in Cannes, France

Activities

College Newspaper Business and Advertising Manager Organization Member; Attended two national conferences, 2006-2007 Michigan State University Honors College Member, 2005-Present

Honors Michigan State University Michigan State University Michigan State University The State News

Dean’s List Benschop Int’l Enrichment Award Study Abroad Scholarship Nominated for Rookie of the Year

2004-Present 2006 2006 2006

Candace Jaye Barnes (248) 672-9888 barnes73@msu.edu

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December 28, 2006 CNBAM Selection Committee Advertising Manager of the Year To Whom It May Concern: I am writing to recommend Ashley Bolton for your Advertising Manager of the Year award. Ashley served as our Online Sales Manager in 2006, and in that capacity, she leveraged her exceptional leadership skills, her incredible talent for analysis, and her unrelenting passion for innovation to lead institutional change here that resulted in true integration of our print and online products. The best way to explain Ashley’s impact on the Kansan is for me to tell you just how she did it.

When she first got this job in the spring of 2006, she was coming out of a successful career in sales and management. She, like the rest of the industry, knew how critical the Internet was in the future of ad revenue. She didn’t know much about it, or how to sell it.

In fact, she started by pushing our salespeople to sell the same old online story we’d unsuccessfully been pushing for years.

About a month into the job, she realized she wasn’t going to get anywhere with that approach, but she also didn’t know how to get started fixing it. So, she studied web usage and web advertising. I can remember getting emails from her at 1a.m. on a Tuesday with an article she’d found. I remember her sitting in my office trying to teach me what she’d learned. Once she’d done some research, she knew that the Kansan was off the mark in its current online strategy. She developed a plan that included redesigning our website and our online products. Then, she worked her plan.

The “before” and “after” images of Kansan.com are completely different, and the latter is so much more effective, as our readers and advertisers have said. She scrapped traditional narrow banners in favor of larger square ads that offer more design options to make our clients’ message stand out. Ashley also developed a pricing matrix that enables customers to pay for what they get, nothing more nothing less, and to customize their online product mix to meet their business needs. This created powerful market positioning for us.

Finally, Ashley created a new product for the Kansan that I believe is scary, but absolutely the next generation in newspaper classifieds. As you know, private party classified ad revenue is very vulnerable to web-based products like Craigslist.com and Myspace.com. College newspapers are perhaps more vulnerable to this change because our young readers are constantly plugged into the web. Through her studies, Ashley saw this threat on the horizon for the Kansan. Ashley knew we had a choice: we could fight to keep the classified paradigm as is, or we could embrace this new movement and become the market leader before Craigslist.com came to Lawrence, Kansas.

She advised the Kansan leadership to choose the latter, to replace our paid private party print with free online postings that would also run in the paper. She developed a free

online forum for the KU community to find, buy, sell and trade everything from couches to roommates. I was concerned about losing revenue, but Ashley proved to me that the increased usage of our print classified product among students would be eyeballs that we could sell to commercial customers. She was right. We’ve actually increased classified revenue since this product’s launch. Also, after just three months live, it now has several hundred registered users. Ashley also prepared her successors to continue the product development so that it becomes even more essential to KU students.

It is this kind of truly creative thinking and solid planning that made Ashley such a valuable part of the Kansan management team. But it’s something else that made her cause that institutional change I wrote of earlier: Ashley didn’t do any of this by herself.

She leveraged the talent in the rest of organization to brainstorm, plan and execute this integration of the Kansan’s print and online products. She did this through coaching individual salespeople every day on identifying good leads and making valuable presentations. Even our most senior salespeople trusted Ashley to help them learn how to sell online products. She went on countless sales calls to help reps; she held training sessions; she jumped at every opportunity to teach a rep how to integrate traditional print and web campaigns. Undoubtedly, Ashley led this charge, but she did so by coaching and teaching others how to take this new integrated product to the next level every day.

To conclude, Ashley proved her leadership talent long ago when she was a sales team leader. This past year, she has proven herself to be not only an exceptional leader, but also a gutsy innovator, a strategic planner and a diligent coach. The result is that every single salesperson at the Kansan is finally able to offer fully integrated, cross-platform packages to our customers with confidence that our product is a solid solution to their needs. Every single salesperson can sell this with the same conviction that Ashley has, and every single salesperson on our team of 25 sold at least one online campaign. The Kansan doubled its online revenue, and because of Ashley’s foresight and leadership, we are nearly half way to its goal for the coming spring semester. She led this institutional change, and she prepared others to push on when she graduated. That is why she deserves your award for Advertising Manager of the Year.

Sincerely,

Jennifer Weaver Sales and Marketing Adviser The University Daily Kansan

December 18, 2006 To Whom it May Concern: It is my honor to have the opportunity to recommend Ashley Bolton as CNBAM’s Advertising Manager of the Year. This is why: If one word could describe why Ashley should be chosen as Advertising Manager of the Year, it would be passion: passion for the Kansan, passion for the world of interactive media, and passion for teaching and helping grow her peers.

Ashley was chosen as Online Sales Manager of the Kansan simply out of her interest in learning more about online media. She took what she could out of her first semester as head of our online sales department, but it wasn’t until she took an online internship with Lee Enterprises that she left her mark. Her interest in online media developed into a passion, and after spending three months learning everything she could about the industry, she revamped Kansan.com into a revenue powerhouse and established it as one of the Kansan’s core products, equally important as our core newspaper.

Knowing that online media is the future, Ashley worked with the Kansan’s online development manager to revamp Kansan.com, developing better advertising solutions for our customers. She developed targeted sections on Kansan.com, pricing for advertising, and innovative ways to help our customers reach our readers. In the history of Kansan.com, there have never been so many advertisers on the site. She constantly coached and mentored her peers to help them learn how to sell online, and every single sales call she went on with an AE, an online ad was sold. From every question about online to developing contests to drive online sales, Ashley was always there for people, no matter what.

In addition to the incredible success of Kansan.com, Ashley was instrumental in developing an entirely new product for the Kansan, hawkchalk.com. Hawkchalk.com, a free classifieds community for KU students and faculty, is a one-of-a-kind, innovative site that is unlike any other product produced by a college news organization. A craiglistlike site, hawkchalk.com has become a resource for students and faculty alike, with posts including everything from a bed for sale to basketball tickets to subleases.

Not only was Ashley half of the pair that developed hawkchalk.com, she also used her promotions background to create a grassroots marketing campaign for the site. She created a free hawkchalk t-shirt contest to drive users to the site, developed house ads to run in the Kansan’s daily newspaper and Kansan.com, posted flyers on campus bulletin boards, and spray-chalked the hawkchalk.com logo all over campus. During those first few weeks of hawkchalk.com’s existence and marketing campaign, it would have been impossible not to see its name at least once.

Ashley’s final semester on the Kansan staff can be classified nothing less than an overwhelming success. She took a drowning online department and turned it into one of

the greatest successes Iâ&#x20AC;&#x2122;ve ever seen at the Kansan. In the first four months of the Kansan.com redesign, it brought in more revenue than the entire previous year, and has already secured thousands of dollars for the spring semester.

As Ashley leaves the Kansan upon graduation this fall, she will leave behind one of the greatest legacies ever left at the Kansan. Her passion for online media has inevitably left a mark on the way our business works and how we sell advertising. Without Ashley Bolton, Kansan.com would be nothing. Without Kansan.com, the Kansan is just a newspaper.

This is why I recommend Ashley Bolton as Advertising Manager of the Year and why she will always be a friend and a mentor that I will look up to.

Sincerely,

Kyle Hoedl Business Manager The University Daily Kansan

Ashley Bolton – Management Philosophy “We think that the biggest mistake we can make is to set goals that are too high and not reach them.

The truly biggest mistake is to set goals that are too low and easily reach them.” -Michelangelo Many semesters ago our advisor asked our entire staff to take out a piece of paper and transcribe that quote. To this day, I have that exact piece of paper taped to my mirror. It serves as a daily reminder that we must continually evaluate our goals to achieve our full potential. It pushes me to work harder and more efficiently every day, for every publication in every month. It guides me through each semester to be more successful in coaching and motivating than the last. This management philosophy allows me to be proactive and inventive, rather than reactionary and stale in our rapidly changing industry. It gives me the ability to sprint through each semester’s finish line and start the next at full speed – with the entire staff beside me.

After two years of selling and managing, I desperately wanted to make a difference at The University Daily Kansan in 2006. I quickly identified an entire part of our product line that had remained virtually unchanged for more than a year – kansan.com. The site was receiving less than a half million page views a month. Without an audience and an educated sales force, its total yearly revenue barely covered our operation cost of $10,000. For these reasons, the position of an online manager had been cut. Kansan.com was failing our audience and the few advertisers it had.

I met with the upcoming spring semester’s business manager to discuss recreating the position of an online manager. He agreed that we needed to improve kansan.com and integrate our print and online products. He backed this new effort and created an additional position, an online technology manager.

This new position would be in charge of re-designing and managing the site. During the next year, we would work together to improve its content and design, increase audience growth and educate our staff and clients on the value of kansan.com. We set high benchmarks in each of these categories to achieve everything that we believed we could in one year. Overall, we wanted to double our monthly page views and monetize it by doubling revenue from the previous calendar year.

In the spring of 2006, we slowly began the movement of kansan.com from an auxiliary, valueadded product into a core product. Our goal was to change the way our staff and clients viewed the purpose of the site. I wanted everyone to understand that kansan.com was an affordable and effective way to reach our growing, loyal audience. To understand this concept, the staff went through basic online training. An online component was now permanently added to our normal training schedule.

Better content, new audience interaction tools and constant promotion of the site doubled its page views from the previous semester to an average of 1.2 million page views each month. We had reached our first audience growth goal, but still struggled to convince the entire sales force and our clients on how crucial online advertising was to their media mix. I knew I needed additional training beyond the basic research I had done in order for us to continually excel. I searched for an internship that would provide me with this skill set. In the summer of 2006, I had the opportunity to intern with Lee Enterprises in their Interactive Media division. I learned the core concepts and business model that would transform our program into a highly developed, mainstream part of our business.

Armed with this knowledge and passion, I set very steep goals for the newly formed online department in the fall of 2006. I wanted every sales person to sell at least one online campaign and bring in $12,500 of online advertising, almost $2,500 more than the entire previous year. Most importantly, I wanted this to be additional revenue, not just shifted from print. I went on four legged calls, held individual meetings, went to team meetings, met with managers and continued training at staff meetings week after week. By December 2006, all but one sales person had sold an online campaign bringing in a record of more than $12,500. Kansan.com had exceeded its budget for the first time since its creation in 1996. Also, it is important to note that we did not just shift print revenue to online; we exceeded our overall semester goal of $420,000. I was able to use my philosophy to motivate myself and provide the staff with the tools and support they needed to achieve all of this. By promising results and delivering them, we contracted 40 percent of the springâ&#x20AC;&#x2122;s $11,500 budget. We will start next semester nearly half way into the race.

