2009-6c by CNBAM

Mustang Daily

805.756.2537 pbittick@calpoly.edu

To Whom It May Concern: It is a pleasure to nominate and endorse Sarah Carbonel for the College Newspaper Business and Advertising Managers Business Manager of the Year award. Sarah is one of those students that I really hate to see graduate. Not only has she been an outstanding and hard-working member of the staff for the past four years, but also has been a true pleasure to have in the office. Just recently several of us were discussing the fact that Sarah never seems to have a bad day; at least it is impossible to know if that was the case from her demeanor. When trying to point out the individual highlights of her performance, it becomes almost overwhelming because there is so much that she does and does with extreme competence. Sarah was asked to and completed with little guidance, a complete reorganization our paperwork system for inputting and scheduling ads for the Mustang Daily. This was an extremely critical task, as the newspaper canâ&#x20AC;&#x2122;t afford to have mistakes in scheduling. The financial cost combined with the credibility loss could be devastating. Unlike many other college newspapers, we have a rather unique situation where we currently donâ&#x20AC;&#x2122;t utilize a specialized accounting program for newspapers. Instead we must submit a monthly spreadsheet of all advertising charges for the month, which are then billed through the state accounting office. First, insuring that this rather complicated form is properly filled out every month and then following up with state accounting to make sure the clients are billed properly is part of Sarahâ&#x20AC;&#x2122;s responsibility. And since she has been on staff, we have had very few irate customers over incorrect billing statements. Sarah also serves a dual role as National Advertising Manager. It is common to see questions on the listserv regarding late payment from the national agencies because of tearsheet problems. Sarah has developed a system for getting tearsheets to the national agency in a timely manner that has resulted in a perfect rating from all of the agencies. We are never scrambling to get tearsheets out at the last minute. Additionally, Sarah also coordinates all of our collections. She also trains and manages two other student assistants in the business office. As we have no full time staff in the business office, Sarah is responsible for that entire operation. We are now in the process of getting a dedicated accounting program for the Mustang Daily and when that program is installed, Sarah will be responsible for coordinating all of the training and writing all of the training manuals for future staffs. I have complete confidence that this transition will go with very few problems because of her presence and leadership. As I stated earlier, Sarah has been with the Mustang Daily for four years and her dedication and can-do attitude have just been incredible during that time. I know that when June comes, it will be a very difficult time for me personally as I will be saying goodbye to one of the best employees I have ever had the honor of working with during my seven years here and my more than 25 years in the newspaper industry. I know there are other very deserving people nominated for this honor, but I can honestly say that I have been fortunate to have had the best student business manager anywhere right here at the Mustang Daily. Sincerely, Paul Bittick General Manager Mustang Daily Cal Poly San Luis Obispo

Mustang Daily

805.756.1143 mustangdailyadvertising@gmail.com

To Whom It May Concern, I have had the pleasure of working with Sarah Carbonel as the Mustang Daily’s Advertising Coordinator since January of 2008. I was the new full-time staff member at the Mustang Daily, while Sarah had already been working for the Mustang Daily for two years. Sarah helped familiarize me with the Mustang Daily’s accounting and collection procedures. Sarah has a list of impressive accomplishments with the Mustang Daily. In the past year she has worked tirelessly to create fluency throughout all of our accounting materials and procedures. She has restructured the insertion order form, runsheet database and billing uploads, revising each to include only pertinent information as well as making them all easier to navigate and understand. Sarah manages all of the Mustang Daily’s accounting needs without the use of a professional accounting system. Her patience and diligence working with hundreds of Excel documents and journal uploads all with minimal error make Sarah an exceptional business manager. She is thorough in filing and charting, rarely missing even the most minute detail. Huge initiative was taken by Sarah when she established monthly meetings with the Cal Poly accounting office. The meetings have resolved the communication breakdown that were happening previously. The meetings have also provided better customer service and communication with our clients and their billing needs. During the meetings, aging reports are discussed and new information is exchanged in an effort to get everyone on the same page. This has also given us an opportunity to talk about new and old concerns and future improvements. Another impressive aspect of Sarah’s work with the Mustang Daily is that she completely rewrote the Mustang Daily’s handbook. It had been more than five years since the handbook was even updated. Sarah took on the large project and created a comprehensive handbook detailing the procedures and policies of the Mustang Daily. The handbook is now used as a training and reference tool for both old and new account executives. As Business Manager Sarah leads with calm authority. She has a wonderful working relationship with all of the account executives and Cal Poly accounting employees. She offers insight into account balances and collections in an effort to decrease debt and increase our collection efforts. Sarah is passionate about her job and has proven herself without a doubt as the Mustang Daily’s most valued staff member. My highest recommendation goes to Sarah for the Business Manager of the Year Award. Sincerely, Jessica Lutey Advertising Coordinator Mustang Daily Cal Poly San Luis Obispo

CNBAM Contest – Application for Business Manager of the Year Student Personal Management Philosophy Sarah Carbonel, Mustang Daily As a member of the Mustang Daily’s business management for four years, I have grown into a meticulous, yet flexible routine that has evolved alongside the organizational structure of the newspaper itself. As we have expanded our clientele and readership, business management has had increasing responsibility on the accounting end; consequently, we have had to reorganize and reprioritize duties without losing track of matters that could drown in the shuffle. Working at a daily newspaper involves a ceaseless influx of new concerns, all of which must be handled promptly and professionally. My work philosophy as business manager is defined by my having a concrete, robust working knowledge of the professional culture of the newspaper alongside a flexibility and openness to change. Paying simultaneous attention to the complex details on individual clients and the broader overview of our accounts has become my skill and tool for keeping the never-ending daily, weekly, and monthly duties in a systematic, manageable flow. Part of what enables business management to hold an awareness of both the minutiae and the “big picture” is a unified system of paperwork that helps all advertising divisions—ad coordinators, account executives, graphic designers, and business managers—literally stay on the same page. During my time as business manager (and, previously, as an assistant manager), I have developed, redesigned, and implemented insertion orders, run sheets, revision and credit forms, and various account status reports to better serve the needs of the business. I have become fluent in the very specialized language of college newspaper advertising, and have worked to translate that into the streamlined, methodical process in which the Mustang Daily now operates. The key to maintaining a smoothly running environment at the Mustang Daily ultimately comes down to frequent, open lines of communication among Page 1 of 2

the divisions of our staff, as well as our support at the university accounting office. As the liaison between student advertising representatives and university A/R staff, my goal and responsibility are to keep all divisions fully informed of updates on our clientele and the status of our accounts. Ensuring that all parties—including clients—share knowledge helps us work as a cohesive student business entity and helps to make up for the high degree of student turnover characteristic of the college newspaper business. In working for the Daily for several years, I’ve had a unique opportunity to help suggest, refine, and implement beneficial changes to these processes when it was time to evolve. As the capstone to my experience as business manager, I am in earnest to pass on the familiarity and skills I’ve gained to our current assistant managers through ample training, so they feel thoroughly prepared to take on the sometimes difficult, often exhilarating challenges of working for a student-run newspaper. While it is important that our future managers learn how to complete the recurring tasks necessary to the newspaper’s daily functioning, I wish to impart a more comprehensive understanding of our business culture in the greater context of the university and the academic and business worlds. It is my hope that their experiences in the realm of college newspaper advertising will be as full and worthwhile as mine have been.

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CNBAM Contest – Application for Business Manager of the Year Student Appendix: Contents Sarah Carbonel, Mustang Daily Resume | 1 page Includes Business Manager Job Description under “Employment” section. The Guidebook: (Almost) Everything You’ll Ever Need to Know About Mustang Daily Advertising | 5 pages A comprehensive handbook detailing the procedures and policies of Mustang Daily Advertising, designed to serve as a reference tool for current employees and to orient new account executives to office procedures (selected pages only; does not include example forms listed in Guidebook Appendix). Insertion Order Forms, old versus new | 1 page Comparative display of old and new forms to illustrate changes/updates made for more effective use as advertising contract. The new form was revised with a more professional appearance to include: the account executive’s contact info for client use; detailed client contact info fields for use in proper billing procedures; and the implementation of formulas to calculate ad totals, color charges, and discounts properly and automatically. Revision Form | 1 page New form designed and implemented to create a systemized “paper trail” for changes, cancellations, or charge revisions made to scheduled ads. A system for such changes did not exist prior to creation of this form. Credit Report | 1 page Example report created at account executive’s request to show client’s account history and to resolve disputes. At this time we do not operate on a comprehensive software suite designed specifically for advertising accounting. Consequently, a complete, detailed report of this kind, tailored to Mustang Daily Advertising terminology and procedure, is not currently available by automated generation through the set-up of University A/R (accounts receivable), the entity that handles all university revenue.

writing • editing •publishing

1688 tonini drive apt 53 san luis obispo, ca 93405 408.836.9072 secarbonel@gmail.com

SARAH E. CARBONEL

CALIFORNIA POLYTECHNIC STATE UNIVERSITY, San Luis Obispo, CA expected June 2009 Bachelor of Arts in English, Creative Writing concentration Bachelor of Science in Psychology (fulfillment of requirements) DE ANZA COLLEGE, Cupertino, CA expected August 2010 Technical Writing Certificate

EDUCATION

MUSTANG DAILY, Cal Poly, San Luis Obispo, CA Sept 2005 - present EMPLOYMENT Advertising Business Manager (June 2008 - present) Reorganized paperwork system & daily task flow; implemented, utilized, & trained assistant managers on billing procedures; maintained client accounts; managed & resolved disputed account issues; processed payments; worked as liaison between student business & university accounting; created various revenue & collections reports; compiled staff guidebook; edited publications & printed material for grammar & content National Advertising Manager (Sept 2005 - present) Booked advertising with national agencies including Alloy Media + Marketing & Campus Media Group, Inc.; acted as primary contact for correspondence between agency representatives & newspaper Assistant Advertising Business Manager (Sept 2005 - June 2008) Assisted business manager in daily duties; general office upkeep & organization Copyeditor (June 2008 - Aug 2008) Edited news stories & features for grammar & content CREATIVE MEDIATION, San Luis Obispo, CA March 2008 - present Intern/Part-time Staff; Webmaster Copywriting/editing, website set-up/maintenance, member recruiting, grant writing support, online/print publications, contact list management GILROY ELKS LODGE #1567, Gilroy, CA Sept 2000 - Aug 2005 Office Assistant Data entry & management of Elks membership database; authored comprehensive user documentation Editor, The Garlic Press (Gilroy Elks monthly newsletter) Copyediting, publication design, layout (Microsoft Publisher) Certificate of Completion, Conflict Resolution Training Sept 2008 CREATIVE MEDIATION, San Luis Obispo, CA Dating Columnist, Love in the Time of College Sept 2006 - June 2007 MUSTANG DAILY, Cal Poly, San Luis Obispo, CA Student Representative, Strategic Core Planning Team June 2004 GILROY UNIFIED SCHOOL DISTRICT Volunteer, GILROY GARLIC FESTIVAL; CREATIVE MEDIATION Windows XP, Vista, and Mac OS X Microsoft Word, Excel, Powerpoint, Publisher, Outlook, Sharepoint some web page design and HTML Cal Poly Honor Roll 2004 – present Dean’s Honor List, College of Liberal Arts 2004 – present National Scholastic Press Association Honor Roll of Student Journalists 2004 creative writing in fiction and non-fiction; literature; technical writing & editing; psychology; piano; publication design; interior design; etc.

RELATED EXPERIENCE & SERVICE

TECHNICAL SKILLS HONORS

INTERESTS

MUSTANG DAILY Advertising Department Handbook - CONTENTS MISSION STATEMENT & OVERVIEW ................................................... -2GENERAL CONTACT INFORMATION ..................................................... -3-

The Guidebook

THE MUSTANG DAILY OFFICE ............................................................. -4OFFICE PRIVILEGES | STAFF POSITIONS TYPES OF ADVERTISING .................................................................... -6-

(Almost) Everything You’ll Ever Need to Know About

CLIENT BASE | NEW CLIENTS | DESIGN PLACING AN AD: STEP-BY-STEP ......................................................... -8-

MUSTANG DAILY ADVERTISING

DESIGNING AN AD: STEP-BY-STEP ..................................................... -9AD DEADLINES .................................................................................. -10THE INSERTION ORDER ..................................................................... -11THE RUNSHEET .................................................................................. -12CHANGES TO THE RUNSHEET REVISIONS, CREDITS, & DISCOUNTS …………………............................. -13OFFICE PROCEDURES ......................................................................... -14OFFICE HOURS | WEEKLY CALL SHEET | STAFF GUIDELINES BILLING & ACCOUNTING ................................................................... -16PHONE OPERATION ........................................................................... -17APPENDIX ......................................................................................... -18EXAMPLE FORMS | JOB DESCRIPTIONS

MD Advertising Department Handbook 2008-2009 General Manager: Paul Bittick Advertising Coordinator: Jessica Lutey

Mustang Daily Advertising 2008-2009

MUSTANG DAILY ADVERTISING MISSION STATEMENT Our purpose at the Mustang Daily is two-fold: we strive to provide you and the other student employees with the best possible training in publications preparation and production, and run a professional business at the same time. Mustang Daily Advertising is responsible for generating the majority of the budget of this student newspaper. This places a tremendous responsibility on all our student employees to perform at a level of excellence. The challenges of your training experience are realistic and reflective of the nature of the advertising world, and will prove invaluable in preparing you for a career in marketing. THE MUSTANG DAILY: AN OVERVIEW

GENERAL CONTACT INFORMATION - MAILING ADDRESS Mustang Daily Graphic Arts Building 26, Suite 226 Cal Poly State University San Luis Obispo, CA 93407 - PHONE NUMBERS Advertising: (805) 756-1143

Mustang Daily Advertising prides itself as part of a team that produces an awardwinning, student-run newspaper that is the only five-day-a-week newspaper in the California State University system. We circulate 6,000 copies daily for a readership of 15,000 including Cal Poly students, faculty, staff, and residents of the surrounding San Luis Obispo community. Our Advertising Department is a student-run business that handles a growing yearly revenue. Our student account executives gain valuable marketing experience and have gone on to work as account executives for national advertisers across the country. The Mustang Daily is a member of College Newspaper Business and Advertising Managers, Inc. (CNBAM). Every year our newspaper ranks among leading college newspapers across the nation. The Mustang Daily is proud to have won multiple CNBAM awards.

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Editorial: (805) 756-1796 Fax: (805) 756-6784 - E-MAIL Account Executives: mustangdailyadvertising@gmail.com Graphic Designers: mustangdailyads@gmail.com - PAYMENTS Make checks payable to: Cal Poly (Send payments to address above)

Our office, located in Graphic Arts Building 26, Suite 226, is divided into Editorial and Advertising departments. Both departments collaborate on layout and features in special editions, and are overseen by Paul Bittick, our general manager, and a faculty advisor. This manual is designed to familiarize you with the dynamics of our advertising business, along with office procedures and related information on the operation of the filing and electronic systems used by the MD Advertising Team. Working at a daily paper is fast-paced, and keeping track of daily duties can be daunting. Follow these guidelines and checklists to keep the MD Advertising Team at the top of its game.

Mustang Daily Advertising 2008-2009

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Mustang Daily Advertising 2008-2009

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OFFICE PRIVILEGES The nature of your work and the professionalism expected of you allows you certain privileges in your student employment. Abuse of these privileges by any one member of the staff can jeopardize them for all. Please be responsible.

THE MUSTANG DAILY OFFICE - STAFF POSITIONS - (for Job Descriptions, see Appendix.) The Advertising Coordinator is a full-time, non-student position that oversees the advertising department as a whole.

- COMPUTERS The computers in the office are for Advertising business only. No one other than you may use them. Allowing a friend or class group member to use the computers is grounds for termination of employment. - SUPPLIES Student employees will be issued supplies necessary for their specific job on the staff. When additional supplies are needed, place a request with the General Manager or Advertising Coordinator.

The Marketing Manager handles promotions, marketing, circulation, customer relations, and the coordination of special events, along with Mustang Daily brand awareness and recognition. Advertising Managers are account executives who work as student managers under the ad coordinator. They oversee their respective teams of account executives and are responsible for team-building, making and meeting sales goals, and increasing revenue. The Graphic Design Manager carries out design and newspaper layout and design of marketing and promotional material, along with managing the team of graphic designers. Graphic Designers work to create custom-designed ads for clients. They also resize ready-made ads or update ads that have run previously. Ad designers work with Adobe Photoshop, Illustrator, and InDesign CS3. Ad designers are students of the Graphic Design or Graphic Communications majors at Cal Poly. Account Executives work directly with a clientele of local and non-local businesses to arrange advertising contracts with the Mustang Daily. They are the liaisons between all their clients and the Mustang Daily – they communicate directly with the client to book ads according to the client’s specifications. Account execs are responsible for completing insertion orders and make-up orders to ensure that ads run correctly. On-Campus Account Executives work exclusively with clubs, fraternities and sororities, academic departments, and other on-campus organizations to arrange advertising contracts. The Classified Account Executive is responsible for all ads that run in the classified section of the paper, including organization and layout of classified liners and display ads, and collecting payments from clients. They also mail out subscriptions. The Business Manager and Assistant Business Manager keep all the filing systems in the office organized and updated. They maintain the runsheets and process insertion orders submitted by account executives. They also work directly with Accounting on billing clients and resolving billing issues. They manage and oversee National Advertising.

Mustang Daily Advertising 2008-2009

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Mustang Daily Advertising 2008-2009

TYPES OF ADVERTISING

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TYPES OF ADVERTISING

- CLIENT BASE -

- DESIGN -

Local

Display

All advertising originating within San Luis Obispo County for established businesses is considered local and entitled to the earned rate as published on the current rate card. A business must be physically located and actively operating in San Luis Obispo County. Many local advertisers may use an out-of-town or out-of-state billing address.

Display advertising includes all of the bordered (boxed) ads that appear in the daily newspaper. All display advertising is sold run-of-press (ROP). Premium placement is available at an additional cost.

