Thursday, 4 December 2008
How to sell advertising
Selling adspace is a hurt-and-rescue operation -- You 'hurt' each of your clients in order to rescue them. You have to hurt them first, make them focus on their problems.You hurt them with words and scripts. And the pain you inflict is the mental pain and fear of going bust.What if they lose all their customers, or don't find ENOUGH new ones each day? What will happen to them? How HORRIBLE will that be?Buyers try not to focus on their latent pain. Your initial task is to pull their pain from the back of their minds and put it in the forefront.Once they truly FEEL their pain .... you rescue them. You show them how placing an advert in your publication (or other adspace) will solve their problem and cure their pain.For the last few months, we have been examining the DIPADA model of an adsales conversation. The first D is where you DEFINE the client's problem -- and magnify it. The rest of the conversation is where you 'rescue' them from their problem and cure their hurt ..... with an advert.Because the D is only one of six letters, it seems as though 'Defining the problem' is only a sixth of the sale. It isn't. It is the MOST IMPORTANT step of the sale, and can take up to half the sales conversation.Today, let's expand a little on defining your client's problem -- and magnifying it.Once your client agrees that they DO want some more customers, and that they could be in trouble if they don't find any .... Now you EXPAND that idea:"Mr. _______, you said you had a concern about ______. What did you mean by that?" "Tell me more about..." "Give me an example of..." "What should I know about..."Having got your client thinking in this way (having DIRECTED your client's brain into this unhappy area with your questions) you now make their hurt WORSE.You take these small "implied" problems and convert them into large "real" problems so that your client begins to experience the FEAR of the CONSEQUENCES if they fail to solve this problem.Ask questions like this:"What effect does this have on the viability of your business?""Doesn't this cause problems in your... (cashflow/production/forecasting/bottom line/etc.)""I sense you're upset by ______...am I right?""Do you also worry about...""What bothers you about...""How tough a position does that put you in?"That's HURTING your client. Now you switch to 'rescue' mode.You ask ANOTHER set of questions -- but these questions begin to reveal your IDEA for a solution. You are moving to the second step of the DIPADA sequence -- IDENTIFYING your solution.You are moving your client's brain from an 'unhappy' place to a 'happy' place -- where their pain is cured.And the greater their pain ... the more fear they feel about their situation ... the bigger the 'problem' is in their mind -- the more EAGER they are to embrace your solution.The more they hurt, the easier they are to sell to.So you TRANSITION to your solution with questions like these:"What would it mean to you if advertising with me improved your enquiries by 20%?""If we can solve this problem, what will that do in terms of increasing turnover for your firm?""Wouldn't that also give you more free time to spend doing the things you do best?""How much more money would you make if we can improve the overall sales of that operation by 30% in the next ninety days?""What other benefits are obvious to you if we can help you accomplish your objectives with this project?"Now, with the stage set, you ask 'The Question'.If they answer 'yes' to this question, you carry on through the rest of the DIPADA sequence. If they answer 'No', then you quit. Ask for a referral and leave. There is no point in going on with the meeting.The question?"Mr. _______, if I can prove to you that advertising with me CAN help you solve this problem, would you be willing to book an advert with me?"When he answers yes, it's time to move to the PROOF step of the DIPADA sequence. You give your presentation.Your sale is now set up. Your client has agreed that they are in trouble, they know that this is a problem which is going to hurt more and more .... And you have the cure to their hurt -- which they have agreed to buy, if you can just 'prove' that your cure will work.(Your 'proof' consists of testimonials, stories, and taking your client's brain to another NEW place -- the place where they can see themselves enjoying the RESULTS of a successful advert. But that's for next time .....)
Wednesday, 3 December 2008
Marketing manager in advertising
Marketing plays an important role in almost every industry sector. In its simplest form, it is about ensuring that customers' needs are met whilst maximising the profits of a company. A marketing manager's responsibilities can vary enormously, but will always have this as a central objective.
Daily tasks and duties will depend on the company size, structure and industry sector but may include:
monitoring and analysing market trends
studying competitors' products and services
exploring ways of improving existing products and services, and increasing profitability
identifying target markets and developing strategies to communicate with them.
Most marketing managers work 37 hours a week, between the hours of 9am and 6pm. As with many jobs with tight deadlines, they may be expected to work additional hours at certain times to ensure that targets are met. Some positions may require a lot of travel, particularly when working for an international company.