To ensure a smooth transition after I graduate, I have worked closely with the newly formed Online Convergence Team, three highly motivated top sales performers. We worked together to develop an action plan and set their own competitive online goals for the upcoming year. It is their objective to educate future staffs and clients on the growing benefits of kansan.com.

By constantly setting slightly bigger goals for yourself, you allow for more achievement over time. It does not come without a price; it is frustrating never settling for the present. However, I never would have been able to accomplish all of this by setting easier goals, attaining them and relaxing. My management philosophy is a simple statement that inspires me to dream big and accomplish even more.

APPENDIX

Ashley Bolton - Appendix

ASHLEY C BOLTON 1721 Ohio St. Apt C, Lawrence, KS 66044

Cell: 316.393.2466

Ashley.Bolton@gmail.com

EDUCATION The University of Kansas

Lawrence, KS

December 2006

William Allen White School of Journalism and Mass Communications Bachelor of Science in Journalism, Strategic Communications emphasis EXPERIENCE Lee Enterprises

Davenport, IA

May 2006-December 2006

Wired Partner Intern Developed sales collateral for newly launched automotive vertical Participated in online sales blitzes in five different markets across the country Created best practices for online job descriptions and enterprise position recommendations The University Daily Kansan

Lawrence, KS

August 2003-December 2006

Online Sales Manager More than doubled online revenue in 2006 to nearly $23,000 in the calendar year Assisted in Kansan.com redesign and rate structure changes Promoted audience growth through print convergence Zone Manager/Promotions Manager Trained new sales staff on valuable selling models Exceeded $58,000 zone quota at 112% for the semester Surpassed $20,244 personal quota at 107% for the semester Pioneered cooperative marketing agreement with Sony, increasing readership and web traffic Asst. Promotions and Marketing Manager Planned new merchandise department totaling $2,000 profit Increased attendance and profit margin at bi-annual Jayplay Live concert Re-organized marketing information to educate staff on demographic research Zone Manager Motivated and trained account executives to break year quotas totaling $1.2 million Managed major accounts exceeding $30,000 in revenue Directed weekly group and individual meetings with account executives to track performance Senior Account Executive Sold $20,000 of revenue in 16 weeks Motivated other zone members to exceed individual and zone quotas Consulted with media planners to tailor franchiseesâ&#x20AC;&#x2122; campaigns to Lawrence market KU Endowment Association

Lawrence, KS

January 2003-August 2005

Student Calling Associate Raised more than $77,600 individually Built rapport with alumni to close the sale in one cold call Featured in pre-calling mailer with photo and quotes to more than 50,000 alumni HONORS Kansan Manager of the Month KU Endowment Association Gold Calling Society Deanâ&#x20AC;&#x2122;s List

08/06, 01/06, 04/05, 09/05 06/05 12/02

Lindsey Shirack The University Daily Kansan 6b. Advertising Manager of the Year

January 2, 2006 To Whom It May Concern: When I began my search for a Sales Manager last fall, I was a little nervous. Throughout my time at the Kansan, I had seen many Sales Managers. There had been Sales Managers that had been great at getting on a personal level with each salesperson to make them feel comfortable and welcome. There had been those who have been great motivators and those who were strategic thinkers. But there had never been a Sales Manager who had encompassed all of the qualities I was looking for in the person who was to lead the sales staff of the Kansan. Then Lindsey Shirack came along.

Lindsey is an incredible leader who has no doubt left her mark, and there are three reasons why I think she deserves the title of Advertising Manager of the Year: she will do anything and everything possible to make sure all of her bases are covered and that she’s getting the job done, she is a strategic, proactive thinker, and she is an excellent motivator.

In a semester that was so vital to the success of the Kansan and its future, very few days went by without the Kansan managers coaching the salespeople and preaching that every dollar, every phone call, and every thank you note will help us reach our goals. Not only did Lindsey preach this, but she lived it. Teaching by example, Lindsey worked tirelessly on client lists, tracking numbers, helping salespeople, and being my right-hand man. Not a day went by without her in the office trying to discover new ways to bring in revenue, helping salespeople with client problems or new business, and being an overall positive influence in an environment that can easily be negative. In a nutshell, Lindsey’s work ethic is a huge reason why the Kansan met its revenue goals for the first time in three years.

A very large part of Lindsey’s success is due to her ability to realize problems before they happen and analytically and strategically come up with solutions to them. Early on in the semester, Lindsey noticed that our sales were not increasing like they should have been.

Revenue began to plateau, and she took initiative to have meetings with each salesperson to get monthly projections and updates on important clients and answered any questions they may have had. She had periodic meetings with every salesperson throughout the semester to make sure that problems were being continuously worked out.

Later in the semester, Lindsey questioned the Kansan’s Winter Break Guide special section and its effectiveness and usefulness to our advertisers. It wasn’t a quality section, and she didn’t see the value in the product for the advertiser. In an attempt to add value to the section and gain more revenue as the semester came to an end, Lindsey devised a five part series (instead of one freestanding section) with an added value of free color for anyone who ran in all five sections. The section was an incredible success, with 16 advertisers running five ads instead of just one. Essentially, the Winter Break series brought in five times the revenue of the previous year’s section.

One of the main components to the Sales Manager’s job description is to continuously motivate staff members to reach personal and team goals. I’ve never seen someone so passionately stand in front of a group of 30 people and explain the importance of what they are doing and motivate them to make one more call and sell one more ad. Lindsey motivates by giving personal responsibility to each and every person on staff, giving each person ownership in our product and in our success. Her passion is contagious.

I’m sure you will see throughout Lindsey’s application that she is an incredible choice for Advertising Manager of the Year. She is by far the best Sales Manager the Kansan has seen since I have worked here over the past two years, and without her passion, strategy, and motivation, the Kansan would not have had the incredible success of the fall semester.

Sincerely,

Kyle Hoedl Business Manager The University Daily Kansan

December 22, 2006 CNBAM Selection Committee Advertising Manager of the Year To Whom It May Concern: I am writing to recommend Lindsey Shirack for Advertising Manager of the Year. In addition to exemplifying all of the characteristics you noted, Lindsey deserves this award because she possesses a leadership style that has made her a legacy here.

This leadership style is composed of three key traits. First, Lindsey is an exceptional strategic thinker. She examines all facets of a new idea or a challenge. She plays out all of the “what ifs” to ensure that in her final decision, she understands the tradeoffs she is making. Her unmatched analytical skills also enable her to be a proactive leader. Because she is constantly examining the Kansan’s strategic position, she is better able to make changes early to capture a new revenue stream or preempt a disaster. Finally, Lindsey is a “teaching leader” meaning that she believes strongly in teaching people how to better themselves by setting high standards for them and offering them productive coaching every day. She expects a lot out of her salespeople, because she understands that if she doesn’t, she sends a vote of “no confidence” in their skills. She also realizes that in order to develop that potential in her team, she as a leader cannot afford to miss a single coaching opportunity.

Let me give you an example that demonstrates these three characteristics. This past semester the ad team had to achieve some aggressive revenue goals. Lindsey knew this, and from her first day on the job, she began strategic planning to ensure that the Kansan met its goals. Before the semester started, she identified some weaknesses in our training program that led to more productive learning with longer-term results. Lindsey also coached her managers on how to coach their salespeople, so that she could ensure that the talent she’d hired would be realized. She also identified some opportunities in our product mix; she cut some products that didn’t work and improved some through reorganization. All the while, she was looking forward to see what the next strategic step would be to reach the Kansan’s goals.

After about three weeks of selling, Lindsey foresaw a problem. Sales were increasing at a decreasing rate. Some team members who had been very confident at the outset were starting to realize this semester would be very challenging. Some managers who had committed strong coaching support for her were not delivering. Lindsey saw the warning signs, and she knew that if she allowed this to continue, the Kansan would not deliver the results needed.

Lindsey’s strategic thinking skills kicked in. She started by analyzing the managers’ impact. What could she change about her own behavior to fix this problem? She discovered that she was spending too much time behind her desk, rather than out on the floor coaching her salespeople. She discovered that many of her managers were doing the same. So, she abandoned her desk. She spent her time beside salespeople as they sold and managed their accounts. Her managers quickly followed suit.

Second, she analyzed the salespeople’s skill levels. Who was doing well and why? Who was struggling and why? She determined that she needed to provide some additional training to the entire staff in certain areas, as well as more coaching on an individual level to help each salesperson develop their style. Finally, she analyzed the external environment. Was there something going in the market that could be suppressing our sales? Were we taking advantage of new business opportunities? She found that she needed to allocate more coaching resources to our new business development efforts. The result was substantial growth in active accounts as well as local revenue. Overall, because of Lindsey’s effort, the Kansan’s sales began increasing again at an increasing rate, and the team actually performed better than expected. This trend continued throughout the semester, as did the behavioral changes Lindsey made in her team.

So here’s the point: Lindsey’s strategic thinking skills make her a smart, proactive, engaged leader who is constantly pushing the Kansan forward. More importantly, though, she doesn’t do any of this on her own. She teaches others how to do it: how to think strategically, how to re-energize an advertiser with a better idea, how to foresee a client problem before it happens, and how to maximize one’s talent by critically analyzing strengths and weaknesses.

The result is that the Kansan ad staff is now a staff “Lindseys-in-the-works.” As a whole, they have learned to be proactive, to think strategically, and to teach each other about their successes and failures every day. Yes, the Kansan did achieve its revenue goals because of Lindsey. Yes, the staff did deliver double-digit growth in our local advertiser revenue because of Lindsey. But the real measure of her success, and the real reason why she deserves this award, is because of the phenomenal growth in the salespeople’s talent and motivation under her leadership.

Sincerely,

Jennifer Weaver Sales and Marketing Adviser The University Daily Kansan

Statement of Management Philosophy Lindsey Shirack Job descriptions are normally stale stuff. But when I applied for the position of Sales Manager, I actually felt energized after reading the job description; I had a feeling I was on to something.

The opening words of the description assert that the sales manager will “spearhead the sales functions at the Kansan.” Whoa. Spearhead… great word! Defined as “the driving force in a given action, endeavor, or movement.” I was struck by the incredible opportunity I was undertaking: the chance to become the driving force in sales functions for the Kansan. For me, this word translated into the passion with which I tackled the role of sales manager.

