The Inlander

June 2017

Digital Edition of the Inland Press Association. Offering financial research, salary compensation survey, training for advertising, classifieds, editorial, circulation, social media, human resources, special sections and niche products.

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JUNE 2017 • INLANDPRESS.ORG • THE INLANDER PAGE 15 CLASSIFIEDS EMPLOYMENT OPPORTUNITIES IN PRINT AND ONLINE Rates: 55 cents per word. Members get 30 words free. Price includes placement in the Inlander and at Inland- Send ad copy and billing info to inland@inland- AD DIRECTOR The Daily Astorian is looking for a proven and innovative advertising director for multi- ple publications and digital platforms on the N. Oregon coast. We are seeking a strong, cre- ative leader to inspire advertising staff and create sales campaigns, and to guide and grow our advertising sales efforts. You'll need to have the ability to follow through on details while managing the big picture. You'll oversee both display and classified reps. Prior sales management experience in the media field and a solid record of successful campaigns required. Send resume and letter of interest to EO Media Group, P.O. Box 2048, Salem, OR 97308-2048 or e-mail To Apply: Email: GENERAL ASSIGNMENT REPORTER The Dispatch * The Rock Island Argus, Moline, Illinois Immediate opening in the newsroom for an energetic, outgoing, personable and communi - ty-oriented individual to join our award-win- ning reporting team. Journalism (or similar) degree or commensurate experience. To Apply: Send resume with letter of inter - est to: MULTI MEDIA SALES CONSULTANT Do you enjoy working in a fast-paced, cre- ative atmosphere with uncapped earning and career potential? The largest community news organization in Washington, Sound Publishing, Inc., is looking for a self-motivated, results driven individual to join our team. This posi - tion will be based at the Bellingham Business Journal. At Sound, you will work in a bustling news group, consulting with local business owners and organizations and helping them succeed in their print and online branding, marketing and advertising strategies. Successful candidates will be engaging and goal-oriented with good organizational skills and the ability to develop and maintain strong relationships with clients. Sales experience necessary; if you can sell, we can train you to sell our products. If you have these skills, and enjoy playing a proactive part in helping your clients achieve business success, please email your resume and cover letter to: careers@soundpublishing. com and be sure to note ATTN: MMSCBBJ in the subject line. Position receives a base salary plus commis - sions; a benefits package including health insurance; paid time off, and a 401K with com- pany match. Sound Publishing is an Equal Opportunity Employer (EOE) and strongly supports diversi- ty in the workplace. Check out our website to learn more about us! www.soundpublishing. com To Apply: Contact: Human Resources. Email: TAKEAWAYS HONING SALES SKILLS, MARK LEVY WEBINAR SERIES EXPLORES CLIENT NEEDS ANALYSIS BEST PRACTICES I n May, Inland continued its Sales Skills webinar series with sessions focusing on improving client needs analyses and writing sales and marketing proposals that actually lead to closings. Here is one Inland Key Takeaway from those webinars: CLIENT NEEDS ANALYSIS: How Thinking That We Know What We Know Isn't Good Enough With Mark D. Levy, president, Revenue Development Resources Hey, Know-It-All: It's not what you don't know. It's what you think you know that just ain't so. Questions that get to an answer: Interesting stat: Average 4-year-old asks 300 questions a day. Average college grad: 20. Are we asking enough questions of our clients at needs analysis meetings? Maybe you shouldn't ask 300 questions, but surely more than 20. An approach Levy likes: Doing an interview, followed by a recommendation—even if you already have a plan for the client. What's the goal of a Client Needs Analysis? It's to fill the gap between where a client is, and where he wants to go. Salespeople, here's a confidence builder. Nervous about your approach to the client? Just remember, if the client didn't think you would be able to help—you wouldn't be there in the first place. Reading suggestion for overcoming fear of change: That oldie-but-goodie "Who Moved My Cheese?" First step to a great CAN: Research. A gold standard is two hours of research on a business before making a call. But just doing some cursory research—checking the business' website, for example—will put you ahead of 90% of your competitors. Inquiring not interrogating: In interviewing a potential client, don't use adversarial questions, such as "So you don't care your competitors are going to be in this special section," "Don't you care about growing your business?" Question categories: • Fact-finding: What are your three greatest strengths? What are the three biggest challenges? • Confirmation questions: As I understand it, you have three locations, correct? • Permission: May I ask you about your average margin or average mark-up? If they say no, respond: Okay, but I under- stand the average mark-up in your industry is… • Consequences (challenge): What will happen if we don't solve this problem? (This is part of the process of building a relationship in which it is "we" who are taking action not just the client.) • Consequences (emotional): How would (solving problem) make you feel? What would you think about that? • Prioritization: What would you say is the most pressing challenge? What do you most want to happen? A couple of questions nobody ever asks: When you lose a sale to someone who's not an in-kind competitor, who is it? You can use that answer to still build a relationship. Also, "the long and deep shovel:" Think about miners in a collapsed mine. When the rescue mission is called off, what difference would digging one more shovelful have made? So think about making that one more question. Conducting a successful CNA: Start with the least- threatening questions. Example: How'd you get into this business? Leave space for the client to talk. Don't start off selling! Areas to probe: company history, products, current customers and desired customers, competition, media usage, objectives and time-frame for goals. Why you don't want to bring up the client's ad budget. First, even if they say, "it's not in the budget," they mostly don't really have an ad budget. And if they do, they likely won't tell the truth: It's always been spent or low- balled. Instead, ask: How many people come in each week? How many of those people actually buy? What's the average purchase amount? How much have you invested in the past couple of months to get that traffic? How many more—if any—customers would you like coming through the door? Take the answers to calculate what they're making, and what they're really spending? You can find what ad dollars the client is putting in to bring in each prospect—and what the payoff for them is. (An example spreadsheet is included in the presentation slides.) Before you leave your CNA meeting: Ask if there's an agency involved, and who in the agency should you contact, and let's follow up—optimally within the next five business days. You asked Mark Levy: Is role-playing CNA meetings still useful or an outdated process. Absolutely, you should role-play these meetings: "I believe in role-playing on steroids." One tip: Memorize the questions, it makes the process smoother. Want to make a call on Mark Levy? Contact him at 972.522.8570 or Levy Inland hosts more than 60 webinars throughout the year on the newspaper industry's most urgent topics. Check out the schedule of upcoming webinars at inlandpress. org/webinars.

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