February 15, 2012 7:24 AM
By Tom Searcy Topics Marketing .
CBS Money Watch
This is the year for all sales people to learn a new language to increase their sales. No, not Chinese, Spanish or Korean (although those are all good ideas, too). Learn how to sell more with the tongue that contains the sweetest words of all to a prospect: the language of increase. Here are four ways to attract more revenue with these magic words:
1. Go to the Source. You should read the classic best sellers of success authors like Napoleon Hill, Dale Carnegie and Og Mandino, and the recent generation such as Stephen Covey, Rhonda Byrne and Ken Blanchard. But go to the source and read a book that inspired all of these authors, titled "The Science of Getting Rich," by Wallace Wattles. Byrne told a Newsweek interviewer that her inspiration for creating the 2006 hit film and book "The Secret" was her exposure to "The Science of Getting Rich." Byrne's daughter had given her the Wattles book to help her recover from a breakdown. To sell more, Wattles says we need to convey the impression of advancement with everything we do. In addition, communicate that we advance all who deal with us. "No matter how small the transaction, put into it the thought of increase, and make sure the customer is impressed with the thought," wrote Wattles.
2. Talk About More. So when potential clients ask you what you do, please don't just give them a list of services and capabilities. Instead, use the language of increase to describe your products and services. For example, you can say that you:
-- Improve lead generation
-- Help clients maximize revenues
-- Increase lead conversion rates
-- Improve company productivity
-- Reduce wasted expenses
-- Enable clients to maximize prices
-- Help departments exceed goals
3. Sprinkle the Words Around. Add the language of increase to your conversation, your websites and your proposals. This is what clients want. There are fortunes to be made by giving clients what they want. Back these statements up with testimonials that document the increase with numbers, percentages and time factors and you are way ahead of the competition.
Here is a real (but not real name) example:
"In one year, all of the 70 employees we hired have gone through XYZ personality profile testing and candidate screening. This improved hiring process has helped our company increase productivity per sales person a total of 21 percent in the last two years. In addition, while the national average for sales person turnover in our industry is 40 percent, we've been able to cut that in half with the help of this sales force screening."
John Smith
President, ABC Company
4. Follow My Lead. Here is how I use the language of increase in my work. I say we're aiming at accounts ranging from $500,000 to $100 million and add that, typically, people hire us for one or more of three reasons:
-- They're looking to "double their double." They want to double the speed with which they can double the size of their company and they believe that landing large accounts is the way to do it.
-- They want a manageable and scalable approach to running their sales process, measuring it and improving their success rates.
-- They have a mega-sale that they want to land and they want me to be their adviser and coach.
Overall, focus on creating the impression of increase to attract more sales. According to Wattles, increase is what all men and women are seeking. His advice was that you should feel that you are getting richer, and that in doing so you are making others richer and giving benefits to all who deal with you.
Thursday, February 16, 2012
Thursday, February 9, 2012
Win Big Deals Without Being Lucky
February 3, 2012 9:45 AM PrintText
By Tom Searcy
"Luck," unlike recent racetrack movies like "Seabiscuit" and "Secretariat," is not about the glamorous world of horse racing. Rather, this is the not-so-pretty reality of racing. Series creator David Milch ("Deadwood") takes a dark look at the gritty underbelly of the sport.
My namesake grandfather, Tom Searcy, was a professional gambler up until my grandmother made an honest man out of him. But Grandpa Tom never bet the ponies. He knew he didn't have any control in those bets, so he didn't like to make them. Like most entrepreneurs, he bet on himself: golf, bowling and cards.
Personally, I don't do any gambling, not even scratching a few lottery tickets. No need to. I'm a professional sales person, and that takes care of all my gambler's itch.
Most business managers I have met know a great deal about gambling. That's because every day they bet their company, careers and causes. The main question, week after week, is this: Is our company going to win or not? When managers take on projects that are long-shots, there are going to be a lot of losing bets.
Take going after a big deal, for example. What's needed is a Texas Hold'em poker approach to pursuing any big deal. If you have ever played Texas Hold'em, a game with an ante and then four rounds of betting, then you know that the players who win the most amount of money play the fewest number of hands. These players actually fold more than 92 percent of the time before the final card is dealt. They know more hands against them than in favor of them.