I could never count for you the number of times I focused on the word “spearhead” as sales manager. The first major duty of the position is to assign clients to ad reps. In my time at the Kansan, I’d seen sales managers do it in a haphazard fashion, eventually just copying fifteen clients at a time onto a rep’s list until it added up to a set goal. The problem with that is that it doesn’t cater to giving our clients the reps that add up to the best mutual relationship, especially important since the nature of a college newspaper means we often change reps. Randomly assigning clients ignores that we know this client wants to talk about sports for the first thirty minutes of a call, overlooks this bar owner’s request for a rep over 21, and it leaves logical decisions to chance. Additionally, I firmly believe and communicate that to succeed, one needs to do two things: work hard and want to succeed. Therefore, I don’t want a rep to have to work even harder to overcome a problem with a client because I hadn’t taken the extra effort. Thinking of it as my first official act of spearheading, I conscientiously analyzed the client and then fit the best rep for them. I was rewarded when reps came in reporting having built rapport on the first client call.

When scrutiny of a special section found it lacking, I thought “spearhead” and revamped it into a new product which brought in five times the revenue. When giving feedback to a manager, I thought about “spearhead” and realized I needed to be more direct and precise in conveying my expectations to him so that he would know how to achieve success. I developed a forecasting tool that allowed the business manager and myself to analyze the increase or decline in the rate of sales. When I saw that the revenue rate was slowing, I pulled aside every ad rep individually to ensure that we forecasted effectively. When I noticed that the number of ads in our magazine Jayplay was tapering, selling strategies and objections were taught in the staff meeting that week, soon resulting in our largest Jayplays of the semester. Lastly (and there are those who forget this about spearheading), I committed to being open to the flow of ideas and feedback on those ideas. Spearheading the sales function goes wildly awry when a sales manager gets out of touch with reps that do the selling.

As you can tell, I’ve latched on to this idea of “spearheading” throughout my management. As a result, our incredible staff achieved our best performance in over three years, beating the previous fall’s revenue by almost $40,000 and breaking our semester goal of $420,000. However, I believe “spearheading” is not only an idea I’ve taken to, I believe it mirrors the manager I want to be and am becoming. If going the extra mile can take us so much further than just one mile, I’m going. I value directness; I am driven to exceed others’ expectations so I want expectations communicated; I thrive on the beneficial fine-tuning that can develop from the insight of others. I believe no manager can be everything to everyone, but I strive to be as much of the counselor or ally, overseer or guru each individual may need me to be.

Sales Manager Job Description The University Daily Kansan • Spearhead the sales functions at the Kansan, including offering sales coaching and insight, planning ways to grow revenue from existing and new clients, answering questions, providing regular feedback, tracking numbers and dealing with client concerns • Function as the sales team "cheerleader", offering sales initiatives and contests, bringing in motivational speakers and creating training activities.

• Coach and hold accountable the zone managers to effectively manage and grow their team's ad revenue and further develop their skills • Track the team's performance to quota and budget via monitoring sales reports, regular follow up with managers and staff, and going on sales calls as needed.

• Support the Business Manager in the development of on-going training, planning long-term strategies for growth, and managing other business operations as needed.

Revenue Comparisons Appendix 6b. Shirack- The University Daily Kansan

This chart presents the revenue figures the University Daily Kansan for Fall 2005 Revenue, Fall 2006 Goal and Fall 2006 Revenue. Total revenue in Fall 2006 surpassed both measures.

August September October November December Total

2005 Revenue $51,308.22 $127,155.84 $105,366.27 $69,621.25 $31,530.06 $384,981.64

2006 Goal $55,827.87 $114,539.80 $111,020.69 $104,977.10 $34,501.85 $420,867.31

2006 Revenue $55,823.88 $115,987.84 $111,455.45 $96,554.00 $41,874.00 $421,695.17

Fall 2005 Revenue v. Fall 2006 Revenue $450,000.00

$400,000.00

$350,000.00

Revenue

$300,000.00

$250,000.00 2005 Revenue 2006 Revenue

$200,000.00

$150,000.00

$100,000.00

$50,000.00

$0.00 August

September

October

November Month

December

Total

Fall 2006 Goal v. Fall 2006 Revenue $450,000.00

$400,000.00

$350,000.00

$300,000.00

$250,000.00 2006 Goal 2006 Revenue

Revenue $200,000.00

$150,000.00

$100,000.00

$50,000.00

$0.00 August

September

October

November

Months

December

Total

At the Kansan, we consider local revenue a strong indicator of success, because we know that weâ&#x20AC;&#x2122;re growing our area businesses. Again, total local revenue for Fall 2006 surpassed both the 2005 and the Goal numbers.

August September October November December Total

2005 Local Revenue $19,770.88 $50,087.63 $49,583.46 $69,000.00 $15,191.41 $203,633.38

2006 Local Goal $21,155.00 $58,127.00 $51,943.00 $48,000.00 $15,619.00 $194,844.00

2006 Local Revenue $22,783.73 $56,505.11 $59,276.01 $50,320.08 $22,884.15 $211,769.08

2005 Local Revenue v. 2006 Local Revenue $250,000.00

$200,000.00

Revenue

$150,000.00 2005 Revenue 2006 Revenue $100,000.00

$50,000.00

$0.00 August

September

October

November

Months

December

Total

2006 Local Goal v. Local Revenue $250,000.00

$200,000.00

Revenue

$150,000.00 2006 Goal 2006 Revenue $100,000.00

$50,000.00

$0.00 August

September

October

November

Months

December

Total

LINDSEY ANN SHIRACK

Current: 3601 Clinton Pkwy. A301 • Lawrence, KS 66047 Permanent: 3000 S. Drew • Salina, KS 67401 LShirack@kansan.com • 785.766.4518

EDUCATION University of Kansas, Lawrence, KS Bachelor of Science in Strategic Communications Bachelor of Science in Business Marketing

Expected May 2007

EXPERIENCE Sales Manager August 2006-May 2006 The University Daily Kansan, Lawrence, KS  Mentored and coached staff of 31 to exceed $420,000 semester goal  Achieved revenue of $40,000 over previous fall  Met with clients, developing campaigns and goals to help grow their business Sales and Marketing Services Intern June 2006- July 2006 The Virginian-Pilot, Norfolk, VA  Coordinated sales leads for reps using co-op advertising  Researched co-op advertising opportunities to aid in reaching $60,000 of funds used Zone Manager January 2006- May 2006 The University Daily Kansan, Lawrence, KS  Led and developed sales staff of eight  Created Semester Incentive program to reward reps for reaching semester goals Senior Account Executive August 2005-December 2005 The University Daily Kansan, Lawrence, KS  Exceeded semester quota of $14,771 by developing local and regional clients  Met with clients, created campaigns and goals to help grow their business Account Executive January 2005- July 2005 The University Daily Kansan, Lawrence, KS  Sold $6,900 of advertising for the newspaper  Responsible for meeting sales goals and seeking new clients while maintaining list Customer Service Associate May 2004- August 2005 Panera Bread Company, Lawrence, KS  Developed customer service skills and enhanced patron relations  Built trust by ensuring quality and consistency LEADERSHIP EXPERIENCE Student Philanthropy Committee University of Kansas Endowment Chancellor Undergraduate Business Council Student Leadership Representative Undergraduate Business Council HONORS AND ACHIEVEMENTS • KU Watkins- Berger Scholar  Kansas State Scholar

August 2006- present January 2006- December 2006 December 2004-May 2006

 

Leadership Challenge KU Honors Program

December 22, 2006 Dear CNBAM Judges: It is a pleasure to write this letter to nominate Anna Szczesniak for CNBAM’s Advertising Manager of the Year Award. Anna serves at The Pitt News as Inside Sales Manager. She manages our Classified and our University/Student advertising staffs, and is on equal footing as our Display Advertising Manager.

Anna came to us last year as a display sales representative and had great success in her geographic territory. This year, she wanted to try her hand at management in hopes of becoming our 2007-2008 Business Manager, so she applied for the Inside Sales position. Classified advertising was down by 30% when Anna took the position; the challenges to all newspaper classified have increased as free internet sites have taken their positions in the marketplace. After implementing several critical changes in our internal organization structure, Anna and her staff have succeeded in bringing classified revenue back to almost even with last year, and University/Student advertising revenue is up by 18%.

Traditionally, The Pitt News’ inside sales staff shared all incoming University and Student organization display sales. It was an order-taking position, handling customers at the front desk or over the phone as their advertising needs arose. Anna changed the structure so that one person was responsible for actual sales calls to these important clients. The new University/Student rep calls all accounts to assess contract rates, educate university customers as to frequency discounts, advertising philosophy and copy design ideas. Treating our university related customers as we treat our local advertisers has proven lucrative, and our business relationships have vastly improved. We are grateful to Anna for her help in coordinating this new position.

Inside sales representatives have never made cold calls before this year, thanks to Anna Szczesniak’s motivational skills. Anna has assigned portions of each metropolitan daily newspaper to the reps, who comb through not only for classified advertising leads and ideas, but also for display leads for the Account Executives who sell display ads.

One of our inside sales reps called a business to introduce them to The Pitt News, and the prospect was so impressed with her and with our rates that he is now planning to run full and half pages in the paper(for basically the same price as a tiny ad in the Pittsburgh Post Gazette!).

Anna has blown up balloons that contain prizes for those on her staff who excel.

For selling a new prospect, upsizing a classified or selling “attention-getters” like stars or checks on a classified, reps get to play darts with the balloons and win things like time off, $10.00 in quarters for laundry, Starbucks’ gift cards, Smoothies at 7/11 etc. The prizes might be small, but the staff is responding; people who were hired basically to answer the phone, file and enter classified ads are becoming sales representatives, and our numbers are going up. Students are comparing their performances with each other and seem to have bonded through good-natured competition.

A member of the University of Pittsburgh’s Business Student Council, Anna was also the Undergraduate Student Representative on the Dean Search Committee for the Katz Graduate School of Business and the College of Business Administration. Majoring in Marketing, Anna now carries a solid 3.0 GPA while devoting more than 25 hours per week to The Pitt News.

Anna Szczesniak believes in expecting the best from people and getting exemplary results in return. Looking at our bottom line, that theory is obviously proving

to be true. More importantly, since The Pitt News exists not just to increase revenue, but to educate students in a real-world working environment and give them glimpses of what skills they may never have known they possessed, Anna is contributing to the futures of her staff members and has influenced student management and professionals here. Her passion for The Pitt News is palpable and we are grateful to her for all she does. Thank you for considering Anna for CNBAMâ&#x20AC;&#x2122;s Advertising Manager of the Year Award.

