2010-5b-2

5b-Statement of Philosophy Adam Diskey In the advertising department of the Indiana Daily Student, our foundation is teamwork. As a whole we need to strive for success, overcome our obstacles and reach our goals together. This includes financial and achievement goals. As a manager, I am a team leader and have learned to lead by example. My work ethic, positive attitude, creativity and character as a manager serve to motivate other sales reps in our department. As a manager, I am expected to be a strong leader. As for my management philosophy, I believe being proactive and supportive leads to the highest level of success and growth for each individual on my team and for the advertising department overall.

A proactive manager will help minimize problems, keep a team focused and create more opportunities for success. If I could tell you only one thing about me it is that I want to work to make my team’s job easier. This is one of my top goals as a manager. This sets up our team for success. As a management team, we try to anticipate the upcoming challenges and find what areas we should focus our efforts on to make the biggest impact in achieving our goals. Being proactive is essential to finding the areas where we can improve as a department and grow. This past semester we noticed that there was a major potential for growth in our online sales. We focused on what our reps needed to sell online successfully and within two months we doubled our online sales. As part of our ongoing training program a major theme is being proactive and working ahead, so I personally strive to set a good example of this on a daily basis.

As a manager I want to support my team in any way I can. I am not a person who is always in your face, but able to give reps the freedom to work in their own unique way. My philosophy of being supportive is being open for questions and putting my own work second to helping others. When a coworker comes to me with a problem or asks for help, my goal is to help them find a suitable solution or plan of action. A big part of helping an individual to improve is helping them find their own way and not just telling them how it should be done. As a team leader I strive to help them use their own creativity and innovative thinking, the result being the rep has ownership and pride in the outcome.

Lastly, I want my management philosophy to reflect the idea of “pay it forward”. I have worked at the Indiana Daily Student for three years now and during this time the professional staff, especially my student managers, were great. They inspired me to work hard and showed me what it really takes to achieve success. It’s my opinion that the skills and real life work experience that I have gained at the Indiana Daily Student will be invaluable to me as I move forward and join the work force. I hope to give these same invaluable skills and experience to the sales reps that I help manage now.

There is no greater feeling than watching an individual grow and develop over time. It is very rewarding to take an individual you hired, helped train, worked with one-on-one and mentor them in achieving their own success. There is one case that gives me a great sense of satisfaction where a trainee’s performance was so bad in the beginning, she continuously made mistake after mistake. I met with her individually after team meetings to provide extra training, I had her shadow me on my sales calls and I accompanied her on her own calls. I was committed to her development and success at the Indiana Daily Student. Last year, on a day of a special publication deadline, she challenged one of our most experienced reps to a sales competition just for fun. It was incredibly motivating to the team. She won the sales competition and we made the sales goal. Today, I would consider her one of our best advertising reps. I have great pride, as does our entire management team, when I think of examples like this. That kind of success is what I mean by pay it forward. I want to give the same great experience to others, to help them find their own success at the Indiana Daily Student and in their future careers.

Indiana Daily Student Job Description: Advertising Sales Manager

Manage team of seven student Account Executives including interviewing, hiring and firing, and disciplinary action; holding biweekly team meetings; creating weekly work schedule; monitoring call sheets and sales progress for daily newspaper, web site, special publications and promotions/events; training staff on customer service, data entry, updating database information, enforcing policies and procedures. Provide sales tools and monthly incentive plans to enable sales force to reach monthly sales goals and annual Advertising Department budget of more than $2 million dollars at a financially independent newspaper while still working towards individual monthly sales goal as well. Mediate problems with Business Office and Creative/Marketing Services as well as within department. Coordinate with other managers to cover “crucial hours” in the Advertising Department. Participate on the Ad Management Team which brainstorms special incentives as well as special promotions, keeps track of progress towards goal and brainstorms new ideas for special projects to increase revenue; discusses any personnel issues that arise and agrees on the resolution of same. Provide suggestions to improve the advertising department as a whole Monitor daily newspaper for accuracy and scheduling problems, and troubleshoots problems that arise with any client if respective Account Executive isn’t available. Work under daily deadlines with creative designers and Business Office to handle own client list which includes producing ad layouts, processing paperwork and payments and doing follow up calls.

Indiana Daily Student: Student Sales Manager Responsibilities Daily Revenue

1. Monitor sale of ads for daily paper and special publications, including Weekend magazine and Dining Scene, and online. 2. One week from deadline of special pub, run runsheet to check sales, scheduling errors, pricing errors. 3. Prior to debut of sales flyers at sales trainings, provide “How to Schedule” instructions for binders by computers. 4. Maintain proof board, copy-to-follow board, goal tracker, etc. 5. Follow up on requests from account executives to provide customer service. 6. Review progress towards monthly goal for team/account executive, and assign

call lists as needed.