The game begins with each player being dealt two cards. So players must master the two-card question (Should I stay in the game or get out now?), because that is the cheapest time to fold. In Texas Hold'em, there are only four conditions when it makes sense to stay in the game and keep betting: two of a kind, two of the same suit, two in sequence, or a face card. If a player doesn't have any of those combinations, then the answer to the two-card question is to get out while it is still cheap. There are two winners in every Texas Hold'em hand: the person who wins the pot and the person who folds first. The biggest loser in a hand is the person who finishes second. They expended the most chips without getting anything in return.
The same logic is true in negotiating a big deal. Do you have quality control standards up front at the beginning of your sales process to screen your prospects? If the prospect isn't right, get out early while it is still cheap. With the right focus, a company can eliminate unworthy and unworkable prospects before the stakes get too high.
Be selective. A company should know enough about its marketplace that it can do the research in advance and not waste precious resources and time. Treat prospects like nightclubs and the velvet rope. Be choosy on who you let in. There are certain prospective deals a company shouldn't waste its time on just so it can finish second. In the businesses I've grown, I've discovered that the best business you do is the business you don't do.
Avoid long-shot prospects, toxic clients and circumstances where you will finish second. That will give your company much more time and energy to spend on the chances worth taking.
By Tom Searcy
"Luck," unlike recent racetrack movies like "Seabiscuit" and "Secretariat," is not about the glamorous world of horse racing. Rather, this is the not-so-pretty reality of racing. Series creator David Milch ("Deadwood") takes a dark look at the gritty underbelly of the sport.
My namesake grandfather, Tom Searcy, was a professional gambler up until my grandmother made an honest man out of him. But Grandpa Tom never bet the ponies. He knew he didn't have any control in those bets, so he didn't like to make them. Like most entrepreneurs, he bet on himself: golf, bowling and cards.
Personally, I don't do any gambling, not even scratching a few lottery tickets. No need to. I'm a professional sales person, and that takes care of all my gambler's itch.
Most business managers I have met know a great deal about gambling. That's because every day they bet their company, careers and causes. The main question, week after week, is this: Is our company going to win or not? When managers take on projects that are long-shots, there are going to be a lot of losing bets.
Take going after a big deal, for example. What's needed is a Texas Hold'em poker approach to pursuing any big deal. If you have ever played Texas Hold'em, a game with an ante and then four rounds of betting, then you know that the players who win the most amount of money play the fewest number of hands. These players actually fold more than 92 percent of the time before the final card is dealt. They know more hands against them than in favor of them.
The game begins with each player being dealt two cards. So players must master the two-card question (Should I stay in the game or get out now?), because that is the cheapest time to fold. In Texas Hold'em, there are only four conditions when it makes sense to stay in the game and keep betting: two of a kind, two of the same suit, two in sequence, or a face card. If a player doesn't have any of those combinations, then the answer to the two-card question is to get out while it is still cheap. There are two winners in every Texas Hold'em hand: the person who wins the pot and the person who folds first. The biggest loser in a hand is the person who finishes second. They expended the most chips without getting anything in return.
The same logic is true in negotiating a big deal. Do you have quality control standards up front at the beginning of your sales process to screen your prospects? If the prospect isn't right, get out early while it is still cheap. With the right focus, a company can eliminate unworthy and unworkable prospects before the stakes get too high.
Be selective. A company should know enough about its marketplace that it can do the research in advance and not waste precious resources and time. Treat prospects like nightclubs and the velvet rope. Be choosy on who you let in. There are certain prospective deals a company shouldn't waste its time on just so it can finish second. In the businesses I've grown, I've discovered that the best business you do is the business you don't do.
Avoid long-shot prospects, toxic clients and circumstances where you will finish second. That will give your company much more time and energy to spend on the chances worth taking.
Monday, February 6, 2012
7 Tips to Manage Your Boss -- and Yourself
CBS Money Watch
February 3, 2012 6:33 AM PrintText
by Steve Tobak
Another take: When employee and boss don't see eye to eye.