Sincerely,

Laurie Holding Advertising Adviser The Pitt News 412-648-7820

THE PITT NEWS Job Description Inside-Sales Staff Manager Accountability:

Business/Advertising Advisor, Business Manager

Responsibilities:

Oversee all Inside-Sales Staff and office related operations.

Specific Duties:

1.

2.

3.

4.

5.

Train and hire new Inside-Sales Staff members.

Schedule and run weekly Inside-Sales Staff meetings.

Create work schedule for Inside-Sales Staff.

Attend weekly Board of Managers meetings.

Oversee all Classified Advertising, i.e. classified promotions, call-backs on expired ads and cold calling from competitive publications.

6. Review all layouts and Classified Insertions that are accepted on a daily basis.

7. Oversee all display advertising for University and Student accounts.

8. Oversee monthly billing in conjunction with Office Manager and Account Manager.

9. Perform any other duties or functions as assigned by Business Manager or Advisor.

10. Work approximately 20 hours per week, between 9 and 5 daily.

Anna Szczesniak â&#x20AC;&#x201C; Advertising Manager of the Year Management Philosophy As Inside Sales Manager of The Pitt News I base my management philosophy around hiring a motivated team and remaining confident that there is a solution to every obstacle. Hiring a staff is the most important job given to a manager. I know that with a quality staff any sales initiative can be accomplished. I look for students with ambition and independent personalities. Most applicants do not have an incredible amount of experience so I select those who I believe will be willing to jump right into sales and learn. In 2006 I hired five employees who have all proved to be successful. Together we have been able to accomplish many things in regards to sales, organization, and prospecting.

My staff and I are responsible for managing the University, Student and Classified Advertisements. Over the past year these accounts have been suffering, especially classifieds due to the availability of free online advertising space. In order to reverse this trend I elected to hire a University/Student Account Executive for the first time this year. This person makes outgoing phone calls and sales propositions to anyone involved with the University. As a result University/Student sales have increased by 18%. In addition I have initiated a classified advertising prospecting program. Each person on my staff is given a section of a major Pittsburgh newspaper classifieds and calls on any promising advertisements. This program has stopped the downward sales trend and has even resulted in opening a number of display advertising accounts. From July to September our classified sales were down, on average, 27%. Since the start of the prospecting program in October, we have been meeting last years numbers and with continued training and dedication I expect that we will be showing a 10%-15% increase by the end of the school year.

I would not have been able to achieve such success without a motivated and welltrained sales team. I believe that enthusiasm is contagious. I have been consistently passionate and encouraging regarding our prospecting program. I have found that if I remain upbeat my staff will follow suit. I have also made it a point to provide both positive and constructive feedback. I keep track of my sales staffâ&#x20AC;&#x2122;s performance as well as that of the Business Managerâ&#x20AC;&#x2122;s staff and compliment anyone who doing well or exceeding their goals. In addition I utilize creative compensation programs. Each week my staff is given a list of classifieds accounts to call on that have ads scheduled to expire during the week. I use a points system to keep track of how many renewals and up sells each staff member has. The person with the most points receives a bonus in their paycheck. In order to motivate my staff to prospect classifieds I keep track of how many days of advertisements each person sells. Once they have sold twenty days they draw a prize that could be five dollars, a Starbucks gift card, or a 7-11 treat among other things.

I have found that by keeping my staff motivated and showing that I trust that they are capable creates a good work environment.

In regards to organization I have made a number of alterations in order to improve the inside sales processes. Initially there was some difficulty in communication between my staff and the University/Student. I created an innovated filing system to facilitate communication and it has proved to be effective. When I took the position of Inside Sales Manager I found that the classified sales records were not very precise. I wanted to be able to compare daily and weekly sales and analyze the trends of each classification (i.e. rental, employment, for sale). I currently record the daily sales for each classification which will hopefully assist future managers.

During 2006 I believe that I have proven that my management philosophy is successful. By hiring an ambitious staff and focusing on training and motivation we have been able to implement new programs, increase sales, and solve problems. I was only able to execute these innovative ideas because of the willingness of my staff to learn and sell. When I was hired I saw a tremendous amount of potential in the Inside Sales

division. I did not want the staff to simply take orders but rather make calls and seek out revenue. By trusting in my management philosophy we have achieved this and allowed for a tremendous amount of growth potential in the upcoming years.

Anna Szczesniak 236 Oakland Avenue Pittsburgh, PA 15213 (215) 840-5128 Ams132@pitt.edu Education:

University of Pittsburgh, College of Business Administration Bachelor of Science in Business Administration Major: Marketing Nanjing University of Technology- Pitt In China: Nanjing* *Intensive four week program for business students in China

Work Experience: The Pitt News

Pittsburgh, PA April 2008

Inside Sales Manager April 2006-present ❧ Manage university, student and classified accounts amounting to approximately $350,000 in revenue ❧ Hired and trained 5 employees to assist with Inside Sales ❧ Created and implemented a new classified advertising prospecting program The Pitt News Advertising Sales Representative 8/05-4/06 ❧ Responsible for the advertising sales in a designated region of the Pittsburgh area ❧ Earned over $25,000 in advertising revenue during the 2005 Fall Semester ❧ Prospected and established 7 new accounts Katz Graduate School of Business Dean Search Committee 2005 CBA Student Representative ❧ Represented the undergraduate student body in their search for a new Dean ❧ Organized and hosted Student Forums TargetCast TCM* Marketing Intern 6/05-8/05 *New York City media planning firm ❧ Performed market research for a three separate clients ❧ Assisted in media planning and strategizing ❧ Observed the buying of print and broadcast spots as well as other advanced steps in the media planning process Coffee Junction Manager 5/02-8/06 ❧ Managed total daily operation of two coffee house locations ❧ Played vital part in the development and opening of the second location ❧ Trained five employees Relevant Skills: ■ Microsoft Office ❧ Customer ❧ S Service ❧ Training tradegy TNS ❧ Sales ❧ e Telmar Crosstab ❧ Teamwork ❧ Market Research ❧ Spanish Activities: Univ. of Pittsburgh Business Student Council 11/04-4/06 Head of Activities Committee Leadership One September 2004 Training program for emerging leaders Family House 2005

Volunteer

434 William Pitt Union The University of Pittsburgh, Pittsburgh, PA 15260 • Phone 412-648-7978 • Fax 412-648-8491

Anna Szczesniak – Advertising Manager of the Year Inside Sales Revenues 2006 University Accounts: Month August September October November December Subtotal

2005 ($) 13,4458 16,331 26,054 16,027 10,559 84,390

2006 ($) 16,264 27,173 25,553 17,301 11,642 99,866

Variance (%) 21% 66% -2% 8% 10% 18%

2006 ($) 8,205 20,452 17,962 14,532 6,851 68,186

Variance (%) 12% 73% 8% -10% 3% 16%

Student Accounts Month August September October November December Subtotal

2005 ($) 7,295 11,800 16,706 16,233 6,668 58,886

434 William Pitt Union The University of Pittsburgh, Pittsburgh, PA 15260 • Phone 412-648-7978 • Fax 412-648-8491

To Whom It May Concern: I have worked at The Pitt News with Anna Szczesniak for a year; a semester of this time I spent employed on inside sales staff, with Anna as my manager. Anna is ambitious by nature. She’s shown this not only in holding multiple positions within the paper, and applying for yet another managerial position in the coming school year, but also in the advancements she’s interested in making within her staff.

Anna implemented multiple new systems for increasing revenue in both the inside and outside sales departments. She started a very successful classified prospecting project, which further encourages her staff to make the best use of their time in the office.

The position of inside sales at The Pitt News retains both office duties as well as sales aspects. As the paper has become more efficient in delegation of sales territories, the position has, through natural evolution, become increasingly secretarial. Anna has worked to prevent the loss of opportunity from the position by maintaining a sales-based mentality and implementing plans and initiatives based on prospecting for classified accounts as well as account executives responsible for other areas of sale.

Always open to improvement, Anna in quick to embrace new ideas in which the way things are done can be done better. With each graduation, comes a new business staff, and new potential for refining and enriching the process. Anna’s seniority does not include any element of hindrance in the name of tradition – she and her staff look forward to change and possibility for the paper. The Pitt News is a paper that after almost 100 years of publication still continues to grow.

Anna is a beloved member of The Pitt News, and maintains friendships with those she manages, without the social constraint that could come from the position of “boss.”

While keeping a professional relationship, she still manages to work with all of the other employees. Anna has the mentality that no one at the paper works specifically for her we all work for the glory of what is truly our dear Pitt News. In all of her actions in hiring, managing, and working for The Pitt News, her enthusiasm and love for the paper is foremost. This sentiment, which Anna brings to work every day, has been an enormous influence on the success of both the staff and the paper itself.

Sincerely,

Stephanie Betts

THE PITT NEWS Job Description Advertising Manager Accountability:

Advertising Advisor, Business Manager

Responsibilities:

Work as an assistant to the Business Manager, pertaining to the sales of local advertisements. Directly supervises Account Executives.

Specific Duties:

1. Assist Business Manager with the training and retention of all sales account executives.

2. Monitor the sales performance of sales account executives.

3. Makes sales calls with account executives on a regular basis.

4. Must call and service all accounts in territories that are left vacant until a new sales account executive can be trained.

5. Become proficient with MAC, Multi-Ad Creator, and Photoshop software. Train account executives on advertising layout and design.

6. Collaborate weekly with the Business Manager to discuss sales staff performance and prepare for the weekly sales meetings.

7. Attend and run weekly sales meetings.

8. Attend weekly Board of Managers meetings.

9. Hold weekly one-on-ones with sales account executives.

10. Perform any other duties or functions as assigned but the Business Manager or Advertising Advisor.

11. Post regular office hours with sales account executives, Business Manager, Advertising Advisor, and Office Manager (20 hours per week).

12. Mark up or down quotas, based on last yearâ&#x20AC;&#x2122;s revenue and territory status as determined by Business Manager and Advertising Advisor.

13. Assist with marketing and promotions.

December 22, 2006 It is my pleasure to nominate Nicole Seisek for CNBAM’s Advertising Manager of the Year Award. Nicole has spent two years at The Pitt News and wears many hats.

She is a generalist who can stand in for anyone, and professional and student staff members alike appreciate her contribution to our work environment.

Nicole’s strength lies in sales, as she was one of our best sales reps in the 2005/2006 academic year. She has taken on her management role this year and now serves as an invaluable training resource for our sales staff. Rarely in the office, Nicole spends the majority of her work hours with her sales reps in their territories, modeling for the lesser-experienced reps how to present a proposal to customers with professionalism and flair. By watching Nicole, our sales reps learn how to proactively listen to their customers, how to take notes during a sales call to organize their customers’ requests and how to create a customized presentation. A master at account management, Nicole has also trained her staff on the importance of follow-up, ways to reconnect with a customer who has left us and how to establish rapport with new prospects. Nicole’s work with our customers and our staff has thus far resulted in revenues increased 11% over 2005.

