2012-5b-1 by CNBAM

ANNE MAGIDSOHNADVERTISING MANAGER

CENTRAL MICHIGAN UNIVERSITY

January 20, 2012

Dear CNBAM Judges: You’ve heard the old cliché, “good things come in small packages”, right? Well, take that cliché, change the words good to great and small to 4’10”, and you have Anne Magidsohn. Anne is a tiny bundle of enormous energy. I have had the pleasure to work closely with Anne on the advertising staff of Central Michigan Life for the last two and a half years. During this time, I have found her to be an outstanding representative for Central Michigan Life. And an even more outstanding student leader at our publication. What makes Anne so outstanding? Her ability to balance and to multi-task. Both as a sales person and a manager, Anne has demonstrated an amazing ability to balance the demands of a full-time student, with two jobs to pay for that schooling, and her desire to always be at Central Michigan Life. As a sales representative, Anne was a student of relationship sales. She didn’t go in for the kill. Instead, Anne took the time to learn each of her clients likes and dislikes. She studied her advertisers’ customers and worked to develop advertising messages that will bring her businesses results. Her enthusiasm, dedication, passion and tireless work ethic made her a great advertising representative.

cm-life.com

As an advertising manager, Anne has been able to use her outstanding multi-tasking abilities and leadership qualities to lead a very young and inexperienced staff in 2011. Anne is relentless in her desire to coach, encourage and develop her sales team. She also shares her skills with our newer advertising managers, helping to mentor and assist in the training of their teams. Anne “bleeds” CM LIFE. Her passion for the success of the sales staff and the success of our paper is always in the front of her mind. When she is not in the office, she is texting, emailing or calling with ideas. And she expects her staff to “bleed” it as well. Because of Anne’s influence, our advertising teams are now required to participate in PR events. Anne insists that they are PR agents for the Central Michigan Life brand. Bottom line, the ad staff understands that without promotion of our product, less readers will find their way to their customer’s ad. Under Anne’s leadership, the advertising staff is also trained to be more than sales people. They are expected to be personal marketing advisors for their clients: understanding their customers’ businesses, clientele, and traffic patterns; finding matches for our print, online, outdoor and app advertising offerings; building trust as their clients go to person for the college market. Anne leads by example, hoping to instill the same level of enthusiasm, dedication and passion in our new sales staff. It is for all these reasons, and more, that I am proud to recommend Anne for the CNBAM Advertising Manager of the Year award. Sincerely,

Kathleen Simon Kathleen Simon Assistant Director, Student Publications Central Michigan Life Central Michigan University 436 Moore Hall, Central Michigan University, Mount Pleasant, MI 48859 PHONE: (989) 774-3493 FAX: (989) 774-7804 EMAIL: advertising@cm-life.com

January 23, 2012

Dear CNBAM Judges: Please accept this letter of recommendation for Anne Magidsohn as CNBAM’s Advertising Manager of the Year. I have had the privilege of working with Anne for the past year as my Advertising Manager with the Central Michigan Life newspaper. I believe management is a balancing act. The role requires you walk the line of colleague, authority figure, problem-solver, listener and mentor. At a collegiate level, it is especially challenging because we are also peers. We are the same age and attend many of the same classes. Anne manages this delicate balancing act in a professional and respectful manner towards me and my fellow advertising sales representatives. As a residence assistant (RA) on campus, I work with a lot of student leaders. Anne truly has been one of my favorite people to work for. Her earnest need to help others makes her successful in helping the sales staff and the advertising department to succeed. Anne takes the time to have one-on-one discussions with everyone on her team - and any sales representative from the other two teams in the office. She offers ideas and solutions. Anne takes time to listen and understand our struggles with clients, sales, fellow staff members, and even personal issues that we just need to talk out.

cm-life.com

Anne teaches us dedication to CM LIFE and what it means to be part of a successful organization. Anne is always the first one in and the last one out of the office. If another manager has to leave or has a change of plans, Anne is willing to step up and take on the task. Her dedication does not stop when she walks out the office door. There is no such thing as off hours for Anne. She is always looking for new opportunities - clients, advertising ideas or motivational tools. As a leader, Anne is someone we all have relied on for solutions, ideas and advice. She has offered me moral support and taught many selling techniques that have helped me grow into the advertising representative that I am today. Anne’s wonderful professional attitude and can do spirit will effectively aid in any business organization she moves on to. It has been an honor working so closely with Anne and I look forward to seeing where her future leads. Sincerely,

Megan Schneider Megan Schneider Advertising Sales Representative Central Michigan Life 436 Moore Hall, Central Michigan University, Mount Pleasant, MI 48859 PHONE: (989) 774-3493 FAX: (989) 774-7804 EMAIL: advertising@cm-life.com

Personal Philosophy Dear CNBAM Judges, It takes more than just the bare minimum to be a great manager. It was easy to lead when times were good. But these are new and changing times in the newspaper business, and advertising managers have to be able to multi-task and serve a larger and more active role in the success and direction of their campus newspaper. Not only are we challenged by economic pressures on our local businesses but by a changing news environment that is competing for our readers. In smaller newspaper operations as ours, the student advertising manager’s role takes on more meaning and responsibility. Not only am I leading a sales staff but also a public relations staff. The two are intertwined. I must manage each staff to sell and meet their numbers. The advertising staff ’s numbers are revenue and the public relation staff ’s number are readers. At Central Michigan Life, I try to accomplish all of this with my strongest skill set: multitasking. I wear the hat of advertising manager, advertising representative, and public relations agent. The multi-tasking is easy if a manager is dedicated, passionate, committed, and leads. I am a cheerleader, motivator, friend, role model and idea generator. But most importantly I believe in my staff, whether they make their goals or not. There are going to be months when the numbers aren’t there, but it is how you approach those disappointments and move them forward to the next month’s goals that make you a leader. I believe a leader has to set the example. Take the time to show your staff how to do things, not just telling them what to do while barking out orders left and right. At Central Michigan Life there are three teams: Maroon Platoon, Chippewa Crew, and the Pleasantville Team. This last semester I was the Pleasantville Team Manager, and I directly managed 6 ad reps. I strive to help my team by demonstrating how to help promote their clients’ businesses through the numerous multimedia outlets we offer. We role play, develop target account lists for each special promotion and review their accounts each week for opportunities and growth. As a manager to my team, I feel the need to teach my ad reps how to grow not only as a creator of effective ads but as a salesperson that serves almost as a personal marketing advisor for their clients, thus increasing revenue each month. Revenue to Central Michigan Life, and to any business for that matter, is extremely important so being innovative with ads for clients is imperative. Results are the bottom line, so ads have to draw in the clients’ customers. To continue to make sure that the entire staff was getting the same attention and the same message, I also took on the responsibility to mentor our two new sales managers and help them with their teams. I instructed them in running their own team meetings, conducting sales meetings, improving sales techniques among advertising representatives and finding ways to motivate the staff to keep morale high. Because of this, we’ve grown into a tight management unit, and work well together. Part of my mentoring includes striving to instill the feeling of “bleeding CM Life”. This is a term we use to define our commitment and passion towards everything we do here at Central Michigan Life. It’s more than just selling ads and making goals; it’s about building relationships with clients and being a PR agent for the brand. Our advertising staff is expected to participate with the PR staff at outside events and promotions. Getting CM Life integrated around campus and the community is a primary goal. One major promotional event CM Life holds every Fall is the Wares Fair. In 2011, I was in charge of this event. I sold booths to 80+ vendors and coordinated with CMU University Events to hold the event at the heart of campus (see Appendix for event details). I spent all summer, June until the day before the event, making sure all vendors were set and that the event was heavily promoted through flyers, bus shelters, and online with social media. This event was important for our staff to attend this year, because 70 percent of them were new to CM Life and to sales. This was a great ice-breaker for them. I believe the event helped bring the staff closer together as they played very important roles throughout the day at Wares Fair. It boosted the office morale, and after seeing how I worked with each vendor personally, I believe it motivated ad reps to really get out there and get to know each client themselves. Had we not required the ad staff to work this PR event, we would have seen a longer transition in getting these new reps out to meet their accounts.

CENTRAL MICHIGAN UNIVERSITY

Personal Philosophy

(cont.)

Another motivational tool I use are incentives. Because we have a largely new staff this year, who are all still in the very early stages of learning sales, when sales are down they get extremely discouraged. I find that by using sales incentives, whether it is monetary or taking the team out to lunch, it helps them to not give up or feel as though they are not fulfilling their duties. At Central Michigan Life, we have a ton of incentive games that are created throughout each semester to help develop teamwork skills and goal setting objectives. One game I oversaw was the Game of LIFE with a CM Life twist to it. The game helped to build teamwork amongst the staff by dividing them into four different groups. The goal was to get them to work together to achieve sales goals and make team calls to clients. I believe the incentive game helped teach each ad rep to learn that working together as an entire staff is what makes a great advertising department, and it created a fun, competitive environment in the office. Ad reps were able to utilize the contest rules (see Appendix) to come up with more “out of the box” advertisements for their clients. As a manager, I believe that the success of the advertising team is based on the milestones we overcome throughout each year. While revenue is important, that’s not how the success of a team should be solely judged. Rather the success of the staff should be judged on how well they work together as PR Agents and the obstacles the staff conquers. A major obstacle our staff has had to master is the constant change in technological advancements, which have created different types of media that clients are more prone to use as a promotional outlet instead of using only print advertisements. During the summer in June 2011, I conducted a Marketing Research Survey to get a better understanding of CM Life readers. I found that a lot of readers were reading CM Life but were also looking for new ways to access the newspaper in ways such as a more reader-friendly website and on their phones. Since the website has drastically changed, the staff has worked hard to stay on top of these new advertising mediums such as QR Codes, Banner Ads, and our new Carousel Ad. The developing process of our Campus Cash application which comes out February 2012, and innovative promotional events that link online, smartphone usage, social media, and print advertising together are more updates we’ve acquired this past year. Being able to give clients multiple ways to advertise to CM Life readers, who are looking for more access to our news source, is what I believe has made this staff a fantastic one. This is why the many roles of being a manager are so important. I can oversee and make sure these advancements are creating good and more knowledgeable advertising representatives in an ever-changing industry. My multi-tasking skills have helped me stay organized and driven to get my job done. Being passionate about the newspaper is something I’ve always been keen on, and I hope that passion makes an impression on the advertising representatives and my management coworkers. It’s what drives me to do my job and to help others along the way. The experience I’ve gained working here will forever be appreciated as I venture into my future endeavors upon graduation. I am proud to say that the Central Michigan Life advertising staff is full of creative, knowledgeable, and hardworking individuals that I strive to help be successful everyday. I hope I will leave a long lasting impression as their manager, leader, and friend. Sincerely,

Anne Magidsohn Anne Magidsohn Advertising Manager Central Michigan Life Central Michigan University

CENTRAL MICHIGAN UNIVERSITY

APPENDIX

ANNE MAGIDSOHN

1. Resume 2. Advertising Manager Expectations 3. Goals and Revenue 4. Incentives 5. The Game of LIFE 6. Wares Fair 7. Agents: PR Agents 8. Marketing Research

CENTRAL MICHIGAN UNIVERSITY

Anne Magidsohn Current Address: 4379 Sterling Way, Apt 712 Mount Pleasant, MI 48858 (810) 919-‐7742 amagidsohn@gmail.com

Permanent Address: 6219 Meadowwood Ln. Grand Blanc, MI 48439 (810) 694-‐5548

OBJECTIVE: To bring creative and experienced knowledge of marketing to the advertising field. EDUCATION CENTRAL MICHIGAN UNIVERSITY ETA Graduation: May 2012 Mount Pleasant, Michigan Bachelors of Science in Business Administration Major: Marketing Minor: General Business, Art WORK EXPERIENCE CENTRAL MICHIGAN LIFE NEWSPAPER, Mount Pleasant, MI 9/2009-‐present Advertising Manager 1/2011-‐present • Managing a team of 6 advertising executives while motivating them to obtain their revenue goals • Design multiple media ads to bring together Mount Pleasant businesses and their customers • Keep records of sales and personal revenue goals for 15 clients and the staff altogether Marketing Intern 5/2011-‐9/2011 • Implemented, tabulated, and analyzed a 30 question feedback survey to better understand the needs and wants of readers • Sold advertisements with clients for niche products pertaining to their business • Planned, organized, and coordinated the Annual Wares Fair Event for local vendors on CMU Campus RUBY TUESDAY, Mount Pleasant/Flint, Michigan 3/2006-‐present Wait Staff/Bartender • Present a professional atmosphere at each table while getting to know the guests • Create an enjoyable experience for guests while bartending during sports promotions • Responsibly balance shift report at the end of each shift AWARDS/EXTRA CURRICULARS • Winner of 2-‐Minute Drill at CNBAM Conference July 2011 • Lunch Buddies Mentor/Coordinator Sept-‐2009/May-‐2010 • Best New Advertising Representative of the Year May-‐2010 • National Society of Collegiate Scholars Jan-‐2009 Microsoft Office Adobe Artistically Creative Teamwork CRM

ADVERTING MANAGER EXPECTATIONS ANNE MAGIDSOHN A. Weekly Meetings a. Managers meet weekly with Advisor to review status of current numbers, issues, problems, etc. b. Managers lead weekly team meetings to review deadlines, special sections, numbers, problems, etc. c. Managers work with 2nd in command on their teams (and Advisor) to lead Friday weekly staff motivational, team building, and/or instructional meeting. B. Meet with Professional Design Staff and student graphic designers to review expectations for the semester. Develop a communication plan to keep open dialog between staffs. C. Conduct Ad Rep One on One sessions once per month to review progress and problems with each rep. Review problems, role-play, brainstorm, review goals, check they are quoting rates correctly, etc. D. Mid Semester Reviews conducted of sales representatives. E. Attend monthly production meetings with edit and production staff. F. Maintain recognition program for sales staff to keep them motivated. (Monthly feedback, thank you notes, ad representative of the month, leader-board money list posted, goal list posted, most ads sold, most revenue sold, most percent increase, etc). Use boards in the office. G. Help new staff in crucial first 6 weeks. (Joint sales calls, shadow them, create a â&#x20AC;&#x153;Top 10 Things to Do Todayâ&#x20AC;? list to help them get organized each day; first 10 days of employment). H. Look for revenue growth opportunities. Bring new ideas into the office. I. Make Goals. Show the ad reps the tools to be successful.

CENTRAL MICHIGAN UNIVERSITY

GOALS AND REVENUEANNE MAGIDSOHN Personal Sales Goals 2011

Month/Publication: Goal (from 2010): Revenue Earned: % Made:

January February March

$ 8,077.38 $ 4,156.32 $ 10,751.24 $ 6,600.33 $ 4,747.10 $ 2,656.05

51% 61% 56%

April $ 6,460.70 Finals Issue $ 904.16 Orientation Issue $ 1,611.75 CMU Welcomes You Issue$ 1,616.75 TOTAL SPRING $ 10,654.74

$ 4,240.70 $ 771.00 $ 2,155.00 $ 2,155.00 $ 9,321.70

66% 85% 134% 134% 87%

May June July TOTAL SUMMER

$ 3,156.00 $ 9,288.00 $ 6,668.00 $ 19,112.00

$ 5,604.86 $ 8,687.15 $ 5,485.74 $ 19,777.75

177% 94% 82% 103%

Apartment Guide

$ 8,408.33 $ 8,408.33

100%

Back to School Issue

$ 30,157.18 $ 33,592.44

111%

September October Nov/Dec

$ 13,542.66 $ 12,403.74 $ 11,107.96 $ 7,210.60 $ 18,824.71 $ 11,567.28

91% 65% 61%

TOTAL

$ 165,088.66 $ 144,793.99

88%

Pleasantville Team Sales Goals 2011 Month: Goal (from 2010): Actual: % Made:

Aug/Sept October Nov/Dec Total Semester:

$ 47,518.41 $ 33,679.72 $ 42,490.85 $ 123,688.98

$ 43,494.93 $ 22,619.43 $ 27,505.91 $ 93,620.27

92% 67% 65% 77%

This page displays my personal sales goals and my team goals for this last year. I’ve worked hard to get to know my clients and their advertising budget needs as well as teaching my team of advertising representatives to do the same. This year was an extremely tough year, especially with a newer sales staff and rocky economy in Michigan. But, I’ve always maintained that relationship building with your customers maintains a better quality of sales. I don’t believe in pushing a client into purchasing advertisements simply to make a sales quota. I try to teach my ad reps that as long as you’re building relationships, selling and making revenue, and keeping your clients’ budgets in mind, then you are being a great salesman and dedicated marketing adviser.

CENTRAL MICHIGAN UNIVERSITY

INCENTIVES

ANNE MAGIDSOHN

Who Will Win This Month? One of the incentives we use at CM Life is the motivational incentive of awards is our Superstar Board which hangs in the center of the Advertising Department. Each month the management team discusses who will win the six awards. The decision is based on certain requirements. The sales categories are based solely on numbers while the rest of them are judged on the ad repsâ&#x20AC;&#x2122; character, work ethic, and dedication. It gets extremely competitive in the office which I believe drives our staff to do their best in order to see a photo of their smiling faces on this board at the end of each month. The next few pages display the Game of Life incentive game that I created and managed during the Fall semester Back to School period. The four teams made it an extremely competitive game.

CENTRAL MICHIGAN UNIVERSITY

THE GAME OF LIFE Team Love It

Carpoo wit l CM h save Lifers; on gas & environthe ment! +10

with Roadtrip ds and your frien pops... your tire tuRn. skip

youR

ANNE MAGIDSOHN Team Live It

sw yo ur yo eeth co u ea lle qu for rt ge ar th du te e m rb st ps -3 ac ar po in k. ts

go yo es ur

poin ts

w Ce skyd ho sk ntra ivin le te yd iver l Mic g w am s fo higaith th +1 2 po r FR n e in ee ts .

h wit in im ns sw lphi ida. do Flor ints po +6

gh throu vel azon tra e Am t. th get los R &

the escortacross . elderlystreet the

p you n. ski t tuR nex

n ke d ista oo m w re ly y. u’ Hol it yo r a lebr ints fo ce po

ts +2 poin

yo to h ac r up te othe cks ox. y & br ba lb tr tle He mai lit e. e ts iv th in dr er -5 po ov

teach a fellow ad rep to create a campaign. +5 points

you get a Valentine from a secret admirer in the CML Valentine’s Day personals.

take a cruise; during hurricane season. -5 points

+15 points

+1 0

o fin div scu in tr d b g ba ea u & su ried re po ! in

osen e ch the m you’r sing Anthe t & to l en . tiona s ev rds na sport wo the @ a ble ints fum -5 po

Finish

Get stung

by a jellyfish in the Atlantic. House party with your friends! ..but it gets busted.

-6 points

Mom sends a care package!

- 4 points

+5 points

Win a yacht & name it the s.s. CM Life.

Finish

+8 points

e mak n’t r the u do fo . yo goal onth ts m -4

Finish

in po

Team Learn It

Fi M w nal eg in ly aM th +9 ill e po io in ns ts !

on titi a pe g m pin . co lo d a ve al a in de re ints W for ce po

Team EARN It

Ace your project team in class ! +10

Finish

teac cous h yo ur a nein to pa 5 ye w int ar old your“mural”& fin d wa -5 ll. on

points

poi nts

invest in an online business that turns out to be a scam. -6 points

ng inni on a w ket . Find ry ticreet lottethe st ints +8

stud philosopy & disc hy the meaover ning of life… CM Life .

+9 point s

you are named Ad Rep of the Month.

publish your 1st book of poetry. +3 points

+10 points

l ur al yo iss ents se m Lo r & intmk. ne po ee w planur apthe ts in yo r of fo -3 po

ur r yo . k s fohm flun clasrhyt p You ho no ts in phi ving -5 po ha

Design an award winning web page. +4 points

’t get don you job you . the lied for app the job in. start over aga n. rch next tuR sea R skip

ng pi it op cred. a sh ur es on & yo clin Go ree de ints rd sp ca -5 po

on sco te you re st r hig s ap gra & sk titu h de! ip de po a

+1 0

Change your major for the 3rd time; starti pre-reqs ng your all over again. skip youR next

tuRn.

Learn to speak swahili. +6 points

in ts

you

CONTEST GUIDELINES: Contest runs from Tuesday, July 5 – Friday, September 16 This contest emphasizes on our Back To School Edition/Season! Most of your clients are advertising during this time, and it’s your job to make the best sales you possibly can while getting to know all of your clients. How to Win: At the end of the Game, each team will tally up the number of life points they’ve acquired (including the FB posts). The team with the most points wins! How to move around your Life’s Twists and Turns Section: Each of these rules allows for a number of spaces for you and your team to move on the board. Each week you’ll fill out a Weekly Sales Report to keep track of everything. At the end of each week, managers will combine your team’s reports to see how many spaces you move. The criteria and number of spaces earned are as follows:

CENTRAL MICHIGAN UNIVERSITY

THE GAME OF LIFE (cont.) 1) Revenue Sold: Keep track of your total revenue sold for each day of the week. Also keep track of the your total revenue sold from the issue in the previous year. You will earn one space for 5% increase, 2 spaces for 10% increase, and 3 spaces for a 20% increase for the week from the previous year’s revenue totals. (These are individual revenues…not group revenues). 2) Number of Team Calls: Keep track of how many team calls you go on for the week when making sales pitches. To earn a legitimate Team Call, you MUST be with another member of your Twists and Turns teammates. You will earn 1 space for 2 team calls, 2 spaces for 4 team calls, and 3 spaces for 6 team calls for the week. (the number of team calls is accumulated between your team altogether). 3) Number of Pick-Ups: Keep track of the number of pick-ups you sell from the BTS Edition. Remember, to count as a pick-up, the ad must be the same from BTS Edition with minor changes. Creating an entirely new ad does not count! For every “1st pick-up” receive 1 space, “2nd pick-up” receive 2 spaces, “3rd pick-up” receive 3 spaces, and “4th pick-up through 6th pick-up” receive 5 spaces. This is also individual number of pick-ups (not team accumulated). 4) Number of Spec Ads: Keep track of each spec ad you present to a client for the week, copy it, and attach it to your weekly sales report. You earn credit for TAKING customers (existing & new) ideas for advertising. The rep who presents the most spec ads for the week earns 3 spaces for their team. The second place rep moves 2 spaces and the third place rep moves 1 space. (In the event of a tie, the tie breaker is the rep who sold the most revenue from spec ads). Maximum spec ads you can bring for the week is 3 spec ads total. 5) New Advertisers: Keep track of every new advertiser you sell that DIDN’T RUN in the Back to School Edition. For every new advertiser receive 2 spaces (per person). (Remember, you can still sell back to school pick-ups for these new advertisers if they run pick-ups up until September 16). On The Game Board:

Each team has their own specific section on the board. Every space itself has something different on it, or nothing at all. On certain spaces, there are situations that may occur in Life’s Twists and Turns. Each of these situations has a certain amount of Life Points to earn or to lose. There are also spaces with stars on them. When your team lands on a space with a star, your team leader must pick up a Life Twists & Turns Card from the pile. On the card will be a situation for each section of the board; whatever situation is on the card for your specific team is what you will take. You never know…you could gain a ton of points or lose some! (Maybe even move a space or two). NOTE: Your team does not have to touch every space on your specific section of the board. However, the more spaces you come across, the more you points you can acquire! On the other hand, the first team to FINISH obtains the most points at the end…STRATEGIZE WISELY TEAMS! The first team to get to their finishing space gets 50 Life points, second team gets 25 Life points, third team gets 15 Life points, and the fourth team gets 10 Life points.