- Cities and towns within San Luis Obispo County Arroyo Grande Atascadero California Valley Cambria Cayucos Grover Beach Halcyon

Lake Nacimiento Los Osos – Baywood Park Nipomo Oceano Paso Robles Pismo Beach San Luis Obispo

San Miguel San Simeon Santa Margarita Shandon Shell Beach Templeton Morro Bay

Non-Local Businesses operating anywhere outside of San Luis Obispo County are considered non-local, including those in the surrounding areas of Santa Barbara County and Monterey County. All businesses in and out-of-state will advertise with us at a nonlocal rate. National National advertising includes national corporations such as Alloy, Inc. (360 Youth), Campus Media Group, DZA, MJS Communications, and others who advertise across the country. Our national advertising rate is $12.00 cost per inch (CPI).

Display ads are sold by the number of columns wide by half or whole inches deep. All ads must be full columns wide; you may not sell ads in fractions of a column. For example, if an advertiser provides you with an ad that is too wide for two columns or too narrow for three columns, you will have to work together to decide whether the ad would look better reduced to the two-column or enlarged to the three-column width. The total number of column inches in an ad is determined by multiplying the number of columns wide by the number of inches deep. Our column conversions are listed below. 1 columns: 2” 2 columns: 4.125” 3 columns: 6.25” 4 columns: 8.375” 5 columns: 10.5” Example:

2 columns x 3 inches deep = 6 column inches 3 columns x 4.5 inches deep = 13.5 column inches

All display ads must be as many inches deep as they are columns wide. Minimum ad size is 1 column wide by 1 inch deep. Classified Display

On-Campus

Classified display ads are bordered display ads positioned in the classifieds section. Minimum ad size is 1 column by 1 inch.

All on-campus organizations, from clubs to major departments to fraternities and sororities, advertise with us at a fixed rate of $8.00 CPI. Our most frequent oncampus clients include ASI and all subdivisions, Campus Dining, and El Corral Bookstore.

Classified word ads are sold by the word to local advertisers under the Classifieds heading.

- NEW CLIENTS -

Classified Word

Online

We are constantly looking to expand our client base, both local and non-local. Track your communication with potential and new clients on the Cold Call Log, available in the Advertising Documents folder on the server. Also, for each new client be sure to submit a New Client Info Sheet with important billing and contact information to the Business Manager (for example New Client Info Sheet, see Appendix).

Online advertisements are sold per month and come in two sizes. A banner advertisement is 468x60 pixels for $250 per month; a side tile advertisement is 160x120 pixels for $200 per month. Package deals are also available (see Rate Card).

Mustang Daily Advertising 2008-2009

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PLACING AN AD: STEP-BY-STEP Step One: ACCOUNT EXECUTIVES

DESIGNING AN AD: STEP-BY-STEP Step One:

•

Fill out an INSERTION ORDER (IO). Have the client sign the IO.

•

Make two copies of the signed IO: one for the general manager’s inbox, another for the accordion. Keep a signed copy for your records.

Step Two:

•

If the ad requires new or re-design, fill out a MAKE-UP ORDER form with all the specifications needed for the layout and composition of the ad.

•

Step Two: BUSINESS MANAGER •

Using the IO from the general manager’s inbox, input the information onto the appropriate RUNSHEET.

•

File the copy used in the “Runsheet Input” basket.

•

When the ad runs, check it against the IO in the accordion.

•

Log all ads for that date on the billing upload.

•

Make a copy set of all IOs for that date for accounting, and another set to remain in the accordion.

Check your personal box for any ad corrections that need to be made

Go to the BLAD BOX for make-up orders (black ad boxes on wall). o

Be sure to do the make-up orders with the soonest deadline FIRST.

All make-up orders running in the next two days should be completed first !

for Wednesday first; then design ads for Thursday. !

If you absolutely cannot complete an ad scheduled to run the next day, you must let the Advertising Coordinator or the Graphic Design Manager know ASAP!

If all the make-up orders for the next two days are complete, work on make-up orders that are running in the near future.

Step Three: GRAPHIC DESIGNERS •

If you come in to work on Tuesday, make sure all the ads are ready

According to the specs on the runsheet, either:

If there are no make-up orders running in the near future, go to the SPEC slot and complete a spec order.

(1) pick up the ad material from a previous run date; (2) prepare the camera-ready ad submitted electronically by the client; or

Step Three:

(3) create the ad according to specs on a MAKE-UP order.

•

If there are no make-up orders left in the BLAD BOX, ask the Advertising Coordinator if there is anything you can help with!

Step Four: •

Mustang Daily Advertising 2008-2009

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If there are no pressing ads to be designed and you are still on your office hour, feel free to do your homework, etc. until your office hour is complete.

Mustang Daily Advertising 2008-2009

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AD DEADLINES - SIZE DEADLINE TO RUN ON:

THE INSERTION ORDER Fill out insertion orders as completely and accurately as possible! Each element is crucial to ensure the ad runs correctly and is billed correctly.

RESERVE SPACE BY:

11:00 AM two (2) business days prior to run date

Insertion orders include:

Monday

previous Thursday

Tuesday

previous Friday

Date – Date the insertion order is submitted.

Wednesday

previous Monday

Client Name – The full, legal name of the business. No abbreviations!

Thursday

previous Tuesday

Contact - Name of the contact who booked the ad.

Friday

previous Wednesday

Billing address – Verify this address as the billing address, not just the physical address!

Account Executive Name – Your FULL name. You are a professional!

Run date - Each run date the ad is scheduled to run.

- READY FOR PRESS TO RUN ON:

Color/B&W – Indicate clearly whether the ad is black and white or color.

ALL COPY FINALIZED BY: previous Friday

Tagline – A brief description of the ad. This ensures that the correct ad will run on the correct date. A tagline may be the dominant art in the ad, the headline, or the expiration date of a coupon.

Tuesday

previous Monday

Size - Column inches x inches

Wednesday

previous Tuesday

Total ad size – Multiply column inches by inches for the product.

Thursday

previous Wednesday

Cost per inch – Dollar rate.

Friday

previous Thursday

5:00 PM one (1) business day prior to run date Monday

Color charge - $100 for smaller than 3x8; $200 for 3x8 or larger Total cost per run – The amount to run the ad one time on a given day. If the ad has multiple insertions with varying prices, indicate the different rate accordingly. Pickup - Directions to ad designers on where to locate the ad. Indicate one of the following: Month/date MU CR or Email

runs the same ad from the previous run date indicated make-up: custom-designed by MD ad designers Client has ready-made ad submitted in electronic format

Client signature – It is vital that we have a signed copy of each insertion on file to refer to in the advent of future billing questions. Three copies of each insertion order are needed. 1. Submit a copy to the general manager’s inbox (on the door of his/her office). 2. Insert a copy in the appropriate date slot in the accordion. 3. Keep a hard copy in your files for your records.

Mustang Daily Advertising 2008-2009

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Mustang Daily Advertising 2008-2009

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THE RUNSHEET Information from all insertion orders is transferred onto a runsheet (Microsoft Excel spreadsheet) that details all information for the ads that run on a particular run date. All runsheets can be found in the **DAILY RUNSHEETS alias on the MD server.

REVISIONS, CREDITS, & DISCOUNTS - REVISION FORMS You must submit a revision form to specify ANY changes to an insertion order— most importantly, changes that affect the price of an ad:

Runsheets include:

o o

Name - of ad rep.

Reschedule run date Size change

o o

Add/remove color Kill/cancel ad

Total Size - sum total size of all ads to run.

STEP-BY-STEP: 1) Fill out the form completely. 2) Have it signed by the Advertising Coordinator. 3) Submit form to General Manager’s inbox. 4) The Business Manager will attach the revision form to the appropriate insertion order for submittal to the Accounting office. EXCEPTION: A revision form is not required when adding run dates to an existing, unchanged insertion order. Clearly mark “REVISED” at the top of the insertion order, circle the additional run dates, and write “ADD” next to those dates. (For an example revision form, see the Appendix.)

Cost per inch – changes per contract.

- CREDITS & NO CHARGES -

Color charges - $100 for less than 3X8; $200 for 3X8 or greater.

Notify the Advertising Director and Business Manager immediately if there has been a problem with one of your ads in the newspaper! Our reputation relies on our ability to run ads correctly the first time. When we don’t do that, we must correct the mistake immediately to the satisfaction of the client. An incorrect ad must be resolved in one of the following ways:

Tagline - including name of business and description of ad. Column Inches - # columns wide. Inches – inches high. Total Ad Size – column inches x inches.

Total cost of ad – CPI x total size, plus color charges. Daily Total - sum total cost of all ads to run on given run date. Pickup - date, MU, or CR/email

o o o

Done – name of designer who finalized ad - CHANGES TO THE RUNSHEET The Business Manager and Assistant Business Manager are responsible for keeping the runsheet updated. For consistency, changes to the runsheet should not be made by other employees. Any changes to the runsheets by account executives or otherwise MUST BE REPORTED to the Business Manager prior to making the change.

The client will not be charged. The client will be issued a credit on their account. The client will be charged as indicated on the runsheet, and a correct make-good ad will run to replace the erroneous ad.

A revision form is also required when issuing a credit, which will be issued for one of the following reasons: 1) the ad ran with an error (e.g. typo, poor color, incorrect graphic, incorrect/outdated ad); 2) the ad was not supposed to run. • •

Request a credit on ads that have already been billed (e.g., the client has received an invoice requesting payment on an erroneous ad). Request a no charge on ads that have not yet been billed. (The Accounting Office generates invoices at month end; therefore requests for no charges must be made before the close of the billing period on the 20th day of each month.)

- DISCOUNTS & TRADE-OUTS Discuss all discount rates and trade-outs with the Advertising Coordinator prior to submitting a request and obtain signature approval. A revision form is also required when issuing a discount. Trade-out forms must be submitted with a detailed description of the terms of trade, the dollar amount equivalent, and the Advertising Coordinator’s signature. (For an example trade-out form, see the Appendix.)

Mustang Daily Advertising 2008-2009

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Mustang Daily Advertising 2008-2009

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OFFICE PROCEDURES

OFFICE PROCEDURES continued

- OFFICE HOURS -

- STAFF GUIDELINES -

Keeping office hours ensures that the phones and the office are manned at all times.

The following staff guidelines, if broken three times, will result in a write-up and a 30-day probation period. If improvements are not made within the 30-day probation period, further action will be taken.

Sign in and out on the time sheet with the times you arrive and leave and your initials. (For an example time sheet, see the Appendix.) If you cannot make it to an office hour, find a co-worker to cover your hour. You may trade hours if you wish, but all changes must be brought to the attention of the Ad Coordinator ahead of time. If you miss three office hours in a month, you will not receive your bonus money for that month. UNEXCUSED: Calling in five or more minutes after your office hour has started to say you will not make it will count as an unexcused absence, and will count against you. EXCUSED: Excused absences from office hours are acceptable; however, you must get it covered and inform the Ad Coordinator ahead of time that you will be gone and who will be covering your hour. If you are covering someone else’s hours, you still must sign in and out on the time sheet. Please keep frequent excuses and rearrangements to a minimum. - WEEKLY CALL SHEET Account Executives should keep in touch with clients on a weekly basis, and record their calls and visits on a weekly call sheet. Call sheets are due every Monday by noon. (For an example call sheet, see the Appendix.) Cold calls are also important for expanding our clientele. A “Cold Call Log” (Microsoft Excel spreadsheet) is located on the server. You must update the document with each additional call.

1. Frequent tardiness to team and sales meetings. 2. Three or more office hours missed in one month. 3. Not meeting two or more of the monthly goals set by coordinator or manager. 4. Ads not turned in before stated deadline. 5. Sales deadlines not met. 6. Call sheets not turned in on a weekly basis. 7. Failure to make an adequate amount of sales per month, based on client list and duration of employment. 8. Failure to produce/design an adequate amount of ads per month. 9. Design work does not meet quality standards. 10. Insubordination is grounds for termination without probation period. Example: Warning Card Name: Date Issued: Date Probation Ends: Position Held:

_______________________________________ _______________________________________ _______________________________________ _______________________________________

Describe action, reasons why. Attach any supporting documentation. __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ General Manager Signature: _____________________________ Date: _________ Ad Coordinator Signature:

Mustang Daily Advertising 2008-2009

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Mustang Daily Advertising 2008-2009

_____________________________ Date: _________

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BILLING & ACCOUNTING

PHONE OPERATION

- CHECKING THE PAPER -

MUSTANG DAILY ADVERTISING OFFICE (805) 756-1143

Every day the insertion orders for a given date must be checked against the ads that run in the paper. The ads in the paper must match all the information specified on the insertion orders. If there is a discrepancy between the insertion order and the ad in the paper, the account executive responsible for that client must be informed to determine how the client will be billed.

MUSTANG DAILY EDITORIAL (805) 756-1796

- PREPARING PAPERWORK FOR ACCOUNTING The Cal Poly Accounting Office generates and sends invoices to all clients and collects payments to deposit into the Mustang Daily account. Our Advertising office is responsible for billing preparations; the Accounting Office checks our work and bills each client directly. Invoices are sent monthly. The Business Manager submits paperwork for the current month on the 25th of every month. A set of copies of all insertion orders for a given run date should be collated alphabetically, grouping on-campus accounts separately from off-campus accounts.

TO TRANSFER A CALL: 1. 2. 3. 4.

Press ACCESS 1 Press ACCESS 2 Dial extension number: 6-XXXX Push TRANSFER and hang up

VOICEMAIL: The voicemail button will flash when there is a new message in the inbox. When checking messages, please take down ALL of them! You are responsible for passing on messages to appropriate persons. Clear the voicemail inbox often. 1. Press Voicemail button if flashing 2. Enter password: 61143

Another set of copies should be stapled all together and returned to the accordion until the end of the quarter. After the quarter ends, all insertion orders from each run date of the quarter should be filed accordingly.

VOICEMAIL OPTIONS:

- THE ELECTRONIC SHARED BILLING SYSTEM -

To access voicemail if there are no new messages, dial 4-2016

All ads that run are logged in our electronic billing system, which are shared over the Cal Poly network with the Accounting Office using SharePoint software. Business Managers and Assistant Business Managers can access SharePoint using their Cal Poly login IDs and passwords once they are authenticated through the Accounting Office.

2 3 5 7 8 9

– – – – – –

copy message delete message save message repeat message time and date of recording previous menu

- BILLING UPLOAD AND JOURNAL The electronic billing system implements a macro-enabled Microsoft Excel spreadsheet called the billing upload. On-campus ads are logged onto a separate billing journal. These forms are prepared by Accounting and are used in integration with PeopleSoft software to generate invoices to send to clients. Business Managers are trained how to fill out the billing upload and journal, and how to upload these files on SharePoint for submittal to Accounting.

Mustang Daily Advertising 2008-2009

- 17 -

APPENDIX FORMS & PAPERWORK EXAMPLES Blank Insertion Order ................................................................... -aExample Insertion Order .............................................................. -bOffice Hour Sheet ....................................................................... -cExample Runsheet ....................................................................... -dWeekly Call Sheet ........................................................................ -eNew Client Info Sheet ................................................................... -fMake-up Order ............................................................................ -gRevision Form ............................................................................. -hTrade-out Form ........................................................................... -iJOB DESCRIPTIONS Marketing Manager ....................................................................... -jAdvertising Manager ..................................................................... -kGraphic Design Manager ............................................................... -lGraphic Designer ......................................................................... -mAdvertising Account Executive ....................................................... -nOn-Campus Account Executive ...................................................... -oClassified Account Executive .......................................................... -pBusiness Manager & Assistant Business Manager ............................. -q-

Mustang Daily Advertising 2008-2009

- 19 -

Mustang Daily Advertising 2008-2009

- 18 -

Color

Description

Col.

In.

$ $ $ $ $ $ $ $ $ $

Total Amount: $0.00

Ad Total$

OLD FORM

Note: Cancellations must be made by 10:00 a.m. one business day prior to scheduled run date.

Date: _____________________

Color$

Total Inches: 0 Total Color$: $0.00 Subtotal: $0.00 Prepay Discount (-5%):

CPI$

0 $ 0 $ 0 0 0 0 0 0 0 0

Ad Size

Date:

P/U

Phone: (805)756-1143 Fax: (805)756-6784 Email: mustangdailyadvertising@gmail.com Website: www.mustangdaily.net

Authorization (Required): _______________________________

Notes:

Run Date

Account Number:

Client: Contact: Mailing Address:

BILLING INFO

Advertising Representative:

Cal Poly State University Bldg 26 Suite 226 San Luis Obispo, CA 93407

19 20

17 18

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

BILLING INFORMATION (Business Name) (first, last) (Address Line 1) (Address Line 2)

AUTHORIZATION (Required)

Description/Tagline

Col.

In.

Date: __________________________________________

UPDATED INSERTION ORDER 2008-2009

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 0

TOTAL AMOUNT: $

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

Ad Total $

After qualifying discount: Total Color: $

Color $

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

CPI $

Total Inches: Subtotal: $

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Ad Size

(date) MD Account Executive: (first, last) Phone: (ad rep's phone #) Email: (ad rep's email)

DATE:

Phone: (805)756-1143 Fax: (805)756-6784 Email: mustangdailyadvertising@gmail.com Website: www.mustangdaily.net

Client Signature: __________________________________________

Notes:

Run Date b/w color ! MM/DD/YY !