Paramount to our sales philosophy is our constant prospecting. Nicole Seisek guides her sales staff in their prospecting efforts by scouring all of the local newspapers and magazines. She distributes new leads every day, but more importantly, she insists on systematic follow-up and data maintenance. She has improved upon our “Safari” database, a spreadsheet that tracks calling officers and dates of calls, by adding fields of reference and by maintaining control over representatives’ follow-up procedures. New business from Safari has produced $17,500 so far this academic year; because of Nicole’s diligence in developing a mailing system sourced in this database and her work with the account executives, new business is helping us stretch our footprint into geographic territories we had not previously explored.

Nicole implemented a new marketing concept this holiday season, which resulted in readership participation and increased advertising revenue. Knowing the importance of response to our customers, Nicole created a new iPod giveaway program, advertising our intent to award the winner with an iPod Shuffle. For a $10.00 premium charge, advertisers featured an image of a holly sprig, hidden in their ad. In our finals issue, our readers were on the hunt; they had to write down the names of all advertisers who had the holly in their ad, then relate those names to us via e-mail to qualify to win. Readers who found all of the holly sprigs were thrown into a hat and a winner was chosen. We received 140 e-mails during finals, which we will use as a tool in our sales process; advertising in The Pitt News really does work. The promotion cost us only $79.00 for the Shuffle itself, but has provided us with this valuable response example as well as generated revenue from advertisers who would not normally have run in that issue.

Nicole’s job description calls for her to be the first point of reference for the sales representatives. She trains them, accompanies them on sales appointments, meets with each rep twice monthly for one-on-one reviews of their territories, and has significant input as to their monthly quotas. The sales representatives at The Pitt News look to

Nicole for ad design help as well as sales assistance, and they appreciate her PhotoShop and MultiAd skills. It is not unusual for Nicole to work beyond her required 20 hours per week, but what impresses us the most about those hours is the positive energy she brings on such a consistent basis. Her enthusiasm and passion for The Pitt News is contagious, and we appreciate what she has done for the general mood in the office and in the field.

Balancing her work here with a double major in Finance and Marketing at the University of Pittsburghâ&#x20AC;&#x2122;s College of Business Administration, Nicole Seisek somehow manages to maintain a healthy 3.5 grade point average. After suffering an injury, she was forced to withdraw from the national award winning cheerleading team here at Pitt; while we are sorry she got hurt in the first place, we are happy she chose The Pitt News as her extra-curricular activity, and are benefiting from her outgoing spirit. Thank you for considering Nicole Seisek for CNBAMâ&#x20AC;&#x2122;s Advertising Manager of the Year Award.

Sincerely, Laurie Holding Advertising Adviser The Pitt News

To Whom It May Concern: I write this letter to recommend Nicole Seisek, Advertising Manager at The Pitt News at the University of Pittsburgh, for Advertising Manager of the Year. Nicole brings much enthusiasm, dedication, and vitality to the office of The Pitt News where she has served in her capacity as Account Executive and this year as Advertising Manager.

When Nicole joined The Pitt News in 2005, she took on the challenging territory of Fifth Avenue. She worked tirelessly to increase sales revenue as well as prospect new clients both within the campus community and beyond its limits. She was a key contributor in The Pitt News business department’s drive to reach/exceed their goal of grossing one million dollars generated through selling display advertising. This figure was exceeded by $40,000. During her first year on the sales force, she received the distinction of “Rep of the Month” twice. This award is given to the individual who meets and exceeds their individual monthly sales goals and works diligently to help others achieve their monthly sales goals as well.

Over winter recess 2005, Nicole underwent surgery to reconstruct her ankle. She returned to school in a cast and was on crutches for two months. That didn’t stop her from returning to work with the drive to continue the momentum she started with in the fall semester. She did not allow her temporary disability to interfere with her daily sales calls and regular office duties at The Pitt News.

In fall 2006, Nicole showed her allegiance to The Pitt News; this time returning in the role if Advertising Manager. Faced with a new and unseasoned sales force, Nicole and the business manager encountered many obstacles. There was high turnover in the early months, yet the business department continued to make their mark by meeting and exceeding previous record-breaking numbers. In my opinion, without Nicole’s extreme dedication and enthusiasm the business department could have potentially crumbled, yet it landed on its feet once again.

Nicole has made it a practice to groom new Account Executives by introducing them to their territories. She goes on sales calls with new representatives to introduce them to existing clients as well as briefing them on how to prospect new clients. Nicole uses as variety of incentives to motivate the sales staff. For example, she believes in recognizing the efforts of the Account Executives. The sales force is split into two teams: the winning team of the month receives a team picture run in the upcoming issue of The Pitt News. She also uses incentives that are attractive to college students; free food, raffle for a roll of quarters, and comp time for a job well done.

In closing, I ask that you please consider Nicole Seisek for the distinction of Advertising Manager of the Year for I feel she is truly an outstanding member of The Pitt News team and exemplifies what a successful member of the business community should be.

Sincerely, Ashley Albright Account Executive

Nicole Lynn Seisek 2526 Winchester Drive, Pittsburgh, PA 15220 Education

Work Experience

Extra Curricular Activities References

412-983-3633

nls16@pitt.edu

University of Pittsburgh, Pittsburgh, PA 8/2004 - Present ❧ Intended Major: Marketing ❧ QPA: 3.4 College of Business Administrationʼs Deanʼs List, National Society of Collegiate Scholars Honoree.

Advertising Manager 9/2006 – Present The Pitt News Pittsburgh, PA ❧ Assist Business Manager with the training and retention of all Account Executives. ❧ Monitor the sales performance of Account Executives. ❧ Make sales calls with Account Executives on a regular basis. ❧ Attend and run weekly sales meetings and attend Board of Manager meetings, and hold bi-weekly on-on-ones with Account Executives.

Smiley Ambassador - Marketing Internship 5/2006 – 8/2006 Eatʼn Park Hospitality Group Pittsburgh, PA ❧ Positively represent Eatʼn Park at all times at various community events. ❧ Dress and perform as Smiley, Eatʼn Parkʼs mascot, at events. ❧ Create games, activities, and routines to excite and entertain guests. ❧ Set up a well-branded display area at events where free Smiley cookies were distributed to individuals. ❧ Assist in increasing awareness of Eatʼn Park by taking advantage of media opportunities and putting Smiley in the spotlight whenever possible. ❧ Communicate with office staff and evaluate and report on events in a timely manner.

Advertising Account Executive 8/2005 - Present The Pitt News Pittsburgh, PA ❧ Minimum commitment of a 15 hour work week at the student run organization. ❧ Maintain and cultivate accounts in assigned territory. ❧ Try to meet and exceed a monthly sales quota. ❧ Prospect and cold call various businesses outside of my territory. ❧ Design advertisements for businesses, proficient in Adobe Photoshop and Multi-Ad Creator. ❧ Account Executive rep of the month for October and December 2005.

University of Pittsburgh Varsity Cheerleader, American Marketing Association Member, Phi Etta Sigma Member.

Available upon request.

CNBAM Applicant: Advertising Manager of the Year

Division Materials for JORIE GRIPMAN The Daily Tar Heel The University of North Carolina at Chapel Hill

Management Philosophy: Be Present Earning the position as Advertising Manager for The Daily Tar Heel was something I sought after ever since I was hired as the first freshman account executive in 2003. The position has been predeceased with a string of strong leaders and an advertising department with a history of success and high expectations. Once I had the position, it was a challenge to determine how I would leave my mark.

Every day I come into the office with a to do list that covers everything from managing the national clients, to preparing materials for sales meetings, and monitoring our current position for team goal (see Appendix 1). Even though most of my time is dedicated to phone calls, emails, and running reports in Brainworks, I believe that completing these activities is how to be a satisfactory manager. To exceed expectations as ad manager my efforts are summarized as: be present. For me this has meant spending all time Iâ&#x20AC;&#x2122;m not in class, from 9 to 5, in the office. It has also meant taking a close look at how sales tools and training were implemented last year and accessing how they can be improved this year.

From day one, my leadership skills were tested when the Advertising Director was away on her honeymoon. I had to fill in for several activities during the initial training session for back-to-school sales, our busiest time of the year. I was able to manage my responsibility for national sales while assisting the new Account Executives with any concerns that arose during their first week. Despite a challenging beginning, I was able to manage an increase in national sales that continued throughout the semester (see Appendix 9, Progress Report 2).

Early in the fall semester I spent a lot of time around deadline making adjustments to newly created ads. The requested changes often arose from something being left out of an ad either by the Account Executive or the client themselves. Then, I attended the SUN conference in Norfolk, Virginia and was inspired by a session that focused on building the relationship between the creative department and the advertising staff. One tool used at The Virginian Pilot is a worksheet that is filled out with business information and other client specifications before any ad is created. Upon return to The Daily Tar Heel I created a â&#x20AC;&#x153;Creative Worksheetâ&#x20AC;? that combined ideas from the Virginian Pilot as well as my own input on what items should be addressed with a client before a proof is made (see Appendix 2). The production director provided positive feedback and confirmed my beliefs that a tool like this would not only reduce the number of last minute corrections, but also improve the communication gap between clients and ad production.

When it came time for new Assistant Account Executive recruiting, I felt that the house ads placed in The Daily Tar Heel lacked any attention getting characteristics. The same ad ran for the past several years and I decided it would be advantageous to revamp the ad and provide

more information to attract more applicants (see Appendix 3). Also, more information would allow the potential candidates to make a more informed decision about applying for the position.

By taking pictures of current Account Executives, everyone in the office felt excited and involved with recruitment. In the end, we attracted a record number of applicants.

After updating the recruitment ads I decided to further explore the tools currently being used to hire new assistants. Both the application and the interview questions had not been updated in a few years, so I worked hard to apply my personal job hunting experience to improve these tools. As a senior in college, I had begun the interview process myself and had been exposed to a range of applications and interview questions. I combined this experience with the experience of working at The Daily Tar Heel for three years to edit and create new application and interview questions. Several of the interview questions were tested out in second round interviews and the new application and interview questions will be used for next yearâ&#x20AC;&#x2122;s recruitment (see Appendix 4 and 5).

Assistant training is one of my responsibilities as manager. I wanted the assistants to feel that I was accessible while also expressing the importance of taking their new job seriously. As an assistant to the Advertising Director we developed and implemented a training schedule (see Appendix 6). I prepared materials for the meetings and also conducted individual sessions with each new assistant. At the end of training I created a test to make sure their knowledge was up to par (see Appendix 7). This tool was very useful for analyzing their progression and seeing which assistants would need more tutelage and which were ready to move to the next level.