Communication

1. Answer questions for account executives, both inside & outside. Offer praise. 2. Keep lines of communication open with ad department as well as between ad

department and other departments within the IDS. 3. Strive to keep department functioning as a team; address problems as needed. 4. Meet with other department managers to coordinate projects, controversial ad

review, etc. 5. Attend and participate in weekly Ad Management meetings. Bring up any

issues that need to be dealt with by the Ad Management team. Administration

1. Make sure account executives serve their scheduled shifts/office hours and show up on time.

2. Take “call ins” from account executives who are sick, running late, etc. 3. Conduct bi-weekly team meetings to discuss problems, goal, incentives, etc. 4. Develop incentive programs throughout the year, and present to the staff. 5. Create and present goal awards for achievement. 6. Enforce all policies in departmental handbook (i.e. dress code, email use, etc.) 7. Help in recruitment, interviewing and hiring efforts. 8. Assist in all forms of training throughout the year. 9. Follow up on requests from Ad Director and Assistant Ad Director.

10. Cover the department for as much of the day as possible between the three student sales managers.

Sales Tools 1. Keep literature rack stocked and up to date (including Maxi orders) 2. Keep fax binder up to date (out w/old, in w/new) 3. Keep “How to Schedule” binder current and correct to avoid scheduling errors. 4. Take the initiative to update bulletin boards in both sales rooms.

Sales Figures for Adam Diskey—Nominee for 5b-Student Advertising Manager of the Year

Adam’s client list is designed to be a customer service based list so he can focus on helping other reps and run the day-to-day operations in the office. This year Adam’s client list was dominantly made up of Indiana University departments. This fiscal year, campus wide, the university has cut advertising budgets in all departments. Adam has been able to recover some of this lost revenue by up-selling other clients and prospecting.

He has also helped many reps make their individual sales quotas.

Jan. ’09 71.59% Goal: $15,921.00 Feb. ’09 56.46% Goal: $11,634.00

Mar. ’09 83.22% Goal: $ 8,724.00 Apr. ’09 91.63% Goal: $ 9,248.00

May ’09 66.05% Goal: $ 6,709.00 June ’09 64.38% Goal: $ 4,251.00

July ’09 72.73% Goal: $ 4,160.00 Aug. ’09 72.13% Goal: $ 9,080.00

Sept. ’09 77.37% Goal: $12,921.00 Oct. ’09 80.11% Goal: $14,412.00

Nov. ’09 93.41% Goal: $14,329.00 Dec. “09 84.34% Goal: $ 6,356.00

advertiser name dates impressions total positions sections notes Sept Oct Nov Dec Jan Feb Mar Apr May June July max impressions

medium rectangle

Finelight Strategic Marketing 10/9 - 10/23 50,000 medium rectangle classifieds, all 50,000

Acer America Corp 10/7 - 11/5 25,000 medium rectangle all 20,000 5,000

Steve's Place 11/2 - 11/30 50,000 medium rectangle all 50,000

Sol Spa 11/4 - 12/4 100,000 medium rectangle all 90,000 10,000

Revolution Bike and Bean 11/2 - 11/14 50,000 medium rectangle all 50,000

IU Summer Sessions 10/27 - 11/20 10,000 medium rectangle arts, all 2,500 7,500

Pavilion Properties 10/22 - 5/31 770,000 medium rectangle classifieds, housing, all 35,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000

Nicks English Hut 9/25 - 12/25 200,000 medium rectangle HoosierHype, Sports, all short 10,000 65,000 65,000 60,000

Les Champs Elysees 12/1 - 12/31 10,000 medium rectangle all 10,000

Eye Center of Southern IN 11/19 - 1/15 200,000 medium rectangle all 50,000 100,000 50,000

Eye Center of Southern IN 1/19 - 7/15 600,000 medium rectangle all 25,000 50,000 50,000 50,000 50,000 50,000 25,000

Bloomington Shuttle Service 11/16 - 12/21 100,000 medium rectangle all short 50,000 50,000

Auto Body Specialists 11/23 - 12/23 100,000 medium rectangle all short, make-good 25,000 75,000

Educational Testing Service 12/7 - 1/7 10,000 medium rectangle all 7,500 2,500

10,000 172,500 497,500 417,500 182,500 155,000 155,000 155,000 155,000 50,000 25,000 500,000

top banner

Indieana Handicraft Exchange 9/21 - 10/2 25,000 top banner news 21,000 4,000Bloomington Needs 11/2 - 12/31 200,000 top banner HoosierHype, Sports, all 100,000 100,000

Marsh 8/18 - 12/31 as many as possible top banner news 100,000 100,000 100,000 100,000The Grad Center of NY 9/21 - 12/07 as many as possible top banner all 25,000 100,000 100,000 25,000Star of America 11/16 - 12/28 100,000 top banner all short, make-good 33,000 67,000