CENTRAL MICHIGAN UNIVERSITY

WARES FAIR The Original

2 6 T H A

ANNE MAGIDSOHN

NNUAL

Welcome to the 26th Annual WARES FAIR at CMU!

2011

Thank you for your interest in participating. Your space has been reserved! We look forward to seeing you on Wednesday September 7th, at Finch Fieldhouse. A few suggestions to help make everything go smoother for you:

Wednesday

7, 2011 Septemb&eFranr klin Street • 6-8 pm

food FREE! • Pixie • Ric’s a • Qdob ns va • Bob E Inn Pizza ge • Cotta Wild Wings lo • Buffa

gels pple Ba • Big A mpus Dining Ca • CMU offee y C • Biggb a izz ’s P • Jet rts Bar lly’s Spo • O’ke rill and G

stuff FREE!

VENDOR LOCATIONS

! Pizza eInn ttag o C f o ents plim Com

INSIDE - Finch Fieldhouse

OUTDOOR - Lot #18

CM LIFE GARAGE DOOR

436 Moore Hall, Central Michigan University, Mount Pleasant, MI 48859 PHONE: (989) 774-3493 FAX: (989) 774-7804 EMAIL: advertising@cm-life.com

II GG

KK JJ

HH FF

OO I

NN X

Y CM LIFE

X W

Rent Rite

II HH

CM LIFE

AA Z

MM LL

DOOR

6:00PM - 8:00 PM • FINCH FIELDHOUSE

Wednesday, Sept. 7th

| Sidewalk Enrance |

FRANKLIN STREET

INDOOR TABLES:

A B C D E F G H I J K L M

Walmart Ambiance BioLife BoRic’s Celebration Cinema Central Michigan Rehab CMU Campus Dining Color Works Hair Company CA of Mt. Pleasant GNC Grondin’s Hair Center Independent Bank Let’s Roll Tobacco

N O P Q R S T U W X Y Z AA BB

Maui Tanning Isabella Bank MetroPCS Palace of Auburn Hills PNC Bank Ric’s Riverwood Salon 3 Twelve The Side Door Salon Biggby Coffee Central Michigan Community Hospital ToDateorNottoDate.Com Party’s Plus Central Michigan Health Dept.

CC Bob Evan’s DD Perfect Ten Nail Salon EE Isabella Community Soup Kitchen FF Isabella Cat Clinic GG Curves HH CMU Kromer Inst. Material Center II Subway JJ Subway KK AT&T LL Verizon MM CM Comp. Services NN Sky Salon & Spa OO Fifth Third Bank

OUTDOOR TABLES: A B C D E F G H I J K L

B’s Music Shop Fuse FM Halloween Central Bennigan’s Physiotherapy Association Stella & Dot Fazoli’s Domino’s Citadel Broadcasting/102.5 WIOG Black Tie Tuxedo & Costume Shop Mountain Tan O’kelly’s Bar & Grille

M N O P Q R S T U V W X

CENTRAL MICHIGAN UNIVERSITY

United Apartments Big Apple Bagels Italian Oven Pixie It Works Purse Parties Mary Kay Image Sun Jet’s Pizza MJ Howland Autolab B-Tan

Y Z AA BB CC DD EE FF GG HH II

Blue Gator Buffalo Wild Wings Cottage Inn Pizza Crystal Mountain Lotus Moon Evolved Artforms 1st Class Towing His House Papa John’s Pizza Chip River Outfitters Pearle Vision Silverberg

PRESTON STREET

Central Michigan Life

| Sidewalk Enrance |

2011

P O

SOUTH

Presented by

This page displays materials from the CM LIFE Wares Fair event that I had the pleasure of conducting this year. In June, letters were sent out to recruit vendors. In August I sent out confirmation letters with details for the day of the event. Above is a bus shelter poster which was part of the promotion plan to create the buzz around campus. To the right is the vendor map for the day of the event. This map was displayed for vendors to know where their booths were as well as to direct students who attended the event. Being organized was extremely important in order to put together this day long event.

| Entrance Lot 18 |

n i en TV W tscre a l F 2”

f • Palace o Hills rn n Aubu rmor Mountai • Crystal on • Party A lus Lotus Mo ’s P rty nce • Pa s • Ambia Vision • Curve d Bank • Pearle n hir • AT&T t Te • Fifth T s Towing Lab • Perfec n las • Auto alo • First C very Nail S k • B-Tan c Shop and Reco C Ban PN usi • M M o rties • B’s • Fuse F Purse Pa Tie Tuxed p • ckBla d ho • • GNC Riverwoo elve ostume S • d C ’s an 3 Tw • Green Towing • Salon Hair Salon ur • Bo Ric’s t. Pleasant 24 Ho ’s Hair M • So Fine ot din • CA of ion! Cinema on & D • Gr rat • Stella Door Salon r • Celeb Michigan nte de Ce • The Si r un • Central ity Hospital teo • Image S dent Bank • To Da Da te. Co m en Commun chigan • Indep Cat Clinic Mi No tto partments A • Central ealth • Isabella Tobacco • United District H t s Roll nt Let ge • Ur en • rtm s Depa Michigan Re Express • It Work y Clinic Wireless • Central tion Mary Ka g rizon • Ve • ita nin Tan ing habil rt • Maui S Michigan roadcast • Walma PC • Citadel B .5 WIOG C • Metro , LL 02 nd ./1 wla Co • MJ Ho n Tan/ romer tai • CMU K nal • Moun ctio tru us Ins ter Camp ials Cen ry Mater orks Laund W • Color ompany Hair C

QUESTIONS? Please call Anne Magidsohn at (989) 774-3493.

NORTH

izza John’s P • Papa ’s Pizza no • Domi ay • Subw a izz • Jet’s P n’s iga • Benn n Oven • Italia

cm-life.com

e Finch Fieldhous

1) Parking will be available on the south side of Preston, across from Finch Fieldhouse. (Lot 27). You may use Lot 18 on the south side of Finch Fieldhouse and the south end of Franklin Street to unload, but you must park in the Lot 27. Please use the attached parking pass. 2) Loading will be done through the west and south entrances. You may choose which location to unload depending on your location during the event. Help will be available for unloading. Because of the number of businesses involved, there may be a shortage of help at any one time. Please have patience! Also, please plan on bringing your own moving carts, there will be a limited number of carts available at the site. 3) Once your car, van or truck is unloaded, please move your vehicle as soon as possible so others can set up too. Parking is only a short distance from the loading areas. Keeping the loading areas clear once your vehicle is unloaded will allow everyone to set up on time. 5) A table (3’x8’) will be provided. You will need to provide chairs, furnish a table drape and anything else to make your indoor space (approximately 10’x 10’) creative and attractive. Those vendors requiring electricity should plan on providing extension cords and splitters for their one outlet provided (We recommend at least a 25’ cord). Outdoor vendors - we will provide a table, but you certainly have the space to come up with creative displays, including tents and blow-ups. Let your imagination run wild. (But if in doubt, please call us to double-check appropriateness.) 6) Set up may begin at 3 pm. Please be completely set up by 5 pm. The Wares Fair officially runs from 6-8 pm, but the crowds tend to start coming in early. There are no gates this year, so people will start roaming booths before 6. 7) If you plan to give out coupons or other promotional items, be sure to bring enough. Plan on 4,000-5,000 people stopping by your display. Be creative in your giveaways, promote yourself and make it fun! 8) In the occurrence of inclement weather, ALL VENDORS will be moved inside FINCH FIELDHOUSE. An alternative floor plan will be created as preparation to the event. The final decision will be made at noon the day of the event. 9) Do you have any special requests? Please feel free to contact us as soon as possible to make arrangements.

AGENTS: PR AGENTS

ANNE MAGIDSOHN

Special Olympics of Michigan Polar Plunge By far, my favorite PR event. The Polar Plunge is a charity event for Special Olympics that occurs every February. Dozens of local teams participate to help raise money. CM LIFE partners with Special Olympics to promote the event with house ads, and in return, the CM Lifers “take the plunge” into the freezing cold water of Rose Pond at CMU. Last year, we raised money for the charity as Team Mario Kart. The best team costume also wins prizes, so we knew we had to come up with something creative, as seen above. Yes, that is me to the right as Yoshi; Yes, it was cold; And, Yes, of course it was fun.

Mt. Pleasant pads are

GROOVY!

a That’s holotta fair! g in us ho

Mt. Pleasant

HOUSING

FAIR

Oooo... Shagadel

ic!

Monday, November 7

egin! b h c r Let a the se UC ROTUNDA • 3PM - 6PM

It’s time to swing, baby, before all the smashin’ pads are gone for 2012-2013! Brought to you by:

VISIT WITH REPRESENTATIVES FROM: • 1200 West Campus Apartments PARTICIPATING • Appian Way • Campus Habitat • Casa Loma Apartments • Colony West • Copper Beech Townhomes • Country Place Apartments

• Lexington Ridge • Yorkshire Commons Apartments Apartment & Townhomes APARTMENT • Partlo Property & TOWNHOMES: • United Apartments Management - Deerfield Village • Olivieri Management - Emerald Village • Tallgrass Apartments - Hickory Lane • University Meadows - Jamestown • Village at Bluegrass Apartments

- Main Street - Polo Village - Southpoint Village - Union Square - Washington Village - West Campus Village - Western Islands - Westpoint Village

* C O S T u M E S C O M P l I M E N T S O f H A l l O W E E N C O u N T Ry @ B l A C k T I E T u x E d O & C O S T u M E S H O P, 1 0 1 7 S . M I S S I O N , M T. P l E A S A N T

aby! B H a e Y

Home Away from Home Each semester, CM LIFE hosts the Mt. Pleasant Housing Fair on campus. Two dozen apartment and student rental companies set up booths at the event to promote their housing locations to our student market. This year, we used different “spy themes” such as Austin Powers and James Bond to promote the Housing Fair. To the left is one of the four ad layouts we created. The staff participated in photo shoots, and even commercial shoots that were sent out on Vimeo.com through our social media sites. PR participation like this is what I believe excites the staff into “bleeding CM Life”; dressing up in crazy clothes for the whole world to see takes a vast amount of dedication, and a “holotta” character.

CENTRAL MICHIGAN UNIVERSITY

AGENTS: PR AGENTS (cont.)

ack to School on the

us with

iggby

Promoting businesses and other events are extremely important. So is promoting CM Life. Every January, we distribute our BTS paper on the ICTC buses (off-campus transportation) on the very first day of the new semester. January in Michigan is cold, so what better way to say “Welcome Back to School!” than with Biggby hot chocolate, coffee, donuts, and of course the CM LIFE newspaper. We hop on four different bus routes for the first two hours of class which gives us great exposure on the first day back.

CENTRAL MICHIGAN UNIVERSITY

Marketing Research MARKETING RESEARCH ANNE MAGIDSOHN Survey

During the summer of 2011, I conducted a 30 question Marketing Research Survey to get a better understanding of Central Michigan Life Readers. Readers are “our customers” at CM LIFE, and without them there would be no point for our clients to advertise. I researched the demographics of our readers, how they read CM LIFE (online, newspaper, Facebook, etc.), and how often CM LIFE is utilized. To the right is one of the questions I found to be the most imperative to the growth and direction of our newspaper. While some said their main resource was the print version of CM LIFE, a vast majority answered: electronic based media such as Emails, Facebook, and their Iphone App. From this, the advertising and editorial staffs have collaborated beautifully to update Facebook and Twitter usage and to revamp cm-life.com (see below). Newer styles of writing and newer ad placements help serve our readers a more accessible news source here at CM Life.

ONLINE ADVERTISING

@ cm-life.com

What’s your main resource for finding out what goes on around CMU’s Campus?

Emails

Facebook

Social Media Sites

YOUR 24 HOUR NEWS SOURCE

#1 Banner.

(575 pixels by 90 pixels) OPEN RATE: $600/mo., 4 Month Contract: $500/mo.; 8 Month Contract: $400/mo.

Twitter

#2 Rectangle.

(300 pixels by 250 pixels) OPEN RATE: $500/mo., 4 Month Contract: $400/mo.; 8 Month Contract: $300/mo.

#3 Button.

(125 pixels by 125 pixels) OPEN RATE: $250/mo., 4 Month Contract: $175/mo.; 8 Month Contract: $125/mo.

#4 Features’ Carousel.

Stand out from all advertising on the site - be one of six features in our top news carousel. OPEN RATE: $700/mo. No contracts or discounts available.

Specialty positions. #3

Iphone App

Leaderboard, Peel back, Billboard, Pushdown, Filmstrip, Portrait, Sidekick and Site-Wrap positions are also available. Call for quotes and sizes. All advertising positions are on a rotation cycle with other advertisers, except Carousel and specialy positions which are exclusive sponsorships.

DEADLINE IS WEDNESDAY FOR THE FOLLOWING MONDAY WEB-PUBLISHING

20% OFF

Student Life List Serv

for print contract advertisers! Positions 1-3 Only.

436 Moore Hall • CMU • Mt. Pleasant, MI 48859 • 989-774-3493

CENTRAL MICHIGAN UNIVERSITY

Lauren Lahvic Columbia Student Publications Center Columbia Chronicle

Advertising Manager of the Year 2012

Lauren Lahvic Ad & Business Manager Columbia Chronicle Newspaper

Management Philosophy

It is impossible to write a brief, yet all encompassing breakdown of my management philosophy. I could however, tell you my story. My story is how an extraordinary moment in my life changed me and how that change served to significantly influence my management style.

Sales are contingent upon the attitude of the salesman -William Clement Stone On my first day at The Columbia Chronicle I was overwhelmed. I had been thrust into an alien environment, exposed to concepts, terms and tasks I never knew existed. I was terrified. As time went on, I worked, I learned and I adjusted. Somewhere along the way during that first semester, I became an actual salesperson. My sales numbers increased, my people skills expanded, my talents flourished and, most importantly, my confidence multiplied. This newly developed confidence, not only had a positive effect on my selling abilities, but it also improved my performance in the classroom. My organizational skills, project management skills, presentation skills and even basic life skills all seemed to benefit from my ever growing confidence. Today, as the Advertisement & Business Manager of The Columbia Chronicle, I recognize that my greatest responsibility is to be a positive developmental influence to the people I manage. I strive to create an environment that challenges the members of my team, while providing the support, guidance and structure they need to achieve success. In essence, I strive to manage in a way that provides the opportunity for their confidence to grow, just as mine had. A secondary, and important consequence (especially during these transitional times) of this management approach has been its effect on the budget. Budgets are critical in this industry, and managing a student newspaper is no different. It is important to develop the teams print media skills as well as online skills. It is important to utilize our online media in these trying times while still being true to our print product. It has been gratifying to observe that, just as I had seen my own value to the paper increase with my confidence, helping to develop a strong confident sales staff has a very positive effect on the bottom line.

Never doubt that a small group of thoughtful, committed people can change the world. Indeed, it is the only thing that ever has. - Margaret Mead. A significant component in successfully implementing this management philosophy is the need to understand that the members of the staff are above all else, unique individuals and must be recognized as such. As manager, I want everyone on the staff to reach a similar developmental goal, but it is important that I be aware that their paths to that goal may be quite different. The uniqueness of Columbia College Chicago makes this especially challenging. We are not like other schools. We are a smaller school (around 12,000 students), we don’t have any sports teams, sororities or fraternities on campus, no school colors, not even a mascot. Please don’t let this lead you to the conclusion that our school lacks spirit. In place of those more traditional aspects we have concerts, comedy smack downs, and even a parade at the end of every year to celebrate “creating change,”—our school motto. Columbia students are a different breed, walking to the beat of their own drum (sometimes literally). Being black or white, gay or straight, religious or an atheist makes you simply one in the crowd. My staff follows that suit beautifully. They are all so different and bring different things to the table. As a manager, it is my responsibility to discover how best to relate to each individual and create a working relationship that allows them to perform to their highest potential. This needs to be done thoughtfully, never losing sight of the fact that in the end, they all must work as part of a cohesive team.

III

Lauren Lahvic Ad & Business Manager Columbia Chronicle Newspaper

Management Philosophy

To accomplish this, I have at least one monthly one-on-one meeting with every team member. During those meetings I explore how they believe they are doing in their work. We discuss, strengths, weaknesses, make goals and discuss what changes they feel need to be made to make our team more effective. The goal is always to maximize their strengths, while continually growing and increasing their value as an asset, both in their current position and as they move on and pursue their individual careers.

He who does not trust enough, Will not be trusted. - Lao Tzu H.G. Rickover is the former Director of Naval Reactors. My brother, Sean, who is a marine speaks of him frequently. When I first knew I had received my promotion to Advertisement & Business Manager, Sean recommended I look him up. I learned so much from this man, but most importantly I learned the greatest way to reward a prosperous employee is to give them more responsibility. When individuals receive duties with more accountability attached to them, they see their work has been recognized and they are trusted. This invokes a sense of loyalty towards the organization and also gives the individual a sense of pride in his or her own work as well. When an AE takes pride in his or her own work, they will then become self-motivated and want to continue to succeed. Rather than obtaining compliance from team members it is better to receive engagement, which comes from the individuals own self direction. Self motivation is essential to any team memberâ&#x20AC;&#x2122;s success, encouraging this behavior is a necessity as a manager. AEâ&#x20AC;&#x2122;s want to be successful at what they are doing, giving them the opportunity to do so shows the AE that they are considered trustworthy and appreciated. Being able to trust team members to their own devices, for the most part, leaves management to construct better systems for their team to be guided by and therefore further their teamâ&#x20AC;&#x2122;s knowledge of the subject. When the team is working properly as a whole this gives management freedom to execute plans that can help their team members even further. Having a purpose driven, highly self motivated staff translates to a more inspiring work place.

The final test of a leader is that he leaves behind him in other men, the conviction and the will to carry on. - Walter Lippman I thought this would be hard to write, not this hard though. The Columbia Chronicle was my second home for years, the team members my family. As I wrote this philosophy, I realized it has become a summation for my career here. I will be graduating this upcoming May, and my time here is almost up. The Columbia Chronicle has given me an appreciation towards print media that I have never expected, I am excited to enter the industry and hopefully have an impact on the print media world. Naturally, just as I filled the shoes of those before me, now someone will take my spot and carry out the legacy that myself and those before me have built. My time here was more than I could ever ask for, it gave me confidence, ability, and let me be part of something greater than myself. I am excited to move on in my future, and give others a chance to make an impression on this publication, and hopefully let the Columbia Chronicle affect them as much as it has for me. While I do hope for this award to be a final summation in my time at The Columbia Chronicle, nothing could replace the work, the growth and the family I have been lucky enough to gain here. Thank you for your time and thoughtful consideration,

Lauren Lahvic

Lauren Lahvic Ad & Business Manager Columbia Chronicle Newspaper

Appendix

Page(s)

Section

Letter of Recommendation Full-time Faculty Member

Letter of Recommendation Student Management Peer

III-IV

Management Philosophy

Job Description

Resume

Internship Program, Training

Continued Training

Growth as a Print Product

Supplemental Materials

Columbia Chornicle Self Promotion Advertisements

Sales Figures

Lauren Lahvic Ad & Business Manager Columbia Chronicle Newspaper

Job Description

Advertisement & Buisness Manager Job Description: Purpose: The Student Advertising Manager position is to lead and train the Columbia Chronicle Newspaper sales team. Achieving goals and quotas to ensure the Columbia Chronicle can actively advance as a publication. The Ad & Business Manager must also act as liaison between the sales staff and the editorial staff as well as of the student sales staff and the advisory faculty. While leading all sales staff meetings, participating in management meetings, as well as attending editorial meetings, to ensure a cohesive relationship between all facets of the newspaper. Duties: •Recruit, hire and evaluate Advertising Account Executives. •Develop/alter and conduct training programs for Advertising Account Executives. •Develop advertisements, marketing plans and ancillaries to promote the Columbia Chronicle and all of it’s products. •Monitor billing and payment of all clients. Ensuring proper clients are notified of passed-due payments. •Notify accounting of all clients which must be sent to collections, who are past the 90 day requirement. •Establish annual, quarterly and weekly sales goals. Develop tactics to reach goals, essentially attaining them. •Conduct individual overviews of all Account Executives job performance. •Conduct weekly overviews of sales goals and conduct training enhancement. •Develop sales materials to be used by Advertising Account Axecutives, this includes, but is not limited to: annual media kit, competitor guides, market research materials, insertion order contracts, and production orders. •Help choose, package, and assign annual holiday gifts for advertisers. •Monitor advertising rates, procedures, and policies—develop and recommend changes. •Monitor social media sites: twitter, facebook. •Adjust job description for Advertising Account Executives as necessary. •Attend all management meetings. •Perform other duties as assigned.

Lauren Lahvic Ad & Business Manager Columbia Chronicle Newspaper

Resume

(630) 816-5949

Ren Rae Lahvic

2700 N. Monticello Ave., Chicago, IL

RenLahvic@g m a i l . c o m

Experience

Columbia College, Student Publications , Chicago, IL

July 2009-Present

Advertising & Business Manager January 2010-Present •Recruited, hired and trained sales staff. •Directed and implemented first ever recruitment program of the Columbia Chronicle intern program, doubling sales staff without gaining any addtional expenditures and increasing sales revenue. •Managing production and layout of all ads in Columbia Chronicle, Columbia Chronicle Online and ECHO Magazine. •Led redesign teams for Insertion Orders, Media Kits, Competitors Guides and other promotional materials. •Oversaw quality assurance, clients relations and corporate communications. •Created award winning print and online advertisements, supplements and promotional materials alongside graphic designers and sales staff. •Resolved issues related to creative, rate negotiation, and placement dates. • Increased our distribution area by approximately 200 new distribution points. Advertising Account Executive July 2009-December 2010 •Managed over 100 client accounts. •Created and produced media campaigns that positively effected clients’ communication with the Columbia College and South Loop Community. •Ensured all client deadlines were met. •Created award winning print advertisements alongside graphic designers.

Flat Iron Artists’ Association , Chicago, IL

June 2009-January 2011

Student Curator •Developed student gallery showings. •Oversaw over 30 student painters, sculpters, photographers and musicians. •Organized musical entertainment. •Helped develop a stronger relationship between the Flat Iron Artists’ Association and the student population in both The School of the Art Insitute of Chicago and Columbia College Chicago.