Beyond maintaining a strong presence in the lives of new assistants, I make sure to stay in tune with the successes and obstacles that face the current Account Executives. One way to keep involved with their work is by conducting one-on-one meetings every month. I create my own comprehensive set of questions to encourage discussion of conflicts, an opportunity to highlight personal successes, discuss special sections of interest to their clients, and access their progression towards meeting goal (see Appendix 8).

One of the greatest challenges of being ad manager has been the restructure of team goal to increase revenue. Individual and team goals were increased relative to previous years. When goal was not met in September, it arose concern in the office. After addressing the situation in meetings I worked with the sales team to start exceeding goal by November (see Appendix 9, Progress Report 1).

Despite the challenges and new experiences, I have truly enjoyed this leadership opportunity and time spent in the office. Moving into the future I am fortunate to have the time management and relationship building skills obtained from this position. I am confident the contributions I have made this year will be rewarded with record sales and encourage future managers to always keep their eyes open for ways to improve advertising at The Daily Tar Heel.

Jorie Gripman SCHOOL ADDRESS 105A North Street Chapel Hill, NC 27514

jgrip@email.unc.edu Cell 919-673-1209

HOME ADDRESS 332 Buncombe Street Raleigh, NC 27609

EDUCATION University of North Carolina at Chapel Hill KENAN-FLAGLER BUSINESS SCHOOL Bachelor of Science in Business Administration, expected May 2007 Concentration: Marketing Minor: Advertising GPA: 3.5 Study Abroad: Murdoch University, Perth, Western Australia, February – July 2005 MARKETING THE DAILY TAR HEEL, CHAPEL HILL, NC EXPERIENCE Honors: Account Executive of the Month: January 2006, October 2004, February 2004; SUN Newspaper Advertising Staff of the year: 2004, 2005; CNBAM Ad Staff of the Year: 2004 Advertising Manager, August 2006 – Present • Oversee and support sales team for $1.4 million newspaper • Assist the director to recruit, interview, hire, and train new account executives • Manage national advertising accounts that include Sprint, PricewaterhouseCoopers, and Geico • Lead individual monthly meetings to establish goals and evaluate performance • Implement reinforcement tactics for team goal motivation Senior Account Executive, August 2005 – April 2006 • Co-Managed largest territory in the advertising department; worked with over 200 organizations • Responsible for approximately one-quarter of team revenue • Exceeded every monthly goal by at least 10%; Met 153% of Career Fair issue goal: $15,300 Account Executive, January 2004 – January 2005 • Sold and managed advertisements for new and established clients • Exceeded every monthly goal by at least 10% NESTLÉ USA, RALEIGH, NC Marketing/Sales Intern, June 2006 – August 2006 • Created a business expansion plan that addressed new product development and product placement; presented to East Coast Nestlé Sales Manager • Consistently maintained 100% distribution of authorized products in assigned territory • Optimized competitive presence of Nestlé products: constructed product displays, participated in store resets, communicated significant pricing variations, and brand competition • Attended sales training at St. Louis headquarters for the breakthrough NROC program • Increased the number of authorized products at independent retailers ABERCROMBIE, RALEIGH, NC Brand Representative, May 2002 – December 2003 • Provided customer service in a retail environment • Assisted in recruiting new employees OTHER Server EXPERIENCE Interfoods Café, Fremantle, WA, Australia, February – July 2005 Rudinos Pizza & Grinders, Raleigh, NC, Summer 2004 Lifeguard/ Swim Instructor Carolina Country Club, Raleigh, NC, Summer 2004 Candler Swim Club, Raleigh, NC, Summer 2003 ACTIVITIES

Standards Board Chairman, Pi Beta Phi Sorority, September 2005 - Present • Lead investigations of member misconduct; submit recommendations for by-law alterations Executive Host, 2006 Kenan-Flagler Undergraduate Business Symposium, November 2006 Member, American Advertising Federation, UNC-CH, September 2005 – Present

SKILLS

MS Word, Excel, PowerPoint, Photoshop, Proficient in French

January 10, 2007

CNBAM Advertising Manager of the Year Letter of Recommendation and Nomination Jorie Gripman Dear Judge(s): Jorie Gripman confidently walked into The Daily Tar Heel office four years ago as a freshman - she was grounded and mature for her years and already committed to sales as a career. As it turns out, Jorie is a driving force behind our phenomenal success this year.

Jorie began her tenure at The Daily Tar Heel in 2003 as an assistant account executive (named Assistant Account Executive of the Month in March of 2004) and quickly moved up to an account executive position. She has consistently surpassed her monthly sales goals, always serviced her clients to above-average expectations and creatively developed new sales through theme page promotions. She was awarded top sales representative of the month in October of 2005 and January of 2006.

Jorie’s most outstanding contributions to The Daily Tar Heel have occurred in the current school year in her role as Retail Sales Manager. Jorie quickly demonstrated her leadership qualities through The Daily Tar Heel’s fall interview process. Jorie revised and re-worked the application, pre-interview process, interview questions and decision-making process. As fruit of Jorie’s labor, we received an unprecedented number of applicants for the assistant account executive positions and can boast of an exceptional assistant account executive class. Post interviews, Jorie took the 5 assistant account executives directly under her wing and put them through a rigorous 8 session training course. Her leadership has led one assistant to take over a territory a semester early, this January!

Over the summer the General Manager and myself, the advertising director, restructured the advertising goals. This restructuring led to significantly higher goals that were specifically designed to challenge the advertising staff. Jorie used this challenging setting to be a motivational light of leadership among her peers. She set out to provide an environment that would foster positive, encouraging and inspirational interactions in the face of the goal challenges that each account executive would undoubtedly experience.

Jorie strives to be available to help, listen and encourage each account executive at all times. She spends an unprecedented number of hours in the office, along with making herself available after hours by phone or email. Jorie formed close supportive relationships with each account executive. This way Jorie believes she will be better able to turn challenges into opportunities in sales. Jorie uses one-on-one monthly meetings called mid-months to dive into any problems that an account executive faces. In these meetings Jorie reviews calls sheets, special section and theme page sales, and possible innovations, while also trouble shooting problems and opportunities for growth. She encourages everyone through creative goal keeping (a goal-o-meter is displayed at all times in the office), food rewards during sales meetings and she even organized a holiday dinner/gift exchange.

Although the team got off to a rocky start with regards to the challenging goals, Jorie pulled them through. In the face of hardship, Jorie took each month as an opportunity to individually improve each account executive, territory and relationship. Jorie’s hard work and hands-on-methods have paid off. In November the team went 113% and in December the team went 126% of its challenging goals. Needless to say, the General Manager and I are thrilled!

Jorie’s drive and motivation have paid off – we are having one of the best local sales semesters on record. More importantly, this team has focused and come together to overcome challenges and constantly improving their processes.

I can’t believe Jorie graduates this spring – we will surely miss her and her commitment to the paper. Without reservation, I nominate Jorie Gripman for Ad Manager of the Year.

Sincerely,

Megan G. McGinity Marketing/Advertising Director (919) 962-0175

CNBAM Ad Manager Recommendation The Daily Tar Heel Jorie Gripman January 11, 2007 To whomever it may concern, Jorie has worked at The Daily Tar Heel since her freshman year at UNCChapel Hill. Her success managing a strenuous Business school curriculum with two of the paper’s largest territories awarded her the honor of student ad manager her senior year. Aside from being well-deserved, the position would prove to challenge Jorie in an area in which she was not as familiar. This unfamiliarity, however, would inadvertently push her to become one of the best leader’s The Daily Tar Heel advertising staff has ever had.

Despite the number of responsibilities that come with being a student ad manager, Jorie has been nothing short of enthusiastic and eager to promote and facilitate teamwork in order to meet monthly goals. She improved the office’s use of a “goal-o-meter” to measure team success by making it more interactive and encouraging. By adapting to individual needs and applying her extensive experience, Jorie has been able help a diverse group of account executives meet goals during a semester that saw a restructure in expectations for monthly sales.

In addition to her involvement with this year’s staff, Jorie has worked extra hours to modify the hiring processes so that the future of The Daily Tar Heel is composed of only the most qualified and dynamic employees. By changing the interview procedure and improving training techniques, she utilized her creativity to ensure the paper stays on top of changing trends within the industry.

Jorie’s dedication to the ongoing success of The Daily Tar Heel will leave a legacy in Chapel Hill as the paper continues to be one of the best in the country. Her contributions should be recognized on a national level because such exceptional leadership and commitment is rare. For these reasons, I highly recommend Jorie Gripman for CNBAM’s Ad Manager of the Year.

Sincerely,

Katie Bynum Senior Account Executive The Daily Tar Heel

Job Description The Advertising Manager at The Daily Tar Heel assists the Advertising Director in managing the advertising department. The manager monitors client service through meetings, goal analysis, and overseeing territory management.

Daily responsibilities include: • Help any walk-in or call-in clients • Monitor client relations • Make presentations/sales calls with Account Executives • Provide support for Account Executives • Take care of any urgent messages for Account Executives • Manage national and online sales • Serve as a liaison with production and editorial Other key responsibilities: • Keep up to date on competitive media • Assist Advertising Director with weekly sales meetings • Collect and analyze call sheets • Monitor Account Executives’ goals • Create and assign proofing schedule • Develop marketing and promotional material • Fill in for Advertising Director if need be • Run linage reports • Conduct individual monthly meetings with Account Executives • Hire assistant account executives • Assist with mandatory back-to-school training • Plan and implement assistant training

DTH Creative Template Client: Business Phone #: Business Location/Address: Website:

Target Audience

Single most persuasive idea (sale, holiday, grand opening, brand selection, etc)

Tone (humorous, serious, playful, hip, etc)

Visual requests (photography, graphic, clip-art, etc

Color requests (neutral, warm – yellows/reds, cool – blues/greens, etc)

Border description (basic, none, color, patterned, etc)

Font look (cursive, type writer, bold, etc)

Coupon (shape, % of ad space, text size, placement with-in the ad)

Client name/logo (location– top/bottom/center, dominant/small, create logo)

DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH

I Want You! for

DTH Ad Staff who we want: motivated • outgoing • organized business savvy • dedicated

what you’ll get: • fun, flexible job • valuable sales skills • amazing co-workers • facilitate the buying, selling & production of advertisements • a paycheck : )

Pick up an Application: Suite 2409 at the Carolina Union: Due Oct. 6th

DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH

DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH

DTHADSTAFF DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH

DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH

I Want You! for

DTH Ad Staff who we want: • motivated • outgoing • organized • business savvy • dedicated

what you’ll get: • fun, flexible job • valuable sales skills • amazing co-workers • facilitate the buying, selling & production of advertisements • a paycheck : )

Pick up an Application: Suite 2409 at the Carolina Union: Due Oct. 6th

DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH

DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH

DTHADSTAFF DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH h DTH

dth advertising application An Equal Opportunity Employer. Must be currently enrolled at UNC-Chapel Hill.