(MoneyWatch) Sometimes I think employees think their bosses are all-knowing and all-seeing, like a divine being or Santa Claus. They're not. They're regular flesh and blood people, just like you and me. And they've got bigger things to worry about than you. Not only that, but the reverse is also true. At least it should be.
People focus way too much on their bosses. Probably the most common dynamic is when the boss, employee or both are dysfunctional. The more dysfunctional, the more disproportionate the focus. We have micromanaging bosses, but we also have lots of employees that overload their bosses with unnecessary and unwanted information, communication and attention.
In some ways, it reminds me of children with alcoholic or abusive parents. In the name of survival, kids learn warning signs to watch out for. But the workplace is different because you're an adult with adult responsibilities and adult choices. Your boss isn't your whole world, even at work. At least he shouldn't be.
If you find that you're thinking, worrying or stressing about your boss an alarming amount, I can almost guarantee that she's not ecstatic about the relationship either. Here are seven tips to try before you end up shooting yourself in the foot, going off the deep end, or doing irreparable harm to your relationship, reputation and career.
Remember why they pay you: to do your job. People often get confused about the whole boss thing. If you're in a company bigger than, say, 10 people, you don't really work for your boss, you work for the company. You were hired and you're paid to do a job. So focus on doing it and doing it well.
Take the initiative. Executives and managers don't just like it when employees take the initiative to solve big problems and get things done -- they love it. Thus the expression, it's sometimes better to ask for forgiveness than permission. I like to say, "What your boss doesn't know won't hurt you." It's usually true.
Focus on yourself. If there's an issue between you and your boss, there's a 50-50 chance that it's you. And, between the two of you, you're better off focusing on yourself rather than your boss. The reason is simple. You can't control or change your boss; you can only control or change you. Tolstoy wrote: "Everybody thinks of changing humanity, and nobody thinks of changing himself." Smart guy, that Tolstoy.
Give your boss what he needs to do his job -- no more, no less. Of course, there are micromanaging control freaks who should probably see a shrink. But oftentimes, bosses micromanage because they're not getting what they need to do their jobs effectively or they're concerned that you're not cutting it. The best thing to do is ask what's going on and what he needs. Then give it to him -- no more, no less.
Why your boss doesn't always listen to you
Busting the bad boss myth
Have periodic one-on-one meetings. If you have weekly one-on-one meetings with your boss, you should be able to cover everything that needs to be covered and then be on your way. That often relieves a lot of the disruptive ad-hoc communication and unnecessary fire drills.
Get advice from someone who knows your boss better than you do. If you're really befuddled about how to work with your boss, ask somebody who knows him well. I once had a CEO who was micromanaging and it was driving me crazy. Him, too. So I asked the president who had worked closely with him for many years and, lo and behold, he told me what I needed to know. We had a great relationship after that. No kidding.
Be open and honest...with yourself. If things aren't working out, then maybe it's time to move on. Sure, it's a tough job market, so that may take a while, but it's almost always for the better and you'll both be relieved once the dust settles. Of course, you can try to wait him out, but you may end up getting fired, in which case you'll be leaving on her terms, not yours. Something to consider.
February 3, 2012 6:33 AM PrintText
by Steve Tobak
Another take: When employee and boss don't see eye to eye.
(MoneyWatch) Sometimes I think employees think their bosses are all-knowing and all-seeing, like a divine being or Santa Claus. They're not. They're regular flesh and blood people, just like you and me. And they've got bigger things to worry about than you. Not only that, but the reverse is also true. At least it should be.
People focus way too much on their bosses. Probably the most common dynamic is when the boss, employee or both are dysfunctional. The more dysfunctional, the more disproportionate the focus. We have micromanaging bosses, but we also have lots of employees that overload their bosses with unnecessary and unwanted information, communication and attention.
In some ways, it reminds me of children with alcoholic or abusive parents. In the name of survival, kids learn warning signs to watch out for. But the workplace is different because you're an adult with adult responsibilities and adult choices. Your boss isn't your whole world, even at work. At least he shouldn't be.
If you find that you're thinking, worrying or stressing about your boss an alarming amount, I can almost guarantee that she's not ecstatic about the relationship either. Here are seven tips to try before you end up shooting yourself in the foot, going off the deep end, or doing irreparable harm to your relationship, reputation and career.