Phone: (Phone) Email: (email) Customer ID: (account number)

Client: Contact: Address:

ADVERTISING

Cal Poly State University Bldg 26, Suite 226 San Luis Obispo, CA 93407

Cal Poly State University, Building 26, Suite 226 San Luis Obispo, CA 93407 Phone: 805/756-1143 Fax: 805/756-6784 mustangdailyadvertising@gmail.com

REVISION FORM Account Executive: ____________________________ Today’s Date: ____________ Client: _________________________________________________________ Run date(s): _________________________________________________________ Tagline: _________________________________________________________ INSERTION ORDER CHANGES  Reschedule run date From (old date): _______________ to (new date): _______________  Size change From (old size): _______________ to (new size): _______________ CPI: $______ Total cost per ad: $_______ Total amount to bill: $ __________ CREDITS  Issue credit for error in ad Credit amount: $__________ Description of error: _________________ __________________________________ __________________________________ __________________________________ DISCOUNTS  5% Prepay / ____% Discount (circle one) Total cost per ad after discount: $_______ Reason: ___________________________ __________________________________ Total amount to bill: $ __________

 Add / remove color (circle one) If adding, specify color charge: $_________ Total cost per ad: $_________ Total amount to bill: $ __________  Kill / cancel ad

 Do not charge; error in ad No charge amount: $__________ Description of error: _________________ __________________________________ __________________________________ __________________________________

 Free / discounted color (circle one) Discounted color charge: $__________ Total cost of ad after discount: $_______ Reason: ___________________________ __________________________________ Total amount to bill: $ __________

APPROVAL (Mandatory! Revision requests without approval will not be processed.) Advertising Coordinator signature: _____________________________ Date: ___________ Business Manager signature: ___________________________ Date processed: _________

Barnett Cox Associates CustID: 10000089 Inv Date Invoice # 31-Oct-07 31-Oct-07 31-Oct-07

MD00002595 MD00002595 MD00002595

Line# Description 1 10/11 4X12 Ad~CellularOne Text is Free 2 10/25 4X12 Ad~CellularOne Text is Free TOTALS

30-Nov-07 30-Nov-07

MD00002666 MD00002666

1 2

30-Nov-07 30-Nov-07 30-Nov-07

MD00002666 MD00002666 MD00002666

3 4

29-Feb-08

MD00002769

29-Feb-08

MD00002769

29-Feb-08

MD00002769

29-Feb-08

MD00002769

29-Feb-08

MD00002769

29-Feb-08

MD00002769

29-Feb-08

MD00002769

29-Feb-08

MD00002769

29-Feb-08

MD00002769

29-Feb-08 29-Feb-08

MD00002769 MD00002769

MD00002728

30-Jan-08

MD00002728

30-Jan-08

MD00002728

30-Jan-08

MD00002728

30-Jan-08

MD00002728

30-Jan-08

MD00002728

30-Jan-08

MD00002728

30-Jan-08 30-Jan-08

MD00002728 MD00002728

8 9

MD00002728

30-Jan-08 30-Jan-08

MD00002728 MD00002728

11/15 3X8 Ad~Sierra Vista Medical Center ER ad - OrderNbr 4333 - Descr Mdaily-SVRMC-ER Ads 07/08 11/15 4X12 Ad~CellularOne Text is Free 11/8 3X8 Ad~Sierra Vista Medical Center ER ad - OrderNbr 4333 - Descr Mdaily-SVRMC-ER Ads 07/08 11/8 4X12 Ad~CellularOne Text is Free TOTALS

1/28 4X12 Ad~CellularOne Minutes 1 Across America 1/28 4X10 Ad~City of SLO Party Still 2 Over 1/30 3X8 Ad~Sierra Vista Regional Medical Center Order Nbr. 4333 Descr 3 Mdaily SVRMC-ER Ads 07/08 2/5 4X12 Ad~CellularOne Minutes 4 Across Am 2/7 3X8 Ad~Sierra Vista Regional Medical Center Order Nbr. 4333 Descr 5 Mdaily SVRMC-ER Ads 07/08 2/11 4X12 Ad~Cell One More Minutes 6 Across America 2/13 3X8 Ad~Sierra Vista Regional Medical Center Order Nbr. 4333 Descr 7 Mdaily SVRMC-ER Ads 07/08 2/19 4X12 Ad~CellularOne Minutes Across America Descr Mdaily-CellularOne8 2008 Order Nbr 4363 2/21 3X8 Ad~Sierra Vista Regional Medical Center Order Nbr. 4333 Descr 9 Mdaily SVRMC-ER Ads 07/08 2/25 4X12 Ad~Cell One More Minutes 10 Across America TOTALS

30-Jan-08

8 October 2008

Credit Owed

1/10 3X8 Ad~Sierra Vista Regional Medical Center - Descr Mdaily-SVRMCER Ads 07/08 1/10 4X12 Ad~CellularOne Minutes Across America Desc Mdaily-CellularOne2008 1/17 4X12 Ad~CellularOne Minutes Across America Desc Mdaily-CellularOne2008 1/17 3X8 Ad~Sierra Vista Regional Medical Center - Descr Mdaily-SVRMCER Ads 07/08 1/18 4X10 Ad~City of SLO The Party is Still Over 1/22 4X10 Ad~City of SLO The Party is Still Over 1/23 4X10 Ad~City of SLO The Party is Still Over 1/24 3X8 Ad~Sierra Vista Regional Medical Center Descr Mdaily-SVRMC-ER Ads 07/08

11/29 3X8 Ad~Sierra Vista Regional Medical Center ER - Order Nbr 4333 10 Desc Mdaily-SVRMC-ER Ads 07/08 12/03 3X8 Ad~Sierra Vista Regional Medical Center ER - Order Nbr 4333 11 Descr Mdaily-SVRMC-ER Ads 07/08 TOTALS TOTAL CREDIT OWED:

Prepared by: Sarah Carbonel, Business Manager Mustang Daily Advertising

Amount

Credit

Revised Amount

$ $ $

580.00 580.00 1,160.00

$ $ $

72.00 72.00 144.00

$ $ $

508.00 508.00 1,016.00

$ $

290.00 580.00

$ $

36.00 72.00

$ $

254.00 508.00

$ $ $

290.00 580.00 1,740.00

$ $ $

36.00 72.00 216.00

$ $ $ $

254.00 508.00 1,524.00 -

508.00

340.00

290.00

254.00

508.00

290.00

254.00

508.00

290.00

254.00

508.00

290.00

36.00

254.00

$ $

508.00 4,040.00

$ $

144.00

$ $

508.00 3,896.00

290.00

36.00

254.00

508.00

290.00

254.00

340.00

$ $

290.00 508.00

$ $

36.00 -

$ $

254.00 508.00

290.00

36.00

254.00

$ $

290.00 3,994.00

$ $

36.00 180.00

$ $

254.00 3,814.00

36.00 -

36.00

$ 684.00

Page 1 of 1

Alex Cummings Business Manager of the Year – Management Philosophy When I applied for the position of Business Manager I had a lot of ideas about what my management philosophy would be. Until then my only management experience had been in high school when I was the manager of our school store. I wanted to be a person that people could turn to for any problem and also create an office environment that encouraged both work and fun. The best tool I had for shaping my philosophy was the experiences I had had with poor managers; people that were always unavailable, lacked enthusiasm and seemed to cower away from all forms of responsibility. Although my philosophy took some time to build, I have finally been able to shape it into something that is very basic, but effective. The foundation of my philosophy is to publically acknowledge accomplishments and privately deal with failure. When it comes down to it there is not a person in this world who has ever gotten sick of hearing the words “great job.” One of the ways I reinforce this philosophy is a “kudos board”. The kudos board is a cork board that hangs in the middle of the office and it is a place that people can leave thank you notes or notes of recognition for other people. Each Friday at our staff meeting I announce all the kudos from the week and then give the cards to the recipient to hang by their desk. Since beginning this in the fall we have not gone a single week without have multiple kudos to give out. Whether we like it or not failure is all around us. Each “no” we hear on the phone or goal we fall short on can be seen as a failure on some level. I have found that often times when someone has failed they are more critical on themselves then I would ever be on them. For this reason I see failure as a time to be a motivator rather then an enforcer. This philosophy can apply to one person or the whole staff. If it is an individual problem then we work it out in my office one-on-one, and if the whole office is down we resolve the issue behind the closed doors of a staff meeting. I don’t do this to avoid the truth or hide things from people, instead I have found that by isolating the source of the problem and attacking it head on the issue can be prevented from casting a permanent shadow on our work. The second part of my philosophy is that if you are going to make a mistake then make it a good one. I spent much of the summer learning the ins and outs of the management position. During that time I made a lot of mistakes but I also made sure that I learned all I could about how to never make the same mistake again. I ask the same of the account executives. They are at the State News to gain as much experience as possible and most of the time that means finding out all the things not to do first. Much of the learning I have done as Business Manager has been because of the feedback I have gotten from the staff. Whether given verbally or on paper having the opportunity to know what the staff wants to see improved in the office is invaluable information. It was the feedback forms that inspired the kudos board, Olympic Games sales incentive and the selection of the management team. Along with receiving feedback from the staff I

also give each person an individual evaluation that details their strengths and weaknesses and also gives them goals for the next semester. This open communication makes the staff feel comfortable telling me exactly what they are thinking and it helps to keep them always knowing where they stand in, The final part of my philosophy is that in the grand scheme of things my true job is to provide the account executives with anything and everything they need to succeed. Working at a commission-based job while balancing class and a social life is enough to make anyone feel stressed out and the last thing I want to do is make the office a place that intimidates or frustrates. In order to prevent such feelings I try to keep the staff as up to date as possible with promotions, deadlines, and goals. For the more visually inclined people in the office I created a calendar that has important dates color coded and I also send out email reminders. To reach the more verbal learners I announce our progress at each meeting and go over the important dates we have coming up. Sending the same message through different channels has been very helpful in reducing errors and keeping everyone in the know. Along with constantly streaming information to the staff I also try to makes things as fun and rewarding as possible. The employees in the advertising department have always enjoyed a level of friendship not often found in other work environments. We plan dinners, go on trips and sit with each other in class. This positive environment that the friendship creates is what the account executives feed on to succeed and it is how they stay positive. Keeping a positive environment like this one requires countless high fives and shout outs, but for me that is one of the best parts of the job. Over the course of the summer and fall I found that while my overall philosophies remain the same the ways in which I carry them out are always changing. New staff members bring with them new questions and challenges and things that worked a month or two ago can quickly fizzle out and become ineffective. This always changing environment is what makes this job so enjoyable for me and keeps me true to my own personal philosophy, enjoy the struggle.

Sports Space

Lowdown Space

Lifestyle Space

Monday

Sunday

Front/ Faces & Places Space

Closed

Wednesday 2

Tuesday 1

July

Sports Copy

Copy

24 Lowdown

NSE Publish

Lifestyle Copy 17

Closed

Friday 4

Front/ Faces & Places copy 10

Closed

Thursday 3

Saturday 5

Finals Survival Guide Fall 2008 The Facts o o o o o o

Publishes Monday, December 8th Tabloid style publication 20,000 copies published Only thing we publish all week Red, Green, & Blue spot color is $100 ($75 off) Process color is $400 ($100 off)

Selling Points o Full of sudokus, crosswords, the dot game, and word searches (personally created and customized by Marty). o There is no paper during finals week, so this is the last chance advertisers have to reach students before they leave for holiday break. o There is no business that wouldn’t profit from this publication, but be sure to focus especially on the businesses that students need during finals week (food, caffeine, activities to take their mind off school, supplies, etc.) o We have extra copies of the last edition near the fax machine. Take an example to show clients but we need enough for everyone so bring them back!

Pricing o ¼ page, ½ page and Full page o DIFFERENT DIMENSIONS than reg. paper! o ¼ page: 2x5.5 o ½ page: 2x11 OR 4x5.5 o Full Page: 4x11 o Rates and sizes are on the promotion sheet o These are set prices. Contract customers must run at the price designated to their size choice on the promotion sheet (but we will count toward their inches!) o Also will count toward Downtown Business Contract o Have Alex or Darla override rates to match that of the promotion sheet.

Scheduling the Ad o o o o

Publication date: December 8th Copy Reference: FSG: Insert Copy Ref Here Page Request: FSG Deadlines:  Space: Monday, Nov. 17th  Copy: Thursday, Nov. 20th  G&S and Prepayment: Tuesday, Nov. 25th

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

The following numbers reflect the total amount of sales generated in each section beginning on May 1 st. Local revenue was an especially strong section, finishing $21,300 higher than last year. This was a reassuring sign that local businesses still have a lot of faith in our paper and a growing interest in our website.

This graph takes a closer look at the local revenue generated each month. The major reasons for this success was the extra emphasis put on promotions and also the account executives stressing the importance of repeat exposure to smaller clients.

Throughout the summer and fall months we focused a lot of energy on promotions and it paid off. Our largest paper of the year, the welcome week edition, brought in over $96,000 and each of the other promotions was at least a $1,000 or more over last years revenue.

This final graph gives an overview of our total revenue from May 1st through the end of December.

ALEXANDER M. CUMMINGS 165 Gunson St, East Lansing MI, 48825 · (734) 645-8846 · cummi118@msu.edu

EDUCATION Michigan State University, East Lansing, MI Major - Advertising  GPA of 3.2  Major GPA of 3.67

September 2005 - Present

WORK EXPERIENCE THE STATE NEWS Advertising Manager May 2008 – Present  Hire, train and manage a sales staff of 25 Account Executives.  Set individual goals for each AE and track their progress.  Motivate the staff to generate $928,000 in revenue.  Create promotions that generate new revenue and clients. Account Executive September 2007 - May 2008  Established and maintained positive relationships with local clients.  Elected Advertising Manager within first 6 months of hire.  Advised clients on print, online, and out-of-home media. MICHIGAN STATE UNIVERSITY August 2007- May 2008 Resident Mentor  Resolved conflict on the floor and aid in the development of positive solutions.  Worked with other staff members to plan monthly programs about community, diversity, personal wellness and education.  Promoted responsibility, accountability, and education through personal action.

ACTIVITIES  

College Newspaper Business & Advertising Manager Organization (CNBAM)  Represented MSU at national conference 2008  Lead round-table group discussion on prospecting 2008 Vice President of the MSU Outdoors Club May 2008 - Present

ACHIEVEMENTS    

State President of Michigan DECA - 2004/2005 Saline High School Class President 2005. Managed the budget, inventory, and promotions of Saline High School store. Knowledgeable in Microsoft Office (Word, Excel, Power Point, Access).

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The Knight News Business Manager â&#x20AC;&#x201C; Job Description The Business Manager shall be responsible for all financial records of The Knight News, as well as submit monthly reports to the executive board and editorial board when he/she deems necessary. 1. The Business Manager is responsible for collecting all revenue from advertising and for purchasing office supplies. 2. The Business Manager phones, e-mails and visits local and national ad representatives to reserve ads in the print and online editions. 3. The Business Manager has the goal of earning at least $500 above cost of paper each week. 4. The Business Manager trains, motivates and maintains entire advertising staff in creating and facilitating an open and inviting atmosphere. 5. The Business Manager oversees the organization of the advertising staff and the assignment of tasks and clients so that the paper is published in an orderly manner and by deadline. 6. The Business Manager proofs all advertisements placed to insure accuracy in placement and production. 7. The Business Manager sends tearsheets and copies of issues to advertisers once ad is placed and issue is printed. 8. The Business Manager maintains spreadsheet with names and contact information of advertisers and the dollar amount of the ad placed. 9. The Business Manager makes sure the advertisers pay for placed advertisements promptly. 10. The Business Manager deposits checks in the Student Life office to be placed in the budgetâ&#x20AC;&#x2122;s revenue line. 11. The Business Manager knows and instructs all advertisers of all Knight News and Queens College advertising policies and procedures. 12. The Business Manager, in conjunction with adviser and editor in chief, determines advertising procedures. 13. The Business Manager meets regularly with the adviser and the editor in chief to keep them updated on progress and any potential problems or concerns.

14. The Business Manager maintains a minimum (but announced) schedule of office hours in order to address all potential concerns of the staff and Queens College community. 15. The Business Manager recruits new advertising staff members. 16. The Business Manager develops or updates the media kit every semester. 17. The Business Manager is responsible for working the other members of the executive board to allot payment for staff members in semesters when such ad revenue is available.

Jason P. Hochberg, Advertising Philosophy

In today’s world, there are many different kinds of businesses that are constantly changing every second. When one hears the word “business” they may not necessarily think of a college newspaper. However, The Knight News, the official student newspaper of Queens College is more than just an extracurricular activity—it’s a business, and it took a lot of hard work and dedication to make it what it is today. Every member of The Knight News staff has a voluntary position, myself included. The majority of them are full time students, who add the newspaper to their list of major responsibilities along with school. Although every position brings something different to help print the newspaper, a lot of responsibility falls upon my position as Business Manager. Before I took over that position three years ago, I was the Photo Editor. Because of some fortunate mishaps, I was able to be elected as Business Manager. I was, and still am, very confident with my ability to do this job because of my life experiences so far. For one thing, I am an economics major, which has given me a great deal of confidence when dealing with clients. Also, my uncle works at a newspaper plant, so growing up I was exposed to all aspects of how a newspaper is printed, as well as how a newspaper plant is managed. Knowing all of this, I knew for a fact that I could increase the amount of advertisement revenue from what it was before I took over. While the previous Business Manager was still holding his position, the ad revenue was declining because of poor communication with clients and a lack of ads. As this was going on, a lot of internal changes were happening within the newspaper. When election time came around and I was nominated, I knew that everyone was counting on me to bring in ad revenue to keep the newspaper going. Most college newspapers are given a large budget by their schools, but we did not receive a very large budget at all, so a lot of expenses we needed to pay relied solely on whatever money we made from advertisements. At first, the hardest problem I faced was reconnecting with past clients who no longer placed ads with us. I had to prove to them that our newspaper was still worthy of having their business. Now, most newspapers have at least one or two graphic designers to help create media kits, as well as design ads for clients who do not have anything pre-designed. At that time, we didn’t have a graphic designer who was capable of creating a media kit, and our ad design was limited. Since I didn’t have a media kit, all I had to present to clients was my voice of reason and a single sheet of paper that listed the ad prices. Even though the ad revenue was not very high, we did have some assistance from national ads, which we acquired through our partnership with MediaMate, a partnership that was established before I even came to Queens College. Between MediaMate and the older ad leads I found looking through our past issues, I was able to make a small profit at the end of the fall semester. Because I took over as Business Manager in the middle of the fall term, I did not have a good grasp on how to handle the situation. Part of the reason for this is because our previous Business Manager did not care about the job as much as he should have. He abandoned his obligations to the newspaper and the staff and eventually stopped coming to meetings and production nights altogether. Therefore, I had to take over as Business Manager in the middle of a semester, and I was specifically asked by my editor-in-chief to do so. Over the winter break while classes were not in session, I took the initiative to break new ground for what I was going to do from here on out. My goal was, and still is, to build long lasting relationships with the clients, because even though this is a business, it does not need to be a cut and dry association. In today’s economy, we all have business clients, but what everyone needs is a good friend to talk to, and I wanted to be both of those people. I kept this philosophy in mind when I started to talk with new clients and bigger companies, some of which were acquired in that same winter break. When I called larger companies, such as iDJNow and Queens County Savings Bank, I did not want to be just a cold call to them. I made it a personal sit down with a one-on-one discussion telling them, the client, what I could do for them in my area to expand their business. I made it a point to go out of my away to see clients, even if it meant driving from Queens, New York to the middle of New Jersey using my own car without any reimbursement for transportation. Although I have had success gaining clients, I also got used to the feeling of failure. For almost every ten businesses I went to visit, I only closed two or three of them. However, even closing one was a big deal, because it allowed me to show the businesses that denied me that there is a reason why they should advertise in The Knight News. By that year’s end, I had pulled in close to $20,000. This was a major improvement in the amount of ad revenue because in the past, the newspaper only generated between $10,000 to $11,000 per year. This increase was not only helpful for paying our expenses, but it also allowed us to give the main editors a small stipend for their services. The following year, my editor-in-chief and I were lucky enough to have a somewhat experienced graphic designer join the newspaper. She was able to create a media kit, as well as design ads for clients who needed them. This was definitely a big improvement because I now had a person at my disposal. She created a media kit that allowed me to give a better presentation to our clients, which