We are an equal opportunity employer, and we do not and will not discriminate on the basis of race, religion, national origin, sex, age, handicap, marital status, or status as a disabled veteran or Vietnam-era veteran. Information provided on this application will not be used for any discriminatory purpose.

Job description The Account Executive Position at the Daily Tar Heel is a fun and flexible job with one of the best college dailies in the nation. You will be trained and expected to succeed in advertising sales and production for the largest circulating paper in Orange County.

These skills are valuable for a variety of careers and are very relevant for students interested in advertising, sales, or marketing.

Training begins as an Assistant Account Executive for one semester before taking over a full territory. Our team is hard-working, motivated, and dedicated to customer service. We are looking for outgoing students who love a challenging and creative work place!

Date of Application _________________________ Name__________________________________________________________________________________________________________________________________ Local Address/Phone __________________________________________________________________________________________________________________ Home Address/Phone _________________________________________________________________________________________________________________ Cell Phone _________________________________ Email Address ___________________________________________________________________________ Social Security Number _____________________ Semesters left before graduation (including this one) ___________________________________ Major/Minor ____________________________________________________ GPA _____________ Do you have access to a car? ___________________________ How did you find out about us? ________________________________________________________________________________________________________ Do you have any sales, marketing, or advertising-related experience?

Work Experience Attach a resume.

Please list three references (include two work references and one personal).

1. Name

2. Name

3. Name

Relation

Relation

Relation

Company

Company

Company

Phone

Phone

Phone

Are you currently employed? If yes, what are your responsibilities?

Are you currently involved in any clubs or campus activities? Current leadership positions?

What is the best work environment you’ve worked in (please describe briefly), and why was it so positive?

What is the worst work experience you’ve had (please describe briefly), and why was it so negative?

Personal What do you like to do in your free time?

What kind of employment do you think you’re interested in for a career?

What media do you use? For what and why?

TV

Radio

Newspapers

On-line services

What journalism, advertising, marketing, business and/or communication courses have you taken?

I hereby certify that the answers and other information on this application are true and correct and that I understand any misrepresentation or omission of facts on my part will be justification from separation from the company’s service, if employed. I understand that my employment may be contingent upon receipt of an alien registration number, verification of my birth, and any other pertinent information bearing upon my employment, and my continued employment depends upon the will of the company or myself.

Signature ________________________________________________ Date __________________________________________ When you return this application please ask for a DTH rate card to take with you.

Interview of

Date

pre-interview questions (1.) Whatâ&#x20AC;&#x2122;s your favorite section or part of the DTH? Or, How often do you read the DTH?

(2.) Why are you interested in working at the DTH?

notes about getting in touch (1.) How hard was it to get in touch with the candidate?

(2.) Phone manners

(3.) How promptly did the candidate return the call?

interview observations (1.) Was the candidate on time?

(2.) Was the candidate dressed appropriately?

(3.) Was the candidate prepared?

(4.) Did the candidate show enthusiasm about the job or interest in the DTH? the interview (1.) How did you choose your major? answer

thoughts & feelings

g

b

g

b

g

b

(2.) What aspects of your current/last job appealed to you most? answer

thoughts & feelings

(3.) What do you like best about this university or about being a Carolina student? answer

thoughts & feelings

(4.) What’s your favorite book/movie? answer

thoughts & feelings

answer

thoughts & feelings

g

b

g

b

g

b

(5.) Describe your role in a group project.

(6.) If you were a local retailer, why would you place ads in the DTH? answer

thoughts & feelings

(7.) You’ve been calling a potential client and they won’t take your call, but you know they’d do well in the DTH. What can you do? answer

thoughts & feelings

g

b

g

b

g

b

g

b

(8.) What types of work attitudes do you like to see in your co-workers? What kinds of people do you work well with? answer

thoughts & feelings

(9.) Describe your system for time management. How do you deal with stress? answer

thoughts & feelings

(10.) Why do you think we should hire you for this job? answer

thoughts & feelings

additional questions

(1.) What part of this job would you find challenging? answer

thoughts & feelings

g

b

(2.) Our two most common sales objections are money (not enough) and location (we don’t need ads). How would you respond to both? answer

thoughts & feelings

g

b

g

b

g

b

g

b

g

b

g

b

(3.) A customer’s ad ran with the wrong phone number (our fault). What should you do? answer

thoughts & feelings

answer

thoughts & feelings

(4.) What motivates you?

(5.) Are you more energized by team support or self-motivation? answer

thoughts & feelings

answer

thoughts & feelings

(6.) Describe a recent accomplishment.

(7.) Describe a time you had to interact with strangers to complete a task. What was the outcome? answer

thoughts & feelings

(8.) Pretend you are going into your territory to meet a potential advertiser for the first time. What questions would you ask to uncover the client’s advertising needs? answer

thoughts & feelings

answer

thoughts & feelings

g

b

g

b

(9.) Describe yourself in 5 words.

The Daily Tar Heel Sales Assistant Training Schedule * training will take place over the next 4-5 weeks * during training assistants can attend sales meetings Mondayâ&#x20AC;&#x2122;s 1:00, they usually last 20-30minutes * assistants will be added to the daily proofing schedule starting in the next week or two usually ready by 1:00 usually takes 20 minutes - will take longer in the beginning * media kits you will be trained next week with Jorie *after training is complete assistants will be assigned to sales reps you will have input, so start figuring out the territories

45 minutes

Training Session #1 overview & tour: phones, supplies, office flow, meet other professionals, photocopy, tax forms... go over training agenda

appointment

Training Session #2 proofing and media kits

1 hour

Training Session #3 rate card & paper

1 hour

Training Session #4 forms & rate card jeopardy game (review)

appointment

Training Session #5 paperwork in office

1 hour

Training Session #6 sales calls & handling objections

1 hour

Training Session #7 layout & design

Daily Tar Heel Ad Sales Certification Exam Name: _________________________________ Date: __________________________________ Rates and Rate Card: Local Rate: _______________ Open Rate: _______________ 100” Contract Rate: ____________ Student Organization Rate _____________ One Color Charge: ____________ Full Color Charge: ____________ Full Page Size (col. Inches x inches): _____________ What is the pick-up discount? Do you get the discount if you are on contract? _________________________________________________________ ___________________________________________________________________ What date does a 100” contract signed in August 2005 expire? ___________ What date does a 500” contract signed in August 2005 expire? ___________ What date does a 300” contract signed in September 2005 expire? __________ What address do you give someone who is mailing a check that needs to get to us overnight: Campus box

or

PO Box

or

Union Address

How many inches across (approx) is a column inch? _____________ What email address do you give a client when they are sending an ad in? ________________ What is the preferred format for an ad to be sent in?

PDF or Word Document or Excel Spreadsheet What is the Daily Tar Heel Circulation? _____________ Readership? _________ How many distribution locations are there? __________ How many days before DEADLINE should you turn in a proof? ____________ People: Editor of the DTH: _________________________ Advertising Manager: ________________________

Advertising Production Manager: __________________ Business Manager: __________________________ Advertising Director: ____________________ West Franklin Account Executive: _____________________ Which territory has two Account Executives? ___________________ Special Sections: What is “DTH Deals”? ________________________________________________________________________ What sections and or pages would you recommend for the Verge Apartments in the Spring? ________________________________________________________________________ How many separate IO’s need to be written up for an ad running on the following dates: 11/22, 11/28, 12/1, 1/3, 1/7 ________________________________________________________________________ Miscellaneous: What is the correct way to answer the phone? ________________________________________________________________________ When taking a detailed message for other people, what should be included on the memo? ________________________________________________________________________ As an AE how many hours should you work per week? ________________________________________________________________________ As an assistant AE how many hours should you work per week? ________________________________________________________________________ How many days per week should you come into the office? ________________________________________________________________________ If someone wants to repeat an ad without changes that ran last week, what three things MUST be complete? ________________________________________________________________________

October Mid - Month Name: Goal: Gonna Make It? How has your territory been this past month? Any challenges?

Any new clients/big developments?

Proofing errors?

Issues with clients? Things we can improve?

Upcoming Special Sections and Theme Pages: Sports Saturdays?

DTH Deals?

Housing Page?

Halloween Page?

Hot Spots?

Homecoming?

Basketball?

Feed back from Great Bites?

Thoughts on SUN? Trivia in Sales Meeting?

Ideas? (theme pages, sales meeting, etc.)

Appendix 9 Progress Report 1

Sales

be

r

Percentage of Goal

D

ec

em

em

be

er N

ov

ct

ob

be

O

em

gu

pt

Se

Au

r

140% 120% 100% 80% 60% 40% 20% 0%

r

$140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $0

st

Sales

Local Advertising Sales Compared with Team Goal

Month

Progress Report 2 National and Online Advertising Sales $70,000.00 $60,000.00

$40,000.00

2005 2006

$30,000.00 $20,000.00 $10,000.00

be r N

ov e

m

ob er O ct

be r m Se pt e

gu s

t

$-

Au

Sales

$50,000.00

Month

January 19, 2007

CNBAM Award Selection Committee: I am writing to recommend Brittany Hardin for the Advertising Manager of the Year award given by CNBAM to honor outstanding student achievement.

I have directly advised Ms. Hardin since October 2004 when joined our sales staff as a new account executive. Only a freshman, she made record sales and generated a long list of satisfied clients. I knew then that Ms. Hardin would become a leader in Student Media.

Because of her stellar sales performance in previous years, Ms. Hardin was selected as the sales manager for the 2005-2006 academic year. She observed the previous sales manager, sought additional training and formed her own management style. As sales manager, she proved herself to be an organized professional and was always there for her sales staff. She taught them by using the practical experiences she had from her days as a successful account executive.

Due to her successes in 2005-2006, Ms. Hardin was named as sales manager again in 2006-2007. She has continued to do a great job of motivating the sales staff.

As sales manager, Ms. Hardin’s first task this year was to train new account executives. She recruited eager, energized and hard-working account executives and spent countless hours training them through our intense, four-day Student Media Marketing Training Program along with our marketing director. These account executives are excelling and are part of our motivated, hard-working sales team.