Professional Strengths

•Programs: AdPro, SRDS, Redbook, Excel, InDesign and Power Point. •College Courses: Event Planning, Accounting I, Intro to Media, Buying and Selling Media. •In-depth knowledge of media space and developing media technologies. •Possess both analytical and creative skills. •Familiar with negotiation techniques and strategies. •Able to create and maintain healthy positive relationships with clients.

Award Summary

•CNBAM: 1st Place,Best of Category, Printed Rate Card/Media Kit (2011) 1st Place Best Display Ad Campaign (2011) 1st Place Best Newspaper Promotion Campaign (2011) •ACP: Newspaper Pacemaker(2010 & 2011) 2nd Place Advertinging/Editorial Supplement Category(2010) •ICPA: 1st Place General Excellence (2010 & 2011) •2011 Berry Award: Best Executed and Received Report of the Year

Education

Columbia College Chicago, BA Marketing Communication 2012

Lauren Lahvic Ad & Business Manager Columbia Chronicle Newspaper

Insternship Program

Internship Program:

After attending several conferences in my time at the Columbia Chronicle, one thing was certain-- Our staff, however powerful, was much smaller than our competitors. Being in a metropolitan area, one of our largest obstacles, is that there are approxiamtely 12 other student newspapers within 10 miles of our campus, competing with us. At the last CNBAM convention I attended, I wemt to a discussion that spoke of utilizing interns, and that was exactly the hitch we needed. Now, I go to marketing classes and speak to students about interning with the Colubmia Chronicle. Additionally, we worked with the department to allow students who successfully completed our internship program to receive internship credits. This spiked our revenues while not effecting our costs and it is a great opportunity to hire interns, to ensure we are hiring the best. Through this internship program we have found some of the most promising Columbia Chronicle team members. Some of our wonderful interns turned salesman:

Lauren Lahvic Ad & Business Manager Columbia Chronicle Newspaper

Training

Training Manual:

When I first came to The Columbia Chronicle there was no stable training program in place. I created and utilized one to train new employees to hopefully institute a better learning enviornment. Some aspects of the training manual: -History of The Columbia Chronicle and Columbia College Chicago -Basic Terminology -Column Inch Math -Prospecting -Client Etiquette -Cold Calling -Costumer Service -Preparing for a Meeting -Meeting: What to expect and how to respond -Making the Sale -Closing -Advertisement Life Cycle Breakdown

Lauren Lahvic Ad & Business Manager Columbia Chronicle Newspaper

Continued Training

Meeting: During every sales meeting we sit and discuss budgetary issues, quotas, deadlines, announce the largest sale of the week and of course any other issues that may need to be addressed as a team. Following the regular meeting discussion we will move into an activity or discussion to further our AE’s developement. *Please note the training is only up until the most recent meeting because I adjust the topics dependent on where I see growth is needed.

Week

Activity/Discussion

Activity: Buddy System: New AE’s will shadow returning AE’s on cold walk-ins.

Discussion: Warming Up Cold Calls

Discussion: Four Common Mistakes Young Salesmen Make

Discussion: Motion Causes Emotion Activity: Watch sales clips from movies/television

Activity: Column Inch Math Pop Quiz

Discussion: Column Inch Math Review Activity: Closing - Practice closing with a partner.

Discussion: Online review - Pushing Pixels. Activity: Sales Monopoly

Discussion: How to Handle a Difficult Client.

Discussion: Editorial recommendations - how to get your client a story.

Activity: Sales Monopoly (finish games).

Activity: Terminology BINGO!

Activity: Column Inch Math Pop Quiz

Discussion: Working With a Difficult Graphic Designer.

Activity: Handwriting holiday cards to clients.

Activity: Closing out the semester with a party! Spring Semester Begins

Activity: Mentor System - New AE’s will be assigned to a returning AE to have as a mentor for their first few weeks.

Activity: Buddy System: New AE’s will shadow mentor on cold walk-ins. 4

Lauren Lahvic Ad & Business Manager Columbia Chronicle Newspaper

Growth as a Product

Distribution 2012: As a metropolitan school, the city truly is our studentâ&#x20AC;&#x2122;s playground. The campus is only a small part of where our studentâ&#x20AC;&#x2122;s live and work. This year, we have set out on a new venture to make our newspaper available to students no matter where they may reside. We have had a booming response from our new distribution points, not only from students, but from the Chicago community as a whole. Each new location is not only a new distribution point but a carefully chosen location where our students are known to frequent (including:bars, concert venues, book stores, and other college campuses.)

The Columbia Chronicle Street Team:

This year we were able to start our first ever Columbia Chronicle Street Team. Our concept was using interns and volunteer staff members. We would have the team members hit the streets and hand out copies of the newspaper for the first five distribution days of the semester. Every Street Team member wore a blue shirt displaying our logo, and carried a newspaper bag. Additionally, as the newspaper was handed to students we were able to communicate a small part of what was inside the paper that week: coupons, an important story or an advertisement that seemed worth while to that individual. Our street team had extrordinary success, increasing our pick-up rate and promoting ourselves on campus. The Street Team proved to be worthwhile, so we extended the program another two weeks and will continue to do it for upcoming semesters.

Distribution area 2011

76 Total Distribution Points

New Distribution point 2012

Approximately 209 Distribution Points

Members of The Columbia Chronicle Street Team before doing a special ticket giveaway. 5

Lauren Lahvic Ad & Business Manager Columbia Chronicle Newspaper

Supplemental Material

Insertion Order:

Redesigning our Insertion Order to be more reader friendly when it comes to understanding discounts and when insertions are to be placed.

Display/Onlin

e Advertising

Advertiser Info Contact

rmation

Advertiser

Name (first, midd

www.Colu mbiaChro nicle.com

Agency

le, last)

Billing Addres

chronicle THE COLU MBIA

Insertion Ord

Street Address City Phone

Sales Contac

State Fax

Representative

Zip E-mail

Phone

Ad Size/Cost Headline

E-mail @ChronicleM

Ad Size

Color

Rate

Design

4c/spot/B&W

Echo September

1 2 3 5 6 7 8 9 10 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 4

‘12 T

‘11 T

March

1 2 3 4 6 7 8 9 10 11 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29

Payment Inform

ADVERTISER:

Prepay

9 10 11 12 13 14 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 15

Campus / A&C

4 11 18 25

Echo

Approval

Credit Card

PLE

‘11 T

1 2 3 5 6 7 8 9 10 12 13 14 15 16 17 19 20 21 22 23 24 26 27 28 29 30 31

May

Januar y T

‘12 T

✔

Special Issues

TOTAL BEFORE DISCOUNTS

TOTAL COST

ASE READ AND Check understand that SIGN BELOW. all advertising Bill I hereby authorize published is subj do not pay for The Columbia the above com ect to Advertisin Chronicle or Echo mitment I am g Conditions and Magazine to pub subject to delin terms printed lish advertisin quent charges. in the 2010-20 g as indicated 11 Columbia above. I have Chronicle Med read and do Accepted for Adve ia Guide. I furth rtiser er understand that if I

Date

t en

d Stu

tio

lica

b Pu

Accepted for Publ

isher

: 312C hic -895 -369

lu Co

e lleg

o ia C

o ns

Advertising

Date

5 Fax: 312-369

-8032 Mail: Columbi

a Chronicle 600

3 4 5 6 7 10 11 12 13 14 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 15

‘12 T

3 4 5 10 11 12 13 14 ✔ 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 6

/ Metro / H&F

December

‘12

ing

ation & Order

Billing:

‘11

April

Total ads runn

Total Cost

EDITORIAL RECOMMEND

S. Michigan Aven

ue Chicago IL

60605-1996

ATION

r for approval isement & Business Manage must be given to the Advert the right to turn down Editorial recommendation nd Sales Management have Editorial management. Editorial a al ive g ust ditori e m o E t A oing g tion. e befor publica ind it appropriate for the tion date. any story if they do not f to the requested publica Management 3 weeks prior Recommendation to Sales

_____ ___ AE: __________________________ ______________________________ ______________________________ ________ Business: _____________________ ______________________________ _____ _____ _____ _____ _____ _____ Slug: __________________________ ______________________________ ______________________________ Location:____________________ _ _____ _____ _____ :_____ vent Date of E Contact information: __________ Name: _____________________ __________ Position: _____________________ __________ Email: _____________________ _______________ _____ _____ Phone Number: ______

2 /201 2011

Placement Total Savings

3 4 5 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

‘12

12 13 14 15 16 17 19 20 21 22 23 24 26 27 28 29 30 31

Notes

As a AE I noticed it was nearly impossible to get a client covered. Creating an editorial recommendation form gives AE’s clients a better opporutnity of being covered while keeping our publications intergrity as an unbias newsource.

November

Discount

2 1 3 4 5 6 7 9 10 11 8 12 13 14 16 17 ✔ 18 15 19 20 21 23 24 25 22 26 27 28 30 31 29

February

October

counts

4c/spot/B&W

‘11

Total Before Dis

ail.com

Editorial Recommendation:

__________ Name: _____________________ __________ Position: _____________________ __________ _____ _____ Email: ___________ ____________________ Phone Number: ___________ __________ Name: _____________________ __________ Position: _____________________ __________ Email: _____________________ ____________________ Phone Number: ___________

______ ______________________________ ______________________________ __ Angle:_______________________ ______________________________ _____ _____ _____ _____ _____ __________ ____________ ______________________________ ______________________________ _____ _____ _____ _____ _____ _______ ______________________________ ______________________________ ______________________________ __________________________ ______________________________ _____ _____ _____ _____ _____ _______________ ______________________________ Management Only: val: Yes No _______ Sales Management Appro ______________________________ ______________________________ ______________________ Comments:_________________ ______________________________ _____ _____ _____ _____ _____ ____________________ val: Yes No ______ Editorial Management Appro ______________________________ ______________________________ ___________________________ Comments:__________________ ______________________________ _____ _____ _____ _____ _____ _______________

ia Med Kit

Media Kit:

Myself, alongside a team of graphic desigeners recreated our Media Kit to better reflect The Columbia College Community.

Lauren Lahvic Ad & Business Manager Columbia Chronicle Newspaper

Promotional Advertisement Examples

What’sStory?

Don’t

Experien i t . ce It. just r ead

www.colu . mbiachro . . nicle.com .. . . . . .. ./m . . ult . im . edia . . .

bovuetreydou uaco e eg’rote yaoll We’vW

NOW HIRING! Ensure yourself a good job when you graduate. Just ask The Columbia Chronicle alumni...

POSITIONS AVAILABE INCLUDE: Assistant Campus Editors Assistant Sports & Health Editors Assistant Metro Editors Assistant Arts & Culture Editors Commentary Editors

FORB

RED EYE

Advertising Sales Graphic Designers Copy Editors Multimedia Photographers Web Developers

NBC TRIS3C

Freelancers

B TRIBUNE PLAY 33 E. Congress Parkway / Suite 224 / 312.369.8999

Lauren Lahvic Ad & Business Manager Columbia Chronicle Newspaper

Sales Figures

Overall Media Sales Columbia Chronicle Newspaper

Annual Sales 2010/2011(Q1-Q3): $175, 658.80 Annual Sales 2011/2012 (Q1-Q3): $191,360.40 Percentage Increase: 8%

Q1: Q2: Q3: Q4:

Quarterly Goals vs. Achieved Columbia Chronicle Newspaper Goal: $60,000.00 Achieved: $64,189.20 Percentage: +6.9% Goal: $53,000.00 Achieved: $53,183.50 Percentage: +.3% Goal: $65,000.00 Achieved: $73,987.90 Percentage: +13.8% Goal: $67,000.00 Quarter not yet completed Percentage: N/A

Ryan Ford

G N I S

Texas Student Media The Daily Texan

I T R E R V E D G A NA A M 2012

ADVERTISING MANAGER of the year

College Newspaper Business & Advertising Managers, Inc.

RYAN FORD

Texas Student Media The Daily Texan

P.O. BOX D AUSTIN, TX 78713 UTEXAS.EDU/TSM/

ADVERTISING

(512) 471-1865 (PH) (512) 471-1576 (FAX)

THE DAILY TEXAN

DAILYTEXANONLINE.COM DAILYTEXAN.NEWSSTAND.COM

TSTV

TEXASSTUDENTTV.COM

KVRX RADIO

TEXASSTUDENTTV.COM

TEXAS TRAVESTY TEXASTRAVESTY.COM

io t a d

en m Letter of Recommendation om c e fR o ter t e L

RYAN FORD

Texas Student Media The Daily Texan

io t a d

en m m Letter of Recommendation o c e R f ro e t Let January 1, 2012

To Whom It May Concern:

P.O. BOX D AUSTIN, TX 78713 UTEXAS.EDU/TSM/

ADVERTISING

(512) 471-1865 (PH) (512) 471-1576 (FAX)

THE DAILY TEXAN

DAILYTEXANONLINE.COM DAILYTEXAN.NEWSSTAND.COM

TSTV

TEXASSTUDENTTV.COM

As a close friend and colleague of Ryan Ford it is a pleasure of mine to recommend him for advertising manager of the year. I have known Ryan since 2010 and have found him to be one of the most reliable, supportive, ambitious, and academically focused people I know. I first met Ryan my junior year in college when I applied for an internship at Texas Student Media and since then I’ve gotten to know him on a professional and personal level. Ryan is always willing to go out of his way for anyone. He has the most positive outlook on life and is the one of the most genuine, down to earth people I know. Ryan has been involved with Texas Student Media since he was a freshman in college and from the moment I began working all I heard about Ryan was how dedicated he was to Texas Student Media. Having been here for the past year and a half I can say that everything I have heard about him is true. When I started here he trained me and knew everything there was to know about TSM. I remember being very nervous about all of the information but he had a way of making everyone being trained remain at ease. As he currently leads our team I know everyone is focused and driven because of his drive and love for his job. If he did not come into work everyday the way he does and motivate people, Texas Student Media would not be the way it is today. With school it certainly is hard to find time to work, be a student and have a social life but Ryan maintains determination and ambition for life as he manages it all effortlessly. I know that I can always count on Ryan to be there for me with any problem I may have. He’s the first person I call and I know that I can always count on a truthful answer about anything. There is no other person I know that would drop what they’re doing to help me with a problem but I know that he is there for me and would be there for anyone else as well. His infectious personality draws people to him and just like that you’re his friend. This is what people love about him. He is the easiest person to get along with and he inspires me to pursue things that help me to grow as an individual. I know that if he does this for me that he also has the same effect on many others. Through the years I have gotten to know Ryan and I can say without a doubt that I would strongly recommend him for advertising manager of the year.

KVRX RADIO

TEXASSTUDENTTV.COM

Sincerely, TEXAS TRAVESTY TEXASTRAVESTY.COM

Veronica Serrato Assistant Advertising Manager Texas Student Media University of Texas at Austin (512) 475-7893 office burntorange@texasstudentmedia.com

RYAN FORD

Texas Student Media The Daily Texan

Management Philosophy

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Personal Philosophy

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"The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant." - Max DePree A professor once told me that a manager gives away all credit and accepts all blame. Until recently, I never understood what this could mean or how it could benefit me in a managerial position if nobody ever knew how much I actually accomplished. What changed it all for me was a combination of experiencing less than stellar management and becoming a manager myself. Having spent the summer in New York as a digital media intern at an advertising agency I found myself returning to my college bubble with a feeling of disenchantment concerning the reality of corporate management. Although my experience may be an isolated incident, I soon saw the large propensity for mismanagement and a lack of leadership the corporate world possessed. The type of manager I strive to become is not the bottom line type. I believe in people and the infinite potential they possess if given the tools and the initial push of encouragement. Plain and simple, I fell in love with my team. They are the driving force of this living, breathing entity we call Texas Student Media. It is my team who pays the bills and enables all of us to continue doing what we love, advertising. There isn't a day that goes by that I don't think of a way to improve the skills and way of life that is presented to my team each day. Whether it be breakfast every Friday, team building events, providing the resources to improve productivity or something as simple as empowering them to achieve greatness in the simplest of day to day tasks, I believe that this position goes deeper than the bottom line that our monthly goals present. Every day I've lived to serve, my team has produced results because a happy worker equals productivity. Furthermore, in an industry that requires a confident approach with a servant's finesse, leading by example is crucial when managing a team. In closing, my ultimate goal is to instill in my team the complete love and dedication I have developed for every facet of The Daily Texan. Only then will the characteristics of a truly successful manager told to me by my professor ring true in the hearts and minds of my team. Theodore Roosevelt put it best when he said, "The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it." At the end of the day I've made mistakes and quite frankly I've done nothing except revel in the shadow of my team's success. This is something I am not only okay with but also very proud to admit.

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RYAN FORD

Texas Student Media The Daily Texan

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Ryan Ford 5329 Hutchinson Road • AUSTIN, TEXAS 78723 • (254) 285-8155 • ryanandrewford@gmail.com

Education The University of Texas at Austin Bachelor of Science, Advertising Advertising Media Sequence

Austin, Texas May 2012 January 2011 - Present

Experience Advertising Media Sequence

January 2011 - Present Conducting research in order to write POVs based on current advertising and marketing issues such as the question of whether Home Depot should focus their advertising dollars on primary purchasers (men) or primary influencers (women) • Conducting research in order to assemble a Media Deck for the Austin American Statesman addressing their problems with the Statesman Media Wall in the Texas Union Building on campus • Conducting research in order to assemble a Media Plan for opening a Tomlinson’s Feed and Pets Store in Chapel Hill, North Carolina • Working with a team in order to assemble a national Media Plan for Planter’s Peanuts targeting a Hispanic demographic • General knowledge of SEM and SEO Initiative Media New York New York, New York Digital Intern June 2011 – August 2011 • Assisting in deck creation and ad serving for Bayer • Working with a team of interns to create a national media campaign for Chuck E. Cheese’s while leading the digital aspect of the campaign • Generating weekly POVs on the status of the digital media landscape • Analyzing digital campaigns and submitting optimization reports •

Texas Student Media (TSM) -Includes The Daily Texan, KVRX, Texas Student Television, Texas Travesty Austin, Texas Student Advertising Manager August 2009 – Present • • • •

• •

Managing a team of 11 Account Executives Conducting training of new hires Developing and executing Texas Student Media training programs which train in sales methods that include the bundling of various medias in the Texas Student Media portfolio Collaborating with staff members to initiate a new marketing strategy to brand Texas Student Media to The University of Texas more effectively in an effort to combat decreasing readership numbers seen in our print products Installing new ideas and methods used to track new prospects within the office environment Conducting weekly sales meetings to convey pertinent information and motivate sales team

Account Executive • • • • •

N ovember 2008 – August 2009

Generating New Business Working as the liaison between clients and all departments within TSM Training in multimedia sales that include online, print, broadcast, social buying, and event sponsorship Consistently exceeding monthly quota while working on commission Updating weekly projection reports, attending tri-weekly staff meetings, satisfying the required 15 monthly client meetings, and assisting in the creation of advertisements and marketing strategies

Events Coordinator

June 2009 - Present

• • •

Planning and organizing Texas Student Media tailgates for University of Texas home football games Planning and organizing Texas Student Media annual Housing Fair Seeking out local sponsors and acting as a liaison between the local sponsors and Texas Student Media for Tailgates and Housing Fair

• •

Microsoft Office: Word, Excel, and PowerPoint Media Research: MRI, Simmons, SRDS, Mintel, Comscore, Atlas and PRIZM

• • • • • •

Media Deck chosen as winner by Austin American Statesman 2010 Texas Student Media – Sales Person of the Year 2009 Texas Student Media - Most New Advertisers – August, September 2009 Texas Student Media – Best Supplement Manager - May 2009 Texas Student Media - Sales Superstar – February, April 2008/2009 Texas Student Media - Rising Star - 2008-2009 Fiscal Year

Skills Awards

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RYAN FORD

Texas Student Media The Daily Texan

Job Description

Student Advertising Manager Texas Student Media Purpose: The Student Advertising Manager position provides leadership and training on “relationship based sales” to promote Texas Student Media brands while working to achieve the primary objective set forth by professional TSM Management of achieving the Student Advertising Team revenue goals of all TSM brands. The Student Ad Manager gives specific direction and tasks assignments from the Advertising Director relative to fulfilling TSM Management goals as outlined above. It is the responsibility of the Student Ad Manager to facilitate communication on various product's revenue goals, features & benefits and to build belief and confidence in Texas Student Media products within the Advertising Sales Team. “Relationship Based Sales” is defined by working to facilitate long standing relationships with advertisers by identifying advertising goals and matching the features and benefits of Texas Student Media products to produce an all encompassing media plan that achieves advertiser's goals. Furthermore, it is defined by prospecting and identifying new accounts that will benefit from Texas Student Media brands. The position participates in management and team meetings to enhance current sales programs, develop new streams of advertising revenue across all Texas Student Media products and build sales philosophy of relationship based sales. Responsibilities include actively hiring and training all student reps on Relationship Based Sales, coaching overcoming objections, participating in joint sales appointments, praising exemplary sales achievement and employing motivational training strategies to maintain a positive and creative work environment. The position is selected by the professional selection committee once a year. This position reports to the professional TSM Advertising Director in consultation with the TSM Retail Advertising Advisor. Qualifications: Any Student Account Executive from the Texas Student Media Advertising Department that has established an ability to achieve personal revenue quotas, demonstrated leadership abilities by managing one or more special supplements and has completed at least one semester is eligible. It is highly recommended that more than two semester has been completed and that the student should have met or exceeded sales goals on a consistent basis. It is a decided bonus for candidates to have exhibited profound initiative and teamwork skills. Duties:  Conduct hiring and training of all incoming reps on the sales process.  Complete paperwork to include Evaluations, Weekly Reports, and Meeting Logs.  Attend predetermined weekly and monthly meetings with Department Heads and Managers.  Keep staff motivated and focused on tasks at hand and be willing to help when student ad reps' numbers are in question or not on track to make quota.  Empower Student Assistant Advertising Manager with tasks and goals.  Track all sales initiatives with Supplement Managers and develop a creative way to make the information known to the reps on a regular basis.  Provide new advertising avenues for Texas Student Media as a whole.  Act as a liaison between the advertising department and all other TSM entities.

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Texas Student Media The Daily Texan

Achievement

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Article on how to improve relationships with advertisers in order to increase ad revenue published in Editor and Publisher Magazine.

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RYAN FORD

Texas Student Media The Daily Texan

Organizational Growth

Texas Student Media Advertising Organizational Chart 2010

Professional Staff Student Advertising Director Marketing Team Lead

4 Marketing Team Interns

Student Advertising Manager

Special Projects Team Lead

10 Account Executives

4 Special Projects Team Members

Texas Student Media Advertising Organizational Chart 2011 Professional Staff Student Advertising Manager Student Assistant Advertising Manager

Marketing Team Lead

4 Marketing Team Interns

Special Projects Team Lead

Television Pod Leader

Special Publication Pod Leader

Radio Pod Leader

2 Television Pod AEs

3 Special Publication Pod AEs

2 Radio Pod AEs

4 Special Projects Team Members

RYAN FORD

Texas Student Media The Daily Texan

Performance

Goal Revenue

*Due to extenuating circumstances, as of Fall 2011 I have relinquished my list and taken on a purely managerial position.