146,000 204,000 333,000 292,000 0 0 0 0 0 0 0 600,000bottom banner

Argentum Jewelry 11/23 - 12/18 10,000 bottom banner all 5,000 5,000Argentum Jewelry 11/23 - 12/18 10,000 bottom banner all 5,000 5,000Vance Music Center 11/23 - 12/18 10,000 bottom banner all 5,000 5,000Vance Music Center 11/23 - 12/18 10,000 bottom banner all 5,000 5,000Yarn's Unlimited 11/23 - 12/18 10,000 bottom banner all 5,000 5,000Downtown Bloomington, Inc 11/23 - 12/18 10,000 bottom banner all 5,000 5,000Goods For Cooks 11/23 - 12/18 10,000 bottom banner all 5,000 5,000Lady Bugs Gifts & Tea 11/23 - 12/18 10,000 bottom banner all 5,000 5,000Optiks 11/30 - 12/25 10,000 bottom banner all 500 9,500Spaah! Incorporated 11/30 - 12/25 10,000 bottom banner all 500 9,500Indiana Running Company 11/30 - 12/25 10,000 bottom banner all 500 9,500

0 0 41,500 68,500 0 0 0 0 0 0 0 300,000skyscraper

IU SLIS 10/1 - 1/31 as many as possible skyscraper all 100,000 100,000 100,000 100,000

IU SLIS 10/1 - 1/31 as many as possible skyscraper news 100,000 100,000 100,000 100,000

Steve's Place 12/1 - 12/31 50,000 skyscraper all 50,000

0 200,000 200,000 250,000 200,000 0 0 0 0 0 0 500,000

wide skyscraper

IU Auditorium 1/14 - 2/11 100,000 wide skyscraper all 50,000 50,000OnCampus Advertising KAUST11/17 - 12/31 75,000 wide skyscraper all extended 30,000 45,000Roadworthy Guitar & Amp 10/5 - 10/26 25,000 wide skyscraper all 25,000Bloomington Shuttle Service 11/4 - 12/21 50,000 wide skyscraper all short 50,000 50,000Bloomington Shuttle Service 11/9 - 12/21 50,000 wide skyscraper all short 50,000 50,000

0 25,000 130,000 145,000 50,000 50,000 0 0 0 0 0 200,000

left button

IU UITS 1/11 - 1/29 200,000 left button all 200,000IU UITS 8/31 - 12/31 as many as possible left button all 100,000 100,000 100,000 100,000Revolution Bike and Bean 12/4 - 12/31 85,000 left button all short 85,000

100,000 100,000 100,000 185,000 200,000 0 0 0 0 0 0 500,000

right button

Underground Printing 12/1 - 12/8 136,658 right button all pulled - orig 300K 136,658

0 0 0 136,658 0 0 0 0 0 0 0 500,000

GDM 1/14/10 Grand Totals 256,000 701,500 1,302,000 ####### 632,500 205,000 155,000 155,000 155,000 50,000 25,000 3,100,000

Ernie Pyle Hall 120 • 940 E. Seventh St. • 812-855-0763 • fax [email protected] • www.idsnews.com

IU Sing Section

I N D I A N A D A I L Y S T U D E N T

Proof Deadline: Feb. 4, 2010Ad Deadline: Feb. 5, 2010Print Publication Dates: Feb. 19-21, 2010

In its 78th year of delighting audiences, IU Sing is one of the largest student participation eventsof the year and Indiana University’s longest running tradition.

IU Sing aims to raise funding for working student scholarships, involving more than 3,000 IU students in a two-night campuswide competition. Throughout the IU Sing weekend, these 3,000 students and their family and friends will be out and about, enjoying the IU campus and city of bloomington.

IUSF ad 6x5

2x3(3.792” x 2.875”)

$150 $150 $150

$200 $200 $200

$300$300

Special$150$200$300

(full color)

IU Sing SpecialAd Size2x3 2x5 3x5

Value$1,240$1,404$1,584

2x3(3.792” x 2.875”)

2x3(3.792” x 2.875”)

2x5(3.792” x 4.875”)

2x5(3.792” x 4.875”)

2x5(3.792” x 4.875”)

3x5(5.75” x 4.875”)

3x5(5.75” x 4.875”)

IU Sing

Student Organizations

50% offFor this offer and more,

contact your account executive, or e-mail [email protected].

Support thiscampuswidecompetition.

Adam E. Diskey 378 S. Washington St. • Bloomington, IN 47401 • (260) 402-8670 • [email protected]

SUMMARY OF QUALIFICATIONS Proven leader with highly successful sales and management experience. Builds effective customer relationships, capable of meeting customer expectations. Delivers on promises to customers, employees and colleagues. Resourceful, adjusts quickly to new situations, maintains positive attitude under adverse conditions. Demonstrates initiative in developing and implementing new programs. Highly motivated team player with the ability to communicate at all levels in an organization. Excellent communicator with demonstrated skills in engaging people in the achievement of goals.