In between hiring and training new executives, much of Ms. Hardin’s time is spent tracking sales, comparing them to goals and motivating the sales staff to aim high. She is always in the office and can be counted on to encourage account executives to make the appointment and get the sale. She is consistent in her supervisory style, as she leads weekly sales meetings, incorporating not only business, but a genuine concern for each account executive’s personal well being and educational responsibilities. Each meeting starts with her “No No’s and Go Go’s ” where each person states something good that happened during the week and something that could have been better. This time is valued at each meeting, as it gets it jump started on a positive note.

Not only does Ms. Hardin excel in our office, but she excels outside as well. She serves as a Resident Assistant and has done so for 2 years. She is a member of the Delta Sigma Theta Sorority, Inc., and also participates in UNC Charlotte’s Black Student Union (BSU) and our Campus Activities Board (CAB).

And Ms. Hardinâ&#x20AC;&#x2122;s efforts have not gone unnoticed. She was nominated by staff to attend the Leadershape Program as presented by the Center for Leadership. She also currently serves as the ex-officio Marketing representative on the Student Media Board, and has attended numerous business meetings and conventions for such organizations as CNBAM and SUN. I hope you will consider honoring Ms. Hardin for her outstanding contributions in increasing our advertising and marketing divisions of Student Media. Thank you for your consideration.

With common interest,

Kelly MergeĹĄ Student Media Marketing Adviser

January 18, 2007 CNBAM Award Selection Committee: It is with great enthusiasm and pleasure that I recommend Brittany S.S. Hardin for the Advertising Manager of the Year award given by CNBAM to honor and recognize outstanding student achievement.

I had the privilege of working with Ms. Hardin during the fall semester of 2004 when she joined our sales team as a Jr. Account Executive. It was in her first semester of selling that she achieved record sales and produced a long list of satisfied clients. I saw her skills develop in the area of cold calls as she outsold her peers month after month.

Due to her superior sales records and persistence in the office in the previous year, she was elected as the sales manager for the 2005-2006 academic year. Having no sufficient or adequate training from the previous sales manager, Ms. Hardin sought the help of her marketing director and advisor. From there she formed her own type of management style. As sales manager, she got the sales team together and provided workshops on how to better interact with the clients using the suggestions of her mentors and her experiences from her year as a successful account executive.

Thanks to her successes and the team synergy that she put into place from the previous year, she was re-elected to be the sales manager for 2006-2007. The most important task she faced this year was to train the five new account executives that came in for the fall training. Even after executing the intense four-day Student Media Marketing Training Program she continued to recruit potential students to ensure that she had the best staff possible for the fall semester. All of the five account executives that she trained in the fall are still on board with us now and are part of our motivated, hard-working sales team.

After hiring and training our new account executives, the majority of Ms. Hardinâ&#x20AC;&#x2122;s time is spent in the office crunching numbers and continuing to follow up with new potential clients. I count on her to track our sales from month to month and to set the goals for each of our account executives. She does a great job in allocating enough time with each of the account executives to go on sales calls where needed. It is because of her dedication to the sales team that we have gained over 10 new clients this year. Ms. Hardin also received a new client during the fall semester. She meet with Hungry Howieâ&#x20AC;&#x2122;s and sold them over $3,000 in advertising for the spring semester.

Ms. Hardin is always thinking of new ways to improve the marketing department and the staff working for The University Times. I am truly blessed to be working along side of someone who also believes in keeping the integrity of the department and does her best to ensure that the account executives excel not only in academics but also with the newspaper.

Sincerely,

Sarah Peifer Marketing Director Student Media Marketing

If a person where to come to UNC Charlotteâ&#x20AC;&#x2122;s Student Media Marketing staff to work as a Sales Representative, they would become very familiar with the three Câ&#x20AC;&#x2122;s: consistency, consultant, and customer service. Consistency, consultant and costumer service are essential to the acquiring, developing, and maintaining of relationships amongst clients and staff members.

If a person is consistent with his or her beliefs and methods, then there is less chance for failure. With the staff at Student Media, we have meetings and training every Friday for two hours. This is to ensure that the staff is constantly enhancing their skills and learning from others who have been in their shoes. Consistency leads to clarity and with clarity there is understanding. We value our employees and want to make sure that we lead by example. The way we treat the staff is the way we want them to treat their clients. If we are inconsistent with our methods and beliefs and fail to follow through with our goals then they will do the same. From attending many conferences it is commonly said the way you practice is the way you play. Working with a college newspaper provides practice for a career in sales; we want our sales representatives to perform well in their chosen career field.

We teach our representatives that they are not sales people, but consultants to clients who need or want exposure. As consultants, they are not chasing the dollar, but wanting to make sure that the client reaps the benefits from advertising within our publication. The client depends on us to help them become branded in the minds of their target audience and we are here to do just that. Whether they are advertising online, in a special section or in our regular publication - we want them to succeed. If they see success with us then they will become consistent with advertising. Consultation means becoming aware of both the client and his/her business needs and wants. From this, we are able to work with in their budget to provide the most cost efficient and beneficial route to take. Consultation with the client rather than selling to the client helps establish two-way communication and trust that we are here to help. We make sure the sales representatives are treated in the same manner. It is important to have a relationship with the sales representatives as it is for them to have one with their clients. We have an open door policy in which, if the sales representative ever needs to vent, celebrate, chitchat, or discuss implementing a new pitch - we are always here for them.

Always being there for the sales representative teaches them to always be there for the client. Customer service is very important for the staff when working with each other and when working with the client. During sales meetings we take time to share with each other the bad things about our week or the good things that happened during our week through a method of “No-nos and Go-gos.” We can talk about anything dealing with work or personal life. From doing this we are able to learn more about each other and different way we handle clients. We go on sales calls together and spend time with each other outside of work to establish more of a family bond. With clients, we emphasize getting to know them before consulting with them. Clients are just like us, we want to be heard and acknowledge for what we do and have done. Many clients have stories to tell about their business success, their frustrations with advertising or even their personal life. Time and time again we tell the representatives people are naturally vain, so let them talk about their business and what they have done. By allowing the client to talk it gives the representative the opportunity to learn about them and their methods, what makes them happy and ways to do this. From doing informational calls or cold calls they are able to establish a first impression of “How can I help?” rather than “What can I sell to you?” It is important to provide for the client and show they how you can help them.

We teach representatives to do follow-ups with the client to see how they are doing and send thank you cards-even if they haven’t ran in awhile. What we teach the representatives to do for their clients; we do for them on the regular. The importance of feeling appreciated makes the difference in performance. We provide for our sales representatives the way they provide for their clients. Each meeting we have, the Marketing Director and I congratulate and celebrate the accomplishments of the representatives for the week. We show appreciation to our sales team and maintain a family bond with them.

My personal philosophy with the staff, as Sales Manager, is to lead by example using the three C’s: consistency, consultant and customer service. To ensure that your employees are happy working for you ensures that business runs smoothly and successfully. We are a family that works together to accomplish goals and provide the best way we know how for our clients.

JOB DESCRIPTION Spring 2007 SALES MANAGER Student Media Marketing The Sales Manager is responsible for the scheduling and direct supervision of all Account Executives.

The Sales Manager shall also supervise the Marketing Department sales operation in the absence of the Student Media Marketing Adviser.

Distinguishing Features of the Job: The Sales Manager shall track sales goals and assist the Marketing Director and Adviser to help ensure that budgeted sales projections are met by the sales staff; The Sales Manager will assist the Marketing Director in overseeing all operations concerning sales and client service.

Primary Responsibilities and Duties: •Maintain at least 15 posted office hours between the hours of 8:00 a.m. and 5:00 p.m. Monday through Friday.

•Monitor and amend sales information on a weekly basis to assess the performance of Account Executives.

•Meet regularly with the Marketing Director to discuss the performance of Account Executives as well as other pertinent departmental issues; •Recommend the hiring/firing of any Account Executive to the Marketing Director/Marketing Adviser; as well as recruit applicants for the Advertising Department; •Conduct reviews and performance evaluations of Account Executives.

•Make in-person sales calls with Account Executives on a regularly scheduled basis each semester and as needed to resolve problems/concerns.

•Work with Account Executives to meet all sales and production deadlines; •Communicate with Account Executives to ensure all sales goals are met.

Responsibilities and Duties: Assisting the Student Media Marketing Director and Advisor, the Sales Manager shall: •Develop incentive programs for the marketing department to increase sales productivity •Conduct weekly sales meetings with Account Executives to discuss sales reports, sales goals, promotions and operations; •Conduct training sessions and work shops which would be held at the beginning of each semester and as needed during the semester; •Mediate account disputes; •Approve special rates and/or credit memos issued to advertisers; •Represent and promote Student Media Marketing in a professional manner at conferences, festivals, and award ceremonies as needed; •Work with the Marketing Advisor and Business Manager to ensure that all contracts are serviced and processed properly by Account Executives; •Ensure that all steps in submitting ads for production are properly carried out; •Serve as Ex-Officio Member of Student Media Board representing Student Media Marketing Required Knowledge, Skills, Experience and Abilities: •Must be a student currently enrolled at UNC Charlotte.

•Must possess and maintain a minimum GPA of 2.5; and must have been an employee of Student Media Marketing the semester prior to, as well as the semester of selection; •Knowledge of: sales methods, University Times Marketing rate structures and budget reports; •Knowledge of: policies and procedures of Student Media Marketing and Student Media Board Constitutions; •Ability to prepare and present comprehensive reports on Marketing Department operations; •Skilled in sales, production, scheduling and managing department; •Ability to work well with and direct the activities of others.

â&#x20AC;˘ Must be in good disciplinary and academic standing with UNC Charlotte.

The Sales Manager reports to the Student Media Marketing Advisor. Questions about this position 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) 687-2146 The University of North Carolina is composed of 16 public senior institutions in North Carolina.

An equal opportunity employer.

By signing below, I acknowledge that I have read and understand the above job description which outlines the responsibilities as well as qualifications for the position stated. I also understand that by not fulfilling the responsibilities listed above, I can face termination from the position stated. _____________________________________________

_________________________________________

Survival Guide Comparison

$23,449.49 $25,000.00

$20,000.00

$21,655.82

2005 Survival Guide

2006 TOTAL Parent's Survival Guide plus Survival Guide

$16,359.16

$15,000.00 2006 Survival Guide $10,000.00 $5,296.66

$5,000.00

$0.00

2006 Parent's Survival Guide

Welcome Back 2006 Progress Chart $20,000.00

Goal: $13,000: Final Status - $15,106.16!

Good Job, Sarah! We made Goal!!!

$15,000.00

Welcome Back 2005 $18,409.50 Goal 2006 $13,000

Welcome Back 2006 $15,106.16

$10,000.00

$5,000.00

Difference $3,303.34

Gain 2006 $2,106.16

$0.00 1

1/17/07

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