RYAN FORD

Texas Student Media The Daily Texan

Streams of Revenue

Texas Student Media football tailgate raised $67,783 in revenue for the 2011 football season

TEXASNT STUDDEIA ME

Social media sponsorships have slowly become a favorite among clients since launching in September 2011

SOCIAL MEDIA

Add-on Special

add a Longhorn Life social Media sales Package of 6 posts to any other tsM advertising purchase for only $100.

more than

Fall 2011 15 weeks per semester Purchase by

Posts

october 7

(5 twitter, 5 Facebook)

$300

october 21

(4 twitter, 4 Facebook)

$250

November 4

(3 twitter, 3 Facebook)

$200

November 18

(2 twitter, 2 Facebook)

$150

Price

Posts

February 3

February 17

ON FACEBOOK

11,700 FOLLOWERS ON TWITTER

and GROWING EVERY DAY!

Spring 2012 15 weeks per semester Purchase by

3,200 LIKES

Price

(6 twitter, 6 Facebook)

$350

(5 twitter, 5 Facebook)

$300

March 9

(4 twitter, 4 Facebook)

$250

april 6

(3 twitter, 3 Facebook)

$200

april 20

(2 twitter, 2 Facebook)

$150

VISIT US ONLINE • dailytexanonline.com • facebook.com/dailytexan • twitter.com/thedailytexan

email: advertise@texasstudentmedia.com

Web: www.utexas.edu/tsm/

January 2012 To Whom it May Concern, I am writing this in recommendation of Amber VanOrman as the 2012 Advertising Manager of the Year. It has been a great pleasure to see Amber move up in the past two years from Account Executive to Senior Account Executive and finally to now as the Advertising Director for the Daily Titan Newspaper at California State University, Fullerton. I met Amber when I first began at the Daily Titan in September of 2010. Right off the bat, I knew that Amber was very knowledgeable about her craft and her product, so it was no surprise when Amber excelled in her local advertising sales. Upon the announcement of our then Advertising Director’s plan to leave following his graduation in May of 2011, it was Amber who had stepped up to the plate to take on the task of both handling her duties as an Account Executive, but also acting as the Assistant Advertising Director in her position of Senior Account Executive. She continued to excel in ad selling in addition to establishing a trusted working environment in the time of transition. At the time of Amber taking the position of Advertising Director, I was completely amazed by the quality of work and ideas that Amber had for the Daily Titan as a publication and as an organization fostering training and friendship for aspiring advertising and journalistic professionals. Amber’s work and dedication clearly shows in all aspects of the Daily Titan. Everything from the obvious $30,000 sales increase to the much more appealing Special Sections that we have to the rebranding of the newspaper as a current publication geared toward the audience we have on campus. In addition to the concrete evidence of numbers and physical changes, the overall morale of the office and publication as a whole can definitely be contributed in part to Amber’s dedication to this newspaper and staff. With the past few years of seeing sales take a large hit, Amber was the one to pick up the spirit in the office and motivate the team to work hard and increase sales. The relationship between the advertising and editorial staffs has never been stronger, which can be attributed to Amber’s caring nature and understanding of the importance of a cohesive “one-staff” newspaper. Even personal bonding within the office has greatly increased because of Amber’s philosophy of having working friendships within a professional environment. It is with full confidence that Amber is the best of the best. As she makes the transition from college to career, I have faith that she will continue to excel in her endeavors. She whole-heartedly deserves the title of Advertising Manager of the Year, by proof of her contributions to the university, newspaper, and staff, as well as by virtue of her work ethic and personal upholding of her values. If you have any questions at all about Amber and her wonderful work, please feel free to contact me. Best, Daniel Zamilpa National Sales Executive & Promotions Director, The Daily Titan Newspaper dzamilpa@dailytitan.com 657-278-4452

To Whom It May Concern, It is my pleasure to nominate Amber VanOrman for College Newspapers Business and Advertising Manager’s Student Advertising Manager of the Year Amber has worked as an Ad Representative and Director of Advertising, what the Daily Titan calls for the past 3 years, beginning in the summer of 2009. I have worked with Amber on a number of levels since she’s been with the Daily Titan. When Amber first began at the Daily Titan she was a little timid when it came to making sales calls, but as the weeks passed she proved she was a force to be reckoned with. Amber excelled in making sales as well as handling customer service issues. She was then promoted to the Assistant Director of Advertising position and took over the Advertising Department in May 2011. Amber has gone above and beyond her call of duty to service the Daily Titan. She has also taken on the challenge of organizing fundraisers to help raise money so more of the advertising staff is able to attend CNBAM and have the same experience she had at last year’s conference. Amber has been awarded Employee of the Month, Cold-Call All Star and Sales Person of the Semester countless times. Not only does Amber have a great attitude, but she is also a great leader. She focuses on training and her staff members, she has even said she would rather help someone succeed then watch someone fail. Amber has had extremely high sales goals for her staff and has pushed those goals repeatedly, setting records in revenue at The Daily Titan. She is friendly and always follows up with her staff on a daily basis. I always get phone calls from clients complimenting on Amber’s attitude, presence and overall skill set when she handles escalations. Sincerely, Robert Sage Business Manager Daily Titan California State University Fullerton

Advertising Manager of the Year It is an honor to be in the running for Advertising Manager of the Year. I can honestly say I would not feel as accomplished as I do without my amazing advertising staff at The Daily Titan Newspaper. When I first took over as Advertising Manager in May 2011 I figured I was going to have a hard time with my staff because I was planning on changing a lot in the office. I explained to my staff that I did not think the way the office was run before was wrong, I simply thought it could be better. I came into this position at a crucial time, the economy had just begun to make a turn for the better and that is the critical time in sales. Business were beginning to open up as opposed to closing down and I knew it was my responsibility to create an atmosphere and a knowledge base for my staff to be able to handle to new business. One of the main things and most successful things I changed was the entire training program. The training program The Daily Titan had been using was outdated and did not cover the necessary things that a sales person should know. The training program was a 5-hour program, done in 1 hour a day for 5 days. The program consisted solely of administrative training, for example, how to fill out a contract and how to use Adpro. While these are important aspects to the job of an Account Executive, there is no need to know those tasks if the AE hasnâ&#x20AC;&#x2122;t sold anything. I took it upon myself to take knowledge I had learned in my years as an AE as well as knowledge from books and websites I studied on sales. It took me about a month to rewrite the entire training manual and I believe out 29% increase in revenue in the Fall 2011 semester shows that it was a success. The new manual covers extensively, the job and the company, all aspects of a call, all aspects of a face-to-face call, campaign building, client relationship building, all administrative tasks, and the Adpro system all through interactive activities that the whole staff participates in. The above sections describes a little bit of my management philosophy which is, I would rather help someone succeed then watch someone fail. I believe that everyone has the ability to learn and grow in this position and with given the proper care and attention those that I hire will be just as successful as I need them to be. I find that having a relationship with my staff that gives them the opportunity to ask questions and continue training until the day the are no longer working at The Daily Titan will lead to more sales and a better work environment. Another aspect of my management philosophy is never being content with all right. As a manager I know it is my duty to be on top of my game. The Daily Titan does not want to be mediocre we need to strive to be bigger and better then publications and one way to do that is to be inventive and come up with ways to get ahead. I created a new revenue increasing program called â&#x20AC;&#x153;Social Media Advertising,â&#x20AC;? which has been up and running at The Daily Titan since July of 2011. Social Media advertising is where a client can buy social media posts on The Daily Titans Facebook or Twitter. This was created because I believe that social media is a beast of its own and needed to be tapped into for our clients. We sell posts that we then create in conversational pieces about the client on our social media sites. We had to be delicate with this because we did not want to misuse our connection with our friends and followers, which are why all posts are conversations

as opposed to “ads.” Overall we have been successful with the program, brining in revenue of over $3,000 in 1 semester, which we hope to double in spring. Overall, my management is a little different then other because I focus on helping not reprimanding my staff. I give them the tools they need and the products they need to go above and beyond what they themselves even thought they could do. I am always appreciative when an Account Executive comes to me and says “I really didn’t think I could do it but I just beat my goal.” It’s not about being the best of showing off that you’re the manager by yelling and screaming but about having a staff that can do whatever you throw at them and that understands the process of sales. I hope this gave you a little insight to my management philosophy and I hope you enjoyed my entry. Thank you for taking the time out to judge this category and have a great day! -Amber VanOrman

Advertising Sales Director Job Description: The Advertising Sales Director is in charge of all aspects of the advertising department and the staff. The Advertising Sales Director is responsible for supervising, recruiting, training and motivating the entire advertising staff, which includes the sales staff, promotions, ad production and distribution. They need to be aware of the office atmosphere and keep everyone on track. The Sales Director sets monthly sales goals for the office and individual sales representatives (with assistance from the Business Manger) and implements the means for reaching and surpassing these goals, including incentive programs. They also should have a basic understanding of all advertising staff members’ job functions. In addition, they are responsible for: • Checking the main phone line and distribution of all leads. • Making sure that dummies are complete, 3 days before the specific paper runs. • Updating policies, procedures, media kits, and all other office paperwork. • Administering monthly evaluations of all advertising staff. • Organizing and conducting weekly sales meetings with all advertising staff. In addition, the also organize and conduct regular manager meetings with the Special Sections Manger, Promotions Manager, Production Manager, and Business Manger to discuss anything of importance for the maintenance and good name of the Daily Titan. • Working as a liaison between editorial and advertising and maintaining good relations with Editor in Chief and editorial staff. The Advertising Sales Director must possess a minimum of one year’s experience with The Daily Titan. They must have excellent communication skills and be able to write effective evaluations and correspondence and must be able to perform job responsibilities in a mature, professional manner. The Sales Director must possess a positive attitude, superb customer service skills, and a desire to work in a management position. An energetic personality is needed to establish rapport with account executives and other peers. They must be able to identify false or misleading advertising. The Advertising Sales Director can expect to spend 40+ hours a week in the office and be fully available (except for school classes) Monday through Friday, 9 a.m. to 5 p.m.

Amber VanOrman  3321 Quartz Lane E-20 Fullerton, Ca 92831 Phone: (858) 699-4108  E-Mail: avanorman@csu.fullerton.edu

Objective Entry-level position in advertising starting summer 2012

Experience The Daily Titan Newspaper

August 2009 - Present

Director of Advertising/Account Executive Managing a staff of 15, including account executives, national sales and promotions team, classifieds manager, production staff and a webmaster. Hire and train new account executives on media sales, marketing and customer service. Prospect and sell media space to new and current clients. Edit, close and finalize issues/calculate page count, daily. Supervise and train interns on media sales and promotions and marketing.  Promoted to Assistant Director fall 2010  Most Improved Sales fall 2009

 Salesperson of the Semester spring 2010, fall 2010  $17,000 sales increase from spring 2010 to fall 2010

American Eagle Outfitters

June 2007 – August 2011

Part-time Sales Representative Handle day-to-day customer service and cash register duties. Certified Organizational Manager with duties that include hardware organization, marketing organization and stockroom organization. DSYL Advertising, Marketing and PR

May 2010 – August 2010

Account Executive Intern Executed three major campaigns, including: meeting with client for a needs analysis, creating a campaign plan and quote, working as a liaison between client and art director, finding vendors to print and provide supplies for events, following up on all current work and deadlines, invoicing and ensuring renewal business. Attended trade shows to prospect new business and researched companies interested in our services. Pacific Sunwear

October 2004 – August 2009

Fulltime Assistant Manager Managed a staff of 17, while generating weekly schedules, setting weekly and monthly sales goals based on previous years, and leverage. Motivated my team to not only meet sales goals, but also exceed them exceptionally resulting in Top Sales Increase in the Southern California region, Back to School 2009.

Education California State University, Fullerton

August 2007- Present

 Expected graduation date, May 2012 Communications major with an emphasis in advertising

 Ad Club member August 2008 - Present Orange Curtain Spirit Squad member

University City High School

Diploma 2007

 Team captain- Varsity water polo, varsity swim team 2006-2007

Office Skills  Microsoft Office Suite

 Multi-line Phones

 Adobe Suite (CS5)

January 24, 2012 Dear CNBAM Judges, As an employee of the Daily Vidette at Illinois State University working under Nelson Haka, I believe that he would be an exceptional candidate for the 2012 CNBAM Advertising Sales Manger of the Year Award. In May of 2011 I was hired onto the staff as a Marketing Consultant at the Daily Vidette under Nelson. Nelson oversees a team of sixteen Marketing Consultants including myself and four team leaders. From the very beginning, Nelson brought many new ideas and enthusiasm to the table which helped to produce the confidence and drive that many of us Marketing Consultants now posses. I first became interested in the position by attending an Open House which was held by Nelson at the Daily Vidette. This was a chance for potential candidates like myself to see the office, meet the staff, and see what a daily routine looked like for a Marketing Consultant. Speaking with Nelson and seeing how much he loved his job and all of the hard work he puts into it each day, is what made me want to apply for the position. Luckily, I started working for Nelson in the summer of 2011. Nelson held three days of extensive training which taught us everything we needed to know about how to become the best Marketing Consultants we could be. His dedication and loyalty to the Daily Vidette was apparent in every one of those training sessions. His enthusiasm for a successful summer was contagious and his genuine want for us, as individuals to succeed, was enduring. As being the youngest person on staff, my confidence level for going out on visits to see clients was low, especially since I had no prior experience in sales. Nelson went out of his way to provide me with the extra help I needed both in and out of the office. Nelson set aside numerous days of the summer to go on “ride alongs” with me. A ride along consisted of him and I stopping into local businesses to discuss the different advertising options the Daily Vidette offered. This gave me a chance to watch Nelson discuss the options and see how to handle different types of clients. Again, his loyalty and dedication to the Daily Vidette shined through with every person he talked to. His love and passion for his work pushed me to want to feel the same. Whether it was an encouraging word on a rough day of selling, or a genuinely excited “congratulations” on a successful day of selling, I knew I could always count on Nelson for the encouragement I needed. Nelson’s passion for his employees and his work is admirable and his talents and creativeness is unlike any I have ever seen. His infectious personality makes the office an enjoyable place to work and makes him not only a great leader, but a great friend. The relationship Nelson and I have developed over the course of my time working at the Daily Vidette has impacted me greatly, not only in my work but in my life. I feel very lucky and blessed to have worked and learned from him over the months and he has taught me a great deal that will not only help me to succeed within the Daily Vidette but in my future after graduation. With that being said, I strongly believe that Nelson would be an excellent candidate for the 2012 CNBAM Advertising Sales Manager of the Year Award. Thank you for your time and considerationEmily Carpenter Marketing Consultant Daily Vidette

CNBAM Student Advertising Management Philosophy The General Manager of the Daily Vidette led me into a conference room where two of my fellow co-workers and I would wait our turns to sit across the table from fourteen Daily Vidette Publication Board members in hopes to be named Advertising Sales Manager for the 2011-2012 school year. I take my seat as we timidly look at each other, well wishes are exchanged and silence falls upon us. I sat there confidently, knowing that my enthusiasm for the position, and love for the Vidette would shine through. I have always been a person who strives for the best in life. As soon as I was hired at the Vidette I had my eye on Sales Manager. I worked very hard and moved up the ladder. From Marketing Consultant I became team leader, in charge of 3 Marketing Consultants. This is when I knew I had what it took to manage a whole staff. The one value that I had that the others didn’t, was a deep emotional connection with the job. The publication board could tell that I was putting my whole heart into the position and I would be the candidate that would go the extra mile for my staff. As soon as I was appointed to the position of Advertising Sales Manager at the Daily Vidette, I knew there was a lot of work to do. Our previous year had its ups and downs, and the staff was in dire need for a manager with enthusiasm and direction. Stepping into this position I knew what my staff needed was a leader, someone to guide them through the tough times, and celebrate alongside them during their victories. I couldn’t wait to give them what they so desperately had been waiting for, a motivator. Sales is in my blood. it is my families way of life, has been for generations. My Dad has been doing it since he could talk, you name it, and he has had his hand in selling it. He traveled the country with my Mom as they built their life together. Currently, he is a financial advisor, where he helps build and create financial security for many people in Northern Illinois. After finding out that I was awarded this position he gave me a very valuable piece of advice. He said, “You have a golden opportunity to make a positive impact in your sales teams’ lives. If you show up each day, with that positive attitude you carry around, with that smile on your face, you will have no problem motivating your team. Reinforcing positivity and joy will propel your sales team further than they have ever gone before.” That is exactly what I have done. Using positive reinforcement and surrounding them in a motivating atmosphere, has helped my advertising sales staff become a much more focused sales team. One of the biggest things that we promote at the Vidette is being a part of the “Vidette Family,” Which has given working at the Vidette the title of “Best job on Campus.” From the moment you get hired at the Vidette you feel like you belong to something bigger than yourself, a collection of students working together, as a Family. It is quite a rarity to find a newspaper where Editorial and Advertising sides get along in the way that The Vidette does. I enjoy sitting at my desk and seeing the whole office working together to produce the best product possible. Being a family means spending time together, and at the Vidette we have no problem doing that. I will frequently set up activities outside of the office that most staff members will show up to. Many of the activities that my staff participates in outside of the office includes going to hockey games, minor league baseball games, dinners, Christmas and Birthday parties. My staff never hesitates to pass up an opportunity to spend time together outside of work. This camaraderie gives our office a special advantage that many others don’t have. We are working for each other as much as for ourselves. I feel that over the past

year of my management career I have brought the staff even closer than ever, giving them bonds that will stay strong throughout the years. When someone truly cares about his or her job, it shows. It shines like moonlight on a clear night, illuminating the truth of their passion. When I hired and trained my summer employees it was evident that I had a dedicated group of people. I spent a lot of time with them in the office and in the field, one on one. I made sure that each of them was receiving continuous training all summer. This made a tremendous impact on sales, generating new clients and strengthening current relationships in the community. One employee stands out to me from this group however, a young lady whose passion and enthusiasm was unmatched. She wasn’t afraid to take risks, she just wanted to succeed and contribute her share. She, like myself, gave her whole heart to the job. She has personally told me I have made a positive impact on her life, and she was lucky to have met me. From working with her and watching her grow from a confused yet excited new consultant to the leader she is today, is the proudest moment in my career as Advertising Sales Manager at the Daily Vidette. What is our purpose in life? Why are we here? These are questions that philosophers have pondered for ages, but the answer to me is quite simple. When I wake up each day, my goal is to make a positive impact on as many people as I can, going out of my way to make a difference in other people’s lives. For the answer of why we are here, I believe we are here, for each other. I am blessed and grateful for the time I have spent as advertising sales manager. Watching my team learn and grow from my motivation and support is something that will stay with me forever. When I look back at college, I won’t miss the parties, or the classes, and I especially won’t miss the dorms. I’ll miss my time spent at the Daily Vidette, a place where my fellow employees have become my best friends, and then became my family. Everything I have done at the Vidette, I have done for my staff, for my family, because they deserved to have someone believe in them everyday. They are the reason I wake up each morning, smiling, ready to arrive at the office, to make a difference in their lives. I would like to thank you for reading this, if you are to award me Sales Manager of the year that would be a tremendous honor.

Nelson Haka

Daily Vidette Advertising Sales Manager Job Description and Expectations

The Advertising Sales Manager is directly responsible for all sales at The Daily Vidette and a valuable part of the advertising department. The following are expectations of the Advertising Sales Manager: 

Coordinating sales and promotion activities: The advertising sales manager will coordinate sales campaigns and promotions in order to create interest in the community for The Daily Vidette and to increase sales. Examples of these activities include: hand delivering supplements, creating tailgating activities, running creative house ads, involving students by passing out promotional items, etc…



Monitor and supervise members of sales staff: On a daily basis, the advertising sales manager will interact with staff members as well as the business advisor. They will check the advertising reports and help to educate the staff on sales tips. The ad sales manager will keep track of the staffs points and dollar quotas and help each staff member to achieve their goals.



Recruit, train and organize advertising sales personnel: Each semester, the advertising sales manager will create a recruitment campaign in order to hire new marketing consultants. This will include running house ads, setting up tables, hosting an open house, and anything else in order to create awareness. They will interview and make the final decision in hiring marketing consultants, as well as the advertising production manager. They will then create a training program in order to prepare their marketing consultants to interact with clients. The advertising sales manger will also be responsible to put staff members on probation or termination.



Achieve advertising sales deadline and dummy the newspaper: The advertising sales manager is in charge of making sure the staff reaches the financial goals set for each month. They will work with each staff member to make sure this goal is obtained. They will share the responsibility with the business advisor to blueline the paper on a daily basis.



Formulate sales incentives for the advertising sales staff In order to motivate the staff members, the advertising sales manger will create sales incentives for the staff members. For example, creating trade agreements with local businesses to use as prizes for staff members, and creating games to keep the staff involved. The advertising sales manager will work with the business manager to set a budget for sales incentives.



Attend and orchestrate meetings The advertising sales manger will have to attend monthly publication board meetings and weekly manager meetings. They may also have to meet with clients if certain circumstances arise. They will coordinate weekly sales staff meetings and meet with their team leaders on a weekly basis as well.

