2009-6b-1 by CNBAM

Mustang Daily

805.756.2537 pbittick@calpoly.edu

To Whom It May Concern: It is a pleasure to nominate Ashley Singer for the honor of CNBAM Advertising Manager of the Year. I could easily write pages about the accomplishments of Ashley since becoming part of the Mustang Daily staff almost three years ago. But what speaks louder than any words I could put on paper is the fact that Ashley has already been hired by the Wall Street Journal as an advertising sales representative and will start work when she finishes her studies at Cal Poly in June. What more can I say? However, I canâ&#x20AC;&#x2122;t miss the opportunity to talk about one of the finest advertising employees ever to work for the Mustang Daily. After establishing herself as an outstanding Advertising Sales Account Representative, Ashley was an easy choice to become one of our two student Advertising Managers in January 2008. And of course, she didnâ&#x20AC;&#x2122;t disappoint us. Ashley worked hard to created a true team concept with her staff and those efforts paid off in terms of sales growth during Spring 2008. During the Winter and Spring quarters we had double digit increases, 18 percent in the Winter and 12 percent in the Spring with her team accounting for a sizable portion of those increases. Ashley is a great person to have on staff because she has two unique sides to her personality. On one side, there is this fun-loving college student who thoroughly enjoys life. On the other side there is this hard-working, dedicated staff member who is always looking for ways to improve the performance of her team and the advertising sales of the newspaper in general. Those two personalities combine to create a great advertising manager. She developed a newsletter for her team that combined humor with incentives. She also developed team competitions that helped to increase revenues. While newspapers across the nation were reporting huge drops in advertising sales during 2008, the Mustang Daily was having a totally different result. During the first two quarters of our FY2009 which covered July through December, our local advertising sales increased by 23 percent. That increase can be directly linked to the outstanding work by Ashley in her role as Advertising Manager. I realize there are many outstanding student Advertising Managers nominated for this honor. But based on the hard facts of revenue growth, the respect she has earned from her student peers, and the recognition of her sales talents by the Wall Street Journal, it is hard to fathom a more qualified candidate for Advertising Manager of the Year. Sincerely, Paul Bittick General Manager Mustang Daily Cal Poly San Luis Obispo

January 23, 2009 CNBAM Charlotte, NC

To Whom It May Concern, Ad Manager of the year is a very honorable title. The individual deemed worthy of such an award must not only excel herself, but be capable of motivating others to excel as well. I am proud to be writing this letter for my manager, Ashley Singer, whom I believe is the utmost deserving of this award. Ashley is a very dedicated and motivated manager. Her involvement goes beyond the expectations of any student manager. This includes everything from our Green Team weekly sales meeting, to her personal desire to accompany all of us on our sales calls to expand her knowledge of our clients. Ashley’s management style is effective because she is capable of combining her skills as a strong leader and that of a peer. She makes it a priority to always be aware of the changing needs of our clients, and what is contributing to our successes and failures. By acknowledging failures as a chance for the whole team to learn, she facilitates brainstorming sessions and provides feedback to our ideas, which helps to target the real need of the client and close the sale. Ashley brings an immense amount of creativity and energy to the Green Team. Not only does Ashley fulfill her role as a manager, but also she goes above and beyond by spending her free time brainstorming fun ways to motivate the team. Ashley took it upon herself to create a weekly update newspaper called “Gang Green.” Here she highlighted what we did that week, what needed to be done, acknowledged team members and even had her own classified section with a list of potential cold calls. This is just one example of how Ashley makes our team so much fun to be a part of. I looked forward to reading this each week, and felt extremely supported by her dedication to my success as an Ad Rep. As the 2007 advertising representative of the year, it is no secret that she knows how to sell. Her constant reminders to pitch clients a concept, and not just an ad space have helped everyone on the Green Team achieve goals, and consistently increase sales. Even if there is nothing coming up that pertains to a specific client for a month, we are still encouraged to keep stopping by, dropping off papers, and asking how business is going. Building relationships is huge with Ashley, and we have all had great success with such a method of selling. Each month the Mustang Daily averages one special edition. It is easy to feel overwhelmed at points, because of the amount of editions we have to sell all at once. The

2008 school year was a busy one at the Mustang Daily. On top of our annual special editions, Alcohol Awareness, Green Issue, and Finals Week Special were three new additions to the Mustang Daily in 2008. Ashley took the initiative to begin the year with a plan for selling all editions with success. In the past, I felt like I was selling each edition to any client I could. Ashley made a list of each special publication and directory and asked our team to choose clients to focus on for each directory and special edition. With Ashleyâ&#x20AC;&#x2122;s extensive knowledge of our client lists, and special publications, she gave us feedback suggesting who else we may have forgotten or to focus the particular client on a different special edition. With my finalized list of personalized client strategies, I feel very confident to go sell and increase last yearâ&#x20AC;&#x2122;s numbers at this time. It has truly been a pleasure working with Ashley. I feel she has shaped me into the Advertising Representative I have become, and I am grateful for all the insight and encouragement I have received. Personally, I could not ask for a better manager, and I strongly recommend Ashley Singer for the 2008 Ad Manager of the Year.

Sincerely,

Megan Dilley Account Executive Mustang Daily

MUSTANG DAILY My W(rap) on Pee r Advertis ing Mana gemen t My Ra p: “Phone rings. Middle of the night. I think to myself, I’m living my life right. Answering my reps, whatever they may need. Answering my phone, doing every deed. Figuring out sales, following client trails, tracking rep’s calls, running through the halls, making meetings fun, working in the sun, managing territories, sharing success stories, laughing out loud, making my boss proud, creating competitions, following through with visions, encouraging STD’s,* answering to ‘please,’ constant communication, never taking a vacation, building respect, having an effect. Living the dream, stifling my coordinator’s scream, by noticing the details, selling the retails, catching crucial mistakes, realizing who’s fake, making money money moneeyy, being funny funny funnnyyy. Teaching productivity, capitalizing on capability, monitoring competition, giving reps a mission: to sell more than the rest, to do beyond our best, to help each other out, to problem solve - not pout, by being unique, not always being the one to speak, to be the one to listen, and stay in the right position, maintaining client’s trust, never letting a campaign go bust. Reputation is a state of mind, be friendly, kind and please rewind, historical trends are not dead ends, use the past, to make a blast, follow through with all you do, don’t let go, fight through the ‘no.’ As for me, as you see, I am here, I can be there, if you need me, anywhere. I move with you, I help you through, we work together, now and forever, the bonds we’ve made, have no date, they don’t expire, we just aspire, to improve this publication, who’s in an inflation? Follow the economy, but act as an autonomy, know yourself inside and out, have no fear and never doubt. Manage your life and your work, don’t let yourself go berserk, utilize me to prioritize, my eye is forever, on the prize." *Sales To Date (if curious, as I’m sure you are, this particular STD competition is explained on the fifth page of my appendix)

My Wra p: I teach my reps to do what it takes to stand out, so I figure I should do the same. I also teach my reps to always be honest, as I am with them, so I must also be honest in this moment and declare that I began writing my philosophical rap merely as a way to get my creative juices flowing. It was not my original intent to submit this musical masterpiece, yet the rap came so naturally and so accurately wrapped up my philosophy, I realized I couldn’t leave it out. A philosophy with a beat? Beat that. The philosophical rap is the perfect depiction of what I believe; it not only summarizes my key points, but it also summarizes me. I am creative. I find humor in life. I act responsibly, professionally and efficiently, always with sense of pleasure for what I’m doing and appreciation for my surroundings. I created a cheesy cheer for my team to add spirit to their jobs. We are the Green Team (school colors are Green and Gold), so the cheer is when I say “VA VA VERDE,”

they say “GO GO GREEN,” wherever we may be. Members of my team have told me it is my cheerful and trusting attitude which leads them into being more productive. Through training, constant communication, weekly meetings, and monthly joint sales calls, I have taught them how to problem-solve, shown them examples in the field and in the office, and have taught them to be independent, as a sales representative must be. With that, they also know one can always grow and learn more, and defeat can come only if one accepts it. That is where I come in: to assist them in their growth, to assist them in not accepting defeat, to assist the Mustang Daily in never accepting defeat. Accountability is crucial to the success of a business. I hold the Green Team accountable for communicating with their clients, for researching their client’s industry, for increasing their sales, meeting and surpassing their goals, for prioritizing specific sales and specs, for managing time, and for following through with their plans by monitoring their account lists and communicating with clients regularly. It is also essential that they hold me accountable for assisting them, so I always let my team know my intentions and plans. I give them updates with what I plan to accomplish, including my goals for the team’s numbers and bonding ideas. Also, the Gang Green Newspaper is a personalized publication I write and distribute to my team, with updates on what is happening, fictional stories for humor and motivation, and cold calls I have sought out and would like to designate to a rep. I stress the importance of communication and relationship building. My coordinator realized my strength in these areas and appointed me to lead the training sessions in regards to relationships. To do so, the main exercise I conducted for the staff was compiling a list of famous communication quotes. Reps pulled these quotes from a box, read them aloud, and explained and discussed how that quote pertained to their duties at the Mustang Daily. Some quotes were relevant to communication with clients, some with co-workers, and some with self. The discussion time allowed senior reps to give advice and stories, and new reps to learn what we mean by “communicate.” Communication is far more complex than a conversation. Detail orientation is a large factor in my success thus far. My philosophy has always been not to sweat the small stuff, yet also not to ignore it. Reps frequently ask me to proof their proposals, letters, and ads before bringing them out due to my detail-focused mind and eye. My coordinator thanks me daily, if not hourly, for my attention to detail, and saving the day on issues such as setting dates for special editions, setting goals for reps, and proofing nearly everything that is written. She says I play “an essential part in the brainstorming and implementation processes.” In regards to the hiring process, I am the first one to review submitted resumes and cover letters, offering recommendations on whom to pursue. My opinion is highly trusted in the interviews. In the past year, my insight has led us into hiring one quarter of the brilliant Mustang Daily staff. I am proud of who I am. I owe a large portion of that pride to my time at the Mustang Daily. I am also proud of the Mustang Daily’s improvements in the past few years. I am honored to say that my bosses and peers claim to owe a large part of that pride and those improvements to me. “I think to myself, I’m living my life right. Answering my reps, whatever they may need. Answering my phone, doing every deed.” Thank you for considering me for Advertising Manager of the Year,

Ashley Singer

Mustang Daily Advertising Manager JOB DESCRIPTION Basic Function: Primary responsibilities include managing the Account Executives for the Mustang Daily. Conducts goal-setting meetings and leads weekly team meetings. Increase readership and community awareness through the use of marketing and public relations techniques. Primary goal is to increase advertising revenue in the Mustang Daily. Basic Functions: 1. Maintain contact with all accounts and account executives on a regular (weekly) basis. 2. Research competing media to find new accounts. 3. Review issues of the Mustang Daily, evaluate advertising and distribute results and suggestions to staff. 4. Assist account executives in developing sales presentations and advertising strategies for clients. 5. Adheres to and enforces established deadlines, policies, procedures, etc. 6. Assist in selection, training and development of staff. 7. Use sales techniques to persuade accounts to place ads in Mustang Daily. 8. Making return calls to customers who say noâ&#x20AC;Ślook for opportunities to say yes. 9. Meeting and communicating with many different types of people and personalities in a professional way. 10. Giving and explaining rate card and media kit information to customers. 11. Creating spec ads. 12. Filling out paperwork properly. 13. Collecting payments on pre-pay advertisements. 14. Showing advertising proofs to clients. 15. Servicing walk-in clients, faxing information, handling phone inquires. 16. All other duties as assigned. Hours: 15-20 hours per week. Must be able to work every day, Monday through Friday, and must attend all sales meetings and be present for all deadlines. Advertising Managers have to report all days off to Advertising Coordinator. Frequent absences will not be tolerated. Pay: Hourly and commission based. Bonus and incentives are based on sales and team success.

ashley singer Objective

Leadership

Honors & Conferences

Marketing & Sales Experience

(707) 815-3186 ashleym.singer@gmail.com 1213 Bond Street San Luis Obispo, CA 93405 To receive the honor of CNBAM Advertising Manager of the Year Associated Students Inc. Board of Directors College of Business - Universtiy Committees including Elections Committee and AIDS/HIV Research, American Marketing Association Director of Sponsorship, Alloy Media and Marketing Campus Reporter, Alpha Omicron Pi, Student Community Services, Poly Parent Program, Childrenâ&#x20AC;&#x2122;s Mentor, Intramural Sports, Various Community Service Projects Honors: Sales Representative of the Year College Newspaper Business and Advertising Managers (CNBAM) 2007-2008, Mustang Daily Ad Rep of the Year 2006-2007, CEA Global Education Scholarship Winner Fall 2007 (essay competition), College of Business Honors Society, Deanâ&#x20AC;&#x2122;s List 2006 Conferences: CNBAM 2008 Student Ad Manager Workshop Chicago, Illinois; CNBAM 2008 San Antonio, Texas; CNBAM 2007 Portland, Oregon The Mustang Daily Newspaper 06/2006-Present San Luis Obispo, CA Advertising Sales Manager (January 2008-Present) -Implement and create training techniques -Actively assist with the recruiting, interviewing and hiring process -Aid in creating marketing techniques and promotions -Develop innovative special sections and sales competitions to improve revenue -Lead a team of account executives; monitoring advertising accounts, creating concepts, and expanding customer relationships Advertising Account Executive (June 2006-June 2007) -Established and conserved close and memorable relationships with local clients -Constant client consultation; industry research, problem solving, creative solutions -Led Mustang Daily staff in yearly and weekly sales, with consistent personal sales increases -Accounted for over 25% of special section sales -Created conceptual designs and campaigns for local and corporate accounts, while working closely with the production team 06/2008-08/2008 San Luis Obispo, CA Business Marketing Solutions Marketing Assistant - Continual new client prospecting and industry research - Responsible for mailing distributions and account organization 06/2007-08/2007 San Luis Obispo, CA Alliance Title Company Accounting Secretary -Created fliers and mass e-mails to promote company expansions/modifications -Responsible for data entry, mailing distributions and account organization

Foreign Language Experience

10/2007-12/2007 Sevilla, Spain The Davila Family English Teacher -Created energetic, creative and efficient techniques for teaching beginning elements of the English language to Spanish children

Language & Technical Skills

Conversational in Spanish Proficient with Microsoft Office Efficient in Adobe Photoshop, Illustrator, and InDesign; SPSS

Education

California Polytechnic State University 09/2005-06/2009 San Luis Obispo, CA -Bachelor of Science: Business Administration; Cumulative GPA: 3.3, Major GPA: 3.35 - Concentration: Marketing Management, Minor: Spanish Universidad de Pablo de Olavide 09/2007-12/2007 Sevilla, Spain - International Business and Spanish Courses

2008-2009 Sales: Daily Publications and Special Issues Period January February March April May June September October November December

Team

Personal $7,384.00

$576.00

$12,431.00

$3,100.00

$8,301.00

$4,304.00

$11,785.00

$5,552.00

$20,354.00

$5,430.00

$18,182.57

$3,875.00

$6,865.74

$323.20

$11,307.85

$438.18

$7,296.80

$1,228.80

$2,566.00

$600.00

2009-2010 Projected Sales: Daily Publications and Special Issues January February March April May June

2008-2009 Sales Increases: Special Editions (compared to 2007) Edition Week of Welcome Fall Back to School Winter Back to School Spring Back to School Housing Issue Winter Graduation/Holiday Spring Graduation Total Summer Sales

Total 6% 22% 18% 3% 12% 104% 9% 216%

2008-2009 Sales Increases: Daily Publications

$9,300.00

$400.00

$16,815.00

$2,900.00

$17,400.00

$2,000.00

$18,800.00

$1,500.00

$23,500.00

$400.00

Period Jan-Feb Feb-March March-April April-May May-June Sept-Oct

Team

$22,728.21

$250.00

During my time as advertising manager, my team

48% 90% 35% 126% only 1 wk in June

26%

Sales are projected based on special issues and

has consistently increased their sales month

25-200% increases due to growth goals and larger

to month. The Mustang Daily has also seen high

sales staff. Personal sales are lower as client list has

increases in special edition sales.

dropped to a limited number so as to focus on the reps.

Volume I Number II

GANG GREEN NEWS

October 20-24,2008

ganggreen.vava

COMING UP 10.23 UU HOUR 10.25 FOOTBALL GAME 10.29 POLITICAL ISSUE

10.29-10.31

PAUL AND LUTEY GONE=

PARTY!