Jason P. Hochberg, Advertising Philosophy

resulted in more advertisements. In addition to having a more graphic friendly media kit, the next task I focused on was the actual cost and making a profit on the newspaper, which meant I had to study other newspapers around the country. Within my three years on The Knight News, the ad prices have of course increased. For example, three years ago the cost of a full-page local ad was $380. At present time, the cost is $540. Some might feel this is a large jump in price, but they must also keep in mind that there was a price in between. I want my clients to be satisfied, so for all my loyal clients (approximately a dozen) I gave them a discount on prices to show my gratitude and loyalty to them and their companies. This helped in maintaining good business relationships and client satisfaction. During the summer, my editor-in-chief and I planned how to expand the newspaper and make it grow from the previous semester. I wanted to have as many people working with me as possible because we did not have as high a budget as we had last year, so we needed as much ad revenue as possible. As the Business Manager, I kept the motivation to bring in as many ads as possible for both the newspaperâ&#x20AC;&#x2122;s expenses and for myself, because I receive 20% of the ad revenue. In an effort to get more ads, I launched a campaign highlighting that anyone who brought an ad to the newspaper would receive a 40% commission from the ad amount. Unfortunately, even with this motivation, we received little success from outside people and did not generate the amount of new ads we were hoping. The responsibility now fell solely on me to make the money. My second year as Business Manager, I made it a personal goal to meet and exceed the $14,000 we made last year. I was fortunate enough to do so, but in the middle of trying to meet my goal, I evaluated the relationship the newspaper had with MediaMate and realized it was not generating enough profit. As a result, I terminated the partnership we had with them in an effort to increase the ad revenue on my own. Many people might feel that this was not an intelligent move to make, but on the contrary, I have been able to make more national ad connections than ever before. I was able to have different bank branches from multiple New York City venues place ads with us. I was able to exceed the amount of national advertisements we had in previous years. At the end of my second year, I was able to bring in close to $30,000. I met my goal. At the present time, which will also be my last year as Business Manager since I am graduating in June, I have continued my longstanding relationships with all my clients. In addition to national and local clients, I also include those on the campus from all different departments, ranging from Peer Services in the Advising Center to the College Presidentâ&#x20AC;&#x2122;s office. I do feel that it is healthy to have a lot of outside advertising, but at the same time, the college newspaper should contain advertisements from within the campus that make students and faculty aware of what is going on. Although the country has been in a recession for some time, for the fall semester alone I have generated $26,000 in ad revenue. This may not seem like a lot, but this is all coming from one person. This amount also exceeds the newspaperâ&#x20AC;&#x2122;s given budget from the school, which is $10,500. What I hope to achieve for my last term is to continue the growth of new relationships, as well as maintain the relationships I have with over twenty-five different clients. I have been working side-by-side with my replacement, who is also the graphic designer who designed the media kit I mentioned earlier and has a firm understanding of how this business works so she will be confident when she takes over as Business Manager. At the end of the day, I might be a college student working on a college newspaper. But when I am calling clients, I am calling from The Knight News, a real business.

The Knight News Queens College 65-30 Kissena Blvd. Flushing, NY 11367 718-997-3978 January 26, 2009 CNBAM Awards Contest c/o Chris Richert, VP/Awards Columbia College Chicago 600 S. Michigan Ave. Chicago, IL 60605 To Whom It May Concern: I am extremely pleased to write this letter of recommendation on behalf of Jason P. Hochberg in support of his application for the CNBAM “Business Manager of the Year” award. I have known Mr. Hochberg since the fall of 2005 when he and I first joined The Knight News as freshmen. In the spring of 2006, I was elected editor of the newspaper and came to know Mr. Hochberg in a more professional setting. I have lead The Knight News over the last three years and I can say with confidence that Mr. Hochberg has been the most outstanding member of the newspaper I have worked with. He is smart, exceptionally driven and possesses an uncanny ability to think outside of the box, a trait he has successfully applied to his job as Business Manager. When the newspaper desperately needed a Business Manager in November 2006, I turned to Jason and he immediately accepted the responsibility. Mr. Hochberg has done an extraordinary job in the role. Reelected to the position two years in a row by overwhelming numbers, Mr. Hochberg has consistently driven ad revenues to record levels. His work his first year enabled the paper to have the extra money to pay editors, expand significantly, and take on student government corruption despite threats of a budget cut. The newspaper’s ability to relentlessly report on student government despite threats of, and an eventual, significant budget cuts ultimately lead to the paper winning the Associated Collegiate Press Pacemaker Finalist award—the first time in City University of New York’s history. I have had the unique opportunity of working closely with Mr. Hochberg over the last three years. On numerous occasions, he has come into the office on weekends for extended periods of time to follow advertising leads. At times, he has even driven long distances to visit clients in other states to ensure he meets with them in person—something he likes to do with each of his clients. His dedication and work ethic are exemplary. Jason spent the entire summer of 2007 working out of the newspaper office to ensure that the paper had record ad revenue for the following year. He has often stayed up with me to the wee hours of the morning to guarantee that all ads are accurately placed, when most editors have long gone to sleep. What makes Mr. Hochberg particularly unique is his ability to consistently think outside the box and aim higher. As Business Manager he has never settled for mediocrity and has always pushed the envelope. Since the beginning of this year, Jason has consistently closed eight full page ads per an issue—an unprecedented number for a bi-weekly newspaper serving a commuter college of approximately 18,000 students. And, in this dismal economy, he even convinced a real estate agency to advertise for a couple full page ads. Not only is Jason relentless in his pursuit of advertisers, but his talent for selling the newspaper to anyone is unique. During his close to three

years as Business Manager, Jason has consistently demonstrated significant upward revenue growth and has set college and university records each semester he has been in the position. To date, he has brought in more revenue than any other Business Manager throughout City University New York. These achievements are a testament to Jason’s work ethic, ability to gain client trust and desire to constantly improve. His staff has not been large, but Jason has worked extraordinarily hard to achieve what he has accomplished. Jason’s achievements are all the more noteworthy considering he has done very well as an economics major and has never missed classes for the newspaper. He values his job greatly, but he values his education even more. I am confident Jason will go very far in the coming years in whatever field he ultimately chooses to pursue. Jason has made history over the last three years and helped a small, inconsequential newspaper blossom into an operation that has received repeated national recognition and the respect of the entire Queens College community. After almost three years as Business Manager of The Knight News, Jason is well deserving of the “Business Manager of the Year Award” and I hope that you view his application favorably. Sincerely,

Steven M. Appel Editor-in-Chief

CNBAM Awards Contest c/o Chris Richert, VP/ Awards Columbia College Chicago 600 S. Michigan Avenue Chicago, IL 60605 Dear Colleagues: Over the past three years, The Knight News, the student-run newspaper of Queens College, has almost literally risen from the dead. Once given up as moribund – and selfindulgent besides – the bi-weekly newspaper of this commuter school has regained health and strength. Like Popeye after spinach, The Knight News has grown stronger and bigger, in no small measure thanks to the strength and leadership of its editor-in-chief and to the aggressiveness and creativity of its business manager Jason P. Hochberg. It is this impulse that moves me to endorse Mr. Hochberg for your award as Business Manager of the Year. The Knight News today is a robust publication, sturdy in size (thanks to Jason’s talent for selling ads) and muscular in journalistic profile because of a strong editorial staff. These two newspaper communities share a common goal and they co-exist and thrive together. The relationship of business manager Hochberg with editor-in-chief Steven M. Appel is the guiding engine of this newspaper’s success. The biggest winner is the Queens College community itself. Jason Hochberg has separately told you of his accomplishments: a 100% jump in ad revenue in just his second year as business manager. An almost 50% gain the next year. The appearance of prestige ads in the newspaper, demonstrating the paper’s reach far beyond the College’s Flushing neighborhood. Yet, local merchants are not ignored. Mr. Hochberg’s staff has assiduously courted businesses in the community. I will leave it to Jason to extol you with more of his tales of accomplishment. After all he is a master salesman and he does not stop when it comes to his own virtues and successes. They are all genuine and worthy of praise.

I wish to talk of something equally important, but more intangible, to me. As an advisor to the newspaper and as a professor of journalism at Queens College, I have witnesses something quite remarkable these past few years. And that is nothing less than the transformation of this journal both editorially and commercially. That The Knight News is the award-winning, highly-regarded and respect newspaper that it is offers testimony to the strong working relationship between the journalistic side and the business side of the paper. As the leader and symbol of the newspaper’s business side, Jason Hochberg deserves praise on many levels for his ability to understand and respect the editorial imperatives of the newspaper and to work with, and assist, the achievement of its goals.

As the director of the school’s journalism faculty and as editorial advisor to The Knight News ( not to mention several decades’ experience as working journalist ) I am gratified to see how the efforts of all members of the newspaper’s staff – the editorial and the business side ( as artificial and bothersome as that dichotomy proves )-- to work together have borne fruit. Most impressive to me has been Jason Hochberg’s symbiotic relationship with the editorial personnel of the newspaper. It is heartening to me as a teacher to see editor Steven M. Appel and business manager Jason Hochberg collaborate to make the paper work. They respect each other and support each other. As Hochberg’s ads have helped to make the paper financially stronger and more self-sustaining, so too has editor Appel’s efforts succeeded in making the newspaper a much stronger – and perhaps easier – product to sell. And of course the stronger the paper is financially, the more aggressively it has been able to maintain its journalistic confidence to the benefit of the entire college community. As Mr. Hochberg has mentioned, he is nearing the end of his college days. But he has taken steps to make sure things will not fall apart once he leaves. He has trained, and continues to train, his successors. In that endeavor, too, he is a generous and gifted teacher. It has given me great pleasure – as a former working professional and as a teacher – to see the respectful, supportive relationship of the top editors of my college’s newspaper. I admire Jason Hochberg’s talent as a business manager, as an ad salesman and business developer, as a contributing member of a journalistic society, and as a trainer of the next generation. He is a young man of great talent and estimable success. I encourage you to honor him as Business Manager of the Year. He is worthy. Sincerely,

Prof. Gerry Solomon Acting Director, Assistant Professor of Journalism Editorial Advisor, The Knight News Queens College/ CUNY Powdermaker Hall 251 Flushing, New York

Jason P. Hochberg

67-30 161st Street • Apartment 2F • Fresh Meadows, N.Y. 11365 (347) 886-7160 • JPHochberg@gmail.com EDUCATION

EXPERIENCE

City University of New York at Queens College 65-30 Kissena Boulevard • Flushing, N.Y. 11367 January 2006 - May 2009 Bachelor of Economics, In Progress Coursework in Finance, Business Administration, Accounting. Photographs featured in The Knight News.

Johnny Famous Bayside, N.Y. College Promotions Embassador January 2009 - Present Advertising and promoting Johnny Famous at college campuses as well as in the New York area, coming up with special promotional ideas.

City University of New York at Queensborough Community College 222-05 56th Avenue • Bayside, N.Y. 11364 September 2003 - December 2005 Associate Degree of Applied Science in Marketing, December 2005 Dean’s List for Outstanding Academic Excellence, Fall 2005.

Queens College Sports Department Flushing, N.Y. Sports Photographer March 2008 - Present Attending sports events and taking/editing pictures. Sports include baseball, soccer, tennis, swimming, water polo, basketball, etc.

Forest Hills High School 67-01 110th Street • Forest Hills, N.Y. 11375 September 1999 - June 2003 High School Diploma, June 2003 Member of the Financial Literacy Certification Program.

TRAINING A.C.P. College Newspaper Convention San Diego, CA. February 2009 A.C.P./C.M.A. College Newspaper Convention Kansas City, MO. October 2008 A.C.P. College Newspaper Convention Washington, D.C. July 2008 A.C.P. College Newspaper Convention San Francisco, CA. February 2008 A.C.P./C.M.A. College Newspaper Convention Washington, D.C. October 2007 C.M.A. College Newspaper Convention Manhattan, NY. March 2007

The Knight News Flushing, N.Y. Business Manager, Photo Editor January 2006 - Present When I first joined The Knight News, my only position was being the Photo Editor. However, after six months, I took over the position of Business Manager because I felt that my skills and instincts from both my educational and employment backgrounds in business could improve the financial situation of the newspaper. Before I assumed my responsibility for this job title, ad revenue was only $9,000-$10,000 yearly. At the present time, I have accumulated over $55,000 in ad revenue. This upcoming year I plan on expanding that amount. Some of the companies I have dealt with are: iDJ Now, Queens County Savings Bank, Metropolitan Foods Inc., Alloy Media, etc. 72nd Avenue Literature Magazine Flushing, N.Y. Business Manager, Photo Editor September 2007 - January 2008 Gathering advertisements for the magazine, overseeing all photo aspects in the publication. International Newspaper Corporation Long Island City, N.Y. Computer Technician June 2007 - January 2008 Working with different files such as FTP websites to produce newspapers.

RECOGNITION

REFERENCES

Published in New York Newsday Travel Section, October 3rd, 2004.

Steven M. Appel 646.724.9408 Editor in Chief, The Knight News.

Published in Yated Ne’eman September 11th, 2007, July 1st, 2008. Published in The Woodside Herald September 14th, 2006.

SKILLS Microsoft Word, PowerPoint, Excel. InDesign, Photoshop. Windows XP or earlier, Vista, Mac OSX. Digital camera operations and software.

Greg Edson C: 646.712.1277, O: 312.621.9350 President, Campus Ave. | Campus Blvd. Shannon Grace Kleehaas 917.488.0292 Web Editor, The Knight News. Gerry Solomon 718.997.2995 Editorial Adviser, The Knight News. Professor of Journalism, CUNY Queens College.

Ad Revenue

2004-2009*

*Projected based on contracts through the spring semester.

Year 2004-2005 2005-2006 2006-2007 2007-2008 2008 ( Fall) *2009 ( spring) 2008-2009 total**

Ad Revnue $11,434.50 $10,842.58 $20,531.11 $29,769.11 $25,985 $11,020.00 $37,005.00

** This amount may increase or

2008-2009 total**

*2009 ( spring)

2008 ( Fall)

2007-2008

2006-2007

2005-2006

Year

*Projected based on contracts

40000 35000 30000 25000 20000 15000 10000 5000 0

2004-2005

** This amount may increase or decrease

January 5, 2009 CNBAM Award Selection Committee: I am recommending Lakishia Cooper for the CNBAM Business Manager of the Year Award. Ms. Cooper started out as a junior account executive for the University Times back in the Fall of 2006. Since then, she moved on to become an Account Executive, served as the Sales Manager and is currently the Marketing Director. She has excelled in this position, not only encouraging account executives to meet sales goals, but also building lasting relationships with clients. Clients have often commented on her level of professionalism. So many attributes set her apart from her peers, but let me briefly share with you some of my observations. Ms. Cooper has a tremendous understanding of quality customer service. She always opted to visit her clients with regularity and really worked with them to tailor solutions to their marketing problems. She understood that her role wasn’t to sell ads, but help our advertisers promote and market their business. Some students passing through our doors never quite get that. Ms. Cooper not only got it, she turned it into an art form. And she now shares this with her own sales staff. Also, Ms. Cooper has a remarkable understanding of the benefits of pre-planning. I have never worked with someone who had a better feel for selling special sections. It’s not unusual for me to watch Ms. Cooper help account executives make contacts, write letters, and close the sale months before a special section’s deadline. She’s always thinking ahead about sales incentive programs and specials to offer clients to increase sales. Perhaps Ms. Cooper’s greatest attribute, though, is her personality. It is rare that we come across coworkers who have such a great disposition. On more than one occasion, I’ve had other students speak highly of Ms. Cooper. They note particularly how her positive attitude is “almost contagious.” When you throw in her remarkable work ethic, what you have is an intelligent, compassionate young woman who will undoubtedly have a positive impact on whatever she endeavors. I’m often asked to write letters of recommendation. In those other letters, however, it’s not often that I can mention all the positive attributes like the ones I’ve shared with you about Ms. Cooper. That, in itself, makes a statement. In closing, I urge you to strongly consider Ms. Cooper for the CNBAM Business Manager of the Year Award. Sincerely, Kelly Merges Marketing Adviser

January 6, 2009 I am nominating Lakishia Cooper for the award of Business Manager of the year. I first met Lakishia last year when I became an account executive. I quickly saw the passion that she had for her job. Lakishia was an amazing trainer, which allowed me to move up to sales manager in less than a year. I realized that she had the ability to be the business manager, because she had the drive, the professionalism, and the intelligence to become the main leader. Lakishia possesses all of the necessary traits needed for attaining the Business Manager award. She is always open for questions about clients and how to conduct a good meeting with different types of clients. She is always professional, even when dealing with a difficult client. Lakishia is always on time, which makes it easy to find her if any problems arise. An overlooked trait for Lakishia is her actual ability to sell. Her persuasive speaking and her talent for convincing advertisers are outstanding. With the new executives coming in Lakishia has done an amazing job at training them, which has allowed us to have another successful year with a relatively young staff. Lakishia is very good at finding different ways to motivate the staff. She is creative with making sales goals and having competitions among the executives. She can turn a bad week, selling wise, into a training tool to help you see what you could have done differently. Lakishia is also very approachable. She has a wonderful personality that allows her to relate with everyone on her staff. She has done her “research” into each member of her team; this allows her to know whether an executive needs to laugh or needs direction. I feel that this is one of the most necessary traits to being a leader in an organization. The ability to know what type of training works best for each member of your staff is a highly underrated skill. Finally, Lakishia is highly impelled in what she does. She completes everything that she sets out to do. This is how she was able to step up to Marketing Director and be able to keep our numbers high. I am certain that there are many qualified candidates for the Business Manager of the Year award, but I assure you that there are none more deserving or fitted for this award than Lakishia Cooper. Thank you, William Coffey Sales Manager