June July August September October November December Total

2010 Sales $10,932.29 $13,742.56 $73,986.10 $168,901.53 $127,250.71 $72,615.64 $39,264.71 $506,693.54

Survival Rental Homecoming Back to Spring Total

2010 Sales $30,379.49 $9,502.54 $4,612.35 $10,085.73 $54,580.11

Daily Publication Numbers 2011 Sales $15,514.06 $17,076.40 $75,578.84 $145,683.91 $154,233.06 $86,806.45 $35,526.39 $530,419.11 Supplement Numbers 2011 Sales $28,780.55 $11,441.03 $7,557.51 $9,163.64 $56,942.73

Daily Publication Sales 2010-2011 $180,000.00 $160,000.00 $140,000.00 $120,000.00 $100,000.00 $80,000.00 $60,000.00 $40,000.00 $20,000.00 $0.00

2010 Sales 2011 Sales

% Increase (10-11 Sales) 41.91% 24.26% 2.15% -13.75% 21.20% 19.54% -9.52% 4.68% % Increase (10-11 Sales) -5.26% 20.40% 63.85% -9.14% 4.33%

Supplement Sales 2010-2011 $35,000.00 $30,000.00 $25,000.00 $20,000.00 $15,000.00 $10,000.00 $5,000.00 $0.00

2010 Sales 2011 Sales

Nelson Richard Haka Address: 1231 West Hovey Apt. 47 Normal Il, 61761 Phone: 815-761-8567 E-Mail: Nelson.haka@gmail.com Work Experience THE DAILY VIDETTE January 2010- Present Advertising Sales Manager May 2011- Present  Motivated advertising staff of 25 Marketing Consultants and Ad Production Artists.  Recruited, interviewed, and hired multiple candidates for the Team Leader, Marketing Consultant, and Ad Production Manager positions; responsible to put staff members on probation and termination  Coordinate sales, promotion activities and formulate sales incentives  Orchestrate and attend weekly sales staff, management, team leader, and monthly publication board meetings  Monitor, supervise, and achieve advertising sales deadlines to reach goals  Selected as a participant for the CNBAM Chicago Ad Managers Conference  Selected as a participant for Chicago Tribune Conference Team Leader January 2011-May 2011  Trained, supervised and advised a sales team of three representatives  Designated responsibilities and created enthusiasm within team  Oversaw team’s sales production and conceptualized ways to increase sales  Coordinated meetings to foster an environment to promote team work and sales  Selected as a participant for the CNBAM Conference Marketing Consultant January 2010- December 2010  Marketing Consultant for businesses and student organizations.  Constructed marketing plans and proposals based on account budgets and marketing needs. Met or exceeded quota each month for the majority of the 2010 fiscal year.  Ranked 3rd out of 18 marketing consultants at the conclusion of January 2010. Golf Course Cart Manager May 2006-August 2009  Trained, and managed a team of 10 employees.  Supervised operations on the golf course.  Developed relationships and provided services to professionals and members of the club on a daily basis. DeKalb County Legislative Center Employee December 2008- August 2009  Worked within the Legislative government of Dekalb County as a summer intern.  The position consisted of doing construction, manual labor, painting, sorting mail, and other tasks given by administrative personal. Education August 2008-Expected Graduation Date May 2012 Illinois State University Current GPA: 3.11 Expected B.S in Marketing: Professional Sales Sequence May 2012 Achievements and Memberships - Dean’s List - Varsity Captain of High school Golf Team, Scholastic Bowl Team, Track and Field Team, Captain of the Drum Line - Student Council Representative for 8 years

Best Week Ever! At the weekly sales staff meetings, I pick a marketing consultant to have their “Best Week Ever!” The decision was based upon many different factors, most of which included performance at work, but also pertaining to success in their personal lives as well. I wanted the marketing consultants to realize that they wouldn’t only get rewarded for exceeding quotas, and going the extra mile aw work, but also in school, and in their lives outside of work. This promoted comradely inside and outside the office, as well as making them more rounded individuals in general.

Supplement Incentive Boards The Daily Vidette publishes 4 supplements each semester. Each time a supplement is being sold for a board is created in our office to promote the issue as well as track performance in a fun manner. When selling for our back to school guide I created a board that paralleled the Zombie theme of our Survival Guide. On the board the more money your team sold, the more your human cutout turned into a zombie. If you reached quota you had a full-fledged ZOMBIE on the board, also bragging rights! The whole staff loved the idea and it gave selling for the issue a lot more valuable to them. Balloon Bash Another game that I utilize to create competition and raise excitement is called “Balloon bash.” This game is unique because it offers everyone a chance to win, instead of just the top salespeople. Every day I would wake my sales team up bright and early with a task via text. Each day the task varied, some days it was being the first to complete a call sheet, or selling color, other days it had to do with amount of visits they went on. Whenever a consultant completed a task they could pop a balloon, which are displayed on our wall. Inside were prizes such as $10 gift cards, bonus points, or a free soda from the gas station next door. This game would create a flurry in the office to win for that day, to have the satisfaction of being the one to pop the balloon.

Breann Borges

CNBAM Advertising Manager of the Year

805.756.1143 advertising@mustangdaily.net www.mustangdaily.net

Letters Of Recommendation January 25, 2012 Prestigious CNBAM Committee: I genuinely nominate Breann Borges for the honor of Advertising Manager of the Year. There is not another person that I could imagine deserving the privilege of the award more than Breann. I have worked with Breann for over a year, and her passion and dedication to the Mustang Daily and its staff never ceases to amaze me. I was overjoyed when I found out that she would be my advertising manager for the 2011-2012 school year. Breann was an account executive for a year before I began my job at the Mustang Daily, and her experience from that time is an invaluable resource to me. Now, as the advertising manager of the Mustang Daily, she has brought a fresh and positive environment to the office. I speak on behalf of the entire staff when I say that Breann is always willing to extend her knowledge and time to help us achieve our goals. I am never afraid to ask for her help or for her opinion, and I value both immensely. Since becoming advertising manager, Breann has not only fulfilled her duties as manager, but she has also gone above and beyond to help the entire staff fulfill our individual duties. I personally experienced this with one of my largest accounts, Woodstock’s. Woodstock’s is a local pizza restaurant that advertises twice a week during the school year and in every special edition. Before winter break, Breann noticed that I was having troubles with this client, so she offered to help me create the new contract and gave me advice on how to resign Woodstock’s winter and spring contract. I did not have to ask Breann for help; she could tell that I was struggling and immediately offered to help, and did so successfully. I have witnessed Breann lending a hand to other account executives in the office in the same manner. Whether it is offering to go see clients with us, think of campaign ideas, or simply helping to schedule an ad, we all know that we can ask her for help with anything. All of Breann’s help and ideas, combined with her dedication, have created an excellent school year at the Mustang Daily. I have personally felt more motivated and excited to work knowing that my hard work will be appreciated and acknowledged by her and the rest of the staff. All of these aspects make it difficult to imagine how anyone could deserve the honor of Advertising Manager of the Year more than Breann. Sincerely,

Amber Diller Mustang Daily Account Executive California Polytechnic State University

Letters of Recommendation January 25, 2012 CNBAM Judges, It is with great pleasure that I nominate an outstanding student and advertising manager, Ms. Breann Borges, for CNBAM’s 2012 Advertising Manager of the Year award. I have had the pleasure of working with Breann for the past two years and her commitment to the Mustang Daily, as both an account executive and advertising manager, has been unequaled. Her leadership and management skills are evident by the way the account executives on her team boast about her. Breann is one of the most dependable advertising managers that has worked at the Mustang Daily and always sees the big picture in what at times can be a very challenging environment. She tirelessly searches for ways to increase revenue, reach new clients, build readership, motivate her team and get the Mustang Daily more involved with the community. As a manger, one of Breann’s successes was in the development of a new publication called SOAR. This publication was targeted to both parents and incoming students during the summer orientation. The publication generated $8,190 sales and received praise from advertisers, school officials and the readers, because of her hard work and vision. One of the challenges was to make sure the product reached the hands of the targeted audience and to do that, Breann worked closely with the summer advising and orientation staff resulting in a booth for the Mustang Daily during registration. She then insured that students were scheduled to run the booth and hand the publication out to parents and students as they registered. Advertisers have already committed for next summer’s publication, ensuring that it will be bigger and create even more revenue. The passion and dedication that Breann holds for her position as advertising manger is difficult to describe, because it exceeds all words. She is always filling up her plate helping her team of six account executives anyway she can. Some specific examples of her dedication are holding weekly meetings with her team, where they will discuss common objections, difficult clients, create sales packets and more. Even when an account executive on her team is having car problems, she is willing to help them go out and see their clients. Breann is willing to try new things because fear of failure does not exist in her mindset, which allows her to be a great manager. I truly believe that to be a good manager, you have lead by example and Breann does that flawlessly. Breann encompasses a great advertising manager and this is why I, with great confidence, nominate Breann Borges to receive the 2012 Advertising Manager of the Year award. Thank you for your consideration.

Stephanie Murawski Advertising Coordinator Mustang Daily, Cal Poly SLO

Management Success Breann Borges From the Kitchen of: Recipe For:

Ingredients:

2 Cups Motivation 2 Cups Leadership 2 Cups Positive Recognition 1 Cup Coaching

1 Cup Encouragement 1/2 Cup Sales Incentives 3 tbs. Creativity 2 tbs. Courage

Directions:

For best results, mix ingredients together and add a pinch of positive attitude.

Yields:

1 Exceptional Advertising Manager

For me, being a successful advertising manager includes various ingredients, especially motivation and leadership. As you can see from the recipe card above, it takes more than just motivation and leadership to be a successful manager. However, with the perfect combination of each of the above ingredients a great advertising manager will always be cooking up effective and innovative new ideas. As advertising manager for the Mustang Daily, the combination of the above ingredients encompass the attributes that I have worked to gain in order to be the best manager possible. To me, this position means much more than just a title, it means that I have the ability to help and guide others in hopes of being as inspiring to the account executives as my managers were to me. Since I joined the Mustang Daily team as a sophomore, I have wanted nothing more than to be successful in my position and to become a role model and inspiration to future account executives. When I became manager at the Mustang Daily, some big and exciting changes were beginning to take place. The most relevant change was our transition from tabloid to broadsheet. As a manager, I helped come up with our marketing campaign for the year, â&#x20AC;&#x153;Grow with the Mustang Dailyâ&#x20AC;?. This marketing campaignâ&#x20AC;&#x2122;s goal is to encourage our student body to grow their educational experiences as well as to inspire clients to grow their business by advertising in the Mustang Daily. I can personally relate to the marketing campaign as it accurately describes how the Mustang Daily has affected me throughout these past few years. I have been able to learn and grow in my sales abilities and professionalism, as well as with personal growth. From being able to travel throughout the country to gain knowledge and insight from other students and industry members, to connecting with the account executives on a personal level and creating a group of close friends that I know I can always rely on; my position at the Mustang Daily has been one of the highlights of my college career. When I was hired as advertising manager, I knew that there were going to be some struggles and challenges that I would need to help the account executive overcome. I was excited to attack these struggles head on and begin brainstorming and implementing ways to motivate the account executives, to bring in new revenue, and to provide positive recognition within the office. It is challenging to explain all of the ways in which being a member of the Mustang Daily team has affected my life, but below is a summary of how I have grown as a manager, as a person, and worked to help account executives grow with their position.

Motivating New Account Executives Coming into the new school year we had a completely new team of account executives that needed to be trained on how to contact, communicate, and build relationships with their clients. I knew that with this new team, it would be vital to motivate and encourage account executives to help them create their own recipes for success as an account executive. In order to help them grow and be successful, I have set up bi-weekly one-on-ones. These one-on-ones last only 15 minutes, but by sitting down with each account executive I am able to personalize how I work with each individual person in order to help them reach their goals. I use this time to check on progress with clients and to answer any questions they might have. Another part of my recipe for management success is to go out on client calls with each account executive on my team at least once a month. I have found that these client calls are very beneficial for both the account executive as well as myself. I am able to see how they are conversing with clients and give them feedback on what they are doing well and what they can do to improve in the future. New Revenue Throughout the school year we are implementing various new special sections and issues in order to bring in new revenue. The issue that I helped create is the SOAR issue. SOAR is a ten-day orientation program for incoming freshmen and parents, which includes a parents program along with the studentâ&#x20AC;&#x2122;s orientation. Through the implementation of this issue and working with orientation programs to get a table in the registration area, we were able to bring in $8,190 in new revenue and introduce the Mustang Daily to incoming freshmen and parents. Along with SOAR, I helped create two other special editions that have been implemented. We published our first ever Menu Guide the beginning of winter quarter, which brought in $8,300 in new revenue and also encouraged new clients to advertise. We received a great response from this issue and hope that it will grow in the future. The second new edition that we implemented is the fall Alcohol Awareness issue. We published this the week before Halloween, so advertisers were able to promote safety and responsible drinking before the holiday. We were able to bring in $820 in new revenue from this issue. Positive recognition I have realized that positively recognizing account executives for their successes and achievements is a main ingredient to successful management, so I have made it a priority to recognize them for everything from selling a year contract to helping others in the office. Some ways in which I have worked to increase recognition in the office is by creating a shout-out box to help encourage recognition of co-workers, distinguishing a team member of the week award, and putting awards in account executives boxes for achievements. This recognition has increased the morale in the office and made it an enjoyable place to work. The recipe to successful management varies with each person and organization, but I have learned what is needed to be a successful advertising manager for the Mustang Daily. I have worked to gain the respect of the account executives and become someone that they can come to with any questions or problems they have. I strive to be the best advertising manager possible, and I know that this position has helped me grow into the person I am today. It is a tremendous honor to be considered for this very prestigious award. Thank you so much, Breann Borges Mustang Daily Advertising Manager

Appendix I. Resume II.

Advertising Manager Job Description

III.

Sales Records

IV.

Team Incentives & Motivation

Team Organization

VI.

Sales Competitions

VII.

New Revenue Ideas

VIII. Fall 2011 Peer Evaluations IX.

Awards & Marketing Events

Resume BREANN BORGES 22003c Rd 68  Tulare, CA 93274  Phone: 559-679-5960  Breann.borges@gmail.com

Objective

Utilize my Sales and Marketing knowledge in the professional workforce

Profile

Flexible, versatile and responsible – able to work well with others and can maintain composure under pressure. Quick learner and able to follow directions

Education California Polytechnic State University, San Luis Obispo, CA Major: Agriculture Business Concentration: Marketing Expected Graduation: June, 2012

Overall GPA: 3.3

Employment History Mustang Daily – 1 Grand Avenue, San Luis Obispo, CA Advertising Manager, June 2011 – Present  Manage 12 Advertising Account Executives  Hold weekly team meetings with Account Executives  Manage list in excess of 50 corporate accounts and wineries  Be available to assist Account Executives in any way Advertising Account Executive, January 2010 – May 2011  Advertising Representative of the Month – March 2010  Managed in excess of 85 accounts with local business  Develop new business contact  Assisted in creating and designing advertising campaigns for local businesses

Relative Coursework      

Branded Wine Marketing International Marketing Sales, Communication and Leadership Food and Fiber Marketing Produce Marketing Agricultural Business Strategy Formulation

Skills Summary    

Sales Experience Able to communicate well with others Adobe InDesign experience All Microsoft applications including Word, PowerPoint and Excel

Leadership Involvement 

    

College Newspaper Business and Advertising Managers Conference – Attendee  Los Angeles, CA – March 2010  Nashville, TN – March 2011 Student Advertising Managers Conference, CNBAM – Participant  Chicago, IL – July 2011 Australia Study Abroad Program – Winter 2011 Seminar Leader at State FFA Convention - 2009 Tulare FFA Vice President – 2008 Tulare FFA Treasurer - 2007

Job Description Advertising Manager

Primary responsibilities include managing the account executives for the Mustang Daily. Conducts and leads weekly team meetings. Increase readership and community awareness through the use of marketing and public relations techniques. Primary goal is to increase advertising revenue in the Mustang Daily.

Basic Functions: • • • • • • • • • • • • • • •

Maintain contact with all accounts and account executives on a regular (weekly) basis. Research competing media to find new accounts. Review issues of the Mustang Daily, evaluate advertising and distribute results and suggestions to staff. Assist account executives in developing sales presentations and advertising strategies for clients. Adheres to and enforces established deadlines, policies, procedures, etc. Assist in selection, training and development of staff. Use sales techniques to persuade accounts to place ads in the Mustang Daily. Making return calls to customers who say no…look for opportunities to say yes. Giving and explaining rate card and media kit information to customers. Creating spec ads. Filling out paperwork properly. Collecting payments on pre-pay advertisements. Showing advertising proofs to clients. Servicing walk-in clients, faxing information, handling phone inquiries. All other duties as assigned.

Hours: 15-20 hours per week. Must be able to work every day, Monday through Friday, and attend all sales meetings. Pay: Salary based. Bonus and incentives are based on sales and team success.

Sales Records 2011 – 2012 Sales: Daily Publications and Special Issues Period

Total Sales

Percentage Contributions

June September October November December January Total

$20,380.62 $20,216.12 $32,096.07 $28,936.94 $4,559.61 $32,983.80 $139,173.16

40% 49% 43% 46% 47% 53% 46%

During my time as manager, my team has consistently increased their monthly sales. We have continued to bring in revenue by increasing sales in our special editions as well. The revenues associated

with new special editions that we have not run in the past are bolded, to show the new revenue that has been generated since I have been manager.

2011-2012 Special Editions Revenue Edition

Week of Welcome Fall Back to School Winter Back to School SOAR Menu Guide

Total Revenue $37,374.43 $32,386.05 $12,154.60 $8,190.00 $8,300.00

Personal Contributions to Special Editions Edition

Week of Welcome Fall Back to School SOAR

Revenue

$16,447.00 $12,654.50 $4,750.00

Team Incentives & Motivation The Gold Team

At the Mustang Daily we have two teams, green and gold, based on our school colors. I lead the gold team. Our team is known as the “Gold Diggers,” meaning that we are working hard to get the gold, representing making sales and exceeding goals. Below you will find examples of how I strive to inspire and motivate the “Gold Diggers”. The “Gold Diggers” singing christmas songs to the promote their pride for the gold team.

Motivation Weekly Highs & Lows

Motivational Quotes & Goodie Bags

To start our weekly meetings, the account executives share their high and low points of the week. This allows the team to share in eachothers successes and discuss how to overcome the low points to turn them into positives.

As manager, it is important to help boost morale in the office. I often put quotes or goodie bags into the account executives boxes to let them know that they are doing a good job or to motivate them to succeed and always be positive. The “Gold Diggers” poster is used to display office reminders and selling tips.

Incentives Gold Digger of the Week

Bianca!!!! The Gold Statue

This gold statue is used to encourage account executives to recognize their co-workers. Each week, the account executive in possession of the statue presents it toanother account executive that has done a comendable job. The account executives take pride is receiving this statue from their peers.

“Gold Digger” of the Week

As manager, it is highly important to recognize and award account executives for working hard. Every week I announce the “Gold Digger” of the week at our team meeting. This motivates account executives to have a good attitude and strive to be named “Gold Digger” of the week.

Team Organization A large part of being successful as an account executive is being able to be organized and know when deadlines and other special events are. As manager, it is part of my job to help account executives stay organized, so I have implemented a few different methods of helping them do this. Below are some examples.

Weekly Personal Goals Personal Goals

Personal Goal of the Week: _______________________________________________ Number of F2Fs: _______________________________________________________ Number of Closes: ______________________________________________________ Number of Appointments next week: ______________________________________ 3 new clients: __________________________________________________________ During our weekly team meetings, I have the account executives list their personal goals that they want to achieve that week. This gives them a chance to organize their week and determine what they need to accomplish. In our meeting the next week each account executive explains to the team what they did in order to meet the goals.

Bonus Sheets AE’s Monthly GOALS Name: ________________________ Month: ____________________ Goal sheet must be filled out at beginning of month, changes will not be allowed. Must complete 3 goals to earn bonus.

______ Weekly Call Sheets Turned in On Time $5 (does not qualify towards making 3 goals)

Monthly Calendars

______ 4 Specs Created, Presented & Attached $10 (All individual or 1 Campaign)

1. __________________________________ 2. ___________________________________

3. __________________________________ 4. ___________________________________

______ Signed Contract $10 per signed contract (Must be a minimum of 10 run dates)

______ Turn Inactive account into an Active Client $10 per client (Must attached signed IO and 3 ads to qualify. Warm calls do not qualify.)

______ Pitches (Must be approved by Manager, one must include a pitch for a niche product) $15 1. ______________________________________________________________________________________ 2. ______________________________________________________________________________________ 3. ______________________________________________________________________________________

______ Personal Goals (Must be approved by Manager, must include a niche product and must be specific in nature.) $20 1. ______________________________________________________________________________________ 2. ______________________________________________________________________________________ 3. ______________________________________________________________________________________

______ Winning Team $20 (Must be a 5% increase or larger, if both teams decrease, no team wins. This doesn’t not qualify towards making 3

goals.)

______________ TOTAL BONUS EARNED Team Manager’s Approval: ___________________________________ Ad Coordinator’s Approval: ___________________________________

Bonus sheets are filled out at the first meeting of the month so that account executives can plan their month in advance and keep track of their progress. During our weekly sales meetings, we discuss what progress has been made with clients and what specs have been created.

In order to have all of the upcoming events, deadlines and special editions organized on one paper, I began making monthly calendars for all of the account executives. I pass these out at the beginning of each month and I have been told by the account executives numerous times how useful they are.

Sales Competitions Sell-O The idea for Sell-O came about when trying to create a sales contest that involved all account executives and would get them excited about making sales and increasing revenue. Sell-O is the Mustang Daily version of Plink-O, a popular game from the show “The Price is Right”. Sell-O proved to be the perfect way to start our school year as it generated excitement in the office, motivated account executives and led to increased revenue. During this sales contest we resigned 17 contracts and brought in 10 new contracts.

Racing To Results Most of the Mustang Daily’s revenue comes from signed contracts. Racing to Results is a sales contest that’s purpose is to motivate account executives to pitch and sell quarter and year contracts in order to help build our daily revenue. The idea is that with every contract or niche product sold, the account executive receives a certain number of spaces, and at the end of the quarter the account executive with the most spaces receives a cash bonus. We just started this contest at the beginning of winter quarter, but the account executives are excited to “Race to Results” and sign those contracts!

The white board in the office has been turned into the scorecard for this contest. Account executives write the contracts they sign on the board in order to keep track of spaces they get to move.

New Revenue Ideas SOAR As manager, I helped implement a new publication called SOAR. This publications was targeted towards incoming freshmen and parents who attended the summer orientation. We had clients such as Kennedy Library, Campus Dining, Cal Poly Parents Program, Embassy Suites and other local businesses advertising in this publication to inform parents and students what is available to them to utilize. One of the reasons why SOAR was such a success is because we were able to get a table in the registration area all 10 days of the event. I worked with the Orientation Program staff to get permission to be present at the event. This was the first year of publishing this issue, but we received a great response from the parents as well as our clients. We were able to bring in $8,190 in new revenue with this issue. We already have advertisers committed for next summersâ&#x20AC;&#x2122; publication, which ensures that it will bring in even more revenue next year.

Fall Alcohol Awareness We have always published an alcohol awareness issue during the spring quarter, but this year I pushed for the Mustang Daily to run a fall alcohol awareness issue the weekend before Halloween. This was the perfect time to print this issue because clients were able to promote safety and drinking responsibly. We were able to generate an additional $820 in revenue from this issue.

please

BE SAFE

3 Things you need:

1 Thing you don t:

1. FOOD 2. BEER 3. SPOR TS

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New Revenue Ideas

Med Stop Campaign

Med Stop is a local urgent care center that very rarely advertises in the Mustang Daily. I worked with one of the account executives to came up with an idea for a campaign to get them to advertise more frequently. When we pitched this to the doctor he loved it and immediately agreed to run it. From this campaign we were able to get Med Stop to advertise for two weeks and gained $699 in new revenue. This client continues to advertise more frequently.

STOP

with your

HEALTH

6 7

URGENT CARE CENTERS Across 1. Another name for bruise. 5. If you touch poison ivy you will probably get one of these. 7. Another name for a cut. 8. If you drink too much in one night, this might happen before bed. 9. A lot a people get a shot for this every year.