Remember why they pay you: to do your job. People often get confused about the whole boss thing. If you're in a company bigger than, say, 10 people, you don't really work for your boss, you work for the company. You were hired and you're paid to do a job. So focus on doing it and doing it well.
Take the initiative. Executives and managers don't just like it when employees take the initiative to solve big problems and get things done -- they love it. Thus the expression, it's sometimes better to ask for forgiveness than permission. I like to say, "What your boss doesn't know won't hurt you." It's usually true.
Focus on yourself. If there's an issue between you and your boss, there's a 50-50 chance that it's you. And, between the two of you, you're better off focusing on yourself rather than your boss. The reason is simple. You can't control or change your boss; you can only control or change you. Tolstoy wrote: "Everybody thinks of changing humanity, and nobody thinks of changing himself." Smart guy, that Tolstoy.
Give your boss what he needs to do his job -- no more, no less. Of course, there are micromanaging control freaks who should probably see a shrink. But oftentimes, bosses micromanage because they're not getting what they need to do their jobs effectively or they're concerned that you're not cutting it. The best thing to do is ask what's going on and what he needs. Then give it to him -- no more, no less.
Why your boss doesn't always listen to you
Busting the bad boss myth
Have periodic one-on-one meetings. If you have weekly one-on-one meetings with your boss, you should be able to cover everything that needs to be covered and then be on your way. That often relieves a lot of the disruptive ad-hoc communication and unnecessary fire drills.
Get advice from someone who knows your boss better than you do. If you're really befuddled about how to work with your boss, ask somebody who knows him well. I once had a CEO who was micromanaging and it was driving me crazy. Him, too. So I asked the president who had worked closely with him for many years and, lo and behold, he told me what I needed to know. We had a great relationship after that. No kidding.
Be open and honest...with yourself. If things aren't working out, then maybe it's time to move on. Sure, it's a tough job market, so that may take a while, but it's almost always for the better and you'll both be relieved once the dust settles. Of course, you can try to wait him out, but you may end up getting fired, in which case you'll be leaving on her terms, not yours. Something to consider.
How to Reboot a Stalled Brain
CBS Money Watch
February 2, 2012
By Margaret Heffernan
(MoneyWatch) Leaders always face difficult, apparently intransigent problems. You can look on the bright side and appreciate that this pain always represents learning. But the reality is that, all too often, getting stuck is frightening. Here are some ways to get un-stuck:
Stop working
The natural tendency, when up against a tough problem, is to keep working at it. And, up to a point, that's what you should and must do. But we all reach a moment of diminishing returns, where we are retracing the same old thought lines, beating our heads against the same brick walls. At those moments, it's crucial to stop. Running around the same track won't change the scenery; it will just wear you out. Those of us with a strong work ethic find this very difficult. So just tell yourself that stopping is work too - because it is. To find new approaches means you have to do something new too.
Do something completely different
Codebreakers will tell you that often the best way to solve a problem is to look away from it. Many of my best ideas and solutions came while I was driving home from the office. Go to the gym (with a notepad!) Exercise brings a rush of oxygen into the brain which definitely helps. If that's impossible or too time consuming, walk the dog. Walk the halls. Just cross your office and look out of the window. Even the slightest physical movement can jolt you out of the mental rut in which you are stuck.
If you work from home, put in a load of laundry or empty the dishwasher. Don't start something that takes time - that's displacement activity. Just choose a simple enough task that will shift your thinking while you do it.
Have a conversation (not a meeting)
Conversations about the area you're working in will force you to frame the subject, to define and articulate exactly what it is you are working on. The very act of articulating it may help you to see it differently or to define it for yourself more clearly. It is virtually impossible to do this in a dialogue with yourself but inevitable if you are trying to explain your topic to someone else. I usually find that the very act of expressing what the problem is changes it.
Ask for help
Don't expect a solution. That isn't the way that problem solving works. Instead, discussing a range of approaches may spark a chain reaction that eventually leads you to see the solution - or at least part of it. I think of problem solving as somewhat akin to a pinball machine: You need to bounce off a number of different ideas before you can score.