JOB DESCRIPTION MARKETING DIRECTOR Student Media Marketing The Director shall oversee all components – production, sales, promotion, and circulation – of Student Media Marketing. Distinguishing Features of the Job: The Director will handle all national advertising, as well as oversee the sales and production areas. He/she shall oversee circulation and placement of newspaper racks, which will be placed both on and off campus (within a tenmile radius). The Director will be the representative from Student Media Marketing on the Media Board. The Director is responsible for generating revenues that meet or exceed budgeted expectations. Responsibilities and Duties within Student Media • Lead by example by maintaining 20 posted office hours weekly between the hours of 8 a.m. and 5 p.m.; if unable to attend work she/he must notify the Marketing Adviser • Hire Creative Director, Sales Manager and Circulation Manager • Proactively assess working environment to determine need and/or coordinate with the sales team extra training or development needed • Meets with the production and sales staff in order to make announcements and work out any problems that may arise • Meets weekly with the Sales Manager to discuss sales performances, problems, and operations o Will enforce deadlines and clarify policies o Will make sure call sheets are turned in to the Sales Manager • Meets weekly with the Media Advisor to report performance of department and discuss staff ideas • Serves as liaison to publication staffs concerning ad placement, deadlines, and problems with space • Works with Advertising Sales Manager and Marketing Adviser to determine makegoods • Makes sure marketing staff payroll is finalized by last day of the month • Works with Marketing Adviser to establish using approved rate card • Monitors circulation and evaluates effectiveness • Works with Creative staff to develop and coordinate publicity, special events, promotions, etc. • Maintains high professional standards and high profile • Works at festivals, award ceremonies, parties, and other events to stimulate interest in Media Marketing in particular and Student Media in general • Makes decisions on controversial ads • Monitors and services Trade agreements with Marketing Adviser to promote UTimes, as approved by Marketing Adviser • Coordinates sponsorships /partnerships with campus groups, advertisers, and community, as approved by Marketing Adviser Responsibilities and Duties in Training • Responsible for training incoming Marketing Director and preparing the department prior to school starting; • Responsible for selling summer publications and Survival Guides prior to the school year • Conducts training sessions and workshops. These will be held at the beginning of each semester unless otherwise scheduled by the Director • Oversees training and development programs of Media Marketing managers and staff as needed Responsibilities and Duties in Training • Serves on Student Media Board as Marketing Department Rep • Determines any departmental policy changes to be presented to Media Board • Develops the budget for Student Media Marketing Required Knowledge, Skills, Experience and Abilities: • Knowledge of policies and procedures of SM Marketing and Student Media Board Constitutions; • Knowledge of sales methods, rate structures and budget reports; • Skills in sales, production, financing and managing department; • Ability to work well with and direct activities of others; • Ability to prepare and present comprehensive reports on the workings of the Marketing Department. • Must be a student currently enrolled at UNC Charlotte; • Must possess and maintain a minimum GPA of 2.5; • Must be in good disciplinary and academic standing with UNC Charlotte • Must have been an employee of Student Media Marketing the semester prior to, as well as the semester of selection; • Must secure nomination of Media Adviser and majority approval of the Student Media Board to serve in accordance with procedures developed for operation of the Media Marketing Dept.

The Marketing Director reports to the Student Media Board. Questions about this position and its responsibilities should be directed to your supervisor. Grievances may be taken to the Student Media Board and/or Student Media Marketing Adviser. For further information, contact: Kelly Merges, Student Media Marketing Adviser, Cone University Center, UNC Charlotte, Charlotte, NC 28223-0001. Phone 704/687-2663 The University of North Carolina is composed of the 16 public senior institutions in North Carolina An equal opportunity employer 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. _____________________________________________

_________________________________________

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

Lakishia Cooper 1106 Goldrush Blvd * Apt. E * Charlotte, NC 28262 (910) 624-3398 * Ldcoope1@uncc.edu OBJECTIVE: To obtain the Business Manager of the Year Award. SKILLS • Ability to multi-task while handling business in a timely manner. • Marketing • Interpersonal • Critical Thinking • Leadership, Management and Communication. • Microsoft Office: Excel, Word, Access, PowerPoint and MAC. • Four Years Customer Service Experience. EDUCATION B.S.B.A Business Management, December 2008 Minor: Management Information Systems University of North Carolina at Charlotte • Full Veterans of America Scholarship (Merit Based) Professional Growth Chartwells, Charlotte, NC October 2008 to Present Marketing Intern • In this position I work directly with both the Director of Dining Services and the Regional Marketing Director to create marketing collateral. Also continuously use analytical skills to create and analyze reports dealing with Customer Relationship Management. Target Corporation, Charlotte, NC May 2008 to August 2008 Executive Intern – Human Resources • As an Executive Intern for Target I learned the key aspects of effective leadership and routinely managed store side operations. During this internship I used critical thinking to solve problems regarding overall store performance. By the end of this internship I was able to successfully implement a plan that improved the performance of underperforming team members. The University Times, Charlotte, NC December 2006 to Present Marketing Director August 2008 to Present • In December of 2006 I began working with the University Times as an Account Executive. In this position I was awarded the Rookie of the Year Award because of my outstanding performance. After eight months in this position I was promoted to the position of Sales Manager. I was responsible for managing a team of five Account Executives - this team reached $243,000 in sales which was a substantial increase from the year before. My next promotion was to the position of Marketing Director where within my first month I experienced a $2,000 increase in sales. My current duties include evaluating, training, and monitoring a sales team of six. Dean of the College of Arts and Sciences Office, UNCC September 2007 to Present Front Desk Receptionist • As a Receptionist for the Dean’s office I was the first point of contact for students with questions regarding transient study, special requests, and change of major forms. I utilized interpersonal and

communication skills to answer student questions. Other duties included answering telephones, creating spreadsheets and sending faxes. Regina H. Rudolph C.P.A, Charlotte, NC February 2007 to April 2007; August 2007 to December 2007 Office Assistant • In this position, my primary duty was accurately entering important tax documents (W-2, I-9, 1040, 1040A) into Tax Act & Quick Books for small business owners. The majority of my work was completed independently with little or no supervision. I also scheduled appointments, answered phones after hours, and assisted clients with questions regarding their tax returns. Lastly I helped Mrs. Rudolph with the marketing and promotion of her accounting business. Enterprise Rent-A-Car, Charlotte, NC June 2007 to August 2007 Management Trainee Intern • As a management trainee intern I was able to gain substantial customer service experience working with professional client on a daily basis. Another key aspect of this position was using analytical skills to resolve problems regarding client accounts. UNC Charlotte Intramural and Recreational Services, Charlotte, NC August 2004 – May 2008 and August 2006 to November 2006 Scorekeeper/Timekeeper • Acted as on-site customer service representative to student athletes and coordinated times for intramural events. UNC Charlotte Urban Institute, Charlotte, NC August 2005 to May 2006 Data Entry/Research Assistant • Used sales and interpersonal skills to request participation in the institute surveys. Interpersonal skills where used to quickly gain participants trust because information collected from them included their age, sex, income level, and personal spending habits. This information had to be quickly and accurately entered into the CATI computer system. Community Involvement: It’s A Small World Daycare - Read to and participated in recreational activities; Thompson Children’s Home – Assisted in the beautification of play area; Charlotte Heart Walk - Participant Co-Curricular Activities: Student Media, Young Entrepreneurs Association, Alpha Kappa Psi – Professional Business Fraternity, Air Force JROTC – Pine Forest Senior High, Intramural Sports

Management Philosophy Statement Lakishia Cooper Sales Manager, The University Times In the beginning I found the position of Business Manager to be quite difficult and challenging. I have found that these challenges can be met by applying various techniques I have learned in courses taken throughout my collegiate career. Using a combination of directive, supportive, participative, and achievement-oriented techniques help motivate employees best. This, in conjunction with keeping the clients needs first, has helped our team continuously improve. When being directive I am sure to let employees know exactly what needs to be done and how to do this. I have learned through experience that directive behavior must be used at your own discretion, and as a manager you should know when and how to use this. I find myself using this technique most often in the beginning. Using directive behavior can be very tricky when working with seasoned account executives or even new account executives that already have an idea of what to do and how to do it. Allowing the sales staff to participate in decisions that will affect them is also helpful in reaching goals. Participative behavior allows me listen to the staffâ&#x20AC;&#x2122;s ideas so that they are involved in the decision-making that affects them directly. This is very important because they are the ones actually performing the tasks, their input helps me get a general understanding of what they can handle. Having votes during staff meetings, conducting one on one meetings with account executives and handing out anonymous questionnaires are very helpful. One of the techniques I use most often when managing a commissioned-based sales team is the achievement-oriented technique. This helps me to push the account executives to do their best. When I use this technique I set sales goals and express my confidence that my team can obtain these goals. Motivation is a major part of getting my sales staff to complete

tasks and reach goals. Sales competitions between the account executives are a very useful way of motivating them to reach goals on a regular basis. I am also very sure to support my employees and be a part of their lives outside of the University Times. When staff members feel that I care about their well being they tend to perform better. Better performance leads to sales goals being met and increased revenue. One way I use this technique is by taking an interest in account executivesâ&#x20AC;&#x2122; academic and personal lives. This technique is useful in retaining employees as well. Retaining account executives is very important for clients with special needs. These clients respond well when they personally know their executive and their executive knows their specific needs. Client needs are one of the most important factors. By expressing to my sales team the importance of clients we are able to make sure that their needs are met. I want my sales team to know that we are not only selling advertisements in the paper, but we are helping business owners achieve greater profits and realize their business dreams. I am sure to let them know that we must treat each client as an individual and help them with their specific advertising needs. For example, when working with smaller clients, you must approach them differently than you would a giant retailer. Although these are both important clients, the smaller business may be apprehensive and need a bit more coaching and education on growing their business. By using a combination of directive, supportive, participative, and achievementoriented behaviors to motivate my staff, I have been able to obtain a strong commitment from them and not just compliance with policies and procedures.

December 23, 2008 Dear CNBAM Judges, Stephanie Betts has worn several hats here over the past four years, and I am pleased to nominate her for the 2008/2009 CNBAM Business Manager of the Year Award. With energy and determination, Stephanie has dedicated the entirety of her college career to The Pitt News, as an Inside Sales Representative, a display Account Executive, the Inside Sales Manager and finally this year, the Business Manager. Over the years, she has grown into a professional businesswoman, leading her staff with a unique combination of humor and discipline. Stephanie came to her post determined to manage the business staff with a team philosophy. Her success even in the wake of economic downturn is directly related to her judgment calls in recruiting a new staff, training them using her own expanded formal training agenda, and motivating them, using creative incentives and consistent feedback. Last year’s business staff was top-heavy in seniors and underachievers, so Stephanie’s first task was to fire and hire. Retaining only one outside sales rep, Stephanie recruited for the other ten account executives, speaking to diversified student organizations and placing emphasis on her presentations to introductory business classes, targeting future sophomores whose ambitions lie in the sales arena. She dovetailed those personal appearances with email postings and a static posting on the College of Business Administration’s website. Presenting The Pitt News as an internship at the University of Pittsburgh’s Intern Café, Stephanie competed with some of the Pittsburgh region’s largest employers for qualified business students, where she recruited two of our most productive sales representatives. Candidates interviewed up to three times before decisions were finally made, and Steph ended up with a driven, stable, professional, and more importantly, young sales force. While most of the country’s newspapers are suffering significant decline in advertising revenue, The Pitt News is staying the course flat to last year. Our national revenue is down by over 30% for the fourth consecutive year in a row, our university and student advertisers have all seen massive budget cuts, and our online revenue is suffering from loss of site real estate; still, we see our local revenue fighting to keep our combined bottom line very similar to last year’s. Virtually the only revenue stream over which she can control, our local advertising is Stephanie’s only shield in the face of economic downturn. Each of our local advertisers has received either a personal visit, a phone call or a card from Steph. Most laid out their complete advertising schedules back in August for the year, thanks to her strong suggestion. Stephanie has been one of the very critical components to our continued success. After four years here, Steph can confidently recite all our largest advertisers’ primary contact and most of our secondary ones, as well. She could probably give you their contract frequencies and even some addresses, too. She acts as all of the reps’ back up, and knows everything her Sales Manager, Justin Matase, is facing. She knows how to process our billing, how to change the databases, the location of every ad in our system, how much we spend on every line item in the budget. She spends time in the field with her sales force and time on the phone with her customers. Ultimately, nothing gets by Stephanie Betts.

Now, she is spearheading a division-wide evaluation process, wherein the Account

interesting, the Account Execs all evaluate their managers. Stephanie wants to hear the good and the bad, and has arranged for her employees to anonymously submit their perceptions of their management. This process shows not only the desire for self improvement, but also the guts to hear criticism. Well on her way toward Magna Cum Laude, Stephanie Betts has been careful to balance her professional life with her studies. She carries a triple major academic load, including Art & Architecture, Political Science and Non-Profit Management. Versatile, unpredictable and almost electrically charged, Steph is still a rock of stability and unwavering dedication to The Pitt News. The conflicting adjectives which describe her also describe how I feel about her; here for four years, she has become my devilâ&#x20AC;&#x2122;s advocate, my back-up, my front-runner, my partner. I will miss her zeal, her laughter and her will to win. I consider her a friend and wish nothing but successes piled upon her. Thank you for considering our Stephanie Betts of The Pitt News for CNBAMâ&#x20AC;&#x2122;s Business Manager of the Year Award. Sincerely, Laurie Holding Advertising Adviser The Pitt News 412-648-7978

Dear CNBAM award committee, I feel honored to recommend my fellow manager, Stephanie Betts, for Business Manager of the Year. I have had the pleasure of working with Stephanie for the past three years at The Pitt News, and she has not only earned the position of Business Manager through her admirable work ethic and passion for our paper, but also excels at managing her peers and truly has been an asset to this paper. Stephanie worked alongside me sophomore year as Inside Sales Representative, and she was the girl with all the answers. I was amazed by her vast knowledge of advertising, although she had only been working there a semester previous. Junior year, she was promoted to Inside Sales Manager, in which she supervised both Inside Sales and University Account Executive, which is the position in which I moved to. She worked hard to structure the newly founded position of University Account Executive, and together we beat the previous yearâ&#x20AC;&#x2122;s numbers by 14%. Stephanie then earned the coveted position of Business Manager, and there was never any doubt in my mind that she would do a fantastic job. She worked relentlessly to recruit and hire the best sales team she could find at our university, and I have never seen a more motivated or dedicated sales team in the three years that I have worked at The Pitt News. She moved into the position of Business Manager with innovative ideas and a drive to execute. I have always admired Stephanieâ&#x20AC;&#x2122;s courage to make change happen, and she has worked tirelessly this year to bring about positive change within The Pitt News. I have interacted with Stephanie on a day-to-day basis for the majority of my college career, and I could not be more impressed with one of my peers. She has knowledge and maturity that far exceeds a senior in college. Stephanie will graduate with two majors and a certificate in the humanities while still running a $1.2 million dollar business, proving what a well-rounded and capable individual she is. I have had the privilege of working with Stephanie for the past three years, and I know that her passion for this business is what sets her apart. She has made such a positive and lasting impact on this paper, and The Pitt News is very fortunate to have her. She carries with her a promise to do the best she can in whatever endeavor she chooses to pursue. Stephanie has been able to create strong and lasting relationships along the way, and I have been truly lucky to have her as a friend and peer. I can honestly say that she is the type of person that would always be there for you without hesitation. I admire her for the strength she possesses as an individual, and her indelible loyalty to those around her. It is lovely to have known and befriended a person who values loyalty and commitment in the business world. Stephanie has proven herself as both an exceptional Business Manager and admirable person. She has earned my respect as a peer and friend, and I have been fortunate to have shared so much of my collegiate experience with her. I highly recommend Stephanie Betts for Business Manager of the Year. I cannot think of someone being more deserving. Sincerely,