Down 2. You get one of these when you feel a cold coming on. (two words) 3. Another word for twisted ankle. 4. If your forehead feels warm, you probably have one of these. 6. A very popular symptom of a cold.

8 9

Word Bank

Cough Sprain Flu Sore Throat Rash

Fever Condoms Vomit Contusion Laceration

NO APPOINTMENT NECESSARY

805.549.8880•Madonna Plaza•Open 7 days a week•www.medstopurgentcare.com

STOP

Search for the diagnosis:

STOP

C S G C R A M P S O R N V S P R R E A P O P E W V O W O A E F E V E R V R I M L R R I T W M N A O T L I

with your

HEALTH

Unscramble the words to see what we treat:

•UFL

•GOUCH

•TROO ERSHAT

•HRAS

•EEVRF

•INVGTIMO

•CSMPRA

•TNSCLAAEOIR •PRIANSS

•TOIUSSNNOC

•IJUYSS RRNOP

NO APPOINTMENT NECESSARY

SERVICES Vomiting Cramps Contusions Sore Throat

Flu Cough Sprains

NO APPOINTMENT NECESSARY

URGENT CARE CENTERS 805.549.8880 • Madonna Plaza • Open 7 days a week www.medstopurgentcare.com

Fever Sports Injury Lacerations Rash

URGENT CARE CENTERS

O T V E A O M I I F F C T R S P E T S L H N U E F I S I E S F H I Y S Y W L N N N L P D P R N O A E U G T J R Y S Y C O U G H Y O E U O A M F R E A O L K N A R A I

S A F L E T

I N G

D Y C B P H E P C S

I O N

W C O N T U S

I O N S E H

805.549.8880 • Madonna Plaza • Open 7 days a week • www.medstopurgentcare.com

Sunset Honda Sunset Honda is a car dealership that has always had a negative view of the Mustang Daily. I advised one of the account executives to start visiting this location on a weekly basis, take by the paper and try to build a relationship with the client. After a few weeks, she was able to get an appointment set up with them. We met with the client and convinced him to sign a year contract which brought in $1,224 in new revenue. Not only did we gain new revenue from this client, but the account executive learned the importance of building relationships with clients, which has made her into a more successful account executive.

12250 Los Osos Valley Rd. San Luis Obispo, CA 93405

805–544–9500 Open M–F 7:30 am to 5:30 pm Saturday 8:00 am to 4:00 pm

www.sunsethonda.com Free shuttle M-F

$14.00 Off Oil & Filter Change • Replace oil ﬁlter with Genuine Honda Filter • Replace up to 5 quarts premium motor oil *Cal Poly ID required. One coupon per customer. One per visit.

Service Discounts on retail purchases $49.95–$99.99 on retail purchases $100.00–$149.99 on retail purchases $150.00 or more *Cal Poly ID required. One coupon per customer. One per visit.

Thank you students and faculty for voting us

BEST CAR DEALERSHIP

Fall 2011 Peer Evaluations

Awards & Marketing Events Awards

This was awarded to me at the end of the 2010-2011 schol year for my dedication and leadership abilities.

This was awarded to me by the General Manager and Advertising Coordinator at the end of the 2010-2011 school year for my involvement and participation in all Mustang Daily events.

Marketing Events To build readership and recognition of the Mustang Daiy it is important to market and promote the paper. We attend various marketing events throughout the school year including Farmers Market, booths at the UU and other events on and off campus. These events are also great ways to build relationships and even friendships with co-workers outside of the office. Below are some pictures of the various marketing events of the Mustang Daily.

MediaMarketing

December 8, 2011 To whom it may concern: I am recommending Sarah Jones for CNBAM’s Advertising Manger of the Year award. Sarah is a senior at The University of North Carolina at Charlotte graduating in December with a Bachelors degree in Marketing and Graphic Design and a 3.6 GPA. Outside of Niner Media, Sarah is heavily involved in multiple organizations including: Greek life, Office of International Programs, American Marketing Association, National Society of Collegiate Scholars, and Order of Omega. Sarah has knowingly put a lot on her plate and has achieved and surpassed everything she set out to do including Niner Media. Sarah worked her way up at Niner Media allowing her to know every aspect of the Niner Times. She consistently portrays leadership qualities by presenting a non-biased opinion on ideas from every department. Sarah has offered many incentives, with our minimal budget, that pushed us to work to our true potential. She has also started many other programs this semester that include: kudos’, employee of the week, and the Scooby “Do” Challenge. The Scooby “Do” Challenge gives us Scooby Snacks when we achieve certain tasks and perform well. This has made the office into a friendly competitive environment, again making us strive to do better. Sarah does a great job of keeping the morale positive and being an optimistic character in the workplace. With all of the fun that comes with being Marketing Director, Sarah has also maintained her role as a leader. She is persistent in sustaining our friendships but knows when to conduct business formally and keep us in line. Overall, this makes working at Niner Media a much lighter load and an enjoyable community to work in. By doing so, Sarah has led us to reach and exceed nearly every month’s sales goals which has not happened in years past. It is obvious to see Sarah has had quite the semester here at Niner Media, but she went even farther by creating a new position, Promotions Coordinator. This role was created to get the Niner Media name out to our campus and enable us to engage with other organizations on campus. Promotions Coordinator turned out to be a key role because it helped us all come together in times of work and times of fun. Sarah worked with the Promotions Coordinator to plan events for team building exercises and coordinate on campus events. Overall, Sarah has changed Niner Media for the better and really pushed us in a positive direction. What is even better is that Niner Media has gotten Sarah ready for life after college because of what she has made of it. She already has a job lined up at a local employer harnessing her skills perfected at UNC Charlotte and Niner Media. Sarah has been a reinforcing leader at Niner Media, where her presence will be missed after her four year tenure, befriending every person she has met. Sincerely, Brian Mister

Account Executive Student Niner Media

Student Niner Media • UNC Charlotte 9201 University City Blvd. • Charlotte, NC 28223 • 704-687-7140

MediaMarketing

December 14, 2011 This letter serves to nominate Sarah Jones for CNBAM’s Advertising Manager of the Year. To whom it may concern: Sarah Jones has been with Niner Media since February of 2008 when she joined the staff of The University Times working as the Assistant Features Editor. The next year she switched roles to Layout Editor of the paper, and later in the spring she added the duties of the Production Assistant for our Media Marketing Department. Once in Media Marketing Sarah made her presence known, adding her creative touch to the the newspaper ads while still working with the layout and design of the paper. Eventually Sarah moved up to the position of Creative Director in 2009, the most prestigious creative position offered through Media Marketing. As Creative Director she managed the production team, designed special sections and published the Media Marketing Rate Cards for three consecutive years. While Creative Director she also worked circulation, making sure the paper was delivered to the student body. This hands on experience with the newspaper staff and creating the rate cards made Sarah a natural fit for Marketing Director. Sarah was voted in as Marketing Director for the Fall 2011 year but started things off early working both the Creative Director and Marketing Director positions over the summer to prepare for the new school year. She was rewarded with her hard work and high sales numbers by being named the Niner Media Employee of the Month for August 2011 and is nominated for the 2011-2012 Employee of the Year! With all she learned from production, circulation and editorial, Sarah started off with some big changes. She greatly improved the communication between sales and production as well as the marketing departments presence as a whole. Sarah created a new position that focused on promotions, public relations and social media, -this position was key in launching several of our promotional events such as “Pizza and a Paper” and a scavenger hunt where an iPad2 was the main prize. As Marketing Director Sarah has found new and interesting ways to motivate her employees. She named a marketing employee of the week, gave out prizes tailored to the winner and even had end of semester superlative awards. Her “team first” mentality rubbed off on the sales and production teams as they worked as a cohesive unit. When students from other departments have questions about morale or teamwork Sarah is the first person they seek for advice. Sarah is always finding new ways to improve daily operations and planning for the future. It should be no surprise that she won the 2011 Spirit of Student Media Award at the end of year banquet. In her time here she has had a hand in so many projects and has accomplished much. Sarah embodies all the qualities and traits of what the ideal student should be. She has learned much from our program but has also left it stronger from the time that she put in. Sarah is now graduating so she will no longer be working with us on a daily basis but the work she did and plans she made will be felt for years to come. Sincerely, Pete Hurdle Graphics & Production Coordination, Student Niner Media The University of North Carolina at Charlotte Student Niner Media • UNC Charlotte 9201 University City Blvd. • Charlotte, NC 28223 • 704-687-7140

MediaMarketing

Management Philosophy Sarah Ashley Jones Umâ&#x20AC;˘brelâ&#x20AC;˘la 1. A protecting force or influence 2. A thing that includes or contains many different elements or parts I am an umbrella. The definitions above can also be applied to my management style. I participate in a number of varied activities. I am reserved and observant. I will always seek out the solution that is best for any situation. My management skills are based upon these varied experiences and no matter where I am placed in this world I will never settle with being pigeonholed. I love to have many hats and I wear them with style. I love to find new ways to bring people and ideas together for a better good. The aspect of protection is a large part of my personality. I strive to make positive relationships with everyone around me. I never settle for less than the best, and I gain a great joy from watching others succeed. Similar to protection, Umbrellas can also metaphorically represent optimism. I hope that I can always look to the bright side of things. The umbrella attitude is represented in my management style. I hope to always work to find the best solution to any problem, to bring people together for the greatest good, to remain attentive and optimistic, and to never stop striving for success.

MediaMarketing

MARKETING DIRECTOR Distinguishing Features of the Job: The Director will handle all national advertising, as well as oversee the sales, promotion and production areas. He/she shall oversee circulation and placement of newspaper racks, which will be placed both on and off campus (within a ten-mile radius). The Director will be the representative from Media Marketing on the Media Board. The Director is responsible for generating revenues that meet or exceed budgeted expectations. Responsibilities and Duties within Student Niner Media

• • • • • • • • • • • • • • • • • • • • • • • • • • • •

Lead by example by maintaining 20 posted office hours weekly between the hours of 8 a.m. and 5 p.m. Hire Creative Director, Senior Sales Coordinator, Promotions Coordinator and Circulation Manager Proactively assess working environment to determine need and/or coordinate 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 Senior Sales Coordinator to discuss sales performances, problems, and operations Will enforce deadlines and clarify policies Will make sure call sheets are turned in to the Senior Sales Coordinator 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 Senior Sales Coordinator 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 Promotions Coordinator and 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 Niner Media in general Makes decisions on controversial ads Monitors and services Trade agreements with Marketing Adviser to promote Student Niner Media Coordinates sponsorships /partnerships with campus groups, advertisers, and community, as approved by Marketing Adviser Each year works with Senior Sales Coordinator to divide accounts between sales reps Completes monthly form (self review of performance) to be presented to Media Board 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 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 Serves on Student Media Board as Marketing Department Rep Determines any departmental policy changes to be presented to Media Board Develops the budget for Media Marketing

Required Knowledge, Skills, Experience and Abilities:

• • • • • • • • • •

Knowledge of policies and procedures of Media Marketing and Student Media Board Constitutions; Knowledge of sales methods, rate structures and budget reports; Skills in sales, production, promotions, 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 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.

2010 vs. 2011 Sales 42.78% Increase

$100,000.00 $89,111.93

$90,000.00 $80,000.00 $70,000.00

$62,409.90

$60,000.00 $50,000.00 $40,000.00 $30,000.00 $20,000.00 $10,000.00 $0.00

2010 Sales 08/01/2010-‐12/31/2010

2011 Sales 08/01/2011-‐ 12/31/2011

Annual Goal: $155,000

Basketball Preview 2010 vs. 2011 Sales 51.94% Increase $6,000.00 $5,006.34

$5,000.00

$4,000.00 $3,295.00 $3,000.00

$2,000.00

$1,000.00

$0.00

BBP 2010

BBP 2011

October 2010 vs. 2011 Sales 59.68% Increase

$25,000.00

$19,641.96

$20,000.00 $18,000.00

$15,000.00 $12,300.52

$10,000.00

$5,000.00

$0.00

Oct. 2010 Sales

Oct. 2011 Goal

Oct. 2011 Sales

Sarah Ashley Jones 11940 Cheviott Hill Ln • Charlotte, NC 28213 sjone193@uncc.edu • 828-691-6401

EDUCATION

The University of North Carolina at Charlotte Bachelor of Science in Business Administration Concentration: Marketing Bachelor of Arts Concentration: Graphic Design Cumulative GPA: 3.6/4.0 Expected Graduation: December 2011

HONORS

Employee of the Month, Student Niner Media, August 2011 Spirit Award, Student Niner Media, 2011 Ultimate Club, Student Niner Media, 2011 Employee of the Month, Student Niner Media, September 2010 1st place Best Print House Ad, SUN Advertising Conference, Fall 2010 2nd place Best Print Retail Ad, SUN Advertising Conference, Fall 2010 2nd place Most Effective Online House Ad, SUN Advertising Conference, Fall 2010 3rd place Best Rate Card, SUN Advertising Conference, Fall 2010 Ogilvy Award for Creativity in Advertising Design, Spring 2010 Order of Omega, Greek Honors Society, Inducted Spring 2010 1st place Best Rate Card/Media Kit, CNBAM, 2009 2nd place Best Display Ad/Color, CNBAM, 2009 Randall Beavers Memorial Award for initiative, Student Niner Media, 2009 National Society of Collegiate Scholars, Inducted Fall 2008 Chancellor’s List (GPA of 3.8-4.0), Fall 2007, Spring 2008, Spring 2010 Dean’s List (GPA of 3.4-3.79), Fall 2008, Spring 2009, Fall 2010, Spring 2011

EXPERIENCE

Student Niner Media - Charlotte, NC Marketing Director, Media Marketing, May 2011- Present l Manage a team of 15 staff members l Oversee all activity in promotion, production, sales, and circulation l Create monthly sales goals and incentive programs l Conduct training of all employees l Gather market research and data analysis l Created promotions department to further company reach and campus involvment l Increased sales revenue 26% Creative Director, Media Marketing, Jan. 2009 – Aug. 2011 l Designed advertisements for the University Times and NinerOnline using Adobe Suite l Organized layout of ads in every issue of the newspaper l Trained and supervised production assistants on company policy l Communicated with advertisers to ensure satisfaction of the final product l Produced rate card booklet consisting of information specific for advertisers on both a local and national level Layout Editor, The University Times, Aug. 2008 to Jan. 2010 l Designed graphics using Adobe Suite l Supervised page editors on content placement

UNCC Office of International Programs - Charlotte, NC Graphic Designer, Aug. 2011 – Present l Develop graphic standards and logo design for a new program l Conduct training sessions on Adobe InDesign l Create template and layout of quarterly newsletter J&L Marketing - Louisville, KY Promotion Coordinator, May 2011 – Present l Conduct market research on automotive consumers l Assist customers and sales associates in customer satisfaction and service l Run promotional events at an auto retailer l Communicate research findings between J&L and the promotion host WhirlWind Creative - Charlotte, NC Marketing and Graphics Intern, May 2011 – Aug. 2011 l Created logos and other graphics for national and local clients l Organized office materials l Participated in event preparation and organization l Supported professional staff with projects

MEMBERSHIP

Sigma Kappa Sorority, Theta Mu Chapter, Charlotte, NC Aug. 2007 – May 2011 Vice President of Scholarship 2009, Executive Council l Encouraged member academic improvement l Improved chapter GPA from 2.8 to 2.93 in Spring Semester l Installed incentive programs for scholastic improvement Public Relations Chairman 2008, Junior Executive Council l Monitored a committee to improve marketing and advertising l Improved communications with community and campus members to develop a professional name for the sorority l Facilitated a positive and productive attitude among members American Marketing Association, UNC Charlotte, Charlotte, NC Mar. 2010 – Present Panhellenic Association, UNC Charlotte, Charlotte, NC 2010 Sorority Recruitment Counselor 2010 l Managed and counseled girls through the recruitment process l Maintained a positive attitude l Attended orientation sessions to gather interest l Sold the idea of Greek Life l Recruited young women to join the community

WORKSHOPS

Student Niner Media Workshops 2009, 2010, 2011 CNBAM 2011 Southern University Newspaper Conference 2011

VOLUNTEER

Alzheimer’s Memory Walk, Relay for Life, Adopt A Highway, Sigma Kappa Foundation & Ultra Violet Campaign

SKILLS

MS Word, MS PowerPoint, Adobe Photoshop, InDesign, Illustrator

Application for Advertising Manager of the Year

Colleen Curran The State News

TABLE OF CONTENTS Letter of Recommendation from Meghann Coleman, student manager

...3

Letter of Recommendation from Sean Deady, account executive

...4

Management Philosophy

...5

Appendix Job Description

...8

Productivity Records: Compared to Last Year's Revenue

...9

Productivity Records: Compared to Monthly Goals for Current Year

...10

Examples of Work

...11-16

Training Calendar

...11

Sales Tip for Staff

...12

Helpful Tip Sheet

...13

Oh Sh*# Guide

...14

New Product: Football Schedule

...15

International Section

...16

Resume

...17

Management Philosophy When I became the advertising manager in May 2011 I was given a piece of paper with a list of the basic daily tasks and I added a new title to my e-mail signature. Little did I know that managing a sales staff of 20 to 25 account executives took a lot more than what was written on that piece of paper. It is a multi-faceted job with surprises, challenges, wins and even some losses. It is definitely a job that has taught me more than I thought it ever would. I continue to learn more every day because every day is a new experience when you work in a rapidly changing industry. In my time as advertising manager of The State News, I have found that the job requirements of a manager make him or her a bit like a one-man circus. Ring Master. A manager can be described as the person who stage-manages the performance of their department. Managers introduce various “acts” and expect their staff to perform them. For instance, I regularly plan and develop special promotions; I present them to the staff and they perform by selling the promotion. Furthermore, like a ringmaster, managers are there to coach and guide the performers (or in my case, account executives) through their performance. I do this by holding weekly staff meetings where I present sales tips, practice pitches and role play on how to overcome objections to advertising. The role as a ringmaster is easily recognized as a manager who plans, organizes, coordinates and sees the big picture. Lion Tamer. In difficult times, a manager needs to be fearless. When account executives get nervous or make a mistake, it’s up to the manager, as the leader, to be both a calm and reassuring resource. I take it upon myself to be available to and supportive of my entire staff. It is important for the lion tamer to never get hotheaded, and to always think things through in a time of chaos; this is the person that people turn to when problems arise. A manager needs to be able to calmly and confidently help their staff solve problems. Clown. A manager’s job is also to inspire and motivate. This means maintaining a positive attitude and being a driving force behind office morale. It can be as simple as motivational emails, kudos to recognize one’s achievements and engaging staff members with activities both in and outside the office. The ability to captivate and engage is a form of art and a tremendous asset to a manager. Though this may be a difficult art to master, a manager needs to strive to improve and recognize that the role they serve is both an opportunity to teach and an opportunity to learn. Trapeze Artist. The trapeze artist has one of the trickiest jobs in the entire circus; she must walk a fine line that requires concentration and poise. In the management world, there are many fine lines that easily let us fall on one side or the other. One of the most distinguished lines walked is that between manager and friend. This is especially true within my own circus where I manage a student staff composed of my peers and friends. There are many other lines to walk and a manager needs to tread into these situations with ease. When faced with a difficult decision, a manager must be very fair and completely honest.

Human Cannon Ball. A manager must strive for greatness. A manager needs to set her sights high and aim for her goals. When a manager sets a goal it encourages each member of their staff to set personal goals. It also motivates the staff to contribute to the department’s goal. Setting goals is what drives managers to succeed and it pushes them to develop new tactics to motivate their staff. A manager must put all of herself into her work; she must throw everything she has to offer into the job, and she must continuously aim to reach further and to new heights. This year, one of my personal goals was to create new and innovative products that contribute to our sales at the start of the school year. My staff set a goal to increase our Welcome Week edition revenue from the previous year. The results were a sponsored football schedule and an entire new section of our Welcome Week edition called the International Section (see samples in appendix). These two products brought new material to our readers and brought a new audience to our advertisers. As a result, we saw more than $9,200 in new revenue and our Welcome Week edition increased more than $15,300 from the previous year. With every sale we took one step closer toward success and with every sale our department’s morale flourished. These are just some of the many facets of a manager’s role. I have been fortunate to have experience in all of these roles and many others. There is only one flaw in the oneman circus analogy and I must concede to it because it is essential in my personal philosophy as a manager. The role of a manager can be compared to the one-man circus as I have explained and I have seen many managers before me take on these same roles. A good manager performs in all of these areas as a one-man circus but a great manager recognizes that she doesn’t need to do it alone. Teamwork. This is the final aspect of management that is necessary to be a great manager. A great manager can develop a staff that relies on one another for support and motivation. They consult each other for advice and opinions. As a team problems are solved quicker, and ideas develop faster. As a team everyone has a chance to lead and a chance to coach, which builds individual performance and knowledge. It’s up to the manager to facilitate cooperation and to nurture its growth. Teamwork brings everyone together to achieve a common goal. When people work together they celebrate everyone’s achievements and overcome their co-worker’s challenges as if it were their very own. Teamwork is the complete conviction that fuels us toward results that, as individuals, we see as unattainable. I strive to perform and I strive to be a great manager. It is a learning experience that will continue for years, and perhaps it is a role that cannot be mastered because we are constantly developing and changing. All of the performers that I referenced above are roles I know to be critical of any successful and effective manager. A manager should have the experience to be able to do it alone; however, a crucial part of my management philosophy is sharing my knowledge and teaching my staff so that, one day, they may become managers too. Although they may not know it, I rely on my staff just as much as my staff relies on me. They have taught me a great deal and I try whole-heartedly to apply what they have taught me to my own job. That leaves me to say that teamwork makes the job of a manager meaningful and even more fulfilling.

Appendix

Advertising Manager The Board of Directors appoints an Advertising Manager who shall be responsible for generating and adhering to the advertising policies through the management and supervision of the sales activities of the advertising department. The advertising manager shall consult with the advertising adviser and is responsible to the general manager and Board. The advertising manager serves at the pleasure of the general manager and the Board. ESSENTIAL DUTIES AND RESPONSIBILITIES include the following: Other duties may be assigned. 1. In consultation with advertising adviser, recruits, hires, trains, evaluates, motivates, and if necessary, disciplines the sales staff. 2. Adheres to the guidelines of the advertising policy and procedures in determining advertising acceptance. 3. Assigns sales territories and/or accounts to sales representatives and establishes performance goals on a department and individual basis. 4. Works with advertising adviser in analyzing sales statistics to create incentive plans and assists staff in promoting sales. 5. Ensures that all deadlines are met. 6. Resolves customer complaints. If an adjustment to the cost of an ad is needed, submits suggested discount to advertising adviser for approval. 7. Conducts staff meetings on a regular schedule. 8. Assists advertising adviser in proposing department budget and works within established boundaries of department budget. 9. Submits expenditures of the department to the advertising adviser for approval. 10. Provides written report to the Board of Directors before each meeting and makes other reports as the board may require. 11. Maintains a 2.0 GPA during the term of appointment and submits transcripts or grade report to the general manager for verification beginning with the semester of the appointment.