Go to sleep
My father-in-law has been known to solve equations in his sleep. I've untangled anagrams. I know so many people who have had great ideas in their sleep that now, if I'm working on something particularly intractable, I will deliberately think about it just before I doze off. I want my mind to work on it. Sometimes it does, sometimes it doesn't, of course. But even if I don't have a revelation, the next morning I'm alert and ready to try again.
Remember
Don't panic. Remember: You've been here before. High achievers easily lose sight of the hurdles they've already overcome: Once cleared, usually forgotten. But confidence is not a requirement for success; it is the product of success. So don't forget that you already have those successes under your belt. You've confronted horrible obstacles before and cleared them. That means you're very likely to be able to do so this time. As long as you keep your nerve and keep going.
February 2, 2012
By Margaret Heffernan
(MoneyWatch) Leaders always face difficult, apparently intransigent problems. You can look on the bright side and appreciate that this pain always represents learning. But the reality is that, all too often, getting stuck is frightening. Here are some ways to get un-stuck:
Stop working
The natural tendency, when up against a tough problem, is to keep working at it. And, up to a point, that's what you should and must do. But we all reach a moment of diminishing returns, where we are retracing the same old thought lines, beating our heads against the same brick walls. At those moments, it's crucial to stop. Running around the same track won't change the scenery; it will just wear you out. Those of us with a strong work ethic find this very difficult. So just tell yourself that stopping is work too - because it is. To find new approaches means you have to do something new too.
Do something completely different
Codebreakers will tell you that often the best way to solve a problem is to look away from it. Many of my best ideas and solutions came while I was driving home from the office. Go to the gym (with a notepad!) Exercise brings a rush of oxygen into the brain which definitely helps. If that's impossible or too time consuming, walk the dog. Walk the halls. Just cross your office and look out of the window. Even the slightest physical movement can jolt you out of the mental rut in which you are stuck.
If you work from home, put in a load of laundry or empty the dishwasher. Don't start something that takes time - that's displacement activity. Just choose a simple enough task that will shift your thinking while you do it.
Have a conversation (not a meeting)
Conversations about the area you're working in will force you to frame the subject, to define and articulate exactly what it is you are working on. The very act of articulating it may help you to see it differently or to define it for yourself more clearly. It is virtually impossible to do this in a dialogue with yourself but inevitable if you are trying to explain your topic to someone else. I usually find that the very act of expressing what the problem is changes it.
Ask for help
Don't expect a solution. That isn't the way that problem solving works. Instead, discussing a range of approaches may spark a chain reaction that eventually leads you to see the solution - or at least part of it. I think of problem solving as somewhat akin to a pinball machine: You need to bounce off a number of different ideas before you can score.
Go to sleep
My father-in-law has been known to solve equations in his sleep. I've untangled anagrams. I know so many people who have had great ideas in their sleep that now, if I'm working on something particularly intractable, I will deliberately think about it just before I doze off. I want my mind to work on it. Sometimes it does, sometimes it doesn't, of course. But even if I don't have a revelation, the next morning I'm alert and ready to try again.
Remember
Don't panic. Remember: You've been here before. High achievers easily lose sight of the hurdles they've already overcome: Once cleared, usually forgotten. But confidence is not a requirement for success; it is the product of success. So don't forget that you already have those successes under your belt. You've confronted horrible obstacles before and cleared them. That means you're very likely to be able to do so this time. As long as you keep your nerve and keep going.
Wednesday, January 25, 2012
The Consumer Electronics Sweet Spot in the Economy
Dealerscope
January 25, 2012
From News
Consumer confidence in the overall economy in January 2012, according to the latest Consumer Electronics Association Index, reached its highest point since February 2008. Consumer confidence in technology spending fell in January 2012, which CEA said is consistent with previous post-holiday results.
CEA's measures consumer expectations about the broader economy, the Index of Consumer Expectations (ICE), was 177.3 in January 2012, up from 170.7 in December 2011. It is also up from 175.7 in January 2011, which was the highest point for the index.