10.31 ALCOHOL

Lucky Number 13... Ash Ley, Gang Green Reporter

Gang G has two members leading the team in sales! Staskus and Dilley are

bringing her to a total of 13 ads.

were twelve steps on the ladder to

Staskus had 13 ads herself. Way

eternal life and knowledge and to

to go girls. Lucky number 13.

take the thirteenth step meant

going through death into everlast-

"The Egyptians were the

first to develop a supserstition for

ing life. Thirteen, for the Egyp-

the number thirteen, but for them

tians, was associated with im-

leading the team, ranking in the APPRECIATION mortality." Quote from http://www. the number brought good luck. DAY double digits. Dilley had 12 ads They believed that there csicop.org/superstition/library/thirteen. 11/7 PAY PERIOD last week, plus 1 job fair, ENDS 11/14 SALES COMPETITION IN SPORTS... RESULTS IN THE WORLD TODAY... POSTED - GREEN MOST VALUABLE PLAYERS CHIHUAHUA FOUND AT TACO TEAM NAMED FOR THE WEEK! BELL IN SLO! DOMINATION

REMINDERS -NEW MEETNG TIME -GET STD'S! -CONSTANTLY CONSULT - MIDTERMS SUCK

WEATHER FORECAST

100% Chance of domination. Expect 730 inches of ads.

Turn to Page 2 for Game Page!

This past week was a great week for the Green Team. Sales are rising. Greatly assisting the rise in sales this past week was Courtney Sherman. Sherman has already noted a 26% increase in sales from last month. Starting it off, she scored an online tile ad. She received crADs twice, leading the team in STD's. Teammate Princi says, "She double dipped." Keep dipping Gang! Va Va Verde! Go Go Green!

Last week a chihuahua was found at Taco Bell in San Luis Obispo on Santa Rosa Street. However, this chihuahua was not a talking chihuahua... or a barking chihuahua for that matter. Instead, it was a volcano chihuahua taco. A customer ordered the volcano taco and found dog hair and toe nail in her taco. The particles were well meshed into the beef, however this customer goes to Taco Bell twice a day, and noticed the difference in texture. Upon further assessment, the toenail was found. Customer, Dill, said, "Something just did not feel right upon my

tongue." After the complaint, management toured the site and found the rest of the dog parts in the beef containers labeled 5/12/08. The containers were found sitting next to the heater, and were stated to be the beef used daily. The tail is still missing and police have no suspects. Yoda, a current employee, did mention that Diane owns a chihuahua, but nobody suspects Diane of mal treatment. (STORY IS FICTIONAL)

-------CLASSIFIEDS-------

FREE TACO BELL

For anyone with 10 STD's this week or 5 political ads next week. Forget about the chihuahua. Available Position

Title: STD Acquirer Duties: Be a Sales Slut Pay: Competitive Based Commission Rates with Opportunity for $16 x your STD Count Contact: Ashley Singer at ashleym.singer@gmail.com

MALE PLAYER NEEDS A FRIEND - Gang G lone male wants a companion. Get out there and recruit some young boys to work at the Daily. Must be 18 years or older. ID required. Want STD's?

I can help you. Call me at (805) 756-1143. Cold callers needed: New Salon on Broad St, Costume Stores, Pismo Outlets

Got that ITCH? (for sales)

Call (707) 815-3186

$30 when Green Team wins the Monthly Sales Increase

6 inches for Politics Political Issue needs ADS!!! 2x3" ads for any company wanting to make an announcement to VOTE. $30 for a great cause--- our country!! Clients needed, ads needed, STDs needed! GO GET POLITICAL INCHES!

Below Below is is aa sales sales competition competition II created created for for the the Mustang Mustang Daily Daily Staff Staff in in Fall Fall 2008. 2008. Reps Reps were were beginning beginning to to depend depend on on contracts contracts they they had had sold sold in in the the beginning beginning of of the the quarter, quarter, and and additional additional incentive incentive was was needed needed to to keep keep them them selling contracts. The quarter was busy, so it was not a good time for a selling contracts. The quarter was busy, so it was not a good time for a complicated complicated sales sales competition. competition. Instead Instead II turned turned to to simplicity, simplicity, and and humor. humor. 1. The Rules of the Competition

2. The STD's

3. The Results

First Place: $592 Second Place: $224 Third Place: $176

Advertising Manager

of the year CNBAM 08/09

Jamie Ohannesian

Letters of Nomination/Recommendation

Management Philosophy

Effective managerial standards contribute to the success of any establishment, organization or team. A managerâ&#x20AC;&#x2122;s philosophy should be the basis for ideas that help motivate, communicate and lead. As The Orion Advertising/Business Manager, my philosophy has been to incorporate a multitude of both formal and informal instruments that help create a successful management philosophy. A list of 10 techniques predominately structure my approach to team Orion. These attributes have impacted not only my managerial role but also my life in many different ways. Over the past two years I have found them to be very challenging both physically and emotionally. My 10 techniques not only encourage a positive working environment but also a substantial one.

1. Motivation: As a manager being able to motivate an employee is one of the hardest tasks. Motivating students involves thinking outside the box and doing so with minimal monetary incentives. Using motivation as a daily tool to boost morale is an important part of my managerial philosophy. By giving monetary gifts as well as a simple â&#x20AC;&#x153;Thank Youâ&#x20AC;? time-to-time has proven in our team culture to create a positive working environment as well as a competitive one.

2. Chameleon Lifestyle: Morphing into different roles is another attribute that

makes up my managerial philosophy. Being a chameleon allows my staff to transform their character when needed, letting their persona adapt to any situation. This is helpful when dealing with problematic customers, stressed out sales representatives, and grueling accountants. Being able to transform and mimic many different situations and people is a way of bonding and gaining acceptance broadly.

3. Credibility: Credibility, a very important attribute for any effective leader, is estab-

lished through open and honest communication. My staff knows that they can come to me openly and communicate ideas or problems without fear of dismissal. Establishing credibility while empowering employees to be responsible for their actions creates an environment of respect.

4. Feedback: Being respected and liked is important and one attribute that helps both of those causes is accepting and providing open feedback. I believe that feedback and formal evaluations are very important to ensure proper growth. I believe that employees with the help of a manager should have a voice and set the standard of expectations they see as fair and achievable. If employees agree on what expectations are to be met and the structure of what is expected is known, feedback and critiques comes as a learning tool instead of a negative facet. I believe in holding multiple evaluations, both formal and informal, throughout the semester, as well as holding weekly meetings where as a group we openly discuss problems and offer helpful suggestions.

5. Communication: In today’s world, communication is much more than speech. In

the world of college newspapers it is something that can’t be trained, but rather learned. I believe that open and honest communication is the only way to establish a strong work environment. My staff knows that I am always open and willing to listen to any problem, idea, or question. My staff will attest to my strict rules, but willingness to accept variations if proper communication is displayed. I believe that without constant communication both the client and employee suffer.

6. Organizational Goals: Structuring organizational goals is one of the first steps any new manager should take. Because organizational goals are sometimes not found at college newspapers, my philosophy is to structure them for all to see upfront so that centralized goals are clear. Unfortunately for most college students, being organized is very hard. I have found that setting clear and understandable goals for my organization has made it much easier for the employee. If the entire establishment understands not only when a deadline is, but why it is important, deadline goals are much more likely to be met. Clear goals must be in place to successfully train, manage and lead. 7. Quality Training: An established training model and program that is flexible enough to change through uncertain economic times has proven to be one of my main objectives. When I came into this position two years ago, no training manual existed, and thus I saw a break in the management philosophy that was structured before me. Because of this I have created over five semesters’ worth of updated and relevant training material. Quality training is by far one of the most important aspects of an organization. A set of structure and organizational goals need to be provided both in print and in oral seminars to employees so that they grasp the establishment’s limitations, needs and aspirations. 8. 24/7 Availability: Open communication is simply not enough sometimes. I have

also found that making myself available at all time builds rapport. My staff knows that I am open to communication all day everyday and even on the weekends. I have found that this not only builds respect and confidence from the staff, but also makes them aware of deadlines and helps them learn how to follow through. When they see that I am available all the time, so are they.

9. Business Plan: Business plans are a core part of any business. They are the sole

framework for any successful business. For The Orion, our business plan incorporates many aspects from customer service to employee retention. When I first began working for this establishment, it was clear that no business plan was in sight. I began on a smaller scale to tailor all goals that I had as a manager to the establishment’s much larger goals. As a manager understanding the organization’s overall needs, including taking into account the needs of both the editorial and business departments, a more useful and comprehensive business plan has been achieved.

10. Efficient Leadership: Efficient leadership has a major role in a manager’s phi-

losophy. Not only do you need to be a manger and advise employees on rules and regulations, but you also need to inspire them and motivate them as an effective and efficient leader.

Appendix

Advertising/Business Manager Job Description The Advertising/Business Manager has the following duties and responsibilities:

• Is the top business management position at The Orion. • Has final say on all advertisement placement, pricing, billing, and product production within the business staff. • Assigns deadlines for all business staff members and provides a media kit for his or her staff. • Acts as a liaison with The Orion’s adviser(s) and the business staff. • Oversees assistant business managers, account executives, ad sales representatives, classified reps, billing and national sales reps, public relation reps, and subscription reps through weekly business staff meetings. • Coordinates with editorial and design departments to collaborate on paper arrangement and position. • Motivates, inspires, and collaborates with all management to produce a highly effective sales staff. • Reviews and evaluates all weekly insertion sheets. • Evaluates staff once a semester and produces grades and description of grades at the end of the semester process. • Works with adviser(s) to handle staffing problems (student complaints, etc.) • Represents The Orion at various functions, both on and off campus. • Works thoroughly on hiring, training, and running all aspects of the business department and staff. • Works directly with The Orion’s accountant and is in charge of collecting all outstanding accounts. • Handles The Orion’s largest account, the Associated Students advertisements, including billing, and maintains positive communication with the client.

Total estimated time working: 30-40 hours a week

Productivity Record

s Fall 2007

Weekly Paper

Increased revenue compared to previous manager: $34,000 as of January 09 Sales Fall 2007 Sales Fall 2007 Fall 2007 Total soldSales since August 2007: $551,415 as of January 09

Sales Fall 2007

Fall 2007

$30,000

$35,000 $30,000

$30,000 $20,000

$25,000

$5,000

$5,000 1

$15,000 $20,000

Goal (1), S7 Amount Sold (2)

S7 $15,000 $10,000

$10,000

S5$5,000 $5,000

$0 S1

1 1

Series3 S3 Series4

2 7 Seller Series7

Seller 9 Series9

Series10

Series9 Series10

Series8 Series9 Series10

Series9

Amount Sold (2)

Sales Fall 2007

Fall 2008

$186,984

Sales Fall 2008

$40,000 $50,000

$25,000

$40,000 $30,000

$20,000

$35,000

$25,000

$30,000 $20,000

$15,000

$5,000

$0 1

S1 2

Goal (1), Goal (1), Amount Amount Sold (2) Sold (2)

Seller 5 Series5 Series4 S1 Series5

Seller 6 Series6 Series6

Goal (1), Amount Sold (2)

Series7 Seller 7 Series7

S7 $5,000 $5,000 $0

Goal (1), Amount Sold (2)

$10,000 $10,000

Series3 S9 S3

$0 S1

Seller 3 Series3 Series1 Series2 Seller 4 Series4

$10,000

$5,000

$15,000

$10,000

$20,000

Series8

Seller 8 Series9 Series8 Series10

Seller 9 Series9 Seller 10 Series10

Series3

Series1

Series4

Series2

Series5

Seller 2 Series2

$25,000

$15,000

$20,000 $25,000

Seller 1 Series1

$30,000

$45,000 $35,000

Series2

$35,000

Series1

Series1 $40,000

$40,000

Series8

Series5 Series9

Sales Fall 2007

Series7

Series8

Series7

Series7 Series8

Series6

Series7 Series4 Series10 Series6

S1Series5 Series6

Seller 8 Series8

Series3 Series6

Goal (1), Goal (1), Amount Sold (2)

Series5

Seller 10 Series10

Series2

5 Series5 Seller 6 Series6

Series1

Goal (1), Amount Sold (2)

$0$0

S5 Seller

$10,000

$25,000 $35,000

Series2

Series5

Seller S74 Series4

$15,000

$40,000

s Fall 2007

$20,000

Series4

Seller 3 S9 Series3

$25,000

Series3

Series3 Series1

Seller 2 Series2

$30,000

Series2

Seller 1 Series1

$35,000

$40,000

$173,333

Series1

S7 S5

Series6

Series3

Series7

Series4

Series8

Series5

Series9 Series10

Series6 Series7 Series8 Series9 Series10

Series2 Series3 Series4 Series5 Series6 Series7 Series8 Series9 Series10

Productivity Record

s Fall 2007

Weekly Paper

Sales Fall 2007

Spring 2008

Spring 2008 Sales

Seller 1 Series1

$177,645

Seller 2 Series2 Seller 3 Series3

$60,000 $40,000

Seller 4 Series4

$35,000 $50,000

ng 2009

$30,000 $25,000

$30,000 $20,000

S9 S8 S7

$15,000 S7 $20,000

$10,000

$5,000

S3 S2

Goal (1), Goal Amount Sold

Series6

Seller 7Series5 Series7 Series6 Seller 8Series7 Series8 Series8 Seller Series9

Series10

Seller 1 Series1

$13,453 (week 1)

Seller 2 Series2 Seller 3 Series3

Series9

Sales Fall 2007

Sales Spring 2009

Series8

Series10

Spring 2009

Series7

(1), Amount Sold (2)

$40,000

Seller 4 Series4

$35,000

Seller 5 Series5

$30,000

Seller 6Series1 Series6

$25,000

Seller Series7 S9

$20,000

Seller Series8

S12 S11 S10 $15,000 $15,000 S9 $10,000 S8 $10,000 $5,000 S7 $5,000 S6 $0 $0 1 1 2 S5 Goal (1), Goal (1),

Series4

Series6 S9 Series4

9Series9

$10,000

Series3 Series5

Seller 6Series3

Series2

Seller 5Series1 Series5 Series2

$40,000

Series1

Amount Sold Amount (2) Sold (2)

S12 S11 S10 S9 S8 S7 S6 S5

S4 S3 S1 S2 S1 2

Series2 Series3 7Series4 Series5 8Series6 Series7 Series8 9Series9 Series10

Seller Series9 Seller 10 Series11 Series10 Series12

Seller 11 Series11 Seller 12 Series12

Series1 Series2 Series3 Series4 Series5 Series6 Series7 Series8 Series9 Series10

Managers Training Powerpoint

EDUCATION

California State University, Chico Master of Science in Organizational Administration • Focus on Business & Public Administration

GPA 4.0

California State University, Chico Bachelor of Arts in Journalism • Option in Pubic Relations Minor in Marketing

May 2009

May 2006

Jamie Ohannesian

1500 Gilbert Lane • Chico, CA 95926 • (831) 801-3867 • E-mail: johannesian@gmail.com

EXPERIENCE Advertising / Business Manager The Orion student newspaper at CSU, Chico Associated Collegiate Press Pacemaker Award for General Excellence 2006 & 2007 • Generated $186,984 in advertising sales revenue during the fall 2008 semester an increase of $13,650 from the previous year. • Collected over $475,000 in three semesters, the highest collection of money being managed by a student in Orion history. • Implemented a new interview process, hired, and trained a staff of 17. • Incorporated new motivational weekly meetings and produced agendas and staff evaluations • Executed visual and ﬁnancial statements in People Soft, FileMaker Pro, and Excel.

August 2007 - Present

Special Project: Professional Sales Program, CSU, Chico • Conducted beginning research, implemented student involvement with The Orion. • Trained 45 students on how to sell, The Orion as a product and service, and maintained weekly communication, accounting, and fundamental control over student client relations, which brought in more than $9,700 in revenue.

Assistant Business Manager August 2006 - August 2007 The Orion student newspaper at CSU, Chico Associated Collegiate Press Hall of Fame Inductee in 2005 • Generated $31,756 in advertising sales revenue ending the fall 2006 semester at 141.1% of goal. • Coordinated laying out the paper weekly, balanced paper volume, surveyed and evaluated the graphic department, and handled complaints and concerns. Ad Sales Representative The Orion Student newspaper at CSU, Chico Ranked the nation’s No. 1 college weekly by the Associated Collegiate Press in 2004 • Generated $9,458 in advertising sales revenue ending the semester at 118.2% of goal. • Maintained time management, conducted cold-calling, improved person-to-person sales, and budgeted accounts receivable. Bartender/Waitress Katsu’s Japanese Restaurant • Maintained direct communication with customers, staff, and management. • Built interpersonal relationships with customers, which transferred over to other jobs. • Accountable for all capital transactions, complaints, and concerns.