Salaries can range from around £25,000 a year for someone new to the role, to £40,000 or more for a senior manager.
A marketing manager should:
have knowledge of a wide range of marketing techniques and concepts
be an excellent communicator
be able to respond well to pressure
think creatively
be interested in what motivates people
All industry sectors employ marketing managers. Jobs are generally concentrated around major cities such as London, Edinburgh, Birmingham and Liverpool. This is a popular area of work so competition can be intense.
There are no set entry routes, but marketing managers often progress into the role after gaining several years of marketing experience, possibly as an executive or assistant, or in a specialist role such as advertising or brand manager. Typically, employers look for graduates.
On-the-job training is complemented by professional marketing qualifications. These range from introductory certificates to advanced level qualifications.
A successful marketing manager may be able to progress to more senior posts such as marketing director or even managing director. It may be possible to work abroad.
Daily tasks and duties will depend on the company size, structure and industry sector but may include:
monitoring and analysing market trends
studying competitors' products and services
exploring ways of improving existing products and services, and increasing profitability
identifying target markets and developing strategies to communicate with them.
Most marketing managers work 37 hours a week, between the hours of 9am and 6pm. As with many jobs with tight deadlines, they may be expected to work additional hours at certain times to ensure that targets are met. Some positions may require a lot of travel, particularly when working for an international company.
Salaries can range from around £25,000 a year for someone new to the role, to £40,000 or more for a senior manager.
A marketing manager should:
have knowledge of a wide range of marketing techniques and concepts
be an excellent communicator
be able to respond well to pressure
think creatively
be interested in what motivates people
All industry sectors employ marketing managers. Jobs are generally concentrated around major cities such as London, Edinburgh, Birmingham and Liverpool. This is a popular area of work so competition can be intense.
There are no set entry routes, but marketing managers often progress into the role after gaining several years of marketing experience, possibly as an executive or assistant, or in a specialist role such as advertising or brand manager. Typically, employers look for graduates.
On-the-job training is complemented by professional marketing qualifications. These range from introductory certificates to advanced level qualifications.
A successful marketing manager may be able to progress to more senior posts such as marketing director or even managing director. It may be possible to work abroad.
Tuesday, 2 December 2008
Advertising Planner
Account planners set the communication strategy for advertising campaigns. They establish the goals and objectives, target audience, message and tone in which the campaign should be delivered.
An account planner's duties may include:
working with a client to establish their aims and objectives
analysing existing data, market reports and trends
developing, managing and analysing research projects
working with colleagues to develop ideas for a campaign
briefing the creative team, so they can create an effective proposition for the client
presenting ideas and conclusions to the client
monitoring and evaluating the success of the campaign.
Account planners tend to work long, irregular hours, from Monday to Friday. Some agencies have flexible working hours on the understanding that staff will work late when deadlines demand it. Most of an account planner's time is spent in their office, but they also travel to deliver presentations to clients.
Salaries may range from around £18,000 to £70,000 or more a year.
An account planner should:
be creative and able to think around problems
be a rigorous and logical thinker
have strong presentation skills
have good business skills
be interested in advertising as a business.
Most account planners work for creative agencies producing advertising, marketing and digital communication. There are just over 1,000 agencies in the UK, with the vast majority in London. Freelance planners are becoming more common, although to be successful in this generally requires significant agency experience.
There are no set qualifications to become an account planner, but entrants usually have a degree. The subject is not as important as a creative mind and the ability to show real enthusiasm and aptitude for brands and communication.
New recruits may spend time shadowing experienced account planners, while larger agencies often have structured training programmes. They may work for qualifications awarded by the Institute of Practitioners in Advertising or the Communications Advertising and Marketing Education Foundation.
It may be possible to gain promotion to senior account planner. Some planners become agency directors. Movement between advertising agencies is common, and it may be necessary to change employer to gain promotion. Experienced advertising staff may set up small agencies of their own or work on a freelance basis.
An account planner's duties may include:
working with a client to establish their aims and objectives
analysing existing data, market reports and trends
developing, managing and analysing research projects
working with colleagues to develop ideas for a campaign
briefing the creative team, so they can create an effective proposition for the client
presenting ideas and conclusions to the client
monitoring and evaluating the success of the campaign.
Account planners tend to work long, irregular hours, from Monday to Friday. Some agencies have flexible working hours on the understanding that staff will work late when deadlines demand it. Most of an account planner's time is spent in their office, but they also travel to deliver presentations to clients.