Twice a year CEA assesses the state of the industry - where it is and where it's going - with our industry forecasts. At the mid-point of 2011, we saw further evidence that mobile connected devices were an inextricable part of our contemporary lifestyles. The question was whether the momentum would build and by how much? With the results from our winter forecast tabulated, we can confirm that this story has only gotten bigger … and better.
The two major products that dominate the industry and marketplace right now are smartphones and tablets. More than 87 million units of Smartphones shipped in 2011, up 62 percent from 2010. The category generated $27.5 billion, a 57 percent increase from one year ago. About 29.4 million tablets shipped in 2011, up 185 percent from 2010, generating $15.9 billion, a 138 percent increase year-over-year. This explosive growth can largely be attributed to the natural -and typically gradual- interval between initial adoption and eventual ubiquity.
Simply put, consumers now expect to control and use their content wherever they happen to be, whether it's at home, during the commute or on vacation. Needless to say, the industry will pay continued attention to the successful formula of portable plus dynamic.
January 25, 2012
From News
Consumer confidence in the overall economy in January 2012, according to the latest Consumer Electronics Association Index, reached its highest point since February 2008. Consumer confidence in technology spending fell in January 2012, which CEA said is consistent with previous post-holiday results.
CEA's measures consumer expectations about the broader economy, the Index of Consumer Expectations (ICE), was 177.3 in January 2012, up from 170.7 in December 2011. It is also up from 175.7 in January 2011, which was the highest point for the index.
Twice a year CEA assesses the state of the industry - where it is and where it's going - with our industry forecasts. At the mid-point of 2011, we saw further evidence that mobile connected devices were an inextricable part of our contemporary lifestyles. The question was whether the momentum would build and by how much? With the results from our winter forecast tabulated, we can confirm that this story has only gotten bigger … and better.
The two major products that dominate the industry and marketplace right now are smartphones and tablets. More than 87 million units of Smartphones shipped in 2011, up 62 percent from 2010. The category generated $27.5 billion, a 57 percent increase from one year ago. About 29.4 million tablets shipped in 2011, up 185 percent from 2010, generating $15.9 billion, a 138 percent increase year-over-year. This explosive growth can largely be attributed to the natural -and typically gradual- interval between initial adoption and eventual ubiquity.
Simply put, consumers now expect to control and use their content wherever they happen to be, whether it's at home, during the commute or on vacation. Needless to say, the industry will pay continued attention to the successful formula of portable plus dynamic.
Tuesday, January 24, 2012
Too many TV Stations are Leaving Millions in Annual Revenue on the Table
Local-direct advertisers almost always enjoy affordable media marketing. When daytime and prime TV is too expensive in medium and large markets, subchannels which connect to specific target demographics can mean stronger response levels in concert with traditional media advertising and build additional value to station budget attainment. Philip Jay LeNoble, Ph.D. Publisher
Even in small markets, broadcasters are generating up to $1 million in annual revenue with a single subchannel, according to panelists at a NATPE session on multicasting.
By Staff
TVNewsCheck, January 24, 2012 7:02 AM EST
Too many TV stations are leaving millions in annual revenue on the table by not multicasting, according to three broadcasters who are not only airing digital subchannels but distributing them as well.
“We have a station in a market ranked between 75 and 80 that’s generating nearly $1 million in local revenue annually,” said Sean Compton, president of programming at the Tribune Co., which distributes classic-TV network Antenna TV. “There is money to be made.”
Story continues after the ad
Agreeing with his take was Emily Barr, president-GM of ABC-owned WLS Chicago, who said her station and others, including WFAA Dallas, have been boosting revenue and ratings on ABC’s Live Well network by airing some of the channel’s programs on their main channels on the weekend. “We realized we were picking up a lot of syndicated programming to use as filler on the weekend,” she said, “but if you can do a couple of rating points on a Saturday or Sunday with a show from Live Well, you can promote the network and at the same time, bring in an advertiser on both sides” with a package of spots running on both the main channel and the subchannel.
Ratings are growing at all of Live Well’s stations, but especially at those pursuing this weekend strategy on their main channels, Barr said.
“We possess the single best promotional vehicle: our main channel,” Barr said. “We aren’t doing enough to promote our other channels with it.”