January 2006 - August 2006

August 2004 - August 2008

INTERNSHIPS Public Relations/Fundraising National Student Advertising Competition CSU, Chico • Compiled press releases, request letters, and led the assessment of fundraising for the advertising team. • Planned and conducted focus groups and designed weekly PowerPoint presentations for the completion of the marketing plan book.

AWARDS Recipient, Business Department M.V.P. and Sales M.V.P., The Orion Member, Deans Honors, CSU, Chico Recognized, Most Collected Donations for the CATS Campaign, Strategic Personal Selling Recipient, National Reserve Champion Amateur Trail, American Quarter Horse Association Nominated, Advertising Manager of the Year, College Newspaper Business & Advertising Managers (CNBAM)

CONFERENCES

Rountable Leader, College Newspaper Business & Advertising Managers (CNBAM) Associated Collegiate Press National College Newspaper Convention National College Media Convention

August 2005 - May 2006

Professional Sales Program According to CSU, Chicoâ&#x20AC;&#x2122;s College of Business although more people are employed in sales than in any other occupation in the United States, fewer than 50 universities have explicit sales programs that harness both academic and real world environments. The University Sales Center Alliance (USCA) certifies only 11 of these programs and CSU, Chico in less than four years will be on its way to becoming one of those schools. The Professional Sales Program is designed to give students a better awareness of how to excel in the lucrative and rewarding field of professional sales, according to The College of Business. Students have access to practical sales experiences, an enriched curriculum and industry interaction.

The Orion The Orion is involved in the industry interaction portion of the program and is working alongside founder Dr. Tim Heinze to structure a sound relationship between advertising sales and academia. I personally have been a part of the implementation process from the beginning research stages, which started over a year ago to the classroom execution stage, which began last fall and is currently underway August 27th 2008 was the beginning of my class management work with Dr. Heinze. I was in charge of training 45 students Making up all the material used to train them Orion/Professional Sales Program implementation material included: Contracts Expectations Day-to-day deadlines Sales process Evaluations I worked with Dr. Heinze on a daily basis after the initial training was over to collaborate feedback and weekly student evaluations as well as handled all contracts and accounting duties for the 45 students. This process has lead to many new hires for The Orion as full time employees and has opened doors for me allowing me to welcome a great deal of letters of recommendation for me as a manager as well as letters that I have written for students who exemplified outstanding work. After the first semester was over my position as Advertising/Business Manager became the Professional Sales Programâ&#x20AC;&#x2122;s Orion liaison, manager, and daily contact. This process proved to be quite profitable and lucrative for the newspaper and was a great addition to our monetary collection as well as client base. The Orion gained over $9,700 in revenue the first semester. I am currently working on training the second semester students and hope to raise that previously set goal by 10 %.

Notes

â&#x20AC;&#x153;A great teacher, leader and role model.â&#x20AC;?

David Johnson Student Advertising Manager 2008-2009

-Management Philosophy -Recommendation Letter 1 -Recommendation Letter 2 -Appendix -Resume -Job Description -Advertising Revenues -Event Promotion Sales Sheet -Holiday Gift Guide Sales Sheet -Valentines Day Sales Sheet -Fall Competition Incentive Sheet -Winter Competition Incentive Sheet

Management Philosophy The fast pace and deadline dependency of the newsprint advertising world is a demanding atmosphere to work within. When you combine this urgency with the increased pressure of transitioning from a university-sponsored publication to an independent corporation, it becomes obvious that a clear management philosophy is necessary to succeed. Throughout the course of the 2008/2009 school year I have developed such a philosophy, which effectively reaches revenue goals as well as ensures future success for the emerging corporation. To achieve these functions I have developed a management philosophy I call the “mentor and megaphone.” Within the “mentor and megaphone” framework, individual sales representatives’ needs are met and the organization’s goals are well represented. Every minute spent in the office is an opportunity to apply one of these two distinct management styles. As a mentor I coach, teach, train and listen to the sales team members. I have made a point of being approachable and available to my sales team. It is very important that my team members feel comfortable discussing problems, difficulties and obstacles as well as the joys of success. Applying myself as a mentor has created an atmosphere of confidence and openness within the office. I have found that the selling process is much more successful and enjoyable when conducted in such a nurturing atmosphere. Many potentially harmful situations have been avoided through this relationship-building strategy. Through this technique I am an ally to my sales team. As a mentor, sometimes I am the only person who understands the stress of difficulties and joy of success within the newsprint work atmosphere. However, the sales team must effectively function as a unit, as well as individually, and this is when I must utilize another style of management. As a megaphone I unite the sales team toward a central goal and corporate-wide objectives. It is immensely important within my publication’s transitionary atmosphere that lines of communication between corporate interests and the sales team are clear and efficient. It has always been my policy to share pertinent and available information. I have found that semester and yearlong goals are excellent bonding and team-building tools. A sense of camaraderie has been developed by encouraging department goals, rather than just individual goals. My sales reps are hungry for information comparing them to last year’s department-wide numbers and are greatly motivated by these benchmarking indicators. The megaphone management function unifies the sales team and keeps corporate objectives central to the efforts of the department. Being the megaphone delivers the corporate objectives to the sales team, however as the advertising manager I must advance the corporation beyond existing sales platforms. While the Rocky Mountain Collegian has a storied history of 118 years, the Rocky Mountain Student Media Corporation is a fresh entity in dire need of advancement and new achievement. As the primary data collector within the sales department I have made a priority of looking beyond what we are currently achieving and toward our next step.

My unique positioning between the ground-level sales team and the window-office dwelling corporate directors allows me to gather revealing and important data and present it in an organized and professional manor. In order to better understand who our advertisers are I have developed a coding and tracking system that identifies what business categories contribute the most to our advertising revenue. With this information our department has become more effective at prospecting and selling. We also have a much greater understanding of where and who our revenues come from. For near zero cost we now have a wealth of demographic information. Within our new corporate structuring, I consider it paramount we not only advance our current sales practices, but also find new sources of income. As the manager I have performed vast research evaluating the profitability a dinning directory, which is currently under review within the corporation’s board of directors. I have also began to transform our special editions from flat news content into vibrant celebrations that generate a better value for our advertisers. One such example is the Collegian’s “Freebie Freak-out” give away that was conducted in January. Rather than offering our readers a stale special edition, we sold our advertisers a live event complete with DJ, refreshments and plenty of advertiser exposure. The event was a hands down success at generating new revenue and is sure to be the platform for future special sections within the Collegian. This has been a trying year for the Rocky Mountain Student Media Corporation, but I can confidently say our inaugural year as a corporation was a success. Through my leadership we saw increased advertising revenues within a disastrous economic climate and amidst declining national advertising revenue. I truly believe my “mentor and megaphone” management philosophy along with a dedication toward data collection and new revenue sources is the best platform within operation in the college newspaper business. Any great manager effectively puts himself out of a job by advancing the capabilities of his subordinates beyond his own. In this view I am confident any member of my sales team could assume my role as manager and succeed in the atmosphere that we have all created at the Rocky Mountain Collegian. I believe the sales department and management at the Collegian to be the best in the country and I urge you to voice your agreement by naming me the Advertising Manager of the Year.

David Johnson Student Advertising Manager

Rocky Mountain Collegian Rocky Mountain Student Media Corporation

Rocky Mountain Student Media Corp Colorado State University, Lory Student Center, Box 13 Fort Collins, CO 80523 * 970-491-1146 January 27, 2009 Dear CNBAM Awards Committee: It is with a great deal of pleasure that I submit this letter of nomination for David Johnson as CNBAM’s 2008 Advertising Manager of the Year. David is an excellent candidate for this honor because of his strong personal attributes, innovative ideas, outstanding organizational skills, excellent work ethic, and obvious sense of loyalty and dedication. He joined the Collegian advertising staff in his junior year at CSU. His professional demeanor and strong communication and selling skills earned him a direct assignment into an outside sales territory even though most new representatives are required to work one semester in the office before being assigned to a territory. In May 2008 David was selected Collegian’s advertising manager. His dedication to the Collegian and success as a sales person has become the solid foundation for his success as a manager. ACHIEVEMENT David is one of the most adaptable and knowledgeable students I have had the privilege to work with. Knowing that personal and professional development consistently rank as one of the top motivators for workers, David engages himself in learning opportunities so that he may pass on to the staff what he has learned and how to apply it. He is an excellent communicator and consistently presents trends and tips to the staff. David attended CNBAM’s inaugural Student Ad Manager Workshop in July 2008 and has attended four student media training workshops. Because David has a strong desire to see the organization thrive, he is continually seeking opportunities to improve our efficiency and to increase revenues. Under his direction the ad department saw a 3% increase in ad revenues this past fall semester. This is significant given most media organizations are reporting flat or declining revenues. Grass roots marketing efforts have been at the top of David’s agenda this past year. He was successful in organizing the Collegian’s first ever “Freebie Freakout” by partnering with a venue in the Student Center and CSU’s radio station, KCSU. He created a plan and took full responsibility for implementing the plan and organizing the event. The event generated $1000 in additional revenue and provided a fun and creative platform for advertisers and Student Media to reach students. David has been instrumental in creating value-added incentives for our staff to present to potential clients. Through consistent and well-targeted prospecting David has helped the staff to identify good prospects for special editions and for generating mutually beneficial customer relationships. I believe it is these types of things that have made a difference for us in this ever-changing sales environment and David is to be credited for our success. In an effort to cut operational costs and contribute to a greener university, this past year David initiated a change in our proofing process. Instead of printing 11x17, full color copies of the ad pages, all pages are now proofed on the computer and coded when ready for print. He is an advocate of recycling and makes every effort to cut out wasteful use of paper and office supplies. David creates electronic versions of all sales materials for the staff to print on an as-needed basis. MANAGEMENT David works with all new sales representatives to the Collegian. He begins with the basics, takes them step-by-step through the sales process and then presents different scenarios they may encounter. Because David has had sales success at the Collegian, he is able to coach sales representatives through tough situations or difficult objections they have encountered. He recognizes when reps need encouragement and will go to them with ideas, advice or new approaches for handling a client. He also understands how critical it is to our organization to keep the staff motivated so has implemented fun and creative monthly sales contests.

David started the year by presenting the staff with magic wands (which he hand made out of wood dowels to save money) and top hat nameplates. His theme, “Do you Believe in Magic”, has been incorporated into sales contest, sales charts and motivational discussions throughout the year. For example, David created a life-size image of a magician for recording our fall sales numbers. The image was displayed on the wall as a shadow and the real image reappeared in colorful pieces as revenue numbers increased. The goal was to have the magician reappear by the end of the semester. Each piece represented $25,000 of our goal. In September he introduced the “Rabbit in a Hat Tricks” competition. His memo to the staff read, “Every magician can pull a rabbit out of their hat, but anything involving rabbits can get out of control. We want your territory to expand quicker than a suburban rabbit population.” The staff earned “rabbits” for every new client, new contract and 5 for 4 promotion that was sold that month. Results were displayed on a window with pictures of each rep, surrounded by the rabbits they earned. Time managements skills is a topic David consistently presents to the staff and has successfully achieved himself. In addition to his responsibilities at the Collegian, he is actively involved in programs through the office of Student Leadership and Civic Engagement, is an honor student at CSU, and plays on CSU’s traveling Ultimate Frisbee team. Despite all his activities and obligations he consistently gives 100% to the Collegian. His work ethic is admirable. In August of 2008, after 118 years in the Colorado State University system, the Collegian became it’s own not-forprofit media corporation. Although this presented opportunities for our organization it also presented many obstacles and challenging situations. As a newly hired ad manager David took and reins and moved forward with confidence. He has been instrumental in providing data and research for prospective revenue ventures and providing the organization with expanded sales reports. David took our entire account list, coded it for type of business and compiled the data to produce monthly reports that define revenues by category of business. This information has helped us to identify areas we need to be targeting more heavily. David’s attention to detail and thoughtful approach to problem solving sets him apart from other managers. His ability to lead and manage has made him an invaluable member of our Student Media management team. INTERACTION David’s commitment to our organization has gained him the support and confidence of Collegian employees, student and professional. His positive attitude and approachability contribute to his success in motivating and inspiring other staff members. He has an excellent working relationship with all Collegian departments and consistently performs above and beyond the call of duty Each month David creates a newsletter to mail to our clients informing them of campus and Collegian happenings. He also creates an individual flyer for each sales person for every special edition or special sales project. These personalized sales plans add to the professionalism of our staff and help the staff to sell more effectively and confidently. David meets one-on-one regularly with each staff member and leads weekly sales staff meetings. INNOVATION As mentioned throughout this letter, David’s innovative approach to solving problems and recognizing opportunities is what sets him apart from past managers. His personal approach to our ever-changing marketplace is to research opportunities, seek knowledge when needed and move forward with a plan. His creative sales contests, colorful wall charts and fun approach to staff motivation has created a positive and welcoming working environment. In summary, David’s professional demeanor, outgoing personality and leadership skills have contributed greatly to the professional reputation of our sales department and our success in meeting revenue goals. I cannot imagine a person more deserving of CNBAM’s Advertising Manager of the Year than David Johnson. He is a leader and a manager who I believe truly exemplifies the high standards you set for the recipient of this outstanding award. Sincerely, Kim Blumhardt Director of Advertising, Rocky Mountain Student Media Corp., Colorado State University

To Whom It May Concern: I nominate David Lee Johnson as CNBAMâ&#x20AC;&#x2122;s Advertising Manager of the year. David has been working at the Rocky Mountain Collegian for almost two years now and is someone who is an asset to our staff. As the Assistant Director of Advertising and Marketing, I work closely with David and admire his hard work and dedication to the Collegian. David is well respected among his peers. That respect comes from the fact that David was a successful sales representative. We hired David to go straight into a sales territory â&#x20AC;&#x201C; something that we rarely do. Usually new hires are required to work with our campus accounts for at least a semester before they are promoted into a territory. But right from his first interview, David showed he had a great gasp of advertising sales. That knowledge allowed David to continuously reach his sales goals. The sales staff regularly draws on Davidâ&#x20AC;&#x2122;s knowledge because they know he has done their same job very well. He is someone the staff can look to for things like balancing school and work, staying motivated, and acting professional when dealing with clients. In addition to training the staff, David seeks out self-training opportunities. In the summer of 2008, David attended a summer student-advertising manager training in Chicago put on by CNBAM. David uses a lot of the information he gathered in Chicago while managing the staff. David and I meet regularly on how to handle different situations that arise. In the past, I have worked with some student managers who shy away from having difficult talks with their employees whether it regards low ad sales, or disciplinary actions that may need to take place. David is not one of those managers. He takes issues head on and sees them as growth opportunities instead of a nuisances. David regularly comes up with different sales games to boost sales. One month he designed a game to encourage sales representatives to sell more color, and in another month he designed a game to encourage the sales representatives to go after new clients. Besides initiating sales games, David finds useful information to help the advertising representatives sell more. This past fall, he worked with our business manager to categorize all of the businesses that advertise in the Collegian. This allowed us to see which industries targeted college students the most. For examples, we always perceived restaurants and entertainment venues to be our top advertisers, but actually health services are our top advertisers. This includes gyms, salons, medical and dental centers. This information allowed advertising representatives to call on gyms that were not advertising and let them know their competitors were putting a lot of money into targeting the college market. We now have a least two more gyms that advertise regularly because of that information. David is also an innovative thinker when it comes to new revenue sources. Over the fall semester, he began talks with the pub and grill on campus to host an event for the Collegian. He decided to have a new semester celebration called Freebie Freakout. David had the sales representatives sell this to their clients. Businesses donated at least $40 worth of gift cards or merchandise and then paid an additional $100. This allowed

smaller businesses to be part of the paper. David arranged for our campus radio station to MC the event, which further shows Davidâ&#x20AC;&#x2122;s relationships with other departments on campus. Furthermore, David had built a good relationship with our advertisers. He communicates monthly with them in the form of a newsletter inserted into our out-going invoices. He has designed the inserts to provide our clients with tips on how to advertise to college students, testimonials of how the Collegian has benefited other clients and up coming special editions. For these many reasons, I believe David is a worthy recipient of the Advertising Manager of the Year Award.