Productivity Records: Compared to Last Year's Revenue

May Retail Liners Web Posters

June Retail Liners Web Posters

July Retail Liners Web Posters

August Retail Liners Web Posters

2010 $42,378.00

Year to Year 2011 Difference $42,487.66 ($109.66)

$33,526.00 $4,292.00 $3,760.00 $800.00

$30,256.40 $6,846.26 $5,385.00 $0.00

$3,269.60 ($2,554.26) ($1,625.00) $800.00

$56,274.20

$61,256.20

($4,982.00)

$45,325.50 $7,978.70 $2,970.00 $0.00

$45,769.00 $10,687.20 $4,800.00 $0.00

($443.50) ($2,708.50) ($1,830.00) $0.00

$54,368.20

$58,345.92

($3,977.72)

$44,709.00 $7,779.20 $1,880.00 $0.00

$44,881.00 $8,679.92 $4,785.00 $0.00

($172.00) ($900.72) ($2,905.00) $0.00

$84,031.00

$93,085.20

($9,054.20)

$75,068.00 $6,250.00 $2,713.00 $0.00

$80,916.00 $6,554.20 $5,615.00 $0.00

($5,848.00) ($304.20) ($2,902.00) $0.00

2010 September $118,294.00 Retail Liners Web Posters

October Retail Liners Web Posters

$91,968.00 $12,715.00 $12,111.00 $1,500.00

Year to Year 2011 Difference $98,290.00 $20,004.00 $70,910.00 $12,105.00 $10,575.00 $4,700.00

$126,258.00 $123,742.00 $101,672.00 $15,821.00 $6,765.00 $2,000.00

$96,361.00 $15,906.00 $9,975.00 $1,500.00

November $102,826.86

$87,099.00

Retail Liners Web Posters

December Retail Liners Web Posters

$75,786.00 $19,975.86 $7,065.00 $0.00

$61,765.00 $15,429.00 $9,905.00 $0.00

$62,787.00

$47,429.00

$46,485.00 $9,667.00 $6,135.00 $500.00

$35,067.00 $5,797.00 $6,565.00 $0.00

$21,058.00 $610.00 $1,536.00 ($3,200.00)

$2,516.00 $5,311.00 ($85.00) ($3,210.00) $500.00

$15,727.86 $14,021.00 $4,546.86 ($2,840.00) $0.00

$15,358.00 $11,418.00 $3,870.00 ($430.00) $500.00

Productivity Records: Compared to Monthly Goals

May Retail Classified Liners Web Posters

June Retail Classified Liners Web Posters

July Retail Classified Liners Web Posters

August Retail Classified Liners Web Posters

Goal Actual Rev. Left to Go! $48,500.00 $42,487.66 6,012.34 $30,000.00 $7,000.00 $5,500.00 $5,000.00 $1,000.00

$22,331.40 $7,925.00 $6,846.26 $5,385.00 $0.00

$79,500.00

$61,256.20

$51,000.00 $15,000.00 $10,500.00 $2,000.00 $1,000.00

$29,602.10 $16,166.90 $10,687.20 $4,800.00 $0.00

21,397.90 (1,166.90) (187.20) (2,800.00) 1,000.00

$54,000.00

$57,812.07

(3,812.07)

$36,000.00 $9,000.00 $7,000.00 $2,000.00 $0.00

$32,778.15 $11,569.00 $8,679.92 $4,785.00 $0.00

3,221.85 (2,569.00) (1,679.92) (2,785.00) 0.00

$82,500.00 $56,000.00 $15,000.00 $6,000.00 $4,000.00 $1,500.00

7,668.60 (925.00) (1,346.26) (385.00) 1,000.00

18,243.80

$93,085.60 (10,585.60) $67,142.50 $13,773.90 $6,554.20 $5,615.00 $0.00

(11,142.50) 1,226.10 (554.20) (1,615.00) 1,500.00

Goal Actual Rev. Left to Go! September $118,000.00 $97,289.06 $20,710.94 Retail Classified Liners Web Posters

October Retail Classified Liners Web Posters

$83,000.00 $7,000.00 $13,500.00 $13,000.00 $1,500.00

$132,000.00 $123,241.25 $81,000.00 $25,000.00 $17,000.00 $9,000.00 $0.00

November $104,000.00 Retail Classified Liners Web Posters

December Retail Classified Liners Web Posters

$56,767.99 $13,141.07 $12,105.00 $10,575.00 $4,700.00

$59,000.00 $17,000.00 $20,000.00 $8,000.00 $0.00

$67,000.00 $41,000.00 $8,000.00 $10,000.00 $8,000.00 $0.00

$75,565.25 $20,295.00 $15,906.00 $9,975.00 $1,500.00

$26,232.01 ($6,141.07) $1,395.00 $2,425.00 ($3,200.00)

$8,758.75 $5,434.75 $4,705.00 $1,094.00 ($975.00) ($1,500.00)

$86,739.10 $17,260.90 $45,919.00 $15,486.10 $15,429.00 $9,905.00 $0.00

$13,081.00 $1,513.90 $4,571.00 ($1,905.00) $0.00

$47,407.50 $19,592.50 $27,026.80 $8,018.70 $5,797.00 $6,565.00 $0.00

$13,973.20 ($18.70) $4,203.00 $1,435.00 $0.00

Training Calendar I have brought in two new groups of employees since I have been advertising manager. During this time, I have worked to improve our training program. When I was hired and trained in Oct. 2008, training consisted of reading a training manual and learning how to use the scheduling software. Over the course of my career at The State News I have discovered the value in sales tips, role-play scenarios and mock sales. I have incorporated these things into our training program so new account executives come in with applicable selling skills, rather than a list of tips and a training manual. Upon hire, employees under go 4 weeks of training in which the following tactics are used: • Week 1: 2 sessions, 3 hours in length each ◦ Learning to love our product: market survey data, newspaper terminology, responsibilities, expectations, opportunities ◦ Classified Liners: How to do it, customer service, guidelines, make good policy, scams ▪ Assignment 1: Classified liner worksheet with computer practice & shadowing classified call-ins • Week 2: 2 sessions, 3 hours each in length ◦ Presentation: Overcoming Common Objections to Classifieds ▪ Exercise: Practice taking liners over the phone. AEs learn how to deal with customers, apply knowledge from presentation to overcome possible problems and how to look out for scams ◦ Welcome to retail: terminology, deadlines, advertising options, selling strategy and how to schedule ads ▪ Exercise: Scheduling display & the nitty-gritty of SmartPublisher ▪ Exercise: How to overcome display objections. New hires split into teams, each team is confronted with objection. ▪ Assignment 2: Display retail worksheet with computer practice ◦ Test 1: Newspaper terminology, Market Survey Data & classified liner protocol tested to measure progress. Once passed, AEs may take classifieds. • Week 3: 10 in-office hours + 2 training sessions, 3 hours in length ◦ How to sell: prospecting, persistence, cold calls & dealing with advertisers ▪ What to take on a sales call, how to go about it ◦ Presentation: Winning New Business in 20 Seconds (New Hires learn how to set up a meeting with a prospect by using their elevator pitch) ◦ The Life Cycle of an Ad: walk through where an ad is born and how it reaches print. ◦ Presentation: S.P.I.N. Selling ▪ Assignment 3: S.P.I.N. Selling activity. New hires meet with a former AE who has graduated and role play; the new hire executes what they have learned from the S.P.I.N. Selling presentation. • Week 4: 10 in-office hours + 2 training sessions 3 hours in length ◦ Web & Preprint Inserts: terminology, selling strategy, deadlines ◦ Presentation: Hot Buttons, From No to YES! (New hires learn to recognize the type of client they are working with and how to cater to the specific needs of a business owner). ◦ Assignment 4: Create a sales plan for the business created in the role play from assignment 3. Present the sales plan to the advertising manager. ◦ Test 2: Retail, web and insert terminology, objections, rates, selling strategies. Once passed, AEs begin full AE office hours with full responsibilities and begin the advancement program.

Classifieds

Your client doesn't want to pay money to advertise because Craig's List is free. 



Overcoming Common Objections



“That's too expensive” 

We have a very targeted audience. Our paper is read by 91% of undergraduates. So what does that mean for the client?



The ad goes online at statenews.com for free.



We offer progressive rates and student discounts.



We can work to shorten the ad and still make your message effective.



Tell the client that you can work with them to reword the ad to better appeal to the readers. Suggest ways to make the ad stand out (i.e. up sell, bold, border, feature). Recommend running on a variety of days to reach a wider range of students. −

It's not always good to run on every Friday or every Monday. Why...?

Tell them that our ads run on statenews.com for free! Our paper reaches a distinct audience of students and staff which you can't get craigslist. The paper is easy to access and is free at our 260+ distribution locations.

“The last sales person I had from your paper was terrible.” 



Apologize for the poor service, ask to hear what the problem was. Reassure them that you will provide great service and work on building a new relationship. Remind them of what we have to offer... access to the entire student body, access to staff, online, downtown Lansing, etc.

Your prospect wants to “think about it” and call you back.

Your client doesn't want to advertise again because they didn't get a response in the past. 

On Craig's List your ad will only stay visible for a day or two due to so many new posts.



Say you'll call them back. Then do it! DO NOT not call them back – odds are they won't call you back. Offer a reason why advertising this week is a good idea. −

E.g. “I understand that you would like some time to consider, and that's perfectly alright, but if you run your ad on Friday, your ad will appear online at statenews.com all weekend for FREE!”

Helpful Tip Sheet: Welcome Week 2011 The Facts o Publishes August 26th o Very first paper of the fall semester, with 5 sections o 20,000 copies published Selling Points o This is our biggest paper of the YEAR. If you haven’t checked out last year’s paper, pick it up and take a look! o First possible contact with the entire student population of MSU! o Students are just moving in and don’t have class yet. Many are trying to get acquainted (or reacquainted) with the area. As well as catching up with friends and looking for things to do before classes start up. o This is a perfect follow up to the two summer mail home editions. Print, web, and AdRax should be in full effect! o For many clients this is the one time that they want to run and the perfect time to get the ball rolling on building a better relationship with our paper. Keep contracts on your mind and make them see the big picture. Bonus Points o If you run in the WW edition, you may repeat the ad at 15% OFF until September 16th (absolutely no changes unless it’s removal of color) o Downtown business discount: Downtown businesses looking for a discount can sign the 2011-12 downtown business contract and use the downtown rate in the WW edition. o Paid placement: This is the only time we’ll allow guaranteed placement outside of page 2A! $250 per advertiser if they want to guarantee their page. Ad must be ½ page or larger. Make sure to tell Colleen for the price override. Pricing o WW open rate: $21.50 o Clients on contract can run at their contracted rate o Downtown business contract rate: $17 o Paid placement: $250 (1/2 page or larger) Scheduling the ad o Publication date: 8/26/11 o Copy reference: Relates to the SECTION your client runs in! o Front: Insert Copy Ref Here o Lifestyle: Insert Copy Ref Here o Entertainment: Insert Copy Ref Here o Sports: Insert Copy Ref Here o Class: Insert Copy Ref Here Special Notes o If you do ANYTHING late, have Colleen or Marty double check EVERYTHING! o Deadlines—See following sheet

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

The Oh Sh*# Guidebook People forget, plain and simple. With an advertising staff selling over 20 customized products, it’s no surprise that every once in a while an account executive, veteran or rookie, will forget a thing or two. To triumph over these moments of forgetfulness, I made a digital tool that is stocked full of information that is organized and to the point. The Oh Sh*# Guidebook is 20 pages filled with information ranging from a daily checklist to the skinny on each of our products, including liner abbreviations, and how to schedule sponsorships and web ads. Below is a breakdown of the table of contents: Page 1 – The Daily Checklist, Deadline Map and Phone Help – The daily checklist and deadline map allow AEs to prioritize what they’ve got to do before leaving for the day – How to use the phones: Ensures wrong extensions and transfers don’t happen. Page 2 – The Quick Facts Sheet – Addresses, phone numbers, websites, emails, circulation info, sections of the paper, professional staff members Pages 3&4 – Updated schedules & Contact Sheets for AEs and Managers Page 5 & 6– Liner Cheat Sheet – An updated list of abbreviations, an example greeting, ad checklist and instructions on how to change a liner after it has been scheduled. Page 7-13 – The Display Cheat Sheets – A quick reference for the range of products that The State News offers – The product nitty-gritty for each medium, deadlines, and what to do once a sale is made Page 14 – Changing the Paper Past Deadline – Nobody likes missing deadlines, but it’s happened at least once to everyone. This is a step-by-step process to making changes to the paper after deadlines have passed. Page 15 – Reserving Special Pages – This page breaks down the rules and walks the AE through scheduling a specific page request or our Religious Directory. Page 16 – Helping out Other AEs – When an AE is handling a co-worker's accounts, it can be nerve racking. This page is dedicated to proper steps in communication and process for the situation. Page 17 – Handling Cash & Other Payment Policies Page 18-19 – Why You Should Never Be Bored at Work – Tips on prospecting clients and miscellaneous ideas for new projects, such as “how to create a sales plan” or “play around with campaign ideas.” Page 20 – Helpful Reports in SmartPublisher – A breakdown how to run a variety of reports that help AEs prospect old clients.

4D International | TH E STATE NE WS | FRI DAY, AU GU ST 26, 2011 | STATE N E WS.COM

E.L. WEATHER GIVES 4 SEASONS EXPERIENCE “The weather (was the biggest adjustment). In the winter, it’s very cold. I’m from Japan and it’s warmer than here so I was kind of depressed sometimes by the weather.” Keita Tanaka, accounting senior

By Britteny Dee THE STATE NEWS ■■

For accounting senior Keita Tanaka, adjusting to Michigan’s climate was one of the most diffi cult aspects of his transition to life at MSU. Tanaka came to East Lansing in 2006 as an international student from Japan. “I think weather (was the biggest adjustment),” Tanaka said. “In the winter, it’s very cold (in East Lansing).” Ta n a k a s a i d t h e c ol d weather came as a surprise and he arrived in Michigan unprepa red — w it hout a coat or other winter essentials. Difficulty adjusting to Michigan’s climate is not uncommon among inter national

Please recycle this newspaper

“Now I really prefer the weather over here. It’s really nice to see the four seasons.” Alaa Tayeb, psychology junior

students. Psychology junior Alaa Tayeb also had difficulty adjusting to Michigan’s climate. Tayeb is an international student from Saudi Arabia and went his entire life without seeing snow until he came to East Lansing in 2009. The weather in Saudi Arabia and the weather in East Lansing are very different, Tayeb said. Saudi Arabia has normal summer temperatures of more than 100 degrees and winter temperatures in the 70s, which made Michigan’s frigid winters difficult for Tayeb to adjust to. Not only does Tayeb have to deal with the snow East Lansing receives each winter, but he also must deal with the rain, which is something he said he did not see much of in Saudi Arabia. Tayeb said he now carries an umbrella with him everywhere he goes — something he never had to worry about in his home country.

Lansing resident Richard Aikin walks along Michigan Avenue on Feb. 4 after a blizzard dumped nearly a foot of snow in Greater Lansing. Aikin was spending the day walking around Lansing because he is homeless. “They're my belongings,” he said of the bags he was carrying. Any other day Aikin would leave his bags at a nearby church, but the church was closed because of the weather. “I'll probably go get a coffee,” he said. “My options are the hospital or the coffee shop.” STATE NEWS FILE PHOTO

Although the climate change proved to be challenging to deal with, Tayeb said it could have been worse. Tayeb researched Michigan’s climate before leaving Saudi Arabia so he would know what to expect — something he recommends all international students do. Additionally, Tayeb said students coming to Michigan during the summer should start shopping for winter clothing early, as many stores offer discounts on winter clothing during the summer. For those coming to East Lansing during the winter,

Tayeb suggests bringing winter clothing from their home country because it takes time to learn where the city’s clothing stores are located. After spending about two years in East Lansing, Tayeb said he has come to enjoy the weather. “Now I really prefer the weather over here,” Tayeb said. “It’s really nice to see the four seasons.” Peter Briggs, director of the MSU Office for International Students and Scholars, or OISS, said it is not uncommon for international students to prefer East Lansing’s

climate over their home country’s eventually. OISS is MSU’s primary contact office for international students. One piece of advice OISS offers to international students is to go to the MSU Give Or Take Center, located at 153 Spartan Village Community Center. The Give Or Take Center is managed by the Department of Residence Life and collects donated clothing to provide to customers. The center offers good deals and can be a valuable source of winter clothing, Briggs said.

Other than referring students to the Give Or Take Center, Briggs said OISS does not do much to help students with their transition to the weather because, to his knowledge, not many students have severe problems. “(Internationals students) just have to learn to put up with (the climate change) as anybody does,” Briggs said. Briggs said typically all it takes for students to become accustomed to the climate is time. “I think it’s just part of being a student … at Michigan State,” Briggs said.

JOE GARVEY THE UNIVERSITY DAILY KANSAN ADVERTISING MANAGER OF THE YEAR MATERIALS

COLLEGE NEWSPAPER BUSINESS & ADVERTISING MANAGERS, INC., 2012

L E T T E R o f R E C O M M E N D AT I O N J O N S C H L I T T, A D V I S E R

To Whom It May Concern: It is my great pleasure to write to you today to recommend Joe Garvey from The University Daily Kansan for CNBAM’s Advertising Manager of the Year Award. For the past three years The Kansan’s digital sales had been growing by an average of 17% per year. Joe was presented with the challenge of drastically increasing those digital revenues and also creating new products to help sustain our organization better for the long-term. Joe’s solution was to create and personally lead a digital sales team beginning this past January. He was given a team of three account executives with a cumulative one semester of selling between them and turned them into a true force of nature. He taught them how to prospect fearlessly, conduct needs assessments like they were seasoned veterans and to close like champions. In addition he taught them to work as a team on certain established accounts with the other account executives at The Kansan who were selling the daily paper and our magazine products to ensure that our organization’s revenues as a whole would grow.. Joe worked diligently to create new inventory for www.kansan.com, crafted new products such as our March Ad Madness on-line brackets and introduced the concept of social media hosting where his team would handle a businesses Twitter, Facebook and blogging if so desired for a monthly fee. These products gave us a decided competitive edge over similar local media companies. In the course of the Spring semester Joe’s team broke digital sales records monthly for our organization. They sold out inventory on Kansan.com at such a pace that by mid-April The Kansan was sold out of impressions until early August. And when all was said and done Joe’s efforts produced a 244% finish in digital revenue in comparison to the previous Spring and led the way for an overall 212% finish for digital revenue at The Kansan for the entire year. As we enter a future where the demand from our clients and readers for digital products increases, Joe has paved the way. His exceptional efforts have focused our organization in terms of not only the products we will need to create but also the sales efforts that will be necessary for them to be successful. I’ve served as adviser to The Kansan for over 4 years now and I feel utterly confident that our entire organization will be in fantastic shape in the years to come because of the path that Joe has blazed. I feel that his efforts are truly exceptional and worthy of this prestigious award and hope that you will see fit to reward him with it. Sincerely,

Jon Schlitt Sales and Marketing Adviser The University Daily Kansan

L E T T E R o f R E C O M M E N D AT I O N BECCA ROSS, STUDENT ACCOUNT EXECUTIVE

" " ' , "! %!1 +'% , "!"% '" *% ' '" ,"( ! % " ! " %) , %" ! ) %& ', ,

!& ! "% 4& ) %' & ! ! % " ' % * % 2 &( && " ! % & !"' & # , &(% , ' "(!' " % ) !( ' , % ! ! "% ' "(!' " ! * (& ! && ' , $( % 0 ' & % &(% !'& " % ' & & # %&"!2 '%( &(% !' " % ' & & ! % & ' ', '" !&# % ' % &' ! #%") ' * ' ' '"" & ' , ! '" " % ' & & # "# 2 ) *"% "! & " & , (& ! && ! % ! ' ! & , ' ! %0 ! ) ' ' !&# % ! # "# ' '( , & & +' 3& !& 2 % ' "! " ' & & ' * & "! " ' "& !&# % ! " !'&2 !& !4& ' & & % ) !( & % ' #"' !' '" %"*/ (' &" ! ' % ' " #%") !'2 " & * ' & & !"' #%" / (' ! "##"%'(! ', '" '%( , ! !& !4& ##%" '" ' & &2 ! 3# ' % %& " !& !/ ! ( ! ,& / ! '(%! (& !'" "! " ' &' & & ' &

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

P E R S O N A L S TAT E M E N T o f MANAGEMENT PHILOSOPHY 1/2

Dear CNBAM judges: I thank you for reviewing this summary of my experience and management philosophy during my tenure at The University Daily Kansan. The end of 2011 signaled the end of the first year of the first-ever Kansan Digital+Interactive Sales Team. We experienced tremendous success, not only in revenue but number of active and repeat accounts. I am happy and humbled to have been the team’s first manager. My team finished at 244% to goal during my final semester, and reached 212% to goal for all of 2011. We doubled the number of active digital accounts through new business and existing print clients, and we more than doubled the percentage of digital sales to overall ad revenue. This wouldn’t have been possible without a true team effort. We faced unique challenges without examples to follow or precedents to guide us. Everything was a new experience. Setting realistic goals and straightforward expectations was key. We were tasked to blaze our own trail; increasing digital revenue without cannibalizing print revenue, creating new products and staying true to the sales process and our commitment to providing our clients with the best possible solutions and customer service. By the end of my final semester on staff, we had tripled online display inventory through new ad slots and conversion to impressionbased sales, created a PR/social media program for small businesses unlike any other student-led program in the country, made the most out of local businesses’ need to build their web presence by offering search engine optimized mini-sites and used in-depth online reporting tools to not only tell, but show our clients how our products would grow their business. While there are always things I feel I could have changed, or more I could have done, I am truly proud of our accomplishments as a team and a staff. I owe it all to the group of student peers I called my coworkers and fellow Addies. The interesting thing about being a student ad manager is that we are, by definition, not working with “professionals”. We’re working with students. It is therefore our job to mold the group of students assigned to us into passionate, responsible, ethical and successful individuals. That’s a lot of weight to put on the shoulders of a 20 to 22-year-old, regardless of pedigree or prior experience. Especially when that 20 to 22-year-old is sitting at the same age, status and maturity level as the people he’s supposed to be managing. So how is it than an organization like The Kansan, which is student-run, is able to sustain itself? Historically, each manager at The Kansan has brought his or her own set of unique talents and leadership abilities. Like them, I was ambitious, a consistent goal-setter, and I had my own ideas on how our organization should operate. And to me, a manager isn’t someone with the most money and the most glory. In fact, as a manager, I strove to do the jobs others didn’t want to do, take all of blame for a problem and leave the praise to the reps I managed. But ultimately, there was one particular goal I hoped to accomplish during my year-and-a-half as a Kansan manager: I wanted to leave our organization in a better place than what I had inherited. I learned early on at The Kansan that I couldn’t accomplish my goal by managing. Few teams reach their potential by being “managed”. Instead, I focused on leading. Day in and day out, I maintained a consistent presence in the office. I made myself available to my reps. I wanted to be there to celebrate their victories, help overcome their concerns and work past their defeats and keep them motivated and goal-oriented to make sure we left our mark as the first digital team. Communication was key to the success my team experienced in 2011. Through my tenure as an Account Executive, Zone Manager and Ad Director at The Kansan, I had learned that people generally disliked closed-door conversations. As a sales and marketing organization, we thrived on creativity and confidence, and those factors are maximized when time is spent in front of clients and out of meetings. As the Digital Manager, I did my best to include the entire team in decisions made – what weekly training focuses we would have, what new products we would develop and even my personal online display and social media campaigns. We were all students. But I found that by including my team, treating them as equals and keeping them involved in everything I was tasked to do, it enriched their own work. They were engaged, accountable and they knew they were contributing to a team goal, something greater than themselves. Decisions weren’t made for them, they were made as a team.