Laura Seman Inside Sales Manager The Pitt News University of Pittsburgh

“Love The Pitt News? Well why don’t you marry it?” This quip ran as an editorial fill seeking business manager and editor in chief applicants January of my freshman year. At the time I worked fifteen hours a week in Inside Sales for The Pitt News. The position was that of lowest man on the totem pole, but I saw myself as a committed foundation. It would be another two years and two positions within the paper before I had the experience answer that call, but I had known right off the bat that business manager was what I wanted to be. My personal philosophy and my management philosophy are one in the same. For myself and for my staff I have high expectations. High expectations for sales, high expectations in regard to the pride one should take in one’s work, for efficiency, for dedication, for fun. I was recently asked in an interview what I thought to be a great and revealing question: “On a scale of one to ten, how successful are you and what you’re doing now?” The Pitt News business division is a team of tens, and I expect nothing less. The team expects nothing less. My sales manager and I took up our roles as managers a full two months before our new positions started. We led a vigorous recruitment campaign, speaking in every business class and student organization meeting we could network our way into. It easily reached a hundred presentations in which we asked our undergrad audience, “Who pays for the The Pitt News?” Where they expected to hear “student activities fee” as an answer, we dazzled them with our $1.2-million-student-sales team. Our recruits want to be a part of that. More than anything else, the investment I made in recruiting smart, ambitious, self-motivated individuals has paid off for our paper. Intensive sales training is conducted in the week before classes begin. My goal was for it to be as interactive as possible. We delved immediately into role-play. Confidence, sales technique and product knowledge all came to life in this way. Our sales team embraced their positions and hit the ground running. I believe them to be, by far, the strongest team I’ve seen in my four years as a member of The Pitt News. On-going training, feedback and a student mentality are priorities. I composed and conducted account executive and student-management evaluations for the first time at the end of the fall semester. My team is very responsive to knowing how high the bar is set, as it applies to them and as it applies to our numbers. Many of the advancements I have made as business manager have been at the demands of the excellence of my account executives. I had to devise a faster way to document out-ofterritory prospects to keep reps from overlapping. Our very successful basketball spreads are now scheduled for the full semester instead of monthly, and a frequency discount applies. Where we used to encourage our account executives to sort through our archives to familiarize themselves with their clients’ ad activity, we now compile a monthly binder that contains every issue, and saves time and mess. This year we prospect every city to which our men’s football and basketball teams travel. This initiative has inspired a program for trading advertising space for hotel rooms in which our editorial reporters and photographers stay – saving The Pitt News travel expenses. One of my most lasting contributions to our publication will be the implementation of a “New Customer Special.” The deal of three free adds when a new client runs five is not only an incomparable closing tool for new business prospects, but the policy of all eight ads running within a month has created a powerful response for our advertisers. In my time as business manger I’ve reached out to many new revenue opportunities not considered before. Our website now hosts text links and widgets. I became a beta partner with TapInko and initiated a relationship with Google Adsense. I am currently collaborating with our

editorial staff in revising our copyright policy so that The Pitt News may act as a venue through which photographers can sell their work, creating an additional new web-based revenue stream. In partnership with the professional staff, I’ve expanded distribution to include neighborhoods adjacent to Pitt where students live and more advertisers have direct access to our product. The Pitt News still operates on a non-digital accounting system called PaperTrak. We lovingly refer to our graphic-less, mouse-less computers as the dinosaurs. One of my most rewarding accomplishments comes from having taught these old dogs a new trick. The business managers before me composed quotas from revenue reports that had to be cross-checked with adjustment memos and fee applications. Weekly sales updates were hand calculated and typed from daily manifests. In taking ownership of my new position, asking questions and truly exploring my office, I came to find a new method of printing ad activity reports from the PaperTrak system that virtually did these jobs for me. I’ve saved myself an average of five hours a week now dedicated to my staff and our customer base. This isn’t the flashiest of achievements, and probably only a dozen veterans of The Pitt News, those who spent a huge fraction of their time as business manager calculating quota and sales updates, can really appreciate the development, but having made the opportunity to better allocate my time is one of my proudest accomplishments as a manager. The nature of my relationship with my staff is unique by the character of a student-run organization. I play the roles of manager, of friend, of fellow student. In as much experience as I’ve been fortunate to gain thus far in my career, I’m reminded daily that I’m far from certain as to the best management philosophy. It is my hope that this essay reflects that which I value – efficiency, pride in one’s work, a need for excellence. I believe that my management reflects the way in which I would prefer to be managed. The position of business manager is a perfect symbol of that – what a chance, to run a million dollar business! I hired individuals who share my sense of self-motivation. I took this opportunity to lead and to surpass; it has been my philosophy to extend to my staff opportunities of the same sort. My account executives are made to be keenly aware of my expectations, but beyond that it is they who must succeed within the realm of their opportunity. We give them accounts and tools, we give them our advice and our criticism, but what is most significant is that we give them ownership. We give them a commission-based system in which they get to write their own paychecks. I believe in empowering your people. In the initiatives I’ve taken and the work we’ve all done this year at The Pitt News, I have tried to empower my team by being entirely open to their contributions. I’ve tried to be the support system, responsive, a catalyst for their ideas and changes. I am also dedicated to contributing everything I can as an individual. In all of this I strive to appreciate every day of the one year I have to do everything I can with the position of business manager and to convey to my staff how pivotal it is they do the same. I am honored to be considered for CNBAM 2009’s Business Manager of the Year. Thank you for your time.

The Pitt News Business Manager â&#x20AC;&#x201C; Job Description The Business manager oversees the business and advertising departments of The Pitt News, and in conjunction with the Student Media Adviser, has fiduciary responsibility for the newspaper. 1. The Business Manager has the authority to overturn or alter any decision made by a member of the business staff including any decision of the Board of Managers relating to advertising or business practices. 2. The Business manager acts as a liaison in business matters between the business staff and the Publications Board, the Student Media Adviser, and other groups including the student body, the faculty, the administration and the community. All disputes or problems with an advertiser will be handled by the Business Manager. If necessary, the Business Manager will consult with the Advertising Adviser and the Student Media Adviser. 3. The Business Manager has the responsibility for supervising and managing the business staff of the newspaper. 4. The Business Manager is responsible for delegating responsibilities to his/her appointed business staff. As such, the Business Manager, in conjunction with the Production Manager, will establish procedures for production deadlines and enforce all such policies. 5. The Business Manager has the power of appointment for all business positions with do not require the approval of the Student Publications Board. 6. The Business Manager has the authority, provided there is reasonable cause, to remove anyone from a business or advertising position. The Business Manager is required to give the person being removed from office written notification within 48 hours of the decision to remove. All such decisions can be appealed to the Student Publications Board. 7. The Business Manager will collaborate with the Advertising Adviser and establish a formal recruiting program for all members of the business and advertising staff and will coordinate these activities with the incoming Business Manager. 8. The Business Manager will coordinate all sales and collaborate with the Advertising Adviser and Account Manager in the collection of all revenue. 9. The Business Manager will represent the organization in an official executive capacity when necessary or when requested to do so.

Adviser to prepare an annual budget for the business department. The Business Manager will collaborate with the Editor in Chief and the Student Media Adviser to prepare a budget for the newspaper. 11. The Business Manager must approve all discounted advertising. 12. The Business Manager is responsible for developing and monitoring a pay scale for the newspaper. 13. The Business Manager is responsible for creating and maintaining a cooperative relationship with the editorial staff of the newspaper. 14. The Business Manager must maintain regular office hours, which must be on record with the Office Manager. 15. The Business Manager must work a minimum of 20 hours per week at the newspaper. 16. The Business Manager must attend and vote at all Board of Managers meetings. 17. The Business Manager will answer all correspondence relating to business or advertising matters in a prompt and efficient manner.

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

Toni Bergquist The University Daily Kansan Business Manager of the Year Nominee

To Whom it May Concern: It is with great pleasure that I recommend Toni Bergquist for Business Manager of the Year. I have known Toni since she started working at The University Daily Kansan her freshman year of college, at the very young age of 18. In a group of mostly juniors and seniors, Toni had to work especially hard to find her place amongst the staff at the same time that she was finding her place at KU. She began as a shy account executive, hardly confident about her own abilities to make a difference on the Kansan staff. Two and a half years later, what a difference she’s made. Toni’s time as Business Manager in the spring of 2008 was unquestionably the toughest semester the Kansan has ever faced. Spring 2007 brought the UDK its then-highest-grossing semester in history, presenting an insurmountable challenge for the business manager going into the spring 2008 semester. But Toni used the lessons she had learned during her previous four semesters on staff to position herself as a confident and capable leader, and spent her time making incredibly strategic management decisions and innovative product implementations in order to make spring 2008 the new highest-grossing semester in Kansan history. One trait that makes Toni an exemplary manager is her ability to allow herself to be led. (This is not an ordinary trait for a college manager striving to be in a position of power.) She made critical observations of the management strategies in place before her, and how her managers had made choices regarding their sales staffs and product alterations that had allowed the Kansan to thrive and fall over her years there. She made a point to request constructive criticism that she knew would help mold her into a more effective salesperson and manager. It was these traits—that she maintained and continued to grow while Business Manager—that allowed her to stay grounded and to never lose focus on the important details that need to come together in order to achieve a successful semester. By utilizing the lessons she had learned from previous managers before her, Toni developed the impeccable talent of capitalizing on the resources around her in order to make her staff as successful as possible. This notion was exemplified during her business manager semester in two key ways: by her staffing choices and by the alternate revenue growth streams she pursued. Toni used her previous experiences—both positive and negative—to help position her staff members in the way that she knew would help them grow into successful managers and sales people. She instilled confidence where needed the same way that managers before her had helped her, while tactfully and maturely guiding others to a more stable track that they might not have realized before. Her results were a family-like staff that worked together to achieve team goals in ways that this group had never worked together before—all thanks to Toni’s ability to use her own lessons and experiences to diplomatically manage. As a member of the newspaper industry in its current state, I see that the true reason that Toni deserves the title of Business Manager of the Year is due to her extraordinary ability to conceptualize and grow completely new alternate revenue outlets. Toni created a product-oriented sales department for the Kansan, selling posters of some of our memorable front pages and reprints of special sections. She developed a way to capitalize on those all-too-rare occasions when students clamber for one of the 11,500 Kansans on campus by finding a way to extend that excitement and sense of urgency into a lasting product line. To date, kansansales.com has generated more than $48,000 in revenue.

Toniâ&#x20AC;&#x2122;s triumphs and challenges during her time as Business Manager helped demonstrate her true capabilities as an entrepreneur and as the top college newspaper manager in the country. She has made an incredible lasting impact on those she led, and will be an essential asset to the future of the newspaper industry. Again, I highly recommend Toni Bergquist for CNBAMâ&#x20AC;&#x2122;s Business Manager of the Year. Thank you for your consideration. Please let me know if I can provide any further information. Sincerely, Jackie Schaffer Spring 2008 Online Sales Manager National Sales Coordinator iMoms.com/E.W. Scripps 9721 Sherrill Blvd Knoxville, TN 37932 (865) 560-3501

Dear CNBAM Judges, It is with great pleasure that I write to you to nominate Toni Bergquist for the award of Business Manager  of the Year.  The spring semester of 2008 was Toni’s 7irst as business manager of The University Daily  Kansan, and she made it into the most 7inancially successful semester in the history of The Kansan. The  paper was able to achieve this fantastic success in large part through Toni’s good planning, innovation and  leadership. When Toni took over as business manager of The Kansan she had to follow in the footsteps of a  tremendous fall of 2007 where the paper had performed at $90,000 over the previous semester at the  same time. She also had the challenge of having to 7ight numbers from the spring of 2007 where the paper  achieved unparalleled success of 7inishing $161,000 over the previous year at the same time after many  down years and semesters in a row. And 7inally, added to all of this was the challenge that over half of  her core account executives were brand new in their positions for the semester, as well as the three zone  managers who would be directly supervising them. Toni took these challenges head on and demonstrated excellent leadership from day one. She respected  that the paper was riding a great wave of momentum from the past two semesters and game planned to  keep it going. She started by working with her very talented but inexperienced management staff and,  throughout the course of the semester, provided guidance and direction to them so that they could grow  and 7lourish in their new positions. She worked with a relatively inexperienced sales staff as well, learning  what it took to motivate each of them and managing them each in different methods to help them achieve  their goals. Toni would constantly take time out of her day to work with new reps on an individual basis  to help them overcome obstacles they were facing and taught them how to be successful on their own  as quickly as possible which, given the youth of the staff, was absolutely essential. Toni also continued  the paper’s ground‐breaking work in event marketing partnerships with one of The Kansan’s largest  advertisers, a local nightclub called Abe and Jake’s, for events like the “Sex on the Hill” party as well as  watch parties for KU’s two games in the Final Four, each of which brought in crowds of close to 1,000 per  night and all of whom were given copies of The Kansan’s merchandise and saw posters and banners for  The Kansan all throughout the venue. These branding opportunities helped keep the paper’s readership  high with return levels below 10 percent daily and helped increase special sections revenue by 145  percent. Toni’s innovative thinking is demonstrated perfectly in her working to put into place an ambitious  partnership with The Kansan’s largest advertiser: KU Bookstore, the largest bookstore for students and  a continuous source of merchandise for fans and alums as well. KU Bookstore agreed to sell, in their  stores and on their Web site, products related to The Kansan in return for a small percentage of all  sales as they would handle payment ful7illment and shipping for all customers, starting with a poster‐ sized reproduction of the 1988 Men’s basketball championship cover. For advertisers who had already  committed to running in The Kansan’s “110 Years of Kansas Basketball” special section, this created  added value because now, in addition to being able to reach the student readers of The Kansan, they were  also able to reach alums and other fans of Kansas basketball as the bookstore made this special section  for sale.  Thanks to Toni’s work, this now means that The Kansan can add these same alums and fans  of KU Sports to the readership of future sections as they visit the bookstore either in person or on‐line  at: www.kansansales.com. The site continues to perform well and to date has brought in over $48,000 in  incremental revenue for The Kansan and has helped diversify the paper’s cash 7low for the future. It has

also only strengthened The Kansan’s relationship with The Kansas Union as they have received 20% of all  sales off of the site and received over 2500 new customers from their relationship with The Kansan. Toni’s excellent planning is perfectly demonstrated in The Kansan’s sales related to the men’s basketball  championship. When the men’s basketball team advanced to the Final Four, Toni already had a plan in  place that she had been working on all semester for such an event. The next day our ad staff went to work  selling a glossy‐covered, hi‐brite tabloid commemorative section that would chronicle the entire season,  whether KU won the national championship or not. This early planning enabled our sales staff to get a leg  up on our competitor’s in‐town by a week, and led to $21,155 in sales on the section alone. When Kansas  won the national championship, the kansansales.com site was ready to go with products such as posters  and t‐shirts that had been set to go in advance of the championship, and the results were tremendous.  The Kansan provided a link to the merchandise site off of www.kansan.com to visitors searching for news  about the championship, and the paper was able to sell over $39,000 worth of championship merchandise  including papers, posters and t‐shirts. Not only did this mean extra revenue for The Kansan but it also  meant extra branding of the paper as students and alums alike displayed these championship images in  their homes and of7ices. When the semester was over, thanks to Toni’s innovation and leadership, The Kansan 7inished at close to  $21,000 over the same semester the year prior, which was record‐breaking at the time as well. It helped  demonstrate that The Kansan’s great year the two semesters prior was not a 7luke, and helped keep the  papers’ tremendous momentum going. These record gains allowed the paper to build off of its impressive  momentum, but also make long‐delayed purchases in terms of furniture and equipment that will help  future staffs to continue to excel as well. Toni also performed most admirably in the classroom, earning a  3.5 GPA in her classes for the semester that she was business manager. The spring of 2008 was the biggest semester The Kansan has ever experienced, and when one looks  at Toni’s leadership and innovations for that semester, it becomes clear as to why this occurred. Good  planning and great leadership from her were the reasons why, and also the reasons why Toni has earned  this prestigious award. She has set the bar high for future Kansan staffs in terms of performance, but also  for staffs nationally as well.  Sincerely, Jon Schlitt Sales and Marketing Adviser The University Daily Kansan

Dear CNBAM Judges, “You may be able to grant someone a position, but you cannot grant him real leadership. Influence must be earned.” I learn a lot about life through quotations and words influential people have said. This particular phrase caught my attention for several reasons. I have experienced leaders who were put into their position, but failed to gain the support and respect of their employees. I have also experienced leaders who were not in management positions, but had more influence on those around them than anyone else on staff. I strive to be the person at work, amongst my peers, and in life in general who has the ability to influence others, no matter where I stand, or what leadership position I hold. My overall goal as a manager is to bring out the best in the people around me, allow them to see what they are capable of and fulfill their individual potential. I want everyone to know and see their individual impact on the organization, share their ideas, and witness the success that can come from all of this. While this is my overall goal, I have several attributes to my management style that help me achieve this First, I believe in the power of positive thinking. When I became Business Manager of The University Daily Kansan, I was told it would be tough. We were going up against the biggest semester in Kansan history, a semester generating $613,715, and we had lost all of our experienced leaders the previous semester. While I knew it would be a challenge, I knew it could be done. Spring 2008 tested my “can do” attitude to the extreme. I made my management team aware of the challenge, and we decided to start, from day one, treating these goals as if they were absolutely attainable, just as they were every other semester. The end of the most successful semester in Kansan history was proof that, no matter how big the goal is, it can be done. The Kansan Advertising Staff brought in $654,600 in a single semester. Second, I believe in managing every person as an individual. During Kansan sales training, managers and the sales team are trained on personality quadrants and colors. I strongly believe in this concept. A person cannot be taught anything if it is not taught the way in which they learn best. If you ask any of my coworkers, they will tell you without hesitation, I am a relationship builder. I live my life and manage based entirely on the relationships I build. I have the unique capability of finding a connection with any person, and making everyone feel comfortable. These relationships provide me with the answers to how each person learns and help me gain the trust of my employees. This trust leads to respect, and when my team respects me, they work as hard as they can for me. Every person on the Kansan staff knows I am always there to answer any questions and help solve any problems they have. Third, I believe that being a manager means seizing every opportunity you possibly can for your staff to capitalize off of. At the end of my semester as Business Manager in the spring of 2008, my sales team had broken countless records and won huge awards. While I tried to seize as many opportunities as I could for them, at the end of the day, the team of 32 sales people capitalized on these opportunities and brought in recordbreaking numbers in revenue. With an April reaching $203,799 alone, and a semester breaking $654,600, I am humbled to look back and see how well my staff took what I threw at them and ran with it. This came from their trust in the sales manager and my decisions, their belief in the products we gave them to sell, and their respect for myself and the rest of the managers, which led them to work their hardest to reach these goals. Lastly, I believe in being proactive instead of reactive. I have seen this be the determinant between mass success and immense failure. “If you fail to plan, you plan to fail.” This quote couldn’t be more right on. During my

semester as Business Manager, if I had chosen the road of reactiveness, everything would have been different. As everyone knows, spring 2008 was a golden year for The University of Kansas athletics. As the NCAA Tournament progressed, we saw the possibility of a National Championship and began to plan. A lot of our revenue the previous year had come from our basketball tournament bracket, which wasn’t released in 2008 until KU was on spring break. We saw this coming and put together a promotion and strategy that would allow us to put out a blank bracket, and be successful in doing so. After pairing with a loyal advertiser and creating a raffle for students who turned in the bracket completely filled out, we had a response of over 400 entries and gave away a 52’ LCD TV and $500 in gift cards to advertisers who invested in the bracket. After soaring over that hurdle, the Final Four took place while our four top sales people and six of our most experienced managers, myself included, were at the 2008 CNBAM Conference. At the end of this conference, we knew we were headed for the National Championship. Had we not planned for this prior to traveling to San Antonio, we would not have had time to devise a strategy and present it to the staff with enough time for them to make it successful. Because we were proactive, our team sold and produced a National Championship magazine we were able to put out only two weeks after the championship. This magazine provided our sales staff with $21,155 of incremental revenue. The day after the big win, we were prepared to capitalize off of Mario Chalmers’ famous 3-pointer. We had The University Daily Kansan Championship t-shirts ordered, posters of the front page printed, and thousands of overruns of that days paper ready to go. Our normal 11,500 daily copies were gone by 9:30 a.m and we had students lined up outside of the Kansan office for hours waiting for their copy. During all of this athletic success, we found a way to capitalize even more off of this by partnering with a top client to launch www.kansansales.com. This Web site allows us to sell several of these products, and has brought in another $50,000 in additional revenue, to date. Again, all of these successes were based on my ability to plan ahead and be proactive. Throughout my six semesters on the Kansan, I have grown more than I could have ever imagined. Starting as a freshman, this has become my college experience. I have had my ups and downs, I have succeeded and I have failed. I have matured as a young adult, as a sales person and most of all, as a manager. I have discovered my passion for helping others succeed and building leaders. I have swallowed not breaking my quota and felt the utter joy of seeing my team succeed. My passion for management has grown so much and has made me confident in my capability to lead after college. My beliefs and “management philosophy” has proven to be extremely successful, and I know I am deserving of the title of Business Manager of the Year. I would be absolutely humbled to receive this honor, because I know without a team behind you, a Business Manager cannot succeed. This award would not only be a testament to my management techniques, but an award for the outstanding job my team did in order to bring the Kansan such great success. Sincerely, Toni Bergquist Spring 2008 Business Manager The University Daily Kansan

The University Daily Kansan Business Manager Job Description At The University Daily Kansan, Business Manager has a multitude of responsibilities. First and foremost, Business Manager oversees the day-to-day activity of all staff members. The Business Manager is responsible for making final decisions regarding The University Daily Kansan as a whole, including make-goods, incentives, new products, hiring, and even the occasional termination. The Business Manager is responsible for attending Kansan board meetings and discussing any upcoming events, new products, individual employees and monthly budgets with the faculty board members. Business Managers are also responsible for designing and conducting training at the beginning of the semester for the management team and sales staff. Business Managers head manager meetings every Sunday night and staff meetings every Monday night. During these meetings, the Business Manager is responsible for effectively communicating any problems they are seeing, handling any objections staff members may have, providing feedback on numbers for the week, and anything else that may be occurring that week. Business Manager is also responsible for coming up with creative and competitive ideas for incentives in order to motivate the staff as a whole.