Sincerely,

Eric Melendez Assistant Director of Advertising and Marketing Rocky Mountain Student Media Corp.

David Lee Johnson 820 West Laurel

Fort Collins, CO 80521

970.232.4442

david05@simla.colostate.edu

EDUCATION Bachelor of Science, Business Administration Concentration in Marketing and Management Colorado State University, Fort Collins, CO

GPA: 3.72 scheduled graduation: May, 2009

PROFESSIONAL QUALIFICATIONS Marketing Awarded sales person of the month for achieving 175% of sales goal. Achieved 110% of cumulative advertising sales goal over 2007/2008 school year. Oversaw direct mailing and online marketing strategies toward effectively promoting new organization.. Constructed a comprehensive marketing plan for start-up franchise company. Communication Maintained profitable business communications with over 50 diverse clients. Authored winning business plan within highly competitive atmosphere. Spearheaded collaboration of seven independent organizations toward central goal. Leadership Managed staff of eight students in the generation of over $340,000 in advertising revenue in five months. Organized efforts of multi-participant volunteer staff to collect over 500 lbs of recyclables. Supervised the budgeting and fundraising for University-sponsored student group. Competitively selected to attend University-led leadership retreats.

PROFESSIONAL EXPERIENCE Student Advertising Manager Rocky Mountain Student Media Corporation Senior Advertising Account Representative (Account Representative – August thru December 2007)

August, 2008- Present Fort Collins, CO January, 2008- May, 2008 Fort Collins, CO

Rocky Mountain Collegian Telecommunication Sales Representative Millennium Marketing

Winter 2005 Shawnee, KS

HONORS and ORGANIZATIONS College of Business Dean’s List CSU Men’s Ultimate Team President Provost Academic Scholarship Recipient National Society of Collegiate Scholars

Fall 2005 & Fall 2007 2007- Present 2005- Present Inducted 2007

STUDENT ADVERTISING MANAGER JOB DESCRIPTION ROCKY MOUNTAIN COLLEGIAN Student Media supports the mission of Colorado State by enhancing the undergraduate experience through education, training and hands-on experience in media methods, management, ethics, responsibilities, and community service. The department supports student staff members who produce a daily newspaper, the Rocky Mountain Collegian (which includes Collegian.com, an on-line version of the newspaper; College Avenue magazine, a student television production facility, Campus TV; and KCSU-FM, a 10,000-watt radio station. Student Media Department goals are to create and maintain: (1) co-curricular educational and training programs; (2) a learning community that is enriching to students and staff and integrates academic and professional journalistic skills, values, ethics and responsibilities; (3) a welcoming environment for staff and visitors; (4) an organization that demonstrates belief in student capability and potential; and, (5) a development program that recognizes students’ individual needs for personal accomplishment as well as connections with peers, staff, and faculty.

Student Advertising M anager The Student Advertising Manager assists the Collegian Advertising Director and Student Media Sales Coordinator with management, hiring, training and daily operational duties of the Rocky Mountain Collegian Advertising Department. Example of Duties: • Train new sales representatives, motivate and create sales contests for the existing advertising staff. •

Track and record daily inches of individual sales representatives.

•

Prepare a daily run list of advertisers and creating dummies for the newspaper.

•

Produce a monthly client newsletter included in the billing statements and other publications as needed.

•

Create promotional materials for special sections and developing special edition ideas.

•

Along with the Collegian Editor-In-Chief, determine advertising acceptability when an ad is in question.

•

Handle all money in a responsible way and enforce credit policy.

•

Be knowledgeable of all advertising policies regarding acceptability of copy or art, and assist representatives with questions regarding these policies.

•

Be knowledgeable of all rate and market information in the Advertising Rate card.

•

Attend and assist with training sessions and staff meetings.

•

Motivate the staff and be a positive role model every day.

•

Other duties as needed.

Advertising Revenues

Advertising Revenues from Nationals Fall 2007 Total National Sales Fall 2008 Total National Sales Net Differential Percentage Change

$ 38,716 $ 33,136 $ (5,580) -14.4%

Display Advertising Sales 8/1/07 thru 12/31/07 8/1/07 thru 12/31/08 Net Differential Percentage Change

$ 336,826 $ 346,324 $ 9,498 + 2.8%

Display Advertising Sales less Nationals Revenue* 8/1/07 thru 12/31/07 8/1/07 thru 12/31/08 Net Differential Percentage Change

$ 298,110 $ 313,188 $ 15,078 + 5%

*shown to identify area of revenue directly overseen by student advertising manager

The Rocky Mountain Collegian

s â&#x20AC;&#x2122; n ia

g e l ol

C e Th

New Year

FREEBIE FREAKOUT January 28th 5:00 PM - 6:30 PM If you are looking to supplement your print advertising with something a little more edgy, this event is for you. On January 28th the Collegian will be turning the Ramskeller Pub into an interactive advertising opportunity, featuring: live DJâ&#x20AC;&#x2122;s, free gear give-aways and lots of fun. Sponsor this event to reach the student market at the grassroots level.

the details What You Get: - Logo printed on Jumbo Event Banner - Logo appearing in 4 Promo Ads - Store name shout outs at the event Price: $40 donation of product & $100 Event Sponsorship

Deadline: January 21st Call today to reserve your spot Steve Diamond 491.1775 retailad@lamar.colostate.edu

ou o: Y

ine Bus

he n T : ia m Fro Colleg

Holiday Gift Guide

The Holiday season is just around the corner! Donâ&#x20AC;&#x2122;t miss your chance to... - Reach students who need to buy presents for family and friends - Announce holiday party spots for students, faculty and staff This unique edition is filled with holiday editorial that directly appeals to those who are looking to shop for the holidays. Reach a targeted audience with special discounts, seasonal items and events, and treasured gifts they can only find in Fort Collins. Grab the attention of the CSU community in the Collegianâ&#x20AC;&#x2122;s Holiday Gift Guide!

Advertising Info Publishes: Wednesday, December 10th Deadline: Friday, December 5th Format: Broadsheet Pages Rates: Regular Rates Apply Color: $40

Red, $40 Green, $100 Full Color

Call your ad rep

Lauren Prewitt

today to be included in these pages

Phone: 970.491.6834 Fax: 970.491.1690 retailad@lamar.colostate.edu

Heart 2 Heart Valentineâ&#x20AC;&#x2122;s Day is a big event for the Colorado State University market. Students, faculty and staff will spend a great deal of money celebrating with and buying nice gifts for the special people in their lives. 27% of the CSU student population is married, married, while thousands are dating a significant other. Secure your share of this lucrative market by letting the Colorado State University community know about the unique gifts or services that you have to offer!

Advertising Information Rates:

Regular Rates Apply

Publishes: Monday, February 9th Deadline: Wednesday, February 4th Format:

Special Section with Editorial

Color:

$40 RED, $100 FULL COLOR

Call your ad rep

Derek Oâ&#x20AC;&#x2122;Donnell today to be included in these pages

retail2@lamar.colostate.edu Phone: 970.491.1692 Fax: 970.491.1690

H a a n t Tricks i t i b b a R

Competition

Every magician can pull a rabbit out of their hat, but with anything involving rabbits sometimes things can get out of control. We want your territory to expand quicker than a suburban rabbit population. The first weeks of selling are over and it is easy to fall into a lull after the initial buzz of the start of the school year. Rather than letting your revenues fall off, now is the time to prospect new clients and encourage repeats with existing customers.

THAT IS WHAT THIS GAME IS ALL ABOUT! How to score: 1 Rabbit for each day one of your 5/4 or 10/8 advertisers runs 5 Rabbits for new client advertising (have not advertised since Sep. â&#x20AC;&#x2DC;06) 10 Rabbits for new contracted advertisers (not on contract since Sep. â&#x20AC;&#x2DC;06) 10 Rabbits for monthly goal achieved

Yellow Team Jaimee and Travis

Blue Team Keith and Lauren

Green Team Joe and Steve

Wi n n i ng Tea m Receives

$50!

Deck the Halls

Holiday Competition An individual competition that will encompass all of the special pages and editions we will be running this holiday season. This will be the last competition of the semester and is a great way to win some extra buck before gift buying time.

The Point Breakdown: 5 gifts for making gift guide goal 5 gifts for making graduation goal 1 gift for each coupon sold 1 ornament for every color ad 1 ornament for every 20 inch day

This competition begins the day we return from thanksgiving break:

December 1st thru December 15th.

$40

for the winner Coupon Bonuses For every coupon sold earns you one reindeer. If you draw Rudolf you win a money prize.

Nick Lucido CNBAM Advertising Manager of the Year Sales Philosophy When I took over as Assistant Advertising Manager in January 2008, I was given a list of things to do and I added a new line on my e-mail signature. Little did I know that managing a sales staff of 20-25 account executives took a lot more than what was written on that piece of paper. I have since realized that I am not much of a manager. Sure, I run the sales call reports and communicate with the staff. I also recruit, hire and train new staff members. Sometimes, I lead staff meetings. But my skill set extends far past traditional management skills. My role at The State News has become a leader. Every day, I delicately balance my time between my duties as a member of the sales staff with what I do as a manager. I consider myself a tool for the staff to be successful in their job because I help them advance, make myself accessible as much as possible (and then some), and share my knowledge and skills. Iʼll be the first one to admit that Iʼve made mistakes and Iʼve strayed away from the road, but Iʼve learned from those mistakes and shown my staff how to deal with them and get back on the right path. To me, that is the most important trait a leader can have. Iʼve also learned that successful leadership in a sales position requires four skill sets: always making time for your staff, valuing and displaying honesty and transparency, innovation, and genuine leadership. 1. The first is always making time for your staff. If thereʼs one thing my staff knows me for, itʼs that I donʼt say the word “busy.” To me, the “b” word is overused and honestly, we all should be “busy.” When a staff member, usually a newbie, approaches me, they usually ask if Iʼm “busy.” I have never said “yes.” Itʼs important to make time for your co-workers. That said, while I take great pride in helping my co-workers, I also think itʼs important to draw the line between helping them and doing their job for them. Once in a while, an angry client will call in asking to speak with a manager not their regular account executive. In one instance, a co-worker put their client on hold and asked me to speak with them. I could have handled the situation, but I thought it was a better idea to let this AE take care of it. I gave her some talking points and a reassuring high five. She handled the call like a pro and offered analternative that the client was pleased with in the end. While Iʼm proud of my skills and what Iʼve accomplished, this has been one of the proudest moments in my State News career. 2. The second skill is being honest and transparent. Being honest isnʼt an action; to me, itʼs a skill that needs to be developed over time with much practice. Letʼs be honest – a staff does not respect a manager who isnʼt honest with their staff. As a leader in the office, I value having an open and truthful relationship with my co-workers, and as a leader, itʼs not always easy to admit when you make a mistake. However, I believe that making mistakes in front of your co-workers isnʼt a bad thing. In fact, it helps the leader learn and grow as well as the rest of the staff. I look at every mistake as an opportunity to learn. With every new group of eager account executives we hire, there will always be mistakes made in their initial phases of selling. Instead of getting frustrated with them, Iʼll sit down and talk them through what happened and tips on how to avoid it in the future. I invest time in the staff for the betterment of the staff as a whole, as well as for each individual. I learned that practicing what I preach is part of this, too. At the end of every semester, we get feedback from the department on how weʼre doing as a management team and what we can improve on. It can be so easy to point out faults and to tell everyone how to do your job, but I learned from this feedback that people look up to me as a model of how to be successful in this job. I took this feedback and ran with it.

3. Innovation is the third skill for a successful sales management philosophy. In a industry that is changing, seemingly by the second, we need to do our best to keep up with the times. Currently, Iʼm in the process of working with the other managers in our department as well as our production department on a project that will not only save money and help the paper to “go green,” but it will also make classified prospecting a lot easier. Initially, I thought of an idea that would allow our staff to communicate more efficiently. With the help of the other managers and departments, we added on the classified component. Currently, our staff looks through various online classified postings to prospect and write the information on paper. However, we are looking at creating a database of sorts that would eliminate the paper step and make everything electronic. While our revenue is only slightly down, saving money is important to the sustainability of the paper in the future and in the community. Another part of innovation that is often overlooked is “the big picture” of advertising. Weʼre in a business of selling – we sell advertising to help our own business sustain itself and grow. However, when we train our new hires to the staff, we reiterate to them that a quick sell is not nearly as important as building a relationship over time and selling products that actually help the company meet their own business objectives. Itʼs easy to forget that companies are actually running ads because they expect a ROI, so selling strategic and creative advertising is key. 4. The fourth and final skill is genuine motivation and leadership – in the good times and the bad. Every day I walk in the office, I wear many hats. Iʼm a salesman, a manager, a leader, a teacher, a friend, a colleague, a team member... the list can go on and on. Especially balancing my duties as a member of the sales staff and a member of the management team, I often find myself in conflicting situations. For example, one of my clients had been one of the top five largest advertisers and went on credit hold in December 2007. I took on the management duties in January and worked to get them off credit hold in September. I could have held on to the account and made some more money (and beat my goals by more) but I decided to pass the torch on to another account executive who had been struggling. When she originally took over the account, she was nervous and let me lead the meetings. Now, the client is on a track with their new account executive and she is taking new staff members to her meetings and teaching them. This management and leadership attitude is one that trumps my account executive attitude. Part of my management duties including hiring future State News account executives, and one of the biggest things Iʼve noticed is that these values hold true no matter how dynamic your group. Because of the college setting of the office and competitive atmosphere of a sales position, the office is always changing. However, my management philosophy is something that is not changing and it has helped guide my staff to new heights of customer service, attitude and success. Iʼm looking forward to continuing to serve as a manager for the remainder of my years at Michigan State University. Itʼs true that our numbers are down, but Iʼve worked tirelessly to teach the staff how to overcome all the bad news, especially in our state and region. If I can put attitude, staff development and passion in a chart, I can guarantee that our numbers would be 200 percent compared to last year. Having a management title is a big deal. But thatʼs not why I do what I do. Whatʼs important to me is that my peers look up to me for advice, seek my guidance when the times are tough and learn from me to be more successful. I hope to enrich my colleagues with knowledge. While Iʼm the Assistant Advertising Manager of The State News, Iʼm also a trusted leader within our department – and thatʼs what separates me from the rest.

Assistant Manager Duties & Responsibilities  Help train new AEs • New aes will be training twice a week for the first few weeks of summer. Please help me lead them in training sessions, answer questions and prepare training material.

 Drive sales & goals • Track inches on special promotions • Track individual goals • Motivate the staff to surpass both individual goals, departmental goals and special promotion goals

 Supervise Sales Calls • Every Monday, please post the previous weeksʼ sales calls on the bulletin board.

•



Deadline Updates •

• 

Please inform the staff of upcoming deadlines through the following mediums o Skedulator o E-mail o The bulletin board It might seem redundant, but we need to make sure we really do hit all three mediums, this way we know the staff will get it drilled into their heads!

Ad Updates •



Sometimes the sales call total isnʼt going to match the number of sales calls you post…why? Well, because some people think half-assed sales calls count….and we all know they donʼt ;) The details o Report to run: Followups - Followups by Sales Rep Detail  Date range: Mon-Fri of previous week  Check Advanced Find Options, click “Run”  Check “Done” under status, click “Search” o Please briefly run through this report and make sure sales calls are grammatically correct, detailed and sufficient. Remember that “driving defensively” biz? This is where we check up to make sure people are doing so. o If you discount enough sales calls that place someone below 30, then they need to be notified and it may be reflected on the bulletin board (thatʼs at your discretion, you know I would ;)

Please keep on AEs that appear on the “missing list.” When copy is missing, it means approval is going to lag and other things are going to take longer once theyʼre back with the GAs.

Management Meetings •

There will be a weekly meeting between the assistant manager, web manager, classified manager & advertising manager. These meetings may sometimes also involve team leaders. Our goal at these meetings is to improve communication, boost sales and target trouble spots within the office.

Nick Lucido CNBAM Advertising Manager of the Year Advancement Project As assistant manager, I initiated an advancement project for our staff. Currently, there is a three-tier system for our sales staff: associate account executive, account executive and senior account executive. We now have more senior account exeucitves on staff than we ever have in recent history, in addition to a competitive, driven atmosphere. I kept track of where each staff member is in their advancement and posted a chart tracking their progress. This also promoted teamwork and sharing amongst the staff. I kept track of this in an Excel document so that the numbers would be easy to update and would also be quick to update. A â&#x20AC;&#x153;1â&#x20AC;? signifies that a certain category has been competed (this made it easier for Excel to translate into a graph). I would print a new char off to share at each staff meeting to talk about the advances that have been made and where people can improve. All in all, it was a great program that I will be continuing with the new hirees.