P E R S O N A L S TAT E M E N T o f MANAGEMENT PHILOSOPHY 2/2

I believe that a manager can only be the best for his team when he’s the best for himself. When I started at The Kansan as a sales person, I had no sales background, and had taken no class in school specifically focused on traditional sales. I developed myself through books, online articles and seminars and by asking questions of those more experienced than me. I began my tenure as manager with the same mindset. I gathered a small library on books about creativity, positive attitude, and management, and I even attended the CNBAM Ad Manager’s Workshop in summer of 2010. I decided that as a manager, I would aggregate all of the resources and knowledge that had been given to me and make them readily available to my team of new reps. We held weekly meetings to discuss successes and challenges we had experienced during the week. I would come prepared with one topic of discussion related to the sales process or one of our products. The training session would be short but full of takeaways and would include multiple examples. The sessions would generally close with questions and interactions from the rest of the team on how they might go about using this new knowledge – a closing technique or display ad creative strategy, for example. The training was a consistent part of their week, and was as good of a habit-forming practice for me as it was for them. A good manager to me is someone who accentuates a person’s strengths instead of attempting to convert a weakness. I believe that realizing the diverse qualities and talents each team member possesses is key to maximizing efficiency and productivity. For instance, one of my reps was more enthusiastic about prospecting new business than any other member of staff at the time, though she wasn’t as naturally gifted as a presenter as her teammates. I identified this quality and did my best to encourage and empower her to continue to make cold calls and set new meetings. I created specific competitive challenges among her other digital reps, in turn motivating them to make more calls as well. Because she truly enjoyed making calls, she was able to hone that skill and raise her confidence. Her fellow digital reps may have been better at presenting, but with the added competitive push from the natural cold caller, they in turn had a reason to fight for new clients and meetings. And The Kansan of course benefited from creating the relationship with the subsequent new businesses. Finally, as a manager I acknowledged that our reps are here by choice, not requirement. The Kansan offers no compensation aside from commission for its reps. We aren’t able to pay for benefits or offer class credit. Reps who work with us are there because they care about developing a professional skill set and it was my job in part to enrich their experience and reward their efforts. At the end of the day, someone may not remember what you say, or even what you do, but they will remember how you made them feel. By keeping open and honest communication, committing to helping them develop their personal and professional skill sets and highlighting their strengths, I helped to make them feel valuable, needed and a part of something greater than themselves. I take pride now in knowing where the members of the first digital team are today. Our online coordinator is now a search engine marketer for a top Kansas City ad agency. Our web designer works for Google’s ad ops team. One of my reps is enjoying an internship at a public relations agency in Phoenix. One is a key digital account executive at CBS News in Chicago. And a third rep is now the head of Kansan Digital, experiencing fantastic success herself. And while I certainly take no credit in their accomplishments, it’s wonderful to think that I had a hand in developing a knowledge and passion for the world of digital marketing, a world that is growing to dominate our industry. I know The Kansan is in good hands, and our future as a major digital player in our market is strong. My goal was to leave The Kansan a better place, and through consistent hard work, dedication and passion for our audience, clients and products, I feel it’s a goal I’ve truly accomplished. I thank you for this wonderful opportunity. Sincerely,

Joe Garvey Digital Account Manager The University Daily Kansan, 2009-2011

APPENDIX - 1 Rร SUMร

Experience Digital Account Manager at E.W. Scripps, Seattle, WA; May 2010-August 2010, August 2011-present (Media company operating 15 newspapers in local markets across the U.S., Food Network, HGTV and numerous news websites) ย +ZMI\M K][\WU LQOQ\IT UIZSM\QVO KIUXIQOV[ NWZ ;MI\\TM <IKWUI [UITT J][QVM[[M[ 8ZWL]K\[ QVKT]LM AIPWW *MPI^QWZIT <IZOM\ML ,Q[XTIa [MIZKP MVOQVM UIZSM\QVO [WKQIT UMLQI IL[ IVL KWV\MV\ \IZOM\ML MUIQT _MJ[Q\M LM[QOV IVL LQZMK\ UIQT KWUXWVMV\[ ย ,W]JTML UWV\PTa JQTTIJTM ZM^MV]M QV ;MI\\TM <IKWUI Ja \PM \PQZL UWV\P I[ \PM WVTa ZMX QV \PW[M KQ\QM[ ย /WWOTM )L_WZL[ +MZ\Qร ML 7K\WJMZ ย ?WZSML _Q\P ;KZQXX[ 1V\MZIK\Q^Mยผ[ KWZXWZI\M OZW]X I[ I [ITM[ IVL WVTQVM KIUXIQOV IVITa[\ QV\MZV 3VW`^QTTM <6# 5Ia )]O][\ Social Media Analyst at Spiral16, Kansas City, KS; May 2011-August 2011 (Privately owned social media and comprehensive web monitoring software) ย )[[Q[\ML QV WVTQVM KWUU]VQ\a UIVIOMUMV\ UISQVO KWV\IK\ _Q\P \PW[M _PW KW]TL JMVMร \ NZWU \PM _MJ UWVQ\WZQVO XTI\NWZU PIQTML Ja VM_ UMLQI _ZQ\MZ IVL )T\QUM\MZ /ZW]X XZQVKQXIT *ZQIV ;WTQ[ I[ ยนJM[\ QV KTI[[ยบ ย ,M[QOVML KTQMV\ NIKQVO UIZSM\QVO UI\MZQIT[ \MUXTI\M[ NWZ KI[M [\]LQM[ IVL \M[\QUWVQIT[ ย /MVMZI\ML TMIL[ NWZ \PM [ITM[ \MIU NZWU [WKQIT UMLQI IKKW]V\[ W]\TM\[ ย =[ML \PM [WN\_IZM \W KWV\ZQJ]\M \W WVOWQVO WVTQVM ZMX]\I\QWV ZMXWZ\ NWZ ;XQZIT ZMTI\ML Y]MZQM[ Online Community Manager at William Allen White School of Journalism, Lawrence, KS; January 2011-August 2011 ย +W LM^MTWXML \PM ยน;\WZa\MTTMZ[ 6MMLMLยบ KIUXIQOV \W XZWUW\M \PM 2 ;KPWWT ZMKZ]Q\QVO MNNWZ\[ ย +IUXIQOV QVKT]LML [WKQIT UMLQI XWTQKa IVL KWV\MV\ I]LQMVKM [\ZI\MOQM[ NWZ <_Q\\MZ .IKMJWWS 4QVSML1V IVL JTWO[ ย >WQKML \PM 2 ;KPWWT [WKQIT UMLQI IKKW]V\[ ย /ZM_ (3=2W]ZVITQ[Uยผ[ <_Q\\MZ NWTTW_QVO Ja UWZM \PIV ย +ZMI\ML ÎZQW][ []KKM[[N]T LQOQ\IT 8: ZMTI\ML W]\ZMIKP XZWOZIU[ \W PQOP [KPWWT OZW]X[ ZMX]\IJTM VM_[ W]\TM\[ IVL XZWUQVMV\ IT]UVQ IVL RW]ZVITQ[U XZWNM[[QWVIT[ IZW]VL \PM KW]V\Za ZMXWZ\[ IÎQTIJTM ]XWV ZMY]M[\ Public Relations Intern at Barkley, Kansas City, MO; January 2011-May 2011 (Largest employee-owned, full-service marketing and advertising agency in the U.S.) ย 6I\QWVIT KTQMV\[ QVKT]LM *T]M *]VVa 1KM +ZMIU ,I_V .WWL[ ;KPZMQJMZ +PMM[M 5QV]\M :QKM ?MQOP\ ?I\KPMZ[ IVL 3VWZS ร I\_IZM ย ?ZW\M VM_[ ZMTMI[M[ KWVL]K\ML M`\MV[Q^M KTQMV\ IVL KWUXM\Q\WZ ZM[MIZKP IVL [WKQIT UMLQI IVITa[Q[ [M\ ]X XZWUW\QWVIT WXXWZ\]VQ\QM[ NWZ KTQMV\[ XQ\KPML UMLQI KWV\IK\[ IVL KWV\ZQJ]\ML \W \PM *T]M *]VVa aMIZTa 8: ZMXWZ\ ย *TWOOML NWZ *T]M *]VVa KZMI\ML QKM KZMIU NIV[Q\M ___ QKMKZMIU VM\ [IUXTM[ IÎQTIJTM ]XWV ZMY]M[\ ย ,ZIN\ML I U]T\Q I]LQMVKM ZM[MIZKP ZMXWZ\ NWZ I 2WPV[WV 2WPV[WV IVL ;KPZMQJMZ XZWL]K\ TI]VKP The University Daily Kansan; May 2009-May 2011 ($1.4 million per year student-run media company specializing in print, digital and interactive news products) ย ;MZ^ML I[ )KKW]V\ -`MK]\Q^M )L^MZ\Q[QVO ,QZMK\WZ IVL \PM ร Z[\ M^MZ ,QOQ\IT 1V\MZIK\Q^M 8ZWL]K\ 5IVIOMZ L]ZQVO 3IV[IV KIZMMZ ย <ZIQVML UWZM \PIV IKKW]V\ M`MK]\Q^M[ IVL LM[QOVMZ[ WV [ITM[ IVL UIZSM\QVO JM[\ XZIK\QKM[ ย 1V\ZWL]KML VM_ KTQMV\ [XWV[WZML M^MV\[ IVL UIZSM\QVO KIUXIQOV[ \W XZWUW\M 3IV[IV ZMILMZ[PQX ย /MVMZI\ML UWZM \PIV QV IL^MZ\Q[QVO [ITM[ XZQV\ LQOQ\IT \PZW]OP \MIU IVL XMZ[WVIT [ITM[ OWIT[ VL UW[\ QV 3IV[IV PQ[\WZa ย .QZ[\ 3IV[IV )L^MZ\Q[QVO ,QZMK\WZ \W WNNMZ [WKQIT UMLQI UIVIOMUMV\ \W TWKIT [UITT J][QVM[[ KTQMV\[ )]O][\

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APPENDIX - 2 J O B D E S C R I P T I O N - D I G I TA L + I N T E R A C T I V E M A N A G E R As Ad Director in the fall semester of 2010, I saw my reps face tens of thousands of dollars in national and major account revenue loss. Early new business acquisition was slow as well due to tightened fourth quarter budgets. Near the end of the year, however, the management staff and I noticed a trend. We had begun activating new businesses that had never advertised with The Kansan before. Their product of choice? Kansan.com. These new clients appreciated the low cost-per-thousand compared to the daily paper, the contenttargeting capabilities and the monthly reporting. Our staff knew that going forward, we couldn’t continue to rely on national business. We needed to expand our base of the small mom and pop shops and offer them these transparent marketing solutions. Hence, we decided to create a team specifically dedicated to the growth of our online portfolio and client base. DUTIES Our team comprised three account managers, one online coordinator, a flash designer, a web designer and myself. I kept in mind the importance of having a team that could sell multi-media campaigns, as those would prove most beneficial to our clients and our own business, so I made sure my digital account managers had a background selling our print and niche products as well. I was personally tasked with creating new products to grow revenue, create marketing strategy to drive traffic to kansan.com and maintain a list of my own accounts. Each of my account managers was given their own list of about 10 clients, responsible for client retention and growth and new business acquisition. My team and I would often brainstorm social media and online display creative for campaigns, or discuss sales challenges and new product initiatives. I worked closely with our online coordinator to monitor our Google Analytics account to ensure proper impression delivery. I would also accompany my reps on their client calls as frequently as possible. As a team, we made sure to have specific goals in mind to accomplish during the call, then have a quick and conversational feedback period after the call. Because the digital team was new, we blazed a trail for digital teams to follow. We worked together to define our purpose and part of The Kansan as a whole. Expectations were set early on and monitored throughout the semester with monthly performance reviews. PRODUCTS The digital account managers and I managed all of The Kansan’s online products, including: leaderboard, big box and ear-sized display ads on Kansan.com and affiliate sites, March Madness online display ads on our partner site, The Guide mini-site pages for local businesses and social media management. My reps and I worked closely with print reps to create yearly, comprehensive multi-media campaigns for new and existing clients. This teamwork created a win-win situation – the clients appreciated meeting with online experts when their goal was to drive online traffic and convert those visitors into customers, the campaigns benefited by having reach in multiple vehicles and The Kansan benefited from more active accounts and revenue growth. TRAINING Through a past internship with a media company, I had experience in managing, booking inventory for and reporting on online display campaigns, and I brought that knowledge to The Kansan. I spent our first week of staff training with the digital team – explaining the new online display rate card I created, the differences and similarities of on and offline branding, the benefits of online, and most importantly, how our new and existing digital products fit into the multi-media mix. Throughout the semester I conducted ongoing training on social media best practices, online display creative best practices and the consultative sales process. I would monitor training retention by attending client calls with my reps and conducting reviews. I would also invite members of my team to draft their own versions of training on a particular topic to share and brainstorm with the rest of the team. Training, in my experience, is only retained when there is cooperation and interaction with the group.

APPENDIX - 3 N E W P R O D U C T I N I T I AT I V E S 1

THE GUIDE

Our staff knew that in order to grow the number of active accounts for digital, we’d need to find a solution for those small shops with no traditional ad budgets. So for a flat fee, clients with only a few hundred dollars to spend per year could opt in to an optimized mini-site on The Guide (kansanguide.com). We would collect information, then simply load onto the site in the appropriate category. The site was a great option for businesses with little or no web presence. We even dedicated a portion of sales to a Google AdWords campaign to drive traffic to the individual pages as an added value to clients. 2

KANSAN.COM EARS

To increase online display inventory, we added the “ears” size to our digital portfolio. At a slightly higher cost-per-thousand, clients could enjoy premium placement on either side of our masthead. I trained reps to create campaigns that included use of the ears and the traditional big box size - all located above the fold.

SOCIAL MEDIA SERVICES

To further expand existing relationships with small business owners and attract new clients, the digital team offered social media content management at a flat monthly rate. Social media campaigns would often be accompanied by online or print display ads, working to cross-promote. Content management also included monthly reporting and close tracking of results.

APPENDIX - 4 C A M PA I G N : S C H O O L O F J O U R N A L I S M - 1 / 3

Social media wasn’t an easy sell for my reps at first, as no one had done it before. Social media itself is still quite new to many small business owners. I believed in the value of social media, and I didn’t want to see the program disappear after I left, so I used my client, the William Allen White School of Journalism as a case study for future digital managers. I’m happy to say the number of social media accounts has doubled at The Kansan in a semester’s time. The following is the campaign and case study. 1

FA C E B O O K

I worked with Dean Ann Brill to create content to engage and expand the J-School’s current Facebook audience, including: original blog posts, photos of the J-School, teacher and student pro-

STORYTELLERS NEEDED

files, stories from The Kansan, and linkes

pick your platform

to useful industry articles and job leads. 2

Like us

QR CODE FLYER

I distributed this flyer to the J-School’s summer writing camps for high school seniors interested in journalism. The goal was to create an ongoing conversation on

Follow us At The William Allen White School of Journalism, we’re always on the lookout for the nation’s best storytellers. Once they’re here, we give them the training they need to become professional Jayhawk Journalists, with prominent positions at great companies, such as ESPN, Fox Sports News, USA Today, The Kansas City Star and more. Connect with us and our network of Jayhawk Journalist alumni, friends and supporters. We want to hear your story.

Twitter about the event, as well as grow the number of Facebook fans and Twitter followers.

APPENDIX - 5 C A M PA I G N : S C H O O L O F J O U R N A L I S M - 2 / 3

I created a LinkedIn Group for J-School alumni, friends and recruiters. The group currently has 411 members and is frequently referred to for networking, job leads and industry-related discussions.

TWITTER

I aggregated daily content for the JSchoolâ&#x20AC;&#x2122;s Twitter account - posting interesting industry articles, job leads, links to the J-School website, original blog posts and other relevant materials. By maintaining a consistent presence and engaging with a loyal following, I grew the Twitter community by more than 280 percent. More importantly, I made connections and built relationships with potential new students and networked frequently with journalism influencers.

APPENDIX - 6 C A M PA I G N : S C H O O L O F J O U R N A L I S M - 3 / 3

RESULTS

Not only was I able to show the Dean that we had more than doubled her online and social presence through graphs and numbers, I was also able to make further paid-media suggestions and public relations campaigns based on trends and results these reports showed me. This type of consultative approach to selling and marketing helped build trust and created referrals and testimonials for my team - which in turn created great leads. In order to ensure the future of the social media program, I left these results, training manuals, reporting tools and testimonials to the new digital reps. As mentioned, the digital team has now doubled the number of active social media clients.

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â&#x20AC;&#x153;Joe did an amazing job of increasing our social media presence. His reports were detailed and we could clearly see the results of his work.â&#x20AC;? - Ann Brill, Dean of the William Allen White School of Journalism and Mass Communications, The University of Kansas

APPENDIX - 7 T R A I N I N G A N D S TA F F D E V E L O P M E N T - P R O D U C T

The Kansan prides itself on a tradition of excellent new hire and ongoing staff training. As Advertising Director and Digital+Interactive Manager, it was my duty to train the staff on how The Kansan operates. In order to perform at their best, reps need to be confident in four things: our products, our clients, our audience and the sales process. The following images reflect the many sales and product training presentations I personally built in order to develop the staff and keep us at a competitive advantage over those who also attempted to sell the college audience. Many of my materials built on my internship experiences at professional media companies and advertising agencies, and the categorization of our products according to delivery purpose is still in use. These presentations reflect training I conducted with my teams through 2011.

“A SOLUTION FOR EVERY CLIENT”

A Kansan introduction to our portfolio of print, niche and online products. Goal was to pair each product with a client need, in order to underscore the importance of offering solutions to problems.

Kansan.com and March Madness Kansan.com receives a majority of its yearly visits during March Madness from KU students, alumni, parents, and all Jayhawk basketball fans across the country. The news content is constantly updated with sports statistics and Big 12 Tournament updates.

KANSAN Sports Inside Leaderboard ..................................................................... March 2010 April 2010

.com

The ad will appear at the bottom of the page on all sports stories.

Visits: 158,758 Pageviews: 366,778

Visits:

133,035 -LH[\YLZ )LULÄ[Z

PACKAGES

Pageviews:

The reader will scroll to the bottom of the page while 312,059 reading the story, so they will see the ad for a long Pages per visit: Pages per visit: amount of time while they are reading the story.

2 2 The ad is placedAverage abovetime the on comments section, so the reader Average time on site: site: already provided on The Guide (Phone number, address, will be sure to Includes see theeverything ad 17 when they are leaving comments 2 minutes 4 seconds 2 minutes seconds

Basic Package $175

on the stories

business hours, etc.)

New Visitors: New Visitors: +isPrintable Coupons 88,841 (55%) The size of the ad 66,698 (50.14%) unique and centered on the page, so + List of Products

better and be moreofeye catching Returning Visitor: it will stand out Returning Visitor: + Summary/History business 71,917 (45%)

+ Optional: 1 month Guide display ad (Extra $50/month) 66,337 (49.86%) Example Size (728 Pixels x 90 Pixels)

Homepage: 90,091 Impressions News: 8,182 Impressions Sports: 15,358 Impressions FREQUENCY *Multimedia: 44,622 Impressions

*3 Advertisers:

Homepage: 82,076 Impressions News: 7,728 Impressions Sports: 9,539 Impressions RATES Includes everything provided on The Guide and the Basic *Multimedia: 27,142already Impressions

Premium Package $250 Package

*Sole Sponsorship:

*Includes Videos, Podcasts, Photos, Blogs

Open running Rate: N/A Open Rate: $220 per month + Display ads currently in other Kansan products Month: $530 per month Four Month: $195 per month + Pictures/VideosFour of business Twelve Month: $465 per month Twelve Month: $170 per month + Social Media links + Optional: 1 month Sponsorship on Guide homepage (Extra $50/month) *This section can have up to 3 advertisers, unless one claims sole sponsorship. The ads will rotate evenly on the page between the advertisers.

*Availability depends on if no advertiser is currently running ads in this section.

Guaranteed Minimum Monthly Impressions: 24,000 Take your pick: Unlimited monthly updates: $60/month (3 month minimum) Per Addition: $15 each

Guaranteed Minimum Monthly Impressions: 8,000 per each advertiser

D I G I TA L S A L E S S H E E T S

For client and rep use.

“LIFE IS BETTER IN COLOR”

Selling full color ads is a significant upsell - many reps benefited from hearing all the advantages of running full color as opposed to black and white.

APPENDIX - 8 T R A I N I N G A N D S TA F F D E V E L O P M E N T - S A L E S P R O C E S S

“IF YOU DON’T ASK, YOU DON’T GET”

Session on the most-popular closing techniques, including situational examples and demonstrations.

“IDENTIFYING NEEDS AND PROBLEMS”

This session explored the power of asking great questions during a client needs analysis.

“KNOW YOUR BUSINESS”

An often overlooked part of the sales process, research can prove vitally important before, during and after a client call. This presentation included examples of how to search for information about the business and client prospect.

APPENDIX - 9 SALES RESULTS - 1/2 1

My teamâ&#x20AC;&#x2122;s efforts in spring of 2011, coupled with a new portfolio of digital products, led us to an increase in total digital sales - 244 percent to goal compared to spring 2010 and 212 percent for annual 2011 goal. Total digital revenue in 2011 exceeded $90,000.

* Reflects only spring

semester of 2011. Total digital revenue

in 2011 was more than $90,000. 2008

2009

2010

2011

By transitioning to impression-based online display sales, as well as introducing new products including The Guide mini-sites and social media, we doubled the number of active digital accounts in 2011 from the 2010 toal.

APPENDIX - 10 SALES RESULTS - 2/2 3

In this day and age, no publisher or ad director can count on core print to sustain revenue as it did in the past. Our staff set a goal to increase the percentage of digital sales in total yearly revenue. We climbed from 4 percent digital to 10 percent from 2010 to 2011.