Salaries may range from around £18,000 to £70,000 or more a year.
An account planner should:
be creative and able to think around problems
be a rigorous and logical thinker
have strong presentation skills
have good business skills
be interested in advertising as a business.
Most account planners work for creative agencies producing advertising, marketing and digital communication. There are just over 1,000 agencies in the UK, with the vast majority in London. Freelance planners are becoming more common, although to be successful in this generally requires significant agency experience.
There are no set qualifications to become an account planner, but entrants usually have a degree. The subject is not as important as a creative mind and the ability to show real enthusiasm and aptitude for brands and communication.
New recruits may spend time shadowing experienced account planners, while larger agencies often have structured training programmes. They may work for qualifications awarded by the Institute of Practitioners in Advertising or the Communications Advertising and Marketing Education Foundation.
It may be possible to gain promotion to senior account planner. Some planners become agency directors. Movement between advertising agencies is common, and it may be necessary to change employer to gain promotion. Experienced advertising staff may set up small agencies of their own or work on a freelance basis.
Advertising Sales Exec
Advertising account executives work to get their clients' messages across to the public. Employed by advertising agencies, they act as the main point of contact between the agency and client.
The job of an account executive is to quickly grasp each client's goals, and make use of the resources of their agency to build the most effective campaign. They may:
research clients' products, services, plans, competitors and target markets
meet clients for briefings and present proposals to clients for approval
brief agency colleagues, and work with them to plan and implement the best advertising solutions for the client
ensure that projects are completed on time and within budget.
Long hours are common, and advertising staff are expected to work flexibly to meet project deadlines. Advertising account executives are office-based. They travel frequently for meetings, and may be expected to socialise with clients.
Salaries may range from anything between £12,000 and £90,000 a year, or more.
An advertising account executive must be:
quick to absorb and analyse large amounts of information
enthusiastic, energetic and imaginative
approachable, outgoing and diplomatic
a clear communicator, in person and writing
passionate about advertising.
There are around 3,700 account executives in the UK. They are employed by advertising agencies. Over two-thirds of advertising staff are based in London, but there are employers in cities across the country. Agencies vary in size. Almost half employ fewer than 20 people. Competition for vacancies is intense.
Most advertising account executives hold a degree. This is not necessarily in a directly relevant subject, although degrees in advertising, marketing and business are available. It is possible to enter without a degree, although this is quite rare.
Graduate trainees generally undergo an induction period of a few months before becoming account executives. During this time they learn about the industry and shadow experienced colleagues. Training typically covers marketing, advertising, organisational, communication and people skills.
Experienced account executives may progress to an account manager post, and later to account director. With further training, they may become client services director, with overall responsibility for the account management department. After establishing a reputation, some account executives work freelance or set up their own agencies.
The job of an account executive is to quickly grasp each client's goals, and make use of the resources of their agency to build the most effective campaign. They may:
research clients' products, services, plans, competitors and target markets
meet clients for briefings and present proposals to clients for approval
brief agency colleagues, and work with them to plan and implement the best advertising solutions for the client
ensure that projects are completed on time and within budget.
Long hours are common, and advertising staff are expected to work flexibly to meet project deadlines. Advertising account executives are office-based. They travel frequently for meetings, and may be expected to socialise with clients.
Salaries may range from anything between £12,000 and £90,000 a year, or more.
An advertising account executive must be:
quick to absorb and analyse large amounts of information
enthusiastic, energetic and imaginative
approachable, outgoing and diplomatic
a clear communicator, in person and writing
passionate about advertising.
There are around 3,700 account executives in the UK. They are employed by advertising agencies. Over two-thirds of advertising staff are based in London, but there are employers in cities across the country. Agencies vary in size. Almost half employ fewer than 20 people. Competition for vacancies is intense.
Most advertising account executives hold a degree. This is not necessarily in a directly relevant subject, although degrees in advertising, marketing and business are available. It is possible to enter without a degree, although this is quite rare.
Graduate trainees generally undergo an induction period of a few months before becoming account executives. During this time they learn about the industry and shadow experienced colleagues. Training typically covers marketing, advertising, organisational, communication and people skills.
Experienced account executives may progress to an account manager post, and later to account director. With further training, they may become client services director, with overall responsibility for the account management department. After establishing a reputation, some account executives work freelance or set up their own agencies.
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