EDUCATION

Bachelor of General Studies in Social and Behavioral Sciences

Minor in Management Indiana University, Bloomington, IN (Expected May 2010)

PROFESSIONAL EXPERIENCE

Indiana Daily Student, Bloomington, IN (May 2008 to Present) Sales Manager

• Co-managed team of 24 Account Executives • Interviewed applicants and hired new Advertising Account Executives • Participated in weekly Advertising Management Team and Business Team meetings • Created incentives to enable advertising staff to reach annual goal of $2.2 million • Produced new revenue generating products • Planned and executed monthly department training meetings

Indiana Daily Student, Bloomington, IN (January 2007 to Present) Advertising Account Executive

• Provided primary customer service for existing and newly prospected accounts • Proposed advertising schedules to maximize income • Worked under daily deadlines with creative designers to produce advertising layouts for clients • Managed client database

Paragon Landscaping Inc., Fort Wayne, IN (Summer 2007, 2005) Construction Division Team Member

• Worked with team to carry out landscape design plans by contracted deadlines • Specialized in building stone paths, walls and patios

Hollister Co., Santa Fe, NM (September 2004 – April 2005) Sales Representative

• Ensured excellent customer service • Prepared and installed floor presentations

Wildcat Baseball, Fort Wayne, IN (Summer 2001, 2002) Youth Baseball Instructor

• Supervised and instructed youth baseball players

Adam E. Diskey

Page 2

LEADERSHIP EXPERIENCE

Interfraternity Council, (January 2009 – December 2009) Vice President of Risk Reduction

• Created agenda of issues to address within the Greek community and made policy accordingly • Oversight of Social Responsibility Committee

Sigma Nu Fraternity President, (October 2007 – January 2008)

• Managed 10 executive positions as well as all chapter operations • Recognized as President of the Year in 2008 by the Interfraternity Council • Communicated chapter operations to alumni advisory board • Built and maintained strong relationships with alumni and university officials • Set and managed yearly budget

New Member Educator (September 2006 – October 2007)

• Supported new members in their transition to Sigma Nu and the Indiana University campus • Educated new members on traditions and ritual of Sigma Nu Fraternity • Monitored the academic performance of all new members

VOLUNTEER EXPERIENCE

Bloomington Parks and Recreation Hockey Program, Bloomington, IN (January 2007 – Present) Head Instructor

• Supervised and instructed children ages 4 to 8 in basic hockey skills • Collaborated with Sports Program Coordinator to create weekly practice drills

Awards

2009 Herman B. Wells Distinguished Leadership Award

2008-2009 Interfraternity Council President of the Year

January 6, 2010 CNBAM Judges Katy Homanick Dear Judging Committee, I am delighted to write this letter in support of Katy Homanick as the CNBAM Advertising Manager of the year. When I was hired into The State News, Katy was a Senior Account Executive that exemplified hard work and dedication to her clients and co-workers. These characteristics have carried over, as Katy became Advertising Manager. Katy upholds ethics and values of the advertising profession; she is reliable, honest, uplifting and encouraging. She continuously is finding new ways for the staff to prospect new clients and create strategies to boost sales. She creates and implements competitions for the staff to take part in, in order to improve in all aspects of being an advertising account executive. Such as cold call competitions, or face-to-face competitions, and promotional competitions. Katy is always informing the staff on upcoming deadlines and prepares us well in advance for any promotional material. As a staff we have exceeded many monetary goals for promotions due to Katy’s proficiency in communicating with her staff. When individual staff members reach their personal goals, Katy is the first to praise them, and when a staff member is struggling Katy finds ways to help them succeed. Katy’s leadership skills are exceptional and she would be very deserving of the honor of being Advertising Manager of the year. Sincerely, Kylie Jusick Advertising Assistant Manager The State News

January 3, 2010 Dear CNBAM Judges, It is with great pleasure and pride that I recommend Katy Homanick to receive to receive the CNBAM Advertising Manager of the Year award. Working with Katy for the past three years has been an absolute pleasure. As I have seen her grow from an inexperienced sales rep to a dedicated manager, I am proud to call her my colleague. I have worked under three managers since being hired at The State News, each with a unique leadership style. However, I believe Katy’s to be the most effective. After delving deeper as to why this is the case, I am confident her management is so effective because it encompasses innovation, consistency, pride and strength. Innovation When something isn’t working, Katy sees the opportunity in the situation and fixes it. Her proactive efforts to better train the staff as a whole instead of individually correcting mistakes have helped correct the current problem and prevent future problems. Moreover, her support of new initiatives such as our creative services offerings and the online housing guide have helped plant the seeds for current and future revenue opportunities. Consistency With a staff of nearly 30 account executives, it’s not easy to help out everyone and be part of every solution. However, Katy makes it a point to follow up with people regularly and help when she can. Her credibility as a leader is something our staff can always count on and is the reason why we are so successful at managing numerous accounts. Strength As our manager, Katy faces tough decisions and feels the brunt of Michigan’s tough economic problems. She manages these challenges, as well as her classes and outside involvement, with ease. In this economy, it’s easy to lose spirit after multiple rejections and just give up. However, Katy doesn’t really understand giving up and she is an inspiration to us all to stay strong. Her model has helped many staff members, including myself, stay persistent and close the sale. Pride Walking into the office every day, I can’t help but have a smile when I see Katy giving high-fives, dishing out kudos for small victories and elevating the overall office morale. Times are tough for our paper, but you wouldn’t know it with our department. Katy is more than a manager; she is a genuine leader. I know our staff would find it hard to imagine our State News experience without Katy being there for all of us. If you asked me who would be leading The State News advertising department in three years, I wouldn’t have had an answer. However, seeing Katy come out of her shell and develop into one of the most effective, motivating and pioneering managers has given me motivation and pride. That’s what being an ad manager is all about. She has my highest recommendation for Advertising Manager of the Year. Sincerely, Nick Lucido Senior Account Executive