Advancing to Account Executive Account Executive

Sales Calls

Reliability

Ride Alongs

Cold Calls

New Ads

Web / AdRax

Sales Plans

Contracts

Goals

Amanda Becky

Advanced yet? 2

Caitlin

Courtney

Erik

Gina

1 1

2 1

Jacci

Katy

Kelsey

Kyle L.

Laura

Jackie

Kristen

2 2 1

Lindsey

2 2

Michelle

Nick

2 1

Phelan

Shannon

Tess Tom

Vida Zach

1 2 1

This chart provided a visual that the staff could reference their own progress as well as their fellow co-workers progress. Helping each other out was encouraged and as a result, more staff members advanced to the next level.

Nick Lucido CNBAM Advertising Manager of the Year Personal Sales

This graph tracks my personal sales record. I am the top seller in the office, despite the numerous additional tasks assigned to me as Assistant Manager. I also work to surpass not only my display, by my classified liner goal â&#x20AC;&#x201C; something the newspaper industry is losing ground on quickly.

This graph shows where I landed each month with my personal sales. I hit my classified liner goal 9 out of 12 months and ended up at nearly 90 percent of my total display goal. I believe in leading by example and having consistent sales. As such work on new business to weather budget cuts with current clients and encourage my staff to doso as well.

Nick Lucido CNBAM Advertising Manager of the Year Staff Revenue Even though Michigan is in a slumping economy, my leadership has lead the staff through the tough times by maximizing budgets and new business. While the revenue is down from the past year, we始re made great strides in increasing local sales (bottom chart)

Cold Calling What is it? The client has not run with the State News in at least 4 months You must get in contact with a decision maker.

When does it go in Smart Publisher? Accounts entered in smart publisher must include the following: o Company Name – if they have one o Contact Info – First & Last name of a contact o Address o Phone # to reach contact If you cannot attain these things, youʼll want to log your cold call conversations with this person in a word document. If you call once & leave a message, they call back & you speak with them – log that in one brief summary. If you play phone tag for a while, log that as one conversation as well.

How to log your cold calls: If they are NOT in Smart Publisher i.e. you spoke to somebody via facebook & they messaged you back with a “no thanks” 1. Date you contacted them 2. Identify the source – if itʼs not in SP, we need to validate that you called them! 3. Use names & phone numbers – provide a synopsis of what happened. Always try and get a name! Youʼll be giving a synopsis for sales calls anyway, copy & paste this into your cold call log as well. Remember, you donʼt have SP to back you up- youʼll need to be thorough!

Ex. October 31, 2007 FACEBOOK sent Rachel msg about her ad in the market place for housing and the options of advertising with TSN. She replied with a msg asking a few questions about pricing.

Ex. November 5, 2007 NOISE Called 517-230-1186 about 6 piece drum set for sale. LM to call me back. (11/10) Finally got a hold of Kelly, the woman advertising the drumset in the Noise. Explained advantages of advertising with TSN. Kelly said sheʼd think about it and get back to me.

If they ARE in Smart Publisher You already have the follow up system set up in Smart Publisher, no need to continue copy & pasting entire cold calls.

In your cold call log: 1. Name of the company you contacted 2. Date you contacted them Ex. In Flight Sports 11/16/07

In SP 1. Flag your cold call by typing “COLD CALL:” in front of the conversation Ex. COLD CALL: Finally got a hold of Jim about the Finals Survival Guide. He said thanks but no thanks. We chatted a little bit about his budget and he recommended I try him again in February so we can talk about some Spring strategies

Education

Michigan State University, East Lansing, Mich. | Dec. 2010

Bachelor of Arts Degree in advertising with a specialization in public relations Bachelor of Arts Degree in public administration and public policy Cumulative GPA: 3.5/4.0

Experience

The State News, East Lansing, Mich. | September 2006 - Present

Senior Account Executive (September 2006 - Present)

Web Advertising Manager (May 2007 - January 2008)

Sold display, classified, Web, and out of home products to clients while consistently surpassing goals Generated more than $340,000 in revenue since hire Managed, supported and built client relationships with contracts as large as $140,000 annually Revamped Web Manager position and resulted in a 56 percent increase in web sales Trained old and new staff on new techniques to effectively sell web products to clients Designed Web contracts for clients to promote consistent web advertising

Assistant Advertising Manager (February 2008 - Present)

Recruited, hired and trained more than 40 new staff members for the department Promoted communication of deadlines, promotion updates and new information to staff Developed strategies to increase teamwork and staff productivity

MSU PRSSA, East Lansing, Mich. | April 2007 - Present

Regional Activity Financial Director (December 2006 - April 2007)

Raised and managed all funds for the event, in addition to providing media relations support Designed and sent out event brochure to local businesses to raise these funds

Sophomore Chair (May 2007 - May 2008)

Executed a career fair and reception with 20 companies present for members and other students Worked to develop a means of create an alumni relations database to promote communication

Chapter President (May 2008 - Present) Managed an executive board of 12 and a chapter with more than 150 members Directed and supported the launch and operations of the student-run firm with multiple clients Advised internal committees and teams while providing leadership and management support

Nick Lucido

John Bailey & Associates, Lansing, Mich. | May 2008 - January 2009

Account Associate

Provided account support to public affairs, heath care, corporate and automotive clients Assisted the team on media relations with clients, including using Bacon’s and media pitching Generated copy for various client materials and Web sites On-site team member for the 2009 NAIAS, one of the largest media events in North America

Lantz Communications, Grand Ledge, Mich. | April 2007 - August 2007

444 Evergreen East Lansing, MI 48823 c: (586) 980-9570

nicklucido@gmail.com

Relevant skills

www.linkedin.com/nicklucido nicklucido.wordpress.com

Public Relations Intern

Platforms and Software

Worked with health care, education, non-profit and corporate clients Participated in client meetings, strategic planning and event coordination Generated copy for newsletters, Web sites and other materials

Proficient with Macintosh and Windows software, including Microsoft Office and Adobe InDesign Intermediate experience with Adobe Photoshop and Adobe Illustrator

Public Relations Skills

AP fluent with writing experience for different client projects and media tactics Proficient with Bacon’s Media Directories and media relations Knowledgeable with political, health care, automotive and non-profit industries Experience using social networking and new media

Awards and honors

Academic Honors

Academic Deans List | Fall 2006, Spring 2007, Spring 2008 Recipient of the Glen and Thelma Buell Endowed Memorial Scholarship | 2007-2009

Extracurricular Honors

Rookie of the Year - The State News Advertising Department | April 2007 Board of Directors Scholarship - The State News | April 2007, April 2008 Nominated for CNBAM Sales Rep of the Year | March 2008 Account Executive of the Year - The State News Advertising Department | April 2008 Central Michigan PRSA Outstanding Student Practitioner of the Year | April 2008 PRSSA National President’s Citation | October 2008

ADVERTISING SALES DIRECTOR The Advertising Sales Director is in charge of all aspects of the advertising department and the staff. The Advertising Sales Director is responsible for supervising, recruiting, training and motivating the entire advertising staff, which includes the sales staff, promotions, ad production and distribution. They need to be aware of the office atmosphere and keep everyone on track. The Sales Director sets monthly sales goals for the office and individual sales representatives (with assistance from the Business Manger) and implements the means for reaching and surpassing these goals, including incentive programs. They also should have a basic understanding of all advertising staff membersʼ job functions. In addition, they are responsible for: •

Checking the main phone line and distribution of all leads.

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Making sure that dummies are complete, 3 days before the specific paper runs.

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Updating policies, procedures, media kits, and all other office paperwork.

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Administering monthly evaluations of all advertising staff.

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Organizing and conducting weekly sales meetings with all advertising staff. In addition, the also organize and conduct regular manager meetings with the Special Sections Manger, Promotions Manager, Production Manager, and Business Manger to discuss anything of importance for the maintenance and good name of the Daily Titan.

•

Working as a liaison between editorial and advertising and maintaining good relations with Editor in Chief and editorial staff.

The Advertising Sales Director must possess a minimum of one yearʼs experience with The Daily Titan. They must have excellent communication skills and be able to write effective evaluations and correspondence and must be able to perform job responsibilities in a mature, professional manner. The Sales Director must possess a positive attitude, superb customer service skills, and a desire to work in a management position. An energetic personality is needed to establish rapport with account executives and other peers. They must be able to identify false or misleading advertising. The Advertising Sales Director can expect to spend 30+ hours a week in the office and be fully available (expect for school classes) Monday through Friday, 9 am to 5 pm.

January 5, 2008 To: CNBAM Re: Category 6A: Sarah Oak Personal Management Philosophy My past four years with The Daily Titan have helped me grow tremendously as a leader. The year 2007 brought my largest sales increase as Assistant Sales Director and this past year I was selected to be Advertising Manager for The Daily Titan. My first semester as Advertising Manager started with a challenge of leading a very small sales staff. I immediately started interviewing, hiring, and training new sales representatives one-on-one to achieve normalcy. In that same semester I led the advertising staff to set a record breaking highest first week revenue in the history of The Daily Titan. The majority of my sales staff was all newcomers so I knew that they needed constant motivation, especially in the current economic downturn. To increase awareness of newspaper production in general I organized The Daily Titanâ&#x20AC;&#x2122;s first ever tour of Gardena Valley News, the printing press we work with on a day to day basis, for both the advertising and editorial staffs. After seeing the printing process and the overall importance of meeting deadlines, this experience set off a positive tone within the office for the start of the fall semester. Soon after the tour, I started a Yard House restaurant bonus competition between the Account Executives. If they upgraded any current advertisers to add online advertising or AdRax posters to their contract, they would receive a $40 gift card to Yard House. The rules were they needed to sell individually, not with their Titan Sales Team partners and also to turn in the signed customer insertion order at the end of the week with their Sales Report. The AEâ&#x20AC;&#x2122;s were responsive and a few did win the bonuses. I noticed in the Weekly Sales Reports that many of them were doubling the number of cold calls to clients during the time of this bonus competition.

A different approach to celebrate new business sales was to â&#x20AC;&#x153;Ring the Bell.â&#x20AC;? Early in the semester we ordered a large personalized ship bell for the office. Someone was only allowed to ring the bell after making a sale of $500. The noise and excitement that the bell brought made it a goal for each AE to ring it as often as possible. My management philosophy is that if my staff is well informed of the product they are selling and rewarded for their success, this motivation will result in continuous recordbreaking numbers for sales. Under my leadership, I continue to mentor the staff to provide great customer service and to always meet deadlines. Everything they have and will continue to learn at The Daily Titan will be to better serve themselves in any future career. Thank you for your time and consideration.

Best regards, Sarah Oak Advertising Manager The Daily Titan

Sarah Oak sarahoak@gmail.com 8001 Yorkshire Circle La Palma, CA 90623 714.717.3522

Education California State University, Fullerton Bachelor of Arts, Communications: Advertising Expected Graduation: May 2009

2005-Present

Experience The Daily Titan Newspaper Fullerton, CA Advertising Director May 2008-Present • Managed the advertising staff and implemented sales incentive programs as well as trained all new hires Assistant Sales Manager May 2007-May 2008 • Assisted in training new employees all office procedures, programs, and documents Entertainment Manager January 2007-May 2007 • Increased The Buzz sales by $1,423.35 Account Executive August 2005 • Increased sales revenue $34,000 overall Activities CSUF Ad Club President 2007-2008 • Maintain board meetings and communication with the board members and advisor on a constant basis • Plan and execute the Creative Competition at a prestigious advertising agency Membership Director 2006, 2007, 2008 • Sent out weekly email updates and internship opportunities to all members • Participated in weekly board and general meetings • Volunteered at Discoverfest events on campus to promote Ad Club College Newspaper Business & Advertising Managers Conference Business and Advertising Student Staff of the Year, Best College Newspaper of the Year 2008 Conference Participant 2006, 2007, 2008 • Gave input and exchanged information with other college newspaper sales representatives Skills Proficient in AdPro, MediaShout, Microsoft Word, PowerPoint Fluent in Korean

December 30, 2008 To: CNBAM Re: Category 6B: Advertising Manager of the Year Over the past two years, I had the great privilege of working with Sarah Oak at California State University, Fullertonâ&#x20AC;&#x2122;s Daily Titan newspaper. During my time at the Daily Titan, Sarah has demonstrated not only outstanding leadership skills, but also her undeniable ability to communicate with clients and fellow co-workers in a professional and friendly manner. Sarah also displayed remarkable organizational skills as Assistant Advertising Manager last year. Her co-leadership with the Advertising manager contributed to The Daily Titanâ&#x20AC;&#x2122;s win of the prestigious award for Best College Newspaper of the year at the 2008 CNBAM convention, along with a plethora of other esteemed awards. This year, Sarah has continued to demonstrate her ability to lead in a professional and organized manner as advertising manager. She always informed the Daily Titan staff of any new announcements, enlightened the staff on ways to improve our work habits, and also gave positive feedback to everyone in our weekly sales meetings. Sarah kept a constant supervision over the entire staff, and handed out helpful evaluations every month. She always pushed the staff to keep up with our cold calls and walk-ups, helping everyone to keep up their endurance during stressful times. Sarah also gave helpful pointers to Account Executives, which were very advantageous. Her ongoing guidance has lead to amazing sales records from the Account Executives and also herself. When the workload was extremely heavy at the Daily Titan, no one ever doubted Sarahâ&#x20AC;&#x2122;s capability to meet deadlines or complete her work with nothing but her best. Sarah has been always reliable with her intelligence in the advertising field and also made herself available to the staff for anything. Her positive attitude was contagious at the office, making the atmosphere nothing but enjoyable. Sarah has also been persistent to remind us that our professionalism is crucial in and out of the office because we are not only representing the Daily Titan, but also the university. She has been working very hard, and has dedicated a massive amount of her time to make sure that everything is completed and organized well.

The Daily Titan has been a very successful newspaper and it could not have happened without the dedication and leadership of Sarah Oak.