Toni Bergquist

2511 W. 31st Street Apt 222 Lawrence, Kan. 66047 785. 383. 4369 toni.bergquist@gmail.com

{Education} The University of Kansas, Lawrence, Kansas William Allen White School of Journalism and Mass Communications Bachelor of Science in Journalism, emphasis in strategic communication Minor in Sociology Graduation date: May 2009 / Cumulative GPA: 3.5

{Relevant Work Experience} The University Daily Kansan, Lawrence, Kansas Online Sales Manager, January 2007 - present • • •

Assist Web Designer in the creation and launch of a new Web site for KU Students, http://guide.kansan.com Manage a team who has brought in more than $50,000 Manage online inventory and create comprehensive monthly reports for advertisers

Sales Manager, August 2008 - December 2008 • • • •

Developed client lists and revenue goals for sales staff using more than 500 local and national clients Conducted a week-long sales training program involving interactive sessions on objection handling, campaign development, online sales and other valuable sales tools Designed marketing and sales materials to assist sales team in pushing all products Created, organized, promoted and launched a new special section, Top of the Hill, which generated $12,500 in additional revenue

Advertising Director, January - May 2008 • • • • •

Managed and trained 34 account executives, graphic designers, Web specialists and classified account executives Led staff to exceed semester revenue goal of $654,697 and break Kansan history with the biggest semester ever Designed an interactive training program for 10 new employees and 20 returners Exceeded revenue for the biggest month in Kansan history, April of 2007, by $32,600, reaching $203,799 Partnered with client to launch a Web site selling Kansan products, www.kansansales.com, which has generated a total of $48,000 in incremental revenue, to date

Zone Manager, August - December 2007 • • •

Led a zone of account executives by attending client calls and developing sales strategies Held biweekly zone meetings and one-on-ones to assist with analyzing strategies and opportunities for the zone Led team to 134 percent to goal for semester

Senior Account Executive, August 2006 - May 2007 • • • •

Assisted in managing account executives by creating incentives and holding one-on-ones Sold eight annual contracts in ten days totaling $24,550 Brought in $3,400 in online revenue Exceeded quota in 2006 by more than $3,500

Account Executive, January - May 2006 • •

Beat semester quota of $9,900 by $1,820 Awarded Account Executive of the Month in January

Jones Huyett Partners, Topeka, Kansas Account Management Intern, December 2006 - January 2007 • •

Compiled secondary research for a client’s new Web site Assisted in first quarter media buys

{Achievements and Activities} Recognized as Best Advertising Sales Staff of the Year at CNBAM in 2007 and 2008 Chosen as one of six staff members to attend CNBAM conference in March 2008 and March 2009, 2007 - 2008 Awarded Manager of the Month for November in 2007 Awarded Senior Account Executive of the Month for October and November in 2006 Awarded the KU Crimson and Blue Scholarship, 2005 - 2008 Awarded the KU Advertising Club O’Shaughnessy Scholarship, 2008 - 2009 Awarded the William Allen White School of Journalism Michael Leibengood Memorial Scholarship, 2008 - 2009 Advertising Club of Kansas City, 2008 - present Sigma Alpha Lambda National Leadership and Honors Organization: KU Chapter, 2007 - present

Total Numbers: Spring 2007 vs. Spring 2008 +,4$

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B8>-6,-4$

5,76,-4$

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Total Numbers: KansanSales.com !*(&"""#""$ !*'&"""#""$ !*%&"""#""$ !*"&"""#""$ !)&"""#""$ !(&"""#""$ !'&"""#""$ !%&"""#""$ !"#""$ +,-./$

01-23$

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5678$

5634$$

0696:;$ <81;8=>8-$ ?.;@>8-$

KansanSales.com Front Page Screen Shot

Championship Front Page Posters Sold at KU Bookstore and KansanSales.com

Championship Special Section Sold at KU Bookstore and KansanSales.com

Championship T-Shirt

Sold at KU Bookstore and KansanSales.com

JORDAN LEIGH HERRMANN (913) 219-2530 • jlh526@ku.edu • 4101 W. 24th Place Apt. 616 • Lawrence, KS 66047 EDUCATION

University of Kansas Lawrence, Kan.

Bachelor of Science in Journalism, concentration of Strategic Communications Bachelor of Arts in Psychology Estimated Graduation Date: December 2009

EXPERIENCE

The University Daily Kansan Lawrence, Kan.

Business Manager August 2008-present

• • • • •

Act as directing manager over a 35 person sales, creative, and management staff that generated $449,684 in advertising revenue Developed sales and management training for 17 sales people and 8 managers Sales staff signed over $290,000 in contracted revenue for next fiscal year Initiated new marketing efforts including promotional merchandise, events and partnerships with major university associations Spearheaded three new products, grossing an extra $20,000 in revenue, including a new online entertainment website

Zone Manager

January 2008-May 2008

• • • •

Managed and trained four account executives and a graphic designer to collectively sell online and print advertising Motivated my team to sell $95,338 in revenue Held weekly zone meetings, monthly one-on-ones, and developed sales incentives to motivate my team Sold and developed marketing campaigns for over 10 major accounts, generating $47,169, a 51% increase of goal ($31,220)

Senior Account Executive June 2007-December 2007

• • • • •

Developed strategic marketing campaigns and proposals encompassing a variety of products including online, print, and featured sections for more than 20 accounts. Generated $5,700 in new business Developed online campaigns which generated $2,680 in revenue Generated more than $11,100 for one newspaper issue, highest of entire staff Sold $37,995 for fall semester, a 73% increase of goal ($21,994)

Account Executive January 2007-May 2007

• • •

Exceeded semester goal by 30%, generating $17,000 Generated $4,100 in new business with 5 new accounts Surpassed quota by more than 270% in April 2007

The Denver Business Journal Denver, Colo.

Sales Intern

June 2008-August 2008 • Proposed and sold advertising for featured products • Assisted the sales staff by attending client meetings and pitching special projects • Trained in salesforce.com • Completed American City Business Journal’s Sales University

Skills • • •

Proficiency in Microsoft Word, Excel and Powerpoint Competent in Adobe Indesign and Photoshop Trained in Salesforce.com procedures

ACHIEVEMENTS AND HONORS

Nominated 2008 Business Manager of the Year, College Newspaper Business Advertising Manager, Inc. Manager of the Semester, The University Daily Kansan, Spring 2008 Senior Account Executive of the Semester, The University Daily Kansan, Summer 2007, Fall 2007 Account Executive of the Semester, The University Daily Kansan, Spring 2007 Nominated 2007 Salesperson of the year, College Newspaper Business Advertising Managers, Inc. Best Advertising Student Staff of the Year, College Newspaper Business Advertising Managers, Inc. 2007, 2008 Sigma Alpha Lambda, national leadership and honors organization

JORDAN LEIGH HERRMANN (913) 219-2530 • jlh526@ku.edu • 4101 W. 24th Place Apt. 616 • Lawrence, KS 66047 References

Jon Schlitt, Sales and Marketing adviser, The University Daily Kansan (785) 864-4358 jschlitt@kansan.com Malcolm Gibson, General Manager, The University Daily Kansan (785) 864-7667 mgibson@kansan.com Denise Jendrusch, Advertising Director, The Denver Business Journal (303) 803-9250 djendrusch@bizjournals.com Lindsey Shirack (former Business Manager), Account Executive, Nola.com (504) 388-6326 lshirack@nola.com

Dear CNBAM Judges, It is my great pleasure to write to you to nominate Jordan Herrmann for the award of Business Manager of the Year. The Fall 2008 semester at The University Daily Kansan saw many challenges that needed to be overcome both on a local and a national scale. To help overcome these obstacles Jordan was as pro-active as possible introducing many new products and ideas for the short-term as well as bold new ideas for the long term all of which were symbolic of her strong leadership. Two of Jordan’s finest qualities as business manager are her pro-active and strategic thinking. These are illustrated in her efforts to increase both circulation and readership of The Kansan’s products. The trend across the nation for many college papers as of late has been one of decline. To counter this Jordan worked first to increase The Kansan’s daily circulation by more than 4% through expanding the paper’s distribution out to the KU Medical Center campus in Kansas City. The Medical Center had been requesting The Kansan for years but had not been receiving it due to logistical reasons. Jordan worked with others to overcome these obstacles and in the process not only increased circulation but also helped to increase our product’s visibility and revenue with Kansas City advertisers such as The Kansas City Chiefs and the newly opened Sprint Center. In addition to the expansion in circulation Jordan strived to increase readership of the daily paper on the Lawrence campus as well. Coming off victories in the Orange Bowl and the men’s basketball championship Jordan was aware that KU would be welcoming in a record freshmen class for the Fall 2008 semester. With the assistance of her promotions manager she planned and executed an ambitious branding plan aimed primarily at the freshmen. At the annual Hawk Week event for freshmen The Kansan handed out over 1,000 t-shirts, water bottles and refrigerator magnets all with a similar branding campaign to the incoming freshmen. This same merchandise was distributed over the course of the semester at numerous Kansan events including a back to school party and numerous football watch parties. Students can be seen daily all over campus wearing these shirts and drinking from these water bottles and branding the paper constantly in the process. In the end Jordan’s efforts produced great results as the daily return numbers of The Kansan dropped from an average of 11% per day to 7% per day and 86% of freshmen surveyed say they read The Kansan at least once a week. These increases in readership helped the account executives in their daily sales but also helped to provide as much value as possible to the advertisers of The Kansan. Jordan’s superior pro-active thinking also was applied to the future of The Kansan advertising staff as well. For this semester 73% of her core sales staff of account executives were new when they started this past Fall. She prepared for this tirelessly throughout the summer by making sure that the training for their first semester would be comprehensive and allow them to hit the ground running. She made the sales job as easy as possible as well by providing them with resources to use in the field such as scrapbooks of ads by category of advertiser . She also contacted as many past advertisers as possible to provide testimonials for how their advertising had performed in The Kansan. In addition she took time out of every weekly staff meeting to provide tips to these account executives on everything from proposal writing to over-coming a tough economy. The new account executives learned quickly thanks to these efforts and quickly became top performers for the paper. Four of these brand new account executives

performed well enough that they will move into upper management for the Spring 2009 semester and three of these new account executives were made a part of The Kansan’s prestigious “K Club” which recognizes those whose performances rank amongst the best in the sales history of the paper. With such a young staff obstacles will occur as they attempt to learn this job but Jordan has worked diligently throughout the semester working with not only these account executives but their managers as well to ensure that they are progressing to not only the account executive’s benefit but to The Kansan’s benefit as well. Jordan has worked diligently to create new products for future generations of account executives to use as well. For at least the past decade The Kansan has surveyed students to find out their favorite places to eat, drink, etc and published these results as a full-page in the paper for the annual “Top of the Hill” awards. Jordan worked with the editorial side to create a new “Top of the Hill” special section in a high-quality format publishing not only the results but write-ups on all of the winners and in the process gave the ad staff a vehicle through which to produce $13,100 in incremental revenue for this year and a new annual product for years to come. As this was an election year Jordan created another vehicle for new revenue by working with editorial to create an Election special section that ran on November 2nd a day before the election and created another vehicle for incremental revenue for the ad staff this time to the tune of $5,643. She also worked hand in hand with the on-line manager to create a one-stop on-line entertainment site for KU students called “The Guide”. The site is accessible through our main site www.kansan.com and will provide students with the ability to look up menus, hours and drink specials for numerous local bars and restaurants as well as create new selling opportunities for the account executives of The Kansan and thus help to secure the paper’s market-share in the restaurant and bars/ night-club category. At times things can seem uncertain for the newspaper industry as of late. With so many things uncertain Jordan has definitely taken the initiative this semester to be as proactive as possible. Under her leadership The Kansan has increased its presence on campus, bolstered its readership, created new and dynamic products for future generations of account executives at the paper and also helped to grow an entire new generation of dynamic salespeople and managers. She has not only increased revenue through these initiatives but has also helped to strengthen the paper’s existing foundation for the future. Foreword thinking and leadership like hers are treasured commodities that should be celebrated and that are definitely worthy of this award.

Sincerely,

Jon Schlitt Sales and Marketing Adviser The University Daily Kansan Dear CNBAM judges,

Honor and excitement were the only emotions I felt when I was approached to write Jordan Herrmann’s letter for CNBAM. Honor, because Jordan has been nothing except an outstanding leader to me during my 18 months with The University Daily Kansan, and excitement, because I finally received the opportunity to tell people all about it. Through personal struggles of my own, and obstacles faced by the staff as a whole, Jordan has not only stepped up to take control of every situation, but also handles each with a positive and unique approach in order to alleviate the problem. While she has been a personal role model for me ever since I met her, Jordan has proven to be a strong and reliable leader for every individual on staff. My first experience with Jordan was my first semester on staff when she was my zone’s Senior Account Executive. After training, it was clear that she was a strong sales person with plenty of helpful input and advice. However, I was very unaware of just how important Jordan’s input would be in regards to my success on staff. While it is not the duty of a Senior Account Executive to individually take on the responsibility of a weak link in a zone’s chain, which is what I was my first semester, Jordan repeatedly did so. She took time out of her busy schedule every week to sit down with my zone manager and myself to help me address each of the problems I was facing. With her caring assistance, she was able to help me adjust to the time and stress issues I was dealing with. Because of her constant willingness to help individuals who were struggling, Jordan easily adapted to the responsibilities as zone manager the following semester. I was once again facing many difficulties as an account executive, but was fortunately placed in Jordan’s zone a second time. For every problem I faced, Jordan put even more effort forth to help me overcome the issue. Along with all of the time she devoted to me each day, she was still responsible for managing five sales people. However, she continued without fail to excel with her own clients and tasks each month. It was her dedication and support that allowed me to finally succeed during my third semester. After witnessing Jordan flourishing in each of her positions as a leader, it is no surprise that she was promoted to Business Manager this past semester. The timing of her promotion, however, was a true testament of Jordan’s skills to lead and persevere even through daunting times. After a landmark sales year for the University Daily Kansan, along with a falling economy, the role of Business Manager was not an easy one. Consequently, she continually found creative ways to keep the staff motivated and revenue flowing. Jordan approached each challenge in unique ways. For instance, during each Monday staff meeting, Jordan was always up front and honest about our performances the week before. Her sometimes frank, but helpful critiques and words of motivation united the staff and improved the outcome of each individual. When verbal motivation was not enough, another tactic proved successful by Jordan, was individual incentives. For example, each staff member was given a list of goals to accomplish for the month. Every time a person achieved five of his or her goals, they were awarded a gift card of his or her choice. This was only made possible by Jordan taking the time to ensure the budget was properly balanced to allow for motivational funding. While these approaches to motivate the staff were quite successful, they are only a few of Jordan’s numerous innovative ideas.

It seems unbelievable that I have only known Jordan for 18 months. After everything she has helped me with it seems as though I have known her a lifetime. Without all of the hard work she has put forth for this organization, including all who work for it, The University Daily Kansan would not have been as successful as it was this past year. Jordan not only possesses the leadership qualities this award requires, but also practices them each day without fail. For this reason alone, Jordan Herrmann deserves the honor and recognition that she has so clearly has earned.