The State News Katy Homanick Management Philosophy It is no surprise that coming into the advertising manager position for the year would be one of the hardest transitions in our time. With the economy down, ad sales were also down. My staff looked to me for the optimism and solutions that they could not find anywhere else. Optimism and number crunching is what got us through the year. With every promotion my goal was to meet or exceed the previous years numbers. No matter how many times we were told, “college newspaper sales are down” our staff closed our ears; I would not let this pessimistic attitude enter our office. We are The State News and we will work and push as hard as possible to be the exception to any economic down trend. I was hired into The State News in 2007 and closely watched the moves of the older account executives. I learned from their successes and mistakes, I kept notes and ideas of how I could improve myself as an account executive and leader in the office. Our work environment is very much an environment of respect, you do as the veterans do and as an advertising manager that is one of the most important ways to lead, lead by example. Everyday I come in early and leave late; I glance at the schedule and see the account executives here stay far beyond their scheduled office hours. If I’m in my office working hard, the staff is on the phone working just as hard. The work of the account executives motivates me to push harder everyday to come up with new ways to excite the office while increasing revenue. I’ve put together several team competitions to promote unity, sales, fun and drive. While they can sometimes be time consuming to create, I know that the staff appreciates them and long after I leave there will be a new advertising manager wanting to push the staff in similar ways. So far while I have been advertising manager we have had four different promotions in which we have beat the previous year’s revenue, and this is one goal we will push to keep. In addition to sales competitions, I hold trivia battles at our Friday staff meetings. These questions include facts about our paper, true or false questions about clients, and fill in the blank for different processes in the office such as scheduling ads with color. I view these as a fun, but necessary way to keep our staff’s minds fresh and current with items taught during training. To go along with training, I send out weekly emails to our five-team leaders with different points to cover for the week. These emails always follow up with a “tip of the week.” The tip maybe an internal tip such as “increasing your confidence when talking to clients” or an external tip like “items to bring on a sales call.” The staff finds these tips helpful and when presented to them in a small group meeting instead of our large staff meeting they are able to better absorb the information. In order for me to effectively do my job, I have the help and patience of a fantastic management team. I work closely with out assistant, classified and web managers to set goals for them and what they would like to see from the office. As The State News grows I am now looking at adding on a multimedia manager to handle our mobile web, video advertising and what ever new additional we develop as the times continue to change. I love what I do, I love those I work with and it makes it a really enjoyable place to work when the staff is just as enthused about what we are doing as I am. I hold a very deep admiration for The State News and will continue to do everything in my power to keep it progressing and leave my mark as I approach graduation this May. I hold a high respect for everyone who chooses to take on a management position at any paper, it is not an easy position, but if your heart is in it 100%, anything is possible.

The holidays are just around the corner and East Lansing is buzzing with holiday spirit! As part of the East Lansing community, we at The State News would like to offer a minimum of 25% off of advertising November 30th thru December 11th. As part of your participation, we will publish your ad in our “Downtown East Lansing Shopping Guide,” publishing Monday, November 30th. With finals beginning December 14th this year students will be here a week later than normal, making it a great opportunity for them to come visit your business! In addition, you may repeat the same ad in any publication of The State News through December 11th with the same great savings. Sizes and pricing are as follows:

Size Special Holiday Pricing Holiday Savings 2 columns x 4 inches $125 $42.20 3 columns x 5 inches $225 $88.50 3 columns x 10 inches $445 $182.00 6 columns x 10 inches $880 $374.00

Also, you may add the colors green or red to your advertisement for only $100, a $75 savings. If you’d like to participate, please reserve space by Wednesday, November 18th. On behalf of the staff here at The State News, warm regards and happy holidays. Katy Homanick Katy Homanick Advertising Manager

KATY LYNN HOMANICK 129 ½ E. Grand River Ave. Apt #5 East Lansing, MI 48823

[email protected] 586-703-6284

EDUCATION Bachelor of Arts in Advertising | Michigan State University May 2010 Specialization in Public Relations EXPERIENCE Advertising Manager Aug. 2009 – Present The State News | East Lansing, Mich.