Best regards, Helen Sim Account Executive, The Daily Titan

Rosanne Victoria Niforos

Advertising Manager of the Year Contest Submission CNBAM 2009

January 10, 2009 CNBAM Advertising Manager of the Year Letter of Recommendation and Nomination Rosanne Niforos Dear Judge(s): Rosanne Niforos 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 giving 110% . As it turns out, Rosanne is a driving force behind our success this year. Rosanne began her tenure at The Daily Tar Heel as an assistant account executive (named Assistant Account Executive of the Month in March 2006) and quickly moved up to an account executive position. She has consistently surpassed her monthly sales goals, always serviced her clients and staff to above-average expectations and creatively developed new sales. She was awarded top sales representative of the month in October of 2007 and April of 2008. Rosanne’s most outstanding contributions to The Daily Tar Heel have occurred in the current school year in her role as Retail Sales Manager. Rosanne quickly demonstrated her leadership qualities through The Daily Tar Heel’s fall interview process. Rosanne revised and re-worked the application, pre-interview process, interview questions and decision-making process. As fruit of Rosanne’s labor, we received a record of ten new exceptional assistant account executives. Post interviews, Rosanne took the ten assistant account executives directly under her wing and conducted a rigorous eight session training course. Rosanne continues to diligently work with each assistant account executive to prepare them to take over a territory in the fall. Rosanne works closely to provide training to the current account executives. To start off the year on a good foot, Rosanne initiated a team building low ropes course for the entire staff. This team training brought the sales staff together to accomplish a common goal and have fun. In the office Rosanne 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. Rosanne formed close supportive relationships with each account executive. This way Rosanne believes she will be better able to turn challenges into opportunities in sales. Rosanne uses one-on-one monthly meetings called mid-months to dive into any successes or problems that an account executive faces. In these meetings Rosanne 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 event. Rosanne consistently creates a positive environment for account executives to grow,

learn and achieve. In the same way Rosanne works closely with her staff, she strives to work closely with other managers at The Daily Tar Heel. As part of training, Rosanne is dedicated to building a team with exceptional customer service habits. She is mature for her years and pushes those around her to a high level of maturity and customer service when dealing with clients. Rosanne and the sales staff devised a customer service plan for the year. Rosanne strictly holds each account executive to this high level of service. Rosanne has sought out professional training and development opportunities. She attended the CNBAM training conference in San Antonio, TX, two Southern University Newspaper training conferences and the CNBAM Ad Manager workshop in Chicago. From these various training seminars she has brought back and implemented ideas such as a pre-employment message for prospective hirers and hosting an account executive training session on handling objections. Professional training of the staff and herself is the number one priority for Rosanne. To combat the current economic downturn, Rosanne designed a plan to increase client contacts to increase revenues. In order to increase revenue when steady clients are cutting back, Rosanne reasoned that new clients where the key to success. Therefore, she added 4 account executives to our team. This increased manpower has allowed us to reach clients more frequently and devote more time to capturing new clients. Rosanne also developed two new theme pages and a special section to increase revenue opportunities. The success of the three NCAA brackets theme pages has been unprecedented. Rosanne’s drive and motivation have paid off – we are up in sales despite the struggling economy. More importantly, this team has worked together to succeed. I can’t believe Rosanne graduates this spring – we will surely miss her and her commitment to the paper. Without reservation, I nominate Rosanne Niforos for Ad Manager of the Year. Sincerely,

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

To Whom It May Concern: I am writing to recommend The Daily Tar Heel’s advertising manager Rosanne Niforos for Advertising Manager of the Year. As the student leader of our advertising staff, Rosanne provides 13 account executives with daily support, organizational assistance and a wealth of advertising tips and information gathered during her four years with the newspaper. The combination of her motivating management style and her resourcefulness in solving professional problems make Rosanne an excellent candidate for Manager of the Year. Since I began working at The Daily Tar Heel two and a half years ago, Rosanne has always been a tremendous resource. Whether it was a question about paperwork or how to work with a difficult client, Rosanne was always willing to help. Even before her days as ad manager, she displayed a remarkable ability to help the other account executives with day to day problems in their advertising territories. It was not uncommon for Rosanne to be in the office far longer than the rest of us, always prospecting or researching new clients to expand the newspaper’s business. I’m pleased to say that her proactive nature and impressive work ethic have rubbed off on more than a few of her peers. Upon assuming the position of ad manager in August of 2008, Rosanne set a tone of approachability rather than authority. Recognizing that a good dynamic among the sales team is crucial to reach goals and maintain office harmony, she organized several team building activities before the selling even began. A team lunch on the first day of training allowed new and old account executives to bond after a summer apart while a morning at the low-ropes course encouraged the entire team to work together to solve problems outside of the office environment. Sharing these experiences helped to highlight individual strengths and weaknesses and foster a genuine sense of friendship and mutual respect among the team members. It’s safe to assume that Rosanne’s instinct to promote a good sense of teamwork from the beginning is at least partially responsible for the ad staff selling 10% over sales goal for four of the last five months. In terms of managing the staff on a daily basis, Rosanne takes the role of motivator, always available to offer suggestions and logistical support to the staff. Having worked at the paper since her freshman year, she is familiar with almost all of the paper’s regular clients and as such can offer the best way to handle any situation that arises. To make sure that everyone is working to meet their goals each month, Rosanne holds mid-month meetings with each account executive each month to check their progress and individually address any problems that may be plaguing their territory. While the team goal is always tracked collectively, Rosanne took it upon herself to create individual “goal-o-meters” in November to help us keep track of our sales. In the weeks leading up to Thanksgiving, 10 turkey pictures representing the 10 advertising territories hung in the office, their feathers colored in for each percentage closer to goal the territory sold. Though they may have appeared to be just decoration, the turkey goal-o-meters were great motivators; no one wanted to have a colorless turkey, and as such the team again sold 10% over the sales goal that month. Working under Rosanne’s leadership as ad manager has been a pleasure. While the office has remained a relaxed work environment, everyone knows that Rosanne expects us to do our best and work our hardest, and that she is always available to help make that happen. Even when our advertising director had to be out of the office for an entire week, Rosanne rose to the occasion, putting in extra hours despite being a student herself just to ensure that everything ran smoothly. She is very receptive to feedback on her management style and maintains a candid dialogue with the account executives about how she can better help them. Never have I felt

intimidated or uncomfortable telling Rosanne about professional problems as I knew she could offer a myriad of helpful suggestions. On a more personal level, she has fostered a sincere sense of friendship and teamwork in the office, and never have I worked with a staff that got along better. The Daily Tar Heelâ&#x20AC;&#x2122;s advertising department has thrived under Rosanneâ&#x20AC;&#x2122;s leadership, and she is an extremely deserving candidate for the Ad Manager of the Year award.

Sincerely,

Kaitlyn Jordan Account Executive The Daily Tar Heel

MANAGEMENT PHILOSOPHY Recession. Bailouts. Dismal Holiday Sales. Foreclosures. These words have appeared in our newspapers and on our television and computer screens with an unsettling frequency during the last few months. We’re reading about an economic doomsday approaching. We’re hearing that the worst has yet to come. And it is in this climate that I have found myself as the advertising manager of 13 strong, unwavering, optimistic account executives at The Daily Tar Heel. In a year when fearfulness, doubt and resignation could have crept through the doors of the paper and dictated the outlook and actions of a bright, young advertising staff, I made it my number one goal to prevent such negativity from happening. I focused on building team morale and energy, fostering an open and approachable environment in our office, strengthening our hiring and training program, and seeking innovative tactics for growing our business. In preparing for the year to come, I recognized that I could serve my team of account executives best by familiarizing myself with their clients, their geographic territories, and the objections facing them. As a soon-to-be manager, I hoped to identify the opportunities and obstacles that might arise in the future. For that reason I remained on staff through the summer in order to expand my knowledge of our large client base. I previously worked in two territories during my tenure as an account executive, but it was during my summer experience that I was able to take on more than half of The Daily Tar Heel’s accounts in order to develop relationships with many of our clients. As a student managing my peers, the best tool I could equip myself with was the experience of battling the same obstacles they would (i.e. difficult clients, rejection, a busy school/work schedule, high expectations to meet). I have found that such experiences greatly assist a manager when advising a staff. Because I’ve walked in their shoes they trust me, respect me, and are eager to approach me with questions or concerns. Just as I learned to respond to clients’ objections with sympathy, understanding, and a plan of action, I’ve used those same tactics to help account executives reach their goals. When they doubt themselves or their monthly performances, I can say “I’ve been there. I’ve felt that way. Here’s how I dealt with it.” I am able to provide constructive feedback to the staff, which I believe is key to promoting an honest dialogue in the office. I observe the staff members and share information about their personal skills and development in a professional, candid manner. I keep my staff motivated and enthusiastic by congratulating each AE’s small successes as well as large ones. When they schedule meetings with new potential clients, get a contract signed, or upgrade an ad from black and white to color, I am sure to congratulate them, get excited with them, and share their success with the rest of the office. Happiness and enthusiasm are contagious, so my first priority is to be a constant cheerleader for every single staff member. Additionally, I help the team reach its ultimate productivity level by identifying and emphasizing each AE’s strengths in order to essentially form a “dream team.” While I am not gifted in ad copy or design, I know who in my office is, and I can suggest that AEs needing creative assistance go to them for ideas. Furthermore, certain AEs are well-versed in the needs of the Chapel Hill bar scene, others have expertise in juggling the needs of large housing communities, and some feel at ease approaching the chair of any University department. That being said, when each individual shares his/her wealth of knowledge with the team, we produce amazing results! Another aspect of my management philosophy is the importance I place on strategic hiring and training practices. I strongly believe that an upfront investment of time, resources and attention

to new hires pays off tremendously in the long run. Executing an intensive interviewing, hiring and training process prevents me from having to micro-manage in the future. I learned from the CNBAM Ad Manager’s Workshop that sending a strong pre-employment message attracts top talent and serious salespeople to our office. So, this year I put together a “Pre-Employment Packet” for each applicant that detailed the job responsibilities of a Daily Tar Heel staff member, explained the pride and professionalism we uphold when conducting our work, and exhibited the rewards gained from advertising sales experience at The Daily Tar Heel. I then hired 10 ambitious assistants onto our team and conducted a training program for them. After two months of formal training and four additional months as assistants to our AEs, I am confident that the new hires are well equipped to inherit full territories. They may meet a few surprises once promoted, but I am convinced that the thorough training they receive will allow them to take on tasks in a self-motivated, responsible and team-oriented manner. In the face of tough economic times, a manager must be determined to overcome the expected obstacles. He or she is charged with troubleshooting and solving difficult problems. In my role I keep the success of our publication and our business in mind at all times. This is not a year to sit idly by expecting big accounts to “call in” or commit to large advertising contracts on their own. Rather, advertising salespeople must connect with a larger client base, explain how a well thought out advertising plan can boost a business’ revenue, and proactively go out and prospect with every chance they get. To ensure the future success of The Daily Tar Heel, I boosted our manpower by hiring two new AEs mid-year who were able to call and meet with formerly inactive clients. These two relieved the stress and burden of others who found themselves stretched thin, and they attracted new advertisers to The Daily Tar Heel. Having two extra Daily Tar Heel reps out in the field increased the quality of customer service we could provide to both our long-time and new advertisers. My time spent at The Daily Tar Heel has allowed me to grow and develop immensely as a person, an employee and a manager. As a 22 year-old college student, I have had the unique opportunity to make connections with a stellar staff, community business owners, agency professionals and national companies. I am positive that regardless of where I end up in the future, the skills I’ve acquired at The Daily Tar Heel will prove invaluable when new pursuing new endeavours.

Rosanne Niforos

JOB DESCRIPTION The advertising manager at The Daily Tar Heel is responsible for the daily management of the paper’s 13 account executives and ten assistant account executives. The manager’s tasks include providing support and motivation to the sales staff, monitoring the progress of the team’s monthly goal, handling all national accounts, assisting the advertising director in the hiring and training of new account executives, and conducting weekly sales meetings.

SALES NUMBERS Local Sales Goals July – December ‘07 July – December ‘08 $ 421,845 $ 480,720 July – December ‘07 $ 494,291

Local Sales July – December ‘08 $ 496,260

% Change flat

July – December ‘07 $ 4,584

New Media Sales July – December ‘08 $ 16,933

% Change + 250%

July – December ‘07 $ 638,475

Total Sales July – December ‘08 $ 664,508

% Change + 4.9%

While we have maintained our local ROP sales at their budgeted levels over the past eight months, we have seen our highest growth in new media sales. As the media landscape changes and new markets arise, it is important that The Daily Tar Heel adapts and expands to meet the needs of our clients. Our account executives are offering their clients comprehensive advertising packages that assist them in reaching the greatest number of Daily Tar Heel readers – in print and online.

INNOVATION

When the staff returned from summer break, I was excited to get the group back together for team building. I planned a low ropes course activity for the advertising staff the day before training began. We were able to work as a group to problem solve, bond, laugh together, and kick off a new year as a strong team!

The following page displays one part of the Pre-employment Packet I prepared for this yearâ&#x20AC;&#x2122;s applicants. I hoped to communicate the value of a position at The Daily Tar Heel by spotlighting the great jobs obtained by our recent ad staff graduates after their experience at our paper. I learned about the importance of providing applicants with a strong pre-employment message at the CNBAM Ad Manager Workshop this summer.

Testimonials

Let some of our recent graduates tell you about their experience and where it has landed them…

What was the best thing about working for The Daily Tar Heel? The staff was close knit and as part of my job I got to meet the owners of my favorite restaurants and bars, even scoping out new businesses before they were open.

Callie Crisp Account Executive Alloy Media + Marketing

What does it take to make good money at The Daily Tar Heel? As an Account Executive, there is limitless potential to make money – the harder you work, the bigger the paycheck you’ll Maura Feil Advertising Coordinator receive! Hearst Magazines

What was the best thing about working for The Daily Tar Heel? It prepared me so well for my current job. I already know how to handle clients, deal with objections, and Chelsea Crispin work towards Account Executive sales goals. Asheville Citizen-Times

How did working for The Daily Tar Heel help you in your job search? I ended up having concrete sales numbers to put on my resume, and every job in some aspect requires sales skills –which I acquired at The DTH.

What did your current employers think of your work at The Daily Tar Heel? My employers were impressed by the amount of responsibilities I had as a student and that I had so much real experience to talk about during my interviews.

What was it like working on a sales team at The Daily Tar Heel? I loved that I got the opportunity to build amazing relationships with the DTH family. I made great friends with the entire staff.

Ryan Cook National Account Manager Coyote Logistics

Nancy Tan Business Mgmt. Associate General Mills

Andrea Ide Advertising Account Rep Carolina Alumni Review

Rosanne Victoria Niforos rosniforos@gmail.com Current Address 601-5 Martin Luther King, Jr. Blvd Chapel Hill, NC 27516 (336) 817-0210 EDUCATION

Permanent Address 2421 Country Club Road Winston Salem, NC 27104 (336) 748-0252

University of North Carolina at Chapel Hill Bachelor of Arts in American Studies, expected May 2009 Minor: Spanish/Hispanic Studies GPA: 3.921 Dean’s List all semesters La Universidad de las Americas Puebla, Mexico Spanish Immersion Program, Spring 2007

EXPERIENCE

The Daily Tar Heel, Chapel Hill, NC ADVERTISING MANAGER May 2008 – Present  Provide constant support, advice, and a positive attitude to a team of 24 advertising salespeople at the #1 College Newspaper in America, as recognized by The Princeton Review  Assigned to all national accounts including Ernst & Young, Verizon & PWC  Executed a two-day training seminar for Advertising Account Executives on sales and organization  Interviewed, hired, and trained new employees in a seven-session intensive training program  Hold weekly staff meetings with the team and monthly meetings with each Account Executive to measure progress and advise for the future ACCOUNT EXECUTIVE – Martin Luther King, Jr. Blvd territory Jan 2006-May 2008  Assisted clients in planning advertising schedules and placing advertisements in the largest newspaper in Orange County, NC with a daily circulation of 20,000  Developed and maintained relationships with local business owners and agency media buyers  Managed and met goals in a territory with approximately 30 clients and $10,000 monthly revenue  Trained as an assistant and promoted to Account Executive, Aug. 2006  Awarded Account Executive of the Month, October 2007 & April 2008  Recognized as the #1 College Newspaper in America by the Princeton Review UNC-Chapel Hill, Chapel Hill, NC Sept 2005- Present FAITH BASED GROUP FOUNDER AND PRESIDENT  Founded multi-cultural religious organization on campus to fill an open niche  Distributed mass e-mails and designed and placed advertisements to reach potential group members  Traveled to local houses of worship and to individual families to give presentations and raise funding to sustain the group

ACTIVITIES

Member: Hellenic Dance Troupe Volunteer: Inter-Faith Council Homeless Shelter and Soup Kitchen, Mi Escuelita Spanish Immersion Pre-School, Summer Camp Counselor Receptionist: Country Club of Landfall, 2006

HONORS

Phi Beta Kappa, 2008 Morehead Scholar Finalist, 2005

SPECIAL SKILLS

Oral Communication: Proficient in Spanish conversation; knowledge of Greek Computer: Proficient in Microsoft Office Suite

January 9, 2008 I am nominating William Coffey for the Advertising Manager of the Year award as presented by CNBAM. William began his career at the University Times in spring of 2008 and quickly became the top candidate for Advertising Manager. Although young, he showcased a number of talents, professional skills, and abilities to take on the position. So after a careful interview and selection process, William was chosen. Since then, William has done an excellent job motivating the sales team and building relationships with clients. There are a variety of traits that William consistently displays that make him the ideal person for this award. For starters he showcases professional skills at all times when working with clients. Many students do not fully understand the concept that the University Times is a business and must be treated as that. William is always punctual and able to lead the sales team. William also has mastered the art of selling himself to advertisers and then the ads. He has also done an excellent job of teaching this to the rest of the staff. William is also excellent at planning ahead and motivating the sales team. Whenever we have a special section or event approaching, William is always on top of things. He also has the ability to motivate the sales team to work their hardest and reach their goals. If there is a sales representative who is having difficulty, William is always sure to address it and work with the rep to come up with the best possible solution. Another great trait William possesses is his great personality. In fact, this was one of the first things I noticed in meeting him. In his position he has to be able to work with both clients and the sales team. With both of these groups, which are very different, he needs to possess the ability to communicate effectively. Lastly, William is a highly driven individual. William constantly showcases this while at work. This is how he was able to become Advertising Manager in such a short period of time. I am sure that there will be many candidates for the CNBAM Advertising Manager of the Year, but I can assure you there are no others more deserving of this award than William Coffey. Thank you, Lakishia Cooper Marketing Director

JOB DESCRIPTION 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 Director. 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 • Coordinate the sales for special sections, spearheading efforts to motivate account executives to meet their goals, as well as deadlines • 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; serve as liaison between sales staff and production staff • 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 workshops 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, with an emphasis on paperwork • 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. • Must be in good disciplinary and academic standing with UNC Charlotte.