Neal Sabin, president of content and networks at ME-TV and Weigel Broadcasting, suggested that subchannels “are duopolies, only you don’t have to get permission from the FCC to have one.”
Multicasting is also local broadcasting’s “best answer to local cable,” Barr said. “There’s a lot of money tied up in local cable that none of us used to see. We can sell [subchannels] to advertisers who aren’t interested in the main channel because of the cost.”
Barr and Sabin both argued that stations don’t need to pass on multicasting in order to reserve spectrum for mobile DTV. Weigel runs four SD channels and one HD channel in Chicago, and ABC stations run both their main channels and Live Well in HD without a problem. “We’re going to get to the point where spectrum is more efficient,” Barr said, “so there will be room to do it all.”
Asked whether their subchannels would always rely on direct response advertising, Barr said Live Well is “already doing some national business and properly-placed product integration because we are doing original production.
“We did a big promotion with Walgreens,” she added. “We are seeing DR, but as we see the ratings go up we are seeing more interest from other advertisers.”
Sabin said Me-TV’s advertising is “100% DR right now. When we get more distribution we’ll take a look at Nielsen and see whether we can go [the other route],” he said. “We need to decide if going after other business is worth it when the DR business is burgeoning."
Even in small markets, broadcasters are generating up to $1 million in annual revenue with a single subchannel, according to panelists at a NATPE session on multicasting.
By Staff
TVNewsCheck, January 24, 2012 7:02 AM EST
Too many TV stations are leaving millions in annual revenue on the table by not multicasting, according to three broadcasters who are not only airing digital subchannels but distributing them as well.
“We have a station in a market ranked between 75 and 80 that’s generating nearly $1 million in local revenue annually,” said Sean Compton, president of programming at the Tribune Co., which distributes classic-TV network Antenna TV. “There is money to be made.”
Story continues after the ad
Agreeing with his take was Emily Barr, president-GM of ABC-owned WLS Chicago, who said her station and others, including WFAA Dallas, have been boosting revenue and ratings on ABC’s Live Well network by airing some of the channel’s programs on their main channels on the weekend. “We realized we were picking up a lot of syndicated programming to use as filler on the weekend,” she said, “but if you can do a couple of rating points on a Saturday or Sunday with a show from Live Well, you can promote the network and at the same time, bring in an advertiser on both sides” with a package of spots running on both the main channel and the subchannel.
Ratings are growing at all of Live Well’s stations, but especially at those pursuing this weekend strategy on their main channels, Barr said.
“We possess the single best promotional vehicle: our main channel,” Barr said. “We aren’t doing enough to promote our other channels with it.”
Neal Sabin, president of content and networks at ME-TV and Weigel Broadcasting, suggested that subchannels “are duopolies, only you don’t have to get permission from the FCC to have one.”
Multicasting is also local broadcasting’s “best answer to local cable,” Barr said. “There’s a lot of money tied up in local cable that none of us used to see. We can sell [subchannels] to advertisers who aren’t interested in the main channel because of the cost.”
Barr and Sabin both argued that stations don’t need to pass on multicasting in order to reserve spectrum for mobile DTV. Weigel runs four SD channels and one HD channel in Chicago, and ABC stations run both their main channels and Live Well in HD without a problem. “We’re going to get to the point where spectrum is more efficient,” Barr said, “so there will be room to do it all.”
Asked whether their subchannels would always rely on direct response advertising, Barr said Live Well is “already doing some national business and properly-placed product integration because we are doing original production.
“We did a big promotion with Walgreens,” she added. “We are seeing DR, but as we see the ratings go up we are seeing more interest from other advertisers.”
Sabin said Me-TV’s advertising is “100% DR right now. When we get more distribution we’ll take a look at Nielsen and see whether we can go [the other route],” he said. “We need to decide if going after other business is worth it when the DR business is burgeoning."
Thursday, January 12, 2012
In Praise of Sales Women of "a Certain Age"
CBS Money Watch
January 11, 2011
ByTom Searcy
"Are there any really good roles for women of 'a certain age?'"
Ageist? Yes. Sexist? Sure. It's hard to miss the disparaging statement so thinly veiled in this faux question.