• Hire and train a staff of 30 account executives • Work closely with national agencies to schedule print and online advertising • Develop monthly board reports to track local, national and university revenue • Handle payroll and tracking individual sales goals of each account executive • Developed our first ever online housing guide which will compliment our print promotion that has

brought in $20,000 in revenue yearly Senior Account Executive/Web Manager Sept. 2007 – Jul. 2009 The State News | East Lansing, Mich.

• Sales representative at the largest collegiate newspaper nationwide • Generated more than $101,000 in revenue over the course two years, averaging $50,000 per year by

actively cold calling new businesses and maintaining current business • Developed a new promotion for online brackets during March Madness which generated an

additional $8,000 in Revenue • Sold traditional and out-of-home advertising such as print, web and ad-rax posters

Communications/Event Planning Intern Jan. 2009 – Present Michigan Fitness Foundation | Lansing, Mich.

• Maintained blog for Mackinac Bridge Labor Day Run; Blog gained 10,000 additional hits compared to previous year

• Created news releases, media alerts, fact sheets and news advisories • Planned and organized National Employee Health and Fitness Day, doubled the number of

participants statewide PROFESSIONAL EXPERIENCE Alloy Media + Marketing May 2008 – Present

Alloy On-Campus Reporter TECHNOLOGY PROFICIENCY

• Macintosh/Windows Operating Systems, Microsoft Office Suite, Smart Publisher, Ad Pilot, Adobe Photoshop/In Design

MEMBERSHIP IN PROFESSIONAL ORGANIZATIONS

• Department of Student Life (Resident Mentor) • College Newspaper Business & Advertising Managers Inc. (CNBAM) • Public Relations Student Society of America (Ned S. Hubbell Chapter)

StudentPublications

Wells Hall #2

660.562.1530 office

660.562.1224 The Northwest Missourian

660.562.1225 NwMissouriNews.com

660.562.1635 Advertising

660.562.1528 Tower

660.562.1223 HeartlandView.com

660.562.1521 fax

800 University Drive

Maryville, MO 64468-6001

www.nwmissouri.edu

Kristy Thompson

NOMINATION CNBAM 2010

StudentPublications

Wells Hall #2

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660.562.1528 Tower


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www.nwmissouri.edu

January 25, 2010

CNBAM Judges:

Everyday Kristy Thompson, sales manager of the Student Publications Department at Northwest Missouri State University, rises at daybreak not only to prepare for the day’s classes she must attend, the class work she must complete, but also to promptly prepare and visit her clients and manage the operations of the advertising department. She, to me, is one of the few hardworking college students left in this current generation of higher education students who puts her responsibilities and tasks ahead of her wants and desires. She is the only one in my department I consistently see at 8 a.m. when I arrive to work each day. It’s because of this and several other reasons why I am honored to be recommending her to be named the 2010 CNBAM Advertising Manager of the Year.

Over the past three years, Kristy has built up her client list of 13 clients to the 50 plus clients she now regularly visits. I believe these clients of hers continue to advertise more often than what they are contracted for because they trust her and her expertise. She is genuine with them, and generous with the time she has spent investing in each of their businesses. Her trustworthiness and honesty are two of several great characteristics Kristy possesses. It’s what sets her apart from all the sales managers I’ve ever met or hired.

I have relied on Kristy over the past two years to assist me in restructuring the advertising department as well as the development of our special tabloid supplements, specialty themed ads such as the church directory, sponsorships such as athlete of the week, online ad sales, and yearbook ad sales. All of her efforts are her entrepreneurial and self-motivated spirit at its best in an economically challenging time for our award-winning, student publications: The Northwest Missourian, NwMissouriNews.com, Tower yearbook, and HeartlandView.com. Each one covers a campus of 7,000 students and a city of 10,000 plus residents in northwest Missouri.

It’s because of Kristy’s maturity, professionalism, and time management skills that I believe have motivated the sales team of six she leads. She not only manages them, but, as I said earlier, she manages and services a client list of 50 plus, all while balancing her full-time student class load and another part-time job on the weekends. It’s because of her and her team’s efforts, in writing ad campaigns and customizing media packages for clients, that they have met and

StudentPublications

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www.nwmissouri.edu

and usually exceeded sales goals of at least $65,000 of ad revenue in a town of small businesses, franchises and factories. All to cover operating expenses for The Northwest Missourian, in particular, so that the paper can be distributed at no cost to the reader.