The Sales Manager reports to the Student Media Marketing Director. 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 Merges, 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. Rev. 3.1.08 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. ___________________________________

______________________________________

Management Philosophy Statement William M. Coffey Sales Manager, The University Times With this being my first management position, at first I found it to be both a bit intimidating and rewarding. The intimidation came with having to be the leader of the pack so to speak and to give direction to the sales reps as to how to reach the goals that I have set up for them. Taking the first step is always the hardest, but once comfortable I found myself able to skip, jog and then take off running always looking ahead and never back. I find that being in management is the same, you must first get to know those that who working for you, gain their trust and make sure that they are comfortable with you and you with them. It’s all about being a team, and working together in any situation. The sales reps are looking to me for guidance as how to approach a sales call with a client. What works best for me is to have them accompany me on several sales calls so they can observe the techniques that I use to make a sale. Another technique that works for me is to do some role playing; doing this gives the sales reps experience in public speaking, making good eye contact and problem solving. Once they are comfortable with the situation I will then accompany them and give them the lead on the sale. You must encourage your employees to succeed with a sale and the reward will then follow. Being in management does not mean that I have all of the answers and that my ways may not be the best ways. So by conducting meetings with the sales reps, it’s a way to open the floor to discuss new techniques ‐ from making a sale or talking about new clients that they may want to call on. This allows the sales reps to feel

like part of the team and most importantly, it lets them know that their voice will be heard and their opinions do count. Setting sales goals is always a priority with any company. In order to achieve the goal, the employee must be motivated enough to want it. Introducing incentives is the best tool to keep the employee motivated, but it must be an incentive that is well‐deserving and one that can be reached. I have found that a commission‐based incentive works the best for all account executives. Being creative with the incentive will help to motivate each employee and make it fun at the same time The rewarding part of being in management is that when you have a great team to work with, you not only gain respect from them but they have respect for you, which in turn gives you the utmost confidence that you can make any sales goals that have been set.

Summer 2008 Goal VS Actual $26,000.00 $25,844.00

$25,500.00

$25,000.00

Summer 2008 Goal

$24,500.00

$24,000.00

Summer 2008 Actual

$24,000.00

$23,500.00

$23,000.00

Spring 2007 VS Spring 2008 $110,000.00

$109,252.65

$108,000.00

$106,000.00

$104,000.00

Spring 2007 Total

$102,000.00

$100,000.00

Spring 2008 Total

$99,302.32

$98,000.00

$96,000.00

$94,000.00

January 5, 2009 CNBAM Award Selection Committee: I am writing to recommend William M. Coffey for the Ad Manager of the Year award given by CNBAM to honor outstanding student achievement. I have directly advised William since March of 2008 when he held the position of account executive. He had just joined the sales staff and almost immediately I knew he would have a dramatic impact on our operation. He was enthusiastic, very intelligent, personable and professional. It is rare you find those qualities in college students, let alone in a freshman who is involved with several other student organizations and on the baseball team. William immediately expressed interest in moving up the ranks. He took the position of sales manager and his first task was to work the entire summer to sell the Survival Guide (our biggest publication of the year), as well as our summer issues. His sales were outstanding, as he brought in $25,844.00 for the summer, single-handedly exceeding the $24,000 goal. In addition to the responsibility of sales, he spent numerous hours planning for the upcoming year. When fall arrived, his first priority was to not only welcome returning staff, but to recruit and train new account executives. Many of these executives were hired through the extensive three-day Fall Workshops in which William led and/or attended all of the Marketing Sessions. He recruited eager, energized and hard-working account executives and spent countless hours training them even after workshops were over. They are now confident and competent account executives. Not only does William excel in our office, but he excels outside as well. He is involved with the Emerging Leaders Program through our Center for Leadership Development, a member and Athletic Chair of Kappa Sigma Fraternity, and is a center fielder on the UNCC baseball team. He is a champion for our program and a role model for students new to our operation. And Williamâ&#x20AC;&#x2122;s efforts have not gone unnoticed. His peers have honored him for his accomplishments by nominating him for this award. He also serves as the Student Media Representative for the Student Activities Fees Commission. In addition, he has attended numerous business meetings and conventions for such organizations as the Southern University Newspapers group. I hope you will consider honoring William for his 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 AdviserÂ

W i l l i a m

“ M a t t ”

C o f f e y

2654 Ninfield Drive Winston Salem, NC 27103

Goal Education

Advertising/Sales Experience

(336) 817.9396 wcoffey1@uncc.edu To obtain a sales/management position where I can incorporate my intended majors, finance and accounting, well as my professional experience. August 2007 - Present University of North Carolina at Charlotte Pursuing a B.S. in Accounting and Finance Current GPA: 3.5

Charlotte, NC

March 2008 - May 2008 The University Times Charlotte, NC Account Executive • Met with area businesses to sell advertising in twice-weekly campus newspaper • Maintained client list of over 100 clients while prospecting for new business • Promoted to sales manager after two months of employment May 2008 - Present The University Times Charlotte, NC Sales Manager • Led a sales team of eight account executives, setting and monitoring sales goals • Trained new sales reps at intensive two-day workshop • Helped to promote and execute sales incentive programs • Represented Student Media Dept.at Student Activities Fees Commission meetings Tommy Hilfiger Sales Associate • Clothing sales, stocking and customer service

Charlotte, NC

Banana Republic Sales Associate • Clothing sales, stocking and customer service

Charlotte, NC

UNCC Recreational Services Official • Officiated at several recreational sporting events

Charlotte, NC

YMCA Clemmons, NC Child Care Division Employee • Watched and helped children with their homework and ensured a safe environment until their time of pick up • Assisted in developing and organizing different games to keep the children interested and incorporated different activities to keep them entertained

Activities

Skills

• Member of Kappa Sigma Fraternity and Athletic Chair • Emerging Leaders Member • Center-fielder for UNCC Baseball Team • • • • •

Excellent Communication Skills Self-motivated and organized Able to work with individuals at all management levels easily Leadership Skills Highly Goal Oriented

January 8, 2009

Dear CNBAM Judges, It is a pleasure to recommend Justin Matase for this year’s CNBAM Advertising Manager of the Year Award. Justin enjoys the respect of his staff, the admiration of the professional staff and the gratitude of his Business Manager this year. He is a relentless sales person, an understanding and supportive manager and a valuable role model for the sales representatives. As Sales Manager, Justin is responsible for the sales force: their training, regular one-onone meetings, their goals and all incentive/compensation packages. Justin insists on meeting every Account Executive alone for at least twenty minutes every two weeks. He knows every account they are calling, all of their problem prospects, all of their production issues. He accompanies the sales people on their sales calls to cement long-running contractual agreements and has improved the way our sales force writes, presents, articulates and follows up. In a particularly trying third quarter of 2008, we have relied on Justin’s intuition on local advertising sales. He believes in the absolute necessity of prospecting during tough economic times, and has laid out an elaborate incentive plan for the Account Executives in order to keep our sales funnel full. Sales reps are awarded points for every new prospect they call, every follow-up call, and every prospect who becomes a customer. Reps compete with each other, and Justin has divided the sales force into teams, creating an even stronger competitive spirit in the office. The team philosophy works, with team captains taking responsibility for their members’ productivity, and members within each team still compete with each other for weekly, monthly and semester prizes. Justin has found that incentives don’t have to cost The Pitt News a lot of money; our team prizes range from house ads that feature team pictures in the newspaper to coupons that allow team members to sleep in one day. While other streams of advertising revenue have suffered this semester, our local numbers help to keep our heads above water as we struggle through a rocky economy. Justin believes in making your own good luck. Leading by example, he prospects regularly, maintains some of the larger accounts and is in the field on a consistent basis. He has developed polished sales skills, which he models for his sales representatives, and he teaches them how to build solid business relationships versus just selling one ad at a time. Our customers know Justin.

Proficient in PhotoShop and InDesign, Justin has assisted the Ad Designers this year, too.

importance of customer satisfaction and the keys to success in print advertising. Not having a graphic arts major here at Pitt, we rely on people who might have creative talent but don’t necessarily have design experience. Justin has been an enormous help to us because of his desire to master the design programs and his innate ability to create messages with impact. Justin is responsible for the sales meetings every week. He speaks about a variety of topics, expanding the sales reps’ print and sales knowledge, and helping them understand that there are thousands of sales resources at our fingertips. He has spoken about follow-up, overcoming objections and prospecting, and has provided reps with websites, books and video presentations about sales. Justin has turned the learning process into a game, and he has, in fact, brought games back to The Pitt News this year. After the very serious 2007/2008, Justin decided sales meetings could use a good dose of laughter. He recently introduced “Who Wants to Be a Fifty Dollar-aire?” to our staff, posing trivia questions in his mock game show host voice. We all had fun with it. The business staff members learned details of our product and our industry that they might have missed in our rather dry training manual. Justin makes work a fun place to be. Justin Matase is highly involved here on campus, a visible and vital member of the university community. He is a member of the University of Pittsburgh Italian Club, a Mentor Group Leader in one of our business fraternities, Phi Beta Lambda, and also serves as their Vice President of Professional Development. Besides all of these activities and managing local sales here at The Pitt News, Justin is working toward a Marketing and Finance double major while carrying an Italian minor. His Grade Point Average is nearly 3.5. He manages his life much as he manages his staff, with a quiet sense of humor and a calm efficiency that balance him. Thanks very much for considering Justin Matase for the Sales/Advertising Manager of the Year Award. He deserves it.

Sincerely,

Laurie Holding Advertising Adviser The Pitt News 412-648-7978

January 5, 2009 Dear CNBAM Judges: Now that I have spent a year and a half working for The Pitt News as an Account Executive, I feel that I can accurately assess Justin Matase’s sales management as I have seen other management styles during my time at The Pitt News. Based on my experience with Justin, I am recommending him for Advertising Manager of the year for several reasons including professionalism, advertising knowledge and skills, and an avid interest in others’ success. In any field of business, professionalism is key and The Pitt News is no exception. I believe that Justin is a great representation of the ideal sales manager in front of the publication board, customers, and employees. Having heard him speak with customers on the phone many times, I know that he approaches people with the utmost respect and professionalism, just as he does with his employees. Justin always makes himself available to all the account executives and has oneon-one meetings with us to go over our accounts, and see where he can help. This position also requires a great deal of knowledge and skill in many aspects of business such as advertising, sales, customer service, and management, to name a few. Having seen the ads he has taken time and energy to create, he clearly has a strong grasp on the technical aspect of advertising. His ability to sell is also something that sets him apart from others. I truly believe that he has the ability to sell to any customer he can get on the phone. In addition Justin handles upset customers like a keenly developed art. I sit near Justin in the office and have heard him handle these calls with ease and grace. A customer calls angry and by the end of the phone call he has them laughing it off. Finally, Justin has a great relationship with his employees and co-workers, not only because of his personality and professionalism, but because of his interest in others’ success. Any time someone has a question or needs a hand with a customer, advertisement, or sale, Justin jumps at the opportunity to help. It is clear that he takes the entire team’s goals into account as well as his own. Based on these observations I truly believe that Justin is more than qualified for the CNBAM Ad Manager of the year award. Sincerely, Michelle Mitrik

January 2, 2009 To: Members of the 2009 CNBAM Awards Committee Re: Personal Management Philosophy The sales manager position encompasses much more than the name would suggest. At The Pitt News I am the sales manager, account executive, ad designer, role model, peer, friend, advisor, chauffer and firefighter. My time here has taught the name of a position reveals little about the actual duties you carry out day to day. Since beginning at The Pitt News during my sophomore year I have learned a great deal about myself and how I wanted to be managed, and I have applied those things to my current position(s). The Pitt News has been the most valuable aspect of my collegiate career. In my two years here, I have learned valuable lessons from my peers as well as our advising and professional staffs. I pride my management philosophy largely on the relationships that I have built with both my customers and staff. I believe that relationship building is one of the most important things a manager must do. When my new team started I began to get to know them so as to make sure that at any point I can be approached with questions, comments and concerns. As an account executive last year my sale performance speaks for my sales ability, motivation, and diligence. I never missed a sales quota and increased revenue 14% in my territory as well as reviving 3 accounts that were thought to be dead. This sales experience that I garnered as an account executive I apply to my sales training. I often offer real world experiences that I have encountered and my way of handling them. Going out with my account executives is something I enjoy most about my job. I love sales. Being in the field is one of the most exciting things about my job. By going out with my reps it provides an excellent way for me to contact my customers, monitor their sales development, and offer insights on what they are doing well and what they could do differently. I feel that I have earned the admiration of my staff. I see this when they seek me out after a successful sales call, and reenact for me what they said and how they handled objections. They want me to share in their pride and successes. A sales camaraderie lets us try to one-up each other in great sales pitches. My staff loves to joke that their favorite line of mine is “the back page just opened up,” showcasing the sense of urgency we’ve trained as a technique. Something I have strived to do is maintain a professional office environment. The board of managers wears business casual dress daily and account executives are required to wear business casual when they have sales meetings or are in their territory. I also instituted a dress code applicable to daily office procedure, which doesn’t allow hats, sweat pants and hooded sweatshirts. I feel that a dress code is important to maintain in order to portray a positive company image to our clients. This year I have built upon solid foundations of the managers of last year. The nature of a college newspaper’s management is very difficult due to the constant turnover, and something I firmly believe is that strategic planning and changes can require more than one year’s time. Therefore, I have worked to implement many of my own ideas, but did not reinvent the wheel, which has happened in the past. Just because you can change something doesn’t necessarily mean that you should change something. Previously, I worked on Verizon’s B to B campaign, where I sold services to small and medium sized businesses. I learned a lot at Verizon about sales, sales management and

motivation. Something I brought to The Pitt News from that experience was a change in the way a sales meeting is run. A sales meeting should be motivating, fun, and educational. The biggest thing I stress as Sales Manager is to keep a student mentality. I truly believe that you should always keep a student mentality because there is always something more to learn. This motivates me to institute sales training during the meetings with a fun motivating twist. Previous meetings were always dry, boring, and at the end of the week. I see the sales meeting as a tool to push forward and drive sales for the week. Therefore, I have moved meetings to the beginning of the week, where we participate in games and bring in speakers who share their insights into sales. I have also made the sales meetings more interactive, having reps take 10 minutes at a sales meeting to share some insight they have gained or share a sales tip. This is a great way to empower the reps and build a team unity. It also helps individuals with their public speaking and communication skills building their confidence. I also constantly encourage account executives to explore the inner workings of the office to understand the bigger picture and build a stronger team. I ask them to open drawers that they donâ&#x20AC;&#x2122;t know the contents of and seek out why things happen the way they happen. This participation by the account executives is empowering and provides them with a greater stake in The Pitt News. As they find new things and ask questions, new ideas arise as a result of looking at office procedures with new insight. It is extremely difficult to summarize an entire yearâ&#x20AC;&#x2122;s work and passion into a two page philosophy, but I hope the above summary provides you with some insight into my dedication to The Pitt News. I hope that through review of my letters of recommendation and the attached appendix you will understand my enthusiasm, dedication and drive for our paper to be successful. I would be honored to receive the title of CNBAMâ&#x20AC;&#x2122;s 2009 Advertising Manager of the year. Thank you for your consideration. Justin G. Matase Sales Manager The Pitt News University of Pittsburgh

Justin G. Matase

1013 Hillside Avenue Easton PA, 18042 484-542-0731 JGM19@pitt.edu

Education University of Pittsburgh, College of Business Administration Bachelor of Science in Business Administration Major: Marketing/Finance Minor: Italian

Work Experience The Pitt News

Sales Manager, Account Executive

Pittsburgh, PA April 2010 GPA: 3.4

8/07 – present

Sales Manager • Manage a team of 11 Account Executives. Responsible for monitorying sales performance and creating incentives to motivate sales people for an independent daily newspaper with annual advertising revenue exceeding one million dollars. • Coordinate to achieve monthly local sales quotas averaging $55,000 monthy • Accompany sales reps in the field for cold calling and making formal face to face presentations with clients and prospects. Account Executive • Responsible for managing 40-50 accounts and prospecting new business for an independent daily newspaper with annual advertising revenue exceeding one million dollars. • Consistently exceeded sales quotas, increasing territory revenue by over 15%. Promoted to Sales Manager February 2008.