You don't often hear the phrase, "of a certain age," applied to men. Our society has created this dubious category. We can deny it, argue about, or declare its injustice. For today, I choose to celebrate it.
I have the privilege of working with many sales women of this loosely defined category, and I want to write a short list of the fantastic qualities of this elite group.
Arguably, these qualities are not unique to women or to any age. Most good sales people have some of these attributes. But the successful sales women "of a certain age" I know have mastered these skills:
Laugh well and often. Too often a sense of humor is a comment on being funny. Some of the women in my sample are a riot. Some never say anything funny. But every one of them laughs. They break the tension, make friends and change the direction of a conversation by laughing. It seems that they look for opportunities to laugh.
Set boundaries. Specifically, these women have a well-developed sense of what is right, fair and tolerable. You cross that line at your own personal peril. However, if you correct your slight, you are forgiven and can move forward. Usually, these clear lines are set early in sales relationships and the lessons don't have to be taught twice. Of course, this applies internally with their companies, as well as with prospects and customers.
Listen like cellophane. For a study in relaxed concentration and active calculation, watch one of these pros listen. There is a lot worth unpacking in discussing this skill. For now, what I notice most frequently is the clarifying questions they ask. The quality I notice is in the seeking of understanding and precision. The speaker is flattered and the information is better. And we all know that higher engagement leads to good things in the sales process.
Invest in people one by one. Connecting the dots seems to be a consistent skill among these pros. From people to people, to articles, to ideas, to places to vacation, to associations to join -- the list is long. This capacity to discover the interests of people and then facilitate an important connection is frequently a key to their success.
Know it cold. These pros know their business cold. They have stories, examples and case studies that are bang on-point, and come right off the tops of their heads. Sure, lots of people can do that -- but what makes these women more effective is their willingness to declare what will and won't work with absolute confidence based upon their knowledge.
Again, this list is not only found in women "of a certain age." The challenge stands for everyone who sells. From my short, celebratory list, how many of these qualities do you have?
January 11, 2011
ByTom Searcy
"Are there any really good roles for women of 'a certain age?'"
Ageist? Yes. Sexist? Sure. It's hard to miss the disparaging statement so thinly veiled in this faux question.
You don't often hear the phrase, "of a certain age," applied to men. Our society has created this dubious category. We can deny it, argue about, or declare its injustice. For today, I choose to celebrate it.
I have the privilege of working with many sales women of this loosely defined category, and I want to write a short list of the fantastic qualities of this elite group.
Arguably, these qualities are not unique to women or to any age. Most good sales people have some of these attributes. But the successful sales women "of a certain age" I know have mastered these skills:
Laugh well and often. Too often a sense of humor is a comment on being funny. Some of the women in my sample are a riot. Some never say anything funny. But every one of them laughs. They break the tension, make friends and change the direction of a conversation by laughing. It seems that they look for opportunities to laugh.
Set boundaries. Specifically, these women have a well-developed sense of what is right, fair and tolerable. You cross that line at your own personal peril. However, if you correct your slight, you are forgiven and can move forward. Usually, these clear lines are set early in sales relationships and the lessons don't have to be taught twice. Of course, this applies internally with their companies, as well as with prospects and customers.
Listen like cellophane. For a study in relaxed concentration and active calculation, watch one of these pros listen. There is a lot worth unpacking in discussing this skill. For now, what I notice most frequently is the clarifying questions they ask. The quality I notice is in the seeking of understanding and precision. The speaker is flattered and the information is better. And we all know that higher engagement leads to good things in the sales process.
Invest in people one by one. Connecting the dots seems to be a consistent skill among these pros. From people to people, to articles, to ideas, to places to vacation, to associations to join -- the list is long. This capacity to discover the interests of people and then facilitate an important connection is frequently a key to their success.
Know it cold. These pros know their business cold. They have stories, examples and case studies that are bang on-point, and come right off the tops of their heads. Sure, lots of people can do that -- but what makes these women more effective is their willingness to declare what will and won't work with absolute confidence based upon their knowledge.
Again, this list is not only found in women "of a certain age." The challenge stands for everyone who sells. From my short, celebratory list, how many of these qualities do you have?
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