I am constantly impressed and inspired by Kristy. She is confident in herself, and the publications she is selling. It shows as she spends time building relationships with clients who have yet to advertise. There is no task or issue too large and challenging for this respected leader to handle. She is flexible when it comes to learning how to paginate ads and fixing design errors in them before they are published in the newspaper. I will truly hate to see her graduate; however, I have full confidence that she will succeed in whatever she does. It’s for these reasons I recommend Kristy for this award. If you may have further questions, please feel free to contact me.

Sincerely,

Sarah WaymanAdvertising and General Media ManagerStudent PublicationsNorthwest Missouri State [email protected]

StudentPublications

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660.562.1528 Tower


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January 25, 2010

Dear CNBAM Selection Committee:

It is with great pleasure that I recommend Kristy Thompson for Ad Manager of the Year. Kristy is the advertising sales manager and senior sales account executive for the Northwest Missourian for the past three years, and she has been nothing sort of phenomenal.

The Northwest Missourian receives no designated funding from the Northwest Missouri State University. So, the livelihood of the newspaper is dependent on the advertising sales staff. In the past three years, that revenue projects to approximately $200,000 and Kristy is responsible for at least 70 percent of that revenue. In my 27 years advising, I have never had a better sales representative – she is nothing short of incredible and irreplaceable. Unfortunately for us, she wants to graduate and we have no way of cloning her.

Kristy works with 50 Maryville businesses. In addition, she oversees eight sales account executives and helps train them and lead them to meeting their sales goals. She is an exceptional advertising representative. She discusses with the clients on business and advertising needs and makes that all happen. Selling can be a frustrating job. However, Kristy goes about it in a professional manner. She possesses all of the qualities we look for in student workers – reliable, takes initiative, professional and a team player. Needless to say, the quality of her work and the revenue brought in makes her an exceptional employee and member of the Northwest Missourian leadership team.

Again, in my 27 years, I have never encountered a more focused, dedicated, determined, reliable and harder sales representative and sales manager than Kristy Thompson. Her work makes it possible for the entire campus to enjoy the Northwest Missourian each week. We don’t think about the people behind the scenes who make such a thing happen. Kristy is automatic with the advertising sales she brings in each week, just as the students automatically pick up to read the Missourian each Thursday.

Kristy’s personality makes her even more valuable. She is somewhat quiet and always humble. She is constantly thinking about ways to improve and she is a perpetual learner. She wants to get even better at her craft so she is ready to go into the work force.

StudentPublications

Wells Hall #2

660.562.1530 office




660.562.1528 Tower


660.562.1521 fax



www.nwmissouri.edu

Probably my biggest compliment I can give her is that I have offered her a position at the weekly newspaper I own in my hometown, Salisbury, Mo. Kristy is the best I’ve ever had at Northwest, and even though she is leaving this family, I would love to have her a part of my newspaper family in Salisbury. She is incredible and I’d be fortunate to have her on my staff.

If you have any further questions please don’t hesitate to contact me. Kristy Thompson is a winner. She has exceeded and shattered all expectations and goals given to her. What more can you ask of a student worker? She is definitely Student Publications Employee of the Year, and I hope CNBAM recognizes her for her exceptional work and contributions by naming her Ad Manager of the Year.

Sincerely,

Laura WidmerDirector of Student Publications236 Wells Hall660-562-1365 (o)660-853-9365 (c)[email protected]

StudentPublications

Wells Hall #2

660.562.1530 office




660.562.1528 Tower


660.562.1521 fax



www.nwmissouri.edu

I think that there are several different characteristics and qualities that make a good manager. A good manager must be honest, understanding, fair, supportive, flexible, creative, efficient, confident, and hard working. I will briefly explain why I feel these qualities are essential to the development of any manager and the overall success of their team.

Honesty is simply the best policy. In order to effectively manage someone, I really believe that the person needs to trust you. I think that employees need to know they can trust what the manager is telling them in order to really take what they are saying seriously and learn from it. A manager needs to set the standards for the department, and acting in a professional and ethical way including being honest, is the best way to do this. In a sales position, it is especially important for a sales manager to be honest with their sales staff, so the sales staff knows to be honest to their clients to help build their relationship stronger.

I think a manager needs to be understanding and fair. Everyone makes mistakes, and it is important that employees know that the manager is going to understand. Now, I do believe there is a limit to this. A manger should be understanding but should also make sure that the employee knows mistakes do happen, but they should not be on a regular basis. A manager also needs to be fair. Managers should not pick favorites; they need to treat all their employees the same to help boost the morale of the overall team.

A good manager is both flexible and creative. Sometimes even with the best ideas and most thorough plans things go wrong. If this happens a good manager needs to stay relaxed and lead their department to productivity. A manager needs to be creative to come up with new ways of accomplishing tasks when something else is not working. Managers also have to use their creativity when they develop ways to motivate and encourage their employees.

Sales managers need to be efficient, and they need to teach their sales staff to be efficient with client’s time. Today’s society is so fast passed it is extremely important to be efficient and not waste time. Business owners, who are often the people working with the sales staff, do not have time to be inefficient; therefore, to make the business owners happy and create more revenue, it is extremely important to work at an efficient pace and accomplish you goals.