The Lotus Association

Distributor Internship (Lead) 5/07 – 7/07 • Responsible for account acquisition and maintenance throughout greater New Jersey area on behalf of telecommunications client, Verizon. Entrepreneurial environment with an emphasis on team development including hiring and training of new employees. • Intern of the year, awarded book scholarship • Ranked number 3 in the country for sales in July 2007.

Relevant Skills • Fluency in Italian • Interviewing

• Proficient in Adobe Suite • Training

Activities •

• • •

Phi Beta Lambda 07 – present Mentor Group Leader 07 – present Associate new members in the organization and coordinate social events for the group of 5. VP of Professional Development 08 – present Responsible for leading a team of 6 people to plan and execute the internal and external professional development events of PBL. Work with major corporations as well as students within the group. Volunteer, Resident Student Association Fall 2008 Assisted in general office duties and designed display boards around campus. Member, Student Alumni Association 06 – 07 Member, University of Pittsburgh Rowing Crew Fall 06 - 07

The Pitt News Revenue Comparison Overall Revenue Comparison OVERALL 2008-2009 May June July August September October November December

2007-2008

80960 26922 24447 132329 120221 128765 95430 47492

75415 25094 15408 105803 116122 145132 109865 45748

107% 107% 159% 125% 104% 89% 87% 104%

656566

638587

102.82%

Overall: 103%

The Pitt News Revenue Comparison

Local Revenue Comparison LOCAL 2008-2009 May June July August September October November December

2007-2008

50525 21451 19359 61851 51071 66530 49725 24447

46298 15525 15408 48464 53127 69975 55781 25821

109% 138% 126% 128% 96% 95% 89% 95%

344959

330399

104.41%

Local: 104% Local Revenue Comparison 80000 70000

Revenue in $

60000 50000 2007-2008

40000

2008-2009

30000 20000 10000 0

Month

January 6, 2009

Dear CNBAM Judges: I am happy to write this letter of recommendation for Advertising Manager of the Year for Laura Seman, our Inside Sales Manager. Laura has been at The Pitt News for three years now, working first as an Inside Sales Representative, then taking the promotion to University Representative, and finally accepting the position of Inside Sales Manager. Responsible for a staff of seven, Laura manages all classified advertising, the student organization and university representatives, and the front desk. Her role in our office is an integral one, tying together the editorial, advertising, production and administrative divisions of The Pitt News. Having an effective Inside Sales Manager is one of the most important elements in any given successful year. Laura is extremely valuable to us. In an age of rapidly declining advertising revenue, especially classified revenue, Laura has expanded her department’s prospecting efforts by developing new incentive plans for her employees. Rewarded on a point system, the inside sales team spends any free time they have prospecting on Craig’s list, in all of the metro newspapers, in the Yellow Pages, and in all of the local rental guides. Laura maintains the database sorted by telephone number of all prospects called, and at the end of the month incentive cash awards go out to the rep who made the most outgoing calls and the rep who closed the most sales. Not only does the new prospecting plan help keep our heads above water in a turbulent economic environment, but it also has developed into a friendly but fierce competition. For the first time ever, The Pitt News employs not only a University Account Representative, but also a Student Organization Representative. Rather than waiting for the incoming advertising placement calls, our University and Student Reps make face-to-face presentations, create formal proposals, and are judged exactly like our local display sales force. Since student organizations change managers every year, (as do we), there has been virtually no steady relationship between The Pitt News and those organizations; Laura has implemented a methodic approach whereby our Student Organization Representative attends at least one meeting of each group per semester. Starting from scratch, our rep runs through the budgetary process via Student Government, how much money that particular organization has been allotted for the semester’s advertising, how our rates are structured, what formats we accept, and how we are happy to design advertisements. Our student organization revenue is up by 4% so far this year. Balance is key in determining character, and Laura finds that balance between work and academic success. Well on her way to graduating Summa Cum Laude, Laura carries a Psychology and English Literature double major. She is the recipient of an annual academic

scholarship, awarded by the University of Pittsburgh’s English department, and serves as a

Laura proves on a daily basis that organization and determination put all achievements within reach. Laura Seman 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 also to educate students in a real-world working environment and give them glimpses of what skills they may never have known they possessed, Laura 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 Laura for CNBAMâ&#x20AC;&#x2122;s Advertising Manager of the Year Award. Sincerely,

Laurie Holding Advertising Adviser The Pitt News University of Pittsburgh 412-648-7978

Dear CNBAM 2009 Awards Committee, I have had the privilege of working alongside Laura Seman since the beginning of our sophomore year. Laura has been successful in all of her positions at The Pitt News, but this year the position of inside sales manager has allowed her intelligence and charisma to widen its reach through our organization, acting as powerful motivation to the staff of seven that she directly oversees. Being a manager has allowed Laura to spread her success. Formerly an account executive for university and student accounts Laura developed superior sales ability as well as a comprehensive knowledge of the realm we dub “inside sales.” That year she was recognized by the by the business manager who proceeded me with the annual business manager’s award – the singular award bestowed by the business division. Laura’s numbers were a phenomenal expression of her dedication to and enthusiasm for her job. Inside sale was up fourteen percent over the previous year’s revenue. Laura had fast become an exemplary account executive, and was prepared and confident in pursuing a management role for our senior year. She was by far the leading candidate for the inside sales manager position and our advising team and I were sure she’d excel in the role. Still, Laura, who is always prepared, wanted more than her sales experience and customer knowledge before taking on her first management role. This summer Laura sought out Target’s management training internship as a learning experience not only for herself, but as training for The Pitt News. She returned to us from the summer brimming with ideas and an invigorated attitude of leadership. The enthusiasm of Laura’s inside sales staff is seen in their tireless prospecting for classified ads and their impeccable customer service. Laura manages her two account executives clearly and constructively as the team sells in the face of university budget cuts. Laura is a beloved member of The Pitt News, and the designers and account executives that she doesn’t directly manage look to her with questions and regard. Laura’s presence in our office is irreplaceable. As important as she is to every employee and client she interacts with, I’m going to be selfish and say it - she’s most important to me. Laura took the position of inside sales manager over from me in the transition between junior and senior year. She did not miss a beat. There is a somewhat natural nervousness for any person invested in a transitory position at a student-run organization, a fear that the investment you’ve made in your work won’t be maintained after you’re gone. This was the farthest concern from my mind when Laura moved into her new management role. I cannot express what an enormous aid it is to me as a manager that she is comprehensibly great at her job. Laura has every ounce of my trust in every decision she makes. She is a flawless representative of our management team. The quality of Laura’s work is unrivaled and I am humbly grateful that her valuable time is spent as part of our Pitt News team. Laura deserves my highest recommendation. Thank you considering my comments when considering her for the honor of Sales Manager of the Year. Stephanie Betts The Pitt News: Business Manager University of Pittsburgh ‘09

CNBAM 2009 Advertising Manager of the Year Personal Management Philosophy Laura Seman-Inside Sales Manager I am a hard worker. This is something I know to be true about myself, and I have been successful at Inside Sales andas an Account Executive at The Pitt News as a result. At both of these positions, hard work and natural sales ability are crucial to accomplishing goals. Hard work alone, however, does not cut it when it comes to being a manager. It is certainly beneficial, but being Inside Sales Manager at The Pitt News has pushed me out of my comfort zone and helped me learn effective management. I have developed my management philosophy from my own experiences at The Pitt News. As an Inside Sales Representative and Account Executive, I have seen different management styles and have taken what I believe to be most effective and have molded those elements to fit my own personality. I had a management internship over the summer with Target Corporation in hopes of gaining a head start on my year as Inside Sales Manager. I learned and grew during my time with Target, taking these experiences with me into my current position. Ultimately, managing my peers and friends at The Pitt News has challenged me in a variety of ways, but I believe that sticking to these three componentsâ&#x20AC;&#x201D;utilizing empathy, leading by example, and conveying specificsâ&#x20AC;&#x201D;will always lead to successful management. I think that possessing empathy from a supervisory standpoint involves two things: understanding people and listening. It takes time and is not easy to really understand why people do what they do, what motivates them, and why they succeed or fail at a certain task. Listening is how we learn about the people with whom we are working and managing. Taking the time to listen not only conveys to my sales team that I care, but also helps clue me in to the whys of their behavior. Being able to empathize with others, to listen and not immediately judge takes patience and compassion. As a result, building trust in relationships comes naturally. I feel as though I have made it a point to know my sales team on an individual level, and I feel as though they know that I care not only about their performance at work, but also about their development as people. Since we work while still being college students, it is important for me to feel as though I am helping my team grow and learn. I have learned that leading by example is integral in being an effective manager. This is how I earn respect and credibility as a manager. It seems ridiculous to ask others to do something that I do not or cannot do myself. Effective management does not mean that I always do the task my employees should do because that is their job, not mine, but it is important to show that I can do that job, and that I am willing to step in to help if needed. I believe that people respond well to a manager who supports them. Also, I try to remain consistent with my responsibilities as a manager or else I cannot ask my sales team to be consistent with theirs. After having a year of experience as an Inside Sales Representative, and a year of experience being University Account Executive, I feel fully confident that I understand the intricacies of both positions of which I now manage. I am also able to improve areas that I felt were weak

during my time in prior positions. For example, during my year as University Account Executive, student advertising was not being thoroughly explored. Many student organizations had no idea how to even begin advertising with The Pitt News. Because of this, I wanted to implement something new this year that would try and pull in more student advertising. I

and helped train these organizations with our advertising procedures. The activities calendar began in October, and has appeared every month since then. The third component of effective management is conveying specifics. I believe that this is one of the most important elements to achieving success amongst my sales team. Setting clear goals not only helps my team structure how they work, but also gives me a specific criteria in which to reference during any evaluation. If I set standards early on that are specific and clear, then there can be no question as to what I expect. This year I have implemented a prospecting system for Inside Sales. They are required to not only complete calls to existing classified customers, but also must cold call at least ten people or businesses advertising with our competition. Each week, I bring in other papersâ&#x20AC;&#x2122; classified sections or a print off from craigslist.org as resources for prospecting. It is great to see the excitement from my team after one of them makes a sale to a new customer. I also created a daily checklist for my two University Account Executives. This is to help them maximize their time in the office and keep them on track. I wanted to make my expectations for their daily performance manifest in a hard copy, so they could consult it when needed. These three elements are not exclusively what it takes to be an effective manager, but they are what I value most in management. They compliment the person that I am, and I feel as though I have developed these management components from my own personal experience. The Pitt News has been both a fun and challenging experience for me, and I am very fortunate to have earned the opportunity to manage. Working alongside my peers in this college setting has taught me many lessons before I even enter the work force upon graduation. I feel as though I have done the best job that I possibly can as Inside Sales Manager at The Pitt News, and if nothing else, I will take away the personal growth this paper has allowed me both as a manager and as a person. I am honored by your consideration, and I thank you very much for your time. Best, Laura Seman Inside Sales Manager The Pitt News University of Pittsburgh

Job Description

Inside Sales Manager Accountability:

Business Manager and Advertising Adviser

Responsibilities:

Oversee all University and Student advertising, as well as Classified advertising. Manage Inside Sales Staff, University Account Executives, and office related operations.

Specific Duties:

1. 2. 3. 4. 5. 6.

Hire, train and manage Inside Sales Staff Members. Hire, train and manage the University account executive. Schedule and run weekly Inside Sales meetings. Create work schedule for Inside Sales staff. Conduct weekly meetings with account executives. Attend weekly Board of Managers meetings and contribute to business initiatives including those relevant to Local ad sales. 7. Oversee all Classified Advertising, i.e. classified promotions, call-backs on expired ads and cold calling from competitive publications. 8. Review all layouts and Classified Insertions that are accepted on a daily basis. 9. Oversee all display advertising for all University accounts. 10. Oversee all display advertising for all Student accounts. 11. Charge the sending of billing each month. 12. Maintain office supply distribution. 13. Work approximately 20 scheduled hours per work, between 9 and 5 daily. 14. Perform any other duties or functions as assigned by Business Manager or Adviser.

CNBAM 2009 Advertising Manager of the Year Laura Seman-Inside Sales Manager Examples of Student Organization Activities Calendar Pricing: Text only- 15 words or less $10 30 words or less $20 Logo- additional $10 Ad space- Small ad $40 Medium ad $50 Large ad $60

Published October 15, 2008

Published November 10, 2008

Published January 14, 2009

Inside Sales Initiatives Call Backs and Prospecting: • 10 Prospects a week minimum • Points- 1 for each call 2 for successful renewal 5 for new customer

Inside Sales Representative of the Month Award: • $50 monetary award • best overall team member • decided upon with the help of professional staff members and fellow student managers

Incentive: most points in a month wins $50

• •

Point update each week at meeting Award given at the end of each month

Laura Rae Frances Seman lrs31@pitt.edu • 212 Crestview Drive, Pittsburgh, PA 15236 • 412-849-6988

Education

University of Pittsburgh, School of Arts and Sciences Bachelor of Arts Double Majors: English Literature and Psychology Current cumulative GPA: 3.78

Anticipated Graduation April 2009

Professional Experience

Inside Sales Manager, The Pitt News 8/2008—Present • Manage five Inside Sales Representatives and two University Account Executives • Reach sales goal of over $500,000 for university, student, and classified advertising • Implement new sales strategies to improve classified advertising numbers Executive Intern, Target 5/2008— 8/2008 • • • •

Develop strong leadership skills in a fast-paced retail environment Identify an opportunity for the store and implement a project to correct it Model excellent guest service for the rest of the team when on the sales floor Responsible for running the sales team on the floor, handling all guest and team member problems

University Account Executive, The Pitt News 4/2008 • • • •

Responsible for managing advertisements for all university departments and student organizations at The University of Pittsburgh. Develop long term business relationships with University clientele. Work toward increasing University advertising through prospecting new clients Increase revenue by 14% over last year

Resident Assistant, University of Pittsburgh Residence Life • •

Research Assistant, University of Pittsburgh 4/2007

1/2007—

Research topics in psychology for English Literature professor’s book. Create and present a visual display detailing research skills acquired.

Undergraduate Teaching Assistant, University of Pittsburgh 12/2008 • • •

8/2006—4/2007

Maintain database of classified advertisements for entire newspaper. Work as a team with four other representatives to assist Account Executives with advertisements.

Activities • •

8/2007—4/2008

Provide guidance to 68 freshmen students regarding University procedures, medical resources and academic/social issues. Develop weekly programs that offer ways to maximize the on-campus student experience.

Inside Sales Representative, The Pitt News • •

8/2007—

9/2008—

Assist Professor and Teaching Fellows in EngLit 505: Lectures in Literature Responsible for leading thoughtful discussion during recitations Grade in-class quizzes and discussion board posts for 20 students

Awards and Achievements • • • •

University Dean’s List Sales Representative of the Year, The Pitt News Sales Representative of the Month, The Pitt News University Scholar, University of Pittsburgh

8/2005—Present 8/2007—4/2008 11/2007 2005—Present

University Account Executive Daily Checklist _ _ _

_ _ _ _

Check your mailbox. Any insertions taken by inside sales, Marj, or Laura need to be double checked (meaning artwork, pickup dates, etc). Check the problem board. Read through the paper. Check that your ads (both ones that you inserted and those that were put in your mailbox) are in the paper. Compare against the calendar. Any of the following activities may be done according to schedule: o Call your regular advertisers-ask how things are going, let them know about specials o Call accounts in the drawer-if the number is old, then find a new number and contact and write that in the folder. All accounts should be called once a month unless they explicitly asked not to be o Call departments on the lists I gave you from the University’s website index o Call research studies from the list I gave you from UPMC’s website o Make arrangements to meet with possible new clients. Put these dates on calendar. ❧ Work on proposals, fill out ad design requests for spec ads o Make arrangements to meet with existing clients. Revive old accounts by showing them the advantages of advertising o Check the calendar and see when scheduled ads are going to no longer be running. Call these people and ask if they want to re-run. o Take a walk around campus and collect flyers, poster, etc (even standing in front of those screens) to prospect events o Contract inquiry for current clients Papers from last year should be checked a week or two in advance. Please call everyone as a reminder Fill out Daily Logs as necessary throughout the day Check email throughout the day Please leave me a note if there are any problem ads or things you need me to take care of in the morning.