Sincerely, Lauren Bloodgood Zone Manager University Daily Kansan

Dear CNBAM judges,

In the Business Manager position, I see myself wearing two hats. One of these hats is being the director of a million dollar organization in charge of increasing revenue by expanding our product with innovative ideas. The other hat is the leader of a 35 person ad staff consisting of sales people, managers, creatives, classifieds, and production. When I wear this hat, I’m in charge of motivating, training, hiring, and leading a team to success. In my management philosophy for each one of these aspects, it’s simple: doing everything in my power to help my people and my product succeed. The first hat I spoke about consisted of generating innovative ideas to expand our product. I made several efforts to never settle off of the success the Kansan has had in the past, and always looked for new opportunities to grow and develop. One important aspect that the Kansan needed to improve upon was our marketing efforts to readers. I developed a marketing plan that included t-shirts, water bottles, and other various merchandise to be distributed to the student body. Our prime audience with the Kansan is freshman, as they have the most potential to become loyal readers. For the first time, the Kansan went to our freshmen orientation week, Hawk week, where we passed out merchandise. The Kansan booth was by far the busiest with literally hundreds of students coming to find out what the Kansan was. We further expanded our brand and exposure to the students by increasing our partnership with clients. We held a party for our most popular special section, Sex on the Hill, which had the hosting club at full capacity of 700 only an hour after it started. We developed Kansan Football Away Game watch parties at a local restaurant that had so many students present, it ran out of the food and beer that was on special. My fantastic promotions manager expanding our relationship with KU organizations in “Search for the Shirt.” A promotion in which students came up with the slogan for a game day shirt, and then had thousands of other students log onto our website to vote on it. We calibrated with KU Athletics, KU Memorial Unions, KU Alumni Association, and 12 other student organizations to launch an annual event that students were enthusiastic about, and further position the Kansan as an influential presence on campus. We have currently sold at least $5000 in t-shirt sales, and the number is still growing. At the end of the semester, our success in promotions showed in our return rates dropping from 11% to 7% from previous year. This is extremely impressive as we had a boost in readership last year from our 12-0 football team, yet we were still able to bring even more readers this year. While other papers are decreasing circulation and readers, we have been able to increase our readership, and also grow circulation with our new distribution at the KU Medical Center. Another goal of mine was to expand the Kansan products. I developed a new special section called “Top of the Hill.” In years past, this was a lackadaisical project done by the advertising staff. The most that came from the project was a house ad announcing the winners. Knowing how popular and useful this information can be, I approached our editorial side about taking over the project and creating a section featuring the winners. Our editorial side immediately adopted the idea.We were able to sell almost $13,000 in extra ad revenue for a brand new special section. Furthermore, the editorial and advertising side is excited about pursuing this product in the future. Often times, when a new special section is introduced, it applies only to a specific time, and cannot be repeated. I am confident that in five years from now, I can still pick up a Top of the Hill section. An additional section that we produced was called the Election Section, in light of the election year. This section was extremely successful and we more than tripled our revenue from four years ago when a similar section was produced. Along with these two special sections, I spearheaded the development of an additional website for the Kansan, called the Guide. The Guide is an entertainment search engine for the students of KU. Meaning a student can find anything from a phone number to a review of any restaurant/bar in Lawrence. This opens up an enormous new pocket of revenue for the Kansan and is set to launch in January of 2009. Reps are now able to sell menu pdfs, weekly specials, pictures, coupons, and much more to

local Lawrence businesses. The possibilities are quite simply endless. My goal with the Guide was to further position the University Daily Kansan as a resource to the student body. Let’s move on to that other hat. Like I mentioned before, doing everything I can to help my people be successful was my goal throughout my entire time as Business Manager. I am a firm believer in the importance of leading by example, and providing a culture that fosters confidence and innovative ideas. This particular semester the Kansan lost a numerous amount of experience as a huge turnover occurred from students graduating. We were literally almost starting from scratch. This required an enormous amount of preparation and dedication to the training of our new employees. Of the sales staff, 70% were brand new. I knew more than ever, that this semester was going to be a ‘preparation’ semester. A semester where I might see the fruits of my labor, but it never stopped me from giving all I have to my team. Throughout the semester, my role with the staff was seeing that progress was being made, and supporting my managers to the best of my capability. The management team made an effort to go out in the field with every single rep to make sure our training was effective. My management style is never going to be the same as each personality differs, but I took the time to get to know each and every one of my reps, and discussed tactics on managing with their zone manager every three weeks. I also instigated more sales materials for our reps. I collected a numerous amount of testimonials from our client’s success stories. Testimonials for the Kansan hadn’t been collected in at least three years. From this, I was able to compile a testimonial to apply to each specific product. I also produced ‘business categories’ where I had sheets made for a specific industry, and then list all the businesses in that industry that had advertised with us in the past year. I developed ‘sales sheets’ for every special section with benefits and section details for the reps to use with their clients. Furthermore, I went through past papers collecting ads and compiled scrapbooks with different business categories. This was extremely successful in not only boosting sales, but also the reps gaining confidence in using research and sales material on a sales call. We have a tradition on the Kansan for those who have had over $1000 paycheck for month to become apart of the Kansan’s pretigious “K-Club.” Those inducted into the K-Club have their name on plaque with others from many past semesters. Normally, this club is for those most experienced on staff. We had four NEW account executives make K-club this semester. This has never happened on the Kansan. Along with our KClub, we provide a heavily competitive atmosphere. Like I mentioned before, my philosophy with this job was simple: do everything in my power to help my people and my product to succeed. This has by far been the most challenging semester that I have encountered on the Kansan, but it has also been the most rewarding. Business Manager is often a very unappreciated job, but some of the most rewarding times I’ve had on the Kansan was this semester. One in particular was receiving our “Addie Oscar” The Addie Oscar is an award to an exceptional employee given by a staff member. I have been on the Kansan for quite a while, and have never seen a Business Manager ever once win this award. Receiving thank you notes and watching people truly gain confidence in themselves is what motivated me to be the first one in the office everyday, and the last one to leave. We had our challenges this semester, but moral was up, and confidence and passion developed. If I was to receive this award, it would only speak for the hard work and drive that my staff displayed. I am so proud of the work that they did, and I am grateful I was able to lead them in it I only hope that my example has inspired someone on staff to never settle for the oridinary, and to be as ambitious and driven as you can. Thank you for your time.

Jordan Herrmann

Appendix

The Kansan exceeded their special section revenue by over $15,000 from the previous year. It has increased revenue by $43,419.98, a 290% increase

â&#x20AC;&#x153;Search for the Shirt.â&#x20AC;? Had hundreds of slogan submissions, and over a thousand students voting. Currently sold over $5000 in tshirt sales, and still growing.

The Guide is the website is set to launch in January 2009. My Business Manager semester was spent developing the internet code, aspects, information, pricing, promotions, and marketing strategy for The Guide.

Election Section generated $5,600. More than tripled the revenue from four years earlier.

Top of the Hill â&#x20AC;&#x201C; Brand new product produced this year. Generated close to $13,000 in extra revenue for special sections.

This is an example of one of the testimonials that I collected. This is from three advertisers speaking of their success with the Kansan. Other testimonials included success with our entertainment product, online, ROP, and coupons.

Job Description The role of Business Manager is to be the head director of the advertising staff for The University Daily Kansan. Business Manager is in charge of recruiting and hiring new employees, organization of training for employees. Training consists of product training, sales training, and introduction to the staff procedures and traditions. Other tasks for Business Manager are holding weekly staff meetings, attend board meetings, and generate new ideas to increase revenue. I also held one on ones with every manager every three weeks to discuss individual members. I also held one on ones with the staff once during the semester to establish goals and challenges faced by the staff. The Business Manager is the face and leader of the growth and development for each individual on staff.

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December 31, 2008 To Whom It May Concern: When Andrea Roark began her career as a Classifieds Representative during her Freshman year, I had no idea what a force for good she would be. For a full year she came to work on time, completed her duties well in a timely fashion, and consistently displayed a sunny disposition. When she applied for the Classifieds Manager, I was hesitant, not knowing if she was able to commit the time that was necessary. Within weeks she proved her ability by organizing her team and creating effective and efficient processes. She instituted prospecting and call-backs that increased advertising by 14 percent within the first quarter, and created a campaign that allowed her department to increase by three percent by the end of the year despite the national trend of decreased classifieds due to competing forces like Craigslist and U-Loop. Due to exemplary management skills we asked her to create a new department during the Summer of 2008. Named the Sales Team, this new department would sell campus and national display advertising in addition to classifieds, it would also manage the business operations for processing checks, handling tear-sheets, mailing subscriptions and managing the archives and morgue. Andrea works closely with the Accounting department, ensuring accurate billing and account management. Due to her management, incentives and encouragement the Sales Team brought in $9,382 more from the year before, and nearly $10,000 more from the year previously for the Welcome Edition. Her department exceeded quotas by more than 39% for this one special section alone. Other managers, including our Advertising Manager and Creative Manager, look to her as an example of effective leadership. She assumes responsibility, works hard, increases morale, and provides the organization her team needs to succeed. I have already told Andrea that I would be honored if she would continue her job as a full-time staff member post-graduation. I heartily recommend Andrea Roark to be CNBAMâ&#x20AC;&#x2122;s Business Manager of the Year. She exemplifies the best in student leadership. Sincerely, Kristin Millis Director of Student Publications University of Washington

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Andrea Roark Business Manager of the Year: Management Philosophy My management style is proactive. I started working at The Daily in November of 2006 as a Classifieds Representative. For the next six months, I observed the operations of the Classifieds department and frequently pondered how I could improve the organization and revenue generated by the staff. In June of 2007, I was promoted to Classifieds Manager. For the next year, I worked diligently with my staff to increase classifieds revenue during a time when craigslist.com seemed to stealing nearly all classifieds business. We began mailing out postcards encouraging local businesses to advertise. We also started cold calling and partnered with Personforce to create a Job Board on our website targeting graduate students and alumni. I am most proud of our sales in October of 2007, which increased by nearly $4,000 from October 2006. In the beginning of 2008, it was noted that campus sales were decreasing and the current Sales Team manager was not taking the appropriate steps to attempt to change that. I was appointed as her replacement in June of 2008 and immediately announced that we can overcome this initial dip in sales and come out strong in the end, which we did. My advisors and I decided to merge the classifieds department with the national and campus display-advertising department in order to centralize all non-commission based advertising. One of the first things I did as Sales Team Manager was distribute the various campus organizations onto client lists for each employee. I felt this would give my team a sense of responsibility as well as personal accomplishment. They were also able to build a relationship with their clients, which led to more knowledge of the specific client’s advertising needs and a general feeling of confidence from the client. I have also attempted to increase advertising awareness throughout the University of Washington campus. My team has set up tables in the main common area on campus to answer any advertising questions and promote our free classified ads for students! Recently, I organized an event titled “Coffee with The Daily” and invited representatives from over 100 organizations. This event will serve as an info session about advertising opportunities and will reinforce The Daily’s reputation as an effective medium. Since Sales Team Associates are not paid on a commission basis like local display ad reps, it was difficult to motivate them. No one appeared interested in taking the extra effort to contact campus organizations if it did not directly benefit them. I came up with various ways to solve this problem. One of which was my Employee of the Month award with gave the winner recognition and a free breakfast. Next, my advisor and I came up with a bonus system that would give the Sales Team 10% of all revenue generated over last year's sales. This 10% was to be distributed on a merit basis. For our Welcome Edition, which is our biggest issue of the year, three of my staff members earned more than $200 each for their contribution. I also motivate them by rewarding the person who places the most ads per month in our database with a Starbucks or University Bookstore gift card. This has encouraged my staff to answer the phones and respond to e-mails, which was a problem before since each person would leave it for someone else. For the 2008 Welcome Edition, we generated almost $25,000 in campus sales alone, compared to the nearly $16,000 sold in 2007. I am a firm believer that employees should not be micromanaged, but should still be held accountable for their actions. After attending the 2008 CNBAM convention, I implemented a system of “Weekly Reports.” In these reports, my staff members type up their accomplishments for the week, including the number of people they contacted, they number of ads they placed, and other job duties they completed. This was helpful to me because it allowed me to see who was performing the best and therefore, who should be nominated as “Employee of the Month” and/or receive a bonus. I also found this to be a great motivational tool. Employees began comparing

their reports amongst themselves and realizing that some reports were shorter/less productive than others. After this, I noticed a sharp increase in the number of people being contacted on a weekly basis and a competition to complete tasks more efficiently. I trust my team to always perform at the best of their abilities. However, I know everyone has offdays and mistakes are inevitable. When an employee makes a mistake, I promptly discuss it with them in a private, nonthreatening manner. This has led to increased accuracy and a better sense of awareness. I do not constantly observe my staff, but I feel confidant in knowing that they are able to correct their own mistakes. If a mistake is brought to my attention, I only bring it up once unless the mistake occurs again. Part of my philosophy is that people respond much better to positives incentives rather than negative ones. This is why I reward accuracy, efficiency, and productivity and it has proved effective in preventing the opposite. Lastly, I believe in solid teamwork. Working as a team is beneficial to both the company and to the employees. We all have the same goal: producing a quality newspaper that is 50% advertising and 50% editorial content. This means we need to maintain a steady stream of revenue. The Sales Team works with each other to provide exceptional customer service. While we each have client lists, we still communicate with one anotherâ&#x20AC;&#x2122;s clients if the rep is not currently available. Acting as a team, rather than an individual salesperson has resulted in increased efficiency because advertisers are able to get responses sooner since someone is always able to help them. In addition, each staff member helps one another complete tasks resulting in higher productivity since more than one person is working on a project. I have fostered this team atmosphere in various ways. I have hosted parties in the past celebrating sales and the end of the quarter. During these parties, we enjoy pizza while getting to know one another better. We also celebrate holidays together. On or near Valentineâ&#x20AC;&#x2122;s Day, we create colorful boxes and distribute valentines to everyone. In December, we play Secret Santa and build gingerbread houses together. Also, on some weekends and school breaks, we take field trips to increase our bond. In the past, we have gone to the Zoo, the beach, and concerts together with many more trips ahead! I am so proud of my ability to turn the Sales Team around and develop a fun, yet hard-working atmosphere. With my leadership and my staffâ&#x20AC;&#x2122;s dedication, we were able to increase campus revenue during my first quarter as Sales Team Manager by 28% compared to the previous year and by 49% compared to 2006. In addition, we have become formed a bond that has created an upbeat atmosphere that I know rubs off on advertisers and anyone around us. I am excited to participate in and witness our success in 2009! Sincerely,

Andrea J. Roark Sales Team (Business) Manager The Daily University of Washington

! ! ! ! ! ! ! ! ! ! ! ! "##$%&'(!

Title: Sales Team Manager Job Summary: The Sales Team Manager is responsible for the print and online versions of Classified, Campus and National Display Advertising. The Sales Team Manager must always strive to maintain responsible advertising standards and a high quality product. The Sales Team Manager must oversee the entire Sales Team and be available to assist them in any way in order to ensure a quality product and quality customer service. Job Description: The Sales Team Manager will maintain an efficient business office and assist the Accountant for accurate revenue and billing for Classified, Campus and National Display Advertising. The Sales Team Manager will work under the supervision of the Publisher to create advertising and marketing campaigns to increase Classified and Campus Display sales. The Sales Team Manager will create and supervise process and staff for a quality print and online product, as well as processing checks, handling tearsheets, mailing subscriptions and managing archives and the morgue. Specific Duties: Maintain appropriate office staffing through responsible hiring and scheduling of staff members. Train staff on proper use of computer software, office process and procedures, and customer service. Provide exemplary customer service by resolving problems Sales Team staff members are unable to resolve. Supervise efficient, timely and accurate editing of online and print classifieds. Also, all other duties as performed by the Sales Team as necessary.

Campus Comparison 2006 to 2008 June 2006 2007 2008

July $2,119 $6,190 $10,148

$490 $70 $2,380

August/September Total $25,535 $28,144 $33,530 $39,790 $42,639 $55,167

Sales increased by 28 percent from 2007; 49 percent from 2006.

First Quarter Performance $60,000

$50,000

$40,000

2006

$30,000

2007 2008

$20,000

$10,000

Classifieds Comparison 2006-07 to 2007-08 2006-07 2007-08

Aug/Sep Oct Nov December Total $16,207 $24,802 $14,357 $4,930 $60,296 $17,368 $28,566 $17,529 $5,184 $68,647

Classified sales went up by nearly 14 percent within the first quarter.

First Quarter Performance $80,000

$70,000

$60,000

$50,000

$40,000

$30,000

$20,000

$10,000

2006-07 2007-08

Goals and Performance 2008 Welcome Edition Orientation Game Daily HoliDaily

Quota $15,000 $3,900 $900 $1,200

Performance $24,774 $4,420 $1,070 $2,240

Increase 39% 11% 15% 46%

Goals and Performance

$25,000 $20,000 $15,000 $10,000 $5,000 Performance

HoliDaily

Quota Game Daily

Orientation

Welcome Edition

Andrea Roark University of Washington Business Manager of the Year

Quota Performance

5626 151 PL. SW Edmonds, WA. 98026

(206)229-0810 ajroark88@hotmail.com

Andrea Roark Education

2006-present !

University of Washington

Seattle, WA.

Bachelor of Arts in Sociology; Sociology GPA: 3.75; Cumulative GPA: 3.46

! Graduation Date: June 2010

Experience

[June, 2008 to present] The Daily: University of Washington Newspaper

Seattle, WA

Sales Team Manager Job Duties: Cross-trained a staff of 10 campus ad reps, classified ad reps, and national ad reps. Created a training program and handbook on how to handle objections and communicate with clients. Accomplishments: " Increased Welcome Edition sales by $10,000. " Doubled the amount of inches sold in July, 2008. " Implemented a bonus system to encourage proactive campus sales. [June, 2007 to June, 2008] The Daily: University of Washington Newspaper

Seattle, WA

Classified Advertising Manager Job Duties: Managed a team of 5 classified ad representatives. Created revenue goals for the fiscal year and initiated a post-card mailing system to increase awareness. Accomplishments: " Implemented a procedure for Classified Display advertising. " Created a marketing campaign titled â&#x20AC;&#x153;Reasons The Daily is better than Craigslistâ&#x20AC;?. " Increased classified sales by 350 inches from the previous year. [November, 2006 to June, 2007 ] The Daily: University of Washington Newspaper Seattle, WA Classified Advertising Representative Job Duties: Placing classified advertisements on the AdPro software, communicating with customers via phone, e-mail, and in-person, taking payments, proofing the advertisements, and mailing receipts and tear sheets. Accomplishments: " Honored as Employee of the Month in February, 2007 and May, 2007. " Nominated by my peers and supervisors to be Classified Advertising Manager in June, 2007. [March, 2006 to November, 2006] SuperCuts

Kirkland, WA.

Receptionist/Customer Service Representative Job Duties: answering phones, cashiering, organizing and filing, extensive cleaning, cooperating with the public, writing schedules and business reports, inventory, product sales, data entry, and overseeing business progress.

References

Lori Hammond Friend (425) 772-8901 Kristin Millis Supervisor (206) 543-7666 Bon Kelly Supervisor (206)491-7259

(Known for five years) (Known for two years) (Known for two years)