Great Beginnings

                It’s widely believed that the first radio commercial was delivered 86 years ago on August 28, 1922.

          At a time when many people didn’t even have a radio and with no ratings, rankings or previous radio advertising successes to build upon, a Mr. Blackwell paid $100.00 to deliver his message on WEAF in New York City.

                    I don’t know how one hundred dollars translates into today’s dollar, but it must have been a fortune!

          So here we are 86 years later using ratings, rankings, poorly trained sales people, our competitors and a long list of other excuses to devalue that bench mark rate!

          Maybe it’s time to regain our dignity and recruit and train professionals who can sell radio advertising for what it’s really worth!   

How to Increase Your Sales

          I subscribe to approximately 40 industry newsletters each week and I was concerned when I read three consecutive letters last week about the ‘trouble’ radio is in.

          One said, “No matter how you look at it, radio is in serious trouble.”

All three claimed, “radio revenues are down.”  Granted, these were all referring to American radio and my Canadian radio friends are faring better.      

           But these disheartening newsletters literally kept me awake one night. The next morning, I called ten of the radio stations that use our SoundADvice, and all ten stations reported their sales are up! 

          From what I’ve observed, these stations are up because their cultures focus on helping their customers achieve their targets rather than obsessing about this month’s station target.

          The stations that focus on creating results for their customers are up!

          SoundADvice is not solely responsible for the increases at these stations.  SoundADvice is, however, is a powerful tool that helps account executives and advertisers understand what they have to do to get results.

          Click here to learn more about SoundADvice.

Turnover Turn-around

Your clients hate your account executive changes as much or more than you do. Turnover results in clients being forced to ‘educate’ a new rep about their account.  Arbitrarily ‘assigning’ their account to a new rep also creates the feeling they are being tossed around like a hot potato without their input.

Here is what we generally recommend when you experience account executive turnover or change:   

1. For key or active accounts, the sales manager should call the client and make an appointment to introduce the ‘proposed’ rep. Management contact makes the advertiser feel important and suggesting you are proposing a particular individual helps the client feel they have some input.
2. During the introductory call you can outline the rep’s qualifications and discuss why you are ‘proposing’ this rep as the best choice for that account. Also explain to your key accounts that you will personally supervise the transition, and that your door/phone/email is always open to them. Give them your direct line or cell phone number to make them feel important.
3. For prospects and non-active accounts, we recommend forwarding a letter by overnight delivery or traditional post. This process demonstrates effort and verifies the importance of your new rep proposal. Never do this by email as that appears to be too easy and unimportant.  In the letter, clearly outline why you feel the rep is uniquely qualified to handle the account, and assure them that you will personally oversee the transition to ensure the best results and service for the client.
4. In all cases, follow up by phone after 60 or 90 days to make sure the client is happy with your choice.
5. Never elaborate on the departure of the previous executive whether the departure was voluntary or otherwise. Simply explain they are pursuing a new career and you wish them all the best.

        In the face of cut backs and multi-tasking, we recognize it can be difficult for management to personally introduce each new rep. You will realize a return on your efforts in the relationships you will build, and the market knowledge you will gain when you meet your key accounts and prospects.

Battle of the Sexes

Far be it for me to argue with Harvard academics but my experience with male versus female media managers and sales executives has been contrary to a recent article from Harvard Business Publishing.

The article suggested, “Recent research points to a clear-cut difference between men and women’s ability to weather risk and failure. Data contained in a recent Harvard Business Review report (see The Athena Factor: Reversing the Brain Drain in Science, Engineering, and Technology, June 2008) shows that when female executives wrestle with stormy weather, corporate cultures can be unforgiving. Women are seriously isolated, without mentors, sponsors or the equivalent of the ‘old boys’ network’.  They find it impossible to rally support in the wake of failure. More so than men, they crash and burn. “

My experience has been the reverse, but maybe it is because “Women are seriously isolated, without mentors or sponsors or the equivalent of the old boys’ network” and they have more to prove.

Whenever I have the fortunate experience of working with a sales team comprised of half male and half female executives (don’t shoot the messenger, guys) and we run a ‘guys against the girls’ sales contest, the women always win!

Of course we take extra pains to ensure the contest is based upon a level playing field, but here are some of my theories regarding reasons the women consistently outperform the men.

1.) They have more to prove.  It wasn’t that long ago that our sales and management culture was male dominated, and women are out to prove they are more than equals and can compete.

2.) The best sales people have empathy with their clients. They are good listeners and focus on the customer.  I know it is politically incorrect to suggest that women’s maternal instincts are more naturally inclined to care about their customers’ success, but in my experience this seems to be the case.

3.) More often than not, women are better organized than men, meaning their attention to detail and follow-through is often superior.  I’d hate to think of what would happen if Angela didn’t run my office and I was left at the mercy of my own organizational skills!

4.) Most top executives and decision makers today are males.  Most males were brought up to be more courteous to the female gender and therefore often open the door to meeting with a female where a male might not get through.

P.S. There are exceptions to every rule.

Time for a Fresh Set of Eyes?

Henry Ford is renowned for looking outside of his own industry for creative new solutions to business problems. At a time when the industry was building cars from the ground up, one at a time, Mr. Ford designed the first-ever automotive assembly line after touring a Chicago meat packing plant. He noticed the efficiency of their ‘disassembly’ line as a steer entered at one end, and became various components, like steaks and roasts, at the other.

And a young Bill Gates wasn’t close enough to the big players to have tunnel vision when he captured the opportunities overlooked by the historic giant, IBM.

          It’s easy to get tunnel vision, chasing the same opportunities your competitors are chasing, and missing the same opportunities your competitors are missing.

          After all, you go to the same industry conferences and trade shows, read the same publications, and have similar experiences to your competitors.

          And yet in advertising, we know it’s all about promoting what is different about your business….why should a customer drive past four of your competitors to do business with you?

The most important question for marketers today is, “What opportunities can I uncover that the competition is missing?”

          More often than not, a fresh set of eyes can help you see the opportunities missed by you and your competitors.

          Could the ‘fresh set of eyes’ at ENS Media Inc. help you uncover new opportunities?  Click here if you would like to arrange an appointment to discuss what we might be able to do for you.