Managers need to be confident but not arrogant. Some people have a difficult time distinguishing between the two, but confidence makes people look up to you and respect you while being arrogant can have negative side

StudentPublications

Wells Hall #2

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660.562.1528 Tower


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www.nwmissouri.edu

effects. Managers need to be confident, so their employees and clients feel they can trust them and that they know what they are talking about. Mangers must also be confident when having to discipline or negotiate with employees.

Lastly, a manager needs to be very hard working. If a manager is not willing to put in the time and effort it requires to get the job done, then no one will. A manager needs to work hard to lead their team to be successful. If an employee sees a manager not working hard, it will be hard for the employee to find the motivation to work hard themselves; however, if an employee sees their manager working very hard, they are going to be much more likely to work hard themselves. With the entire team working hard it is much for likely that together you will accomplish your goals.

I think that a manger needs to use these qualities to help guide a team to success. Managers need to be fair but also firm. If an employee is doing something wrong, I feel it is the manager’s responsibility to let the employee know and help guide them in the right direction to correct that action. On the same hand, I feel that it is equally important to tell an employee if they are doing something right. Giving complements as a manager shows the employees that you notice and appreciate what they are going. I think if an employee feels appreciated, they will be much more likely to continue to work hard.

My management philosophy includes but is not limited to improving these specific characteristics while trying to improve the overall quality of our team. I try to consistently improve these qualities in myself, so that I can be the best manager possible. A good manger should value their employees. They should train them, help them, encourage them, work with them, motive them, understand them, and evaluate them. A manager does not run a department; they simply lead a team to find success!

StudentPublications

Wells Hall #2

660.562.1530 office




660.562.1528 Tower


660.562.1521 fax



www.nwmissouri.edu

APPENDIX

StudentPublications

Wells Hall #2

660.562.1530 office




660.562.1528 Tower


660.562.1521 fax



www.nwmissouri.edu

JOB DESCRIPTIONReports to: Advertising/General Media ManagerBasic Function: Responsible for managing the sales account executives of the Student Publications Advertising Department at Northwest Missouri State University: The Northwest Missourian, NwMissouriNews.com, Tower yearbook and HeartlandView.com. Recruits, interviews and hires sales team of five, trains sales team, organizes and manages client and prospect lists, manages paperwork, sets individual and sales team monthly goals, oversees performance of sales team and motivates it, conducts a weekly meeting, and works with ad design manager to paginate all advertisements. Primary goal is to increase advertising revenue for all Student Publications.

BASIC FUNCTIONS1. Maintain contact with all sales account executives on a daily basis.2. Establish monthly revenue goals with the Advertising/General Media Manager3. Review issues of The Northwest Missourian, NwMissouriNews.com, Tower yearbook and HeartlandView.com. Evaluate clients and prospects, and distribute results and suggestions to sales account executives.5. Assist sales account executives in creating ad campaigns to package media. Help them in establishing new accounts.6. Create and maintain weekly meetings with sales account executives. Attend and engage in advertising management meetings.7. Attend and participate in departmental meetings.8. Participate in all training sessions, having part in leading portions of them.9. Conduct sales account executives performance evaluations one to two times a trimester.10. Meet and exceed agreed upon sales and service objectives for the office.11. Be an expert on all clientele of Student Publications including sales and product history as well as market, customer, competition and advertising information.12. Adheres and enforces established deadlines, policies, procedures, etc.13. Follow up and handle promptly all requests from sales account executives, advertising general media manager and director of Student Publications.14. Creates and recommends special promotional and sales programs designed to increase revenue and to enhance advertising status of the newspaper.15. Recruit, interview, hire and assist in the training and professional development of all sales account executives.

QUALIFICATIONS1. Must have previous Student Publications sales experience.2. Must have demonstrated ability to deal with a variety of accounts efficiently and effectively.3. Outstanding communication skills, both oral and written.4. Working knowledge of all publications and departments in Student Publications.5. Ability to interact with people in a professional and positive manner.

HOURS20 hours per week.

15-18% on all sales if individual sales goals are met.2% commission bonus over all monthly sales if the monthly sales goal is met.1-2 trimester scholarship

Must be adhere, enforce, and be present at all deadlines.

Exceptions will be made when there are class conflicts, family and personal matters and sickness.Frequent absences will not be tolerated.

StudentPublications

Wells Hall #2

660.562.1530 office




660.562.1528 Tower


660.562.1521 fax



www.nwmissouri.edu

2007-2008 Sales

2008-2009 Goals

2008-2009 Sales

Fall 2009 Goals

Fall 2009 Sales

August

September

October

November

December

January

February

March

April

$320.25 $0.00 $2,719.87 $0.00 $0.00

$1,107.73 $2,550.00 $2,714.03 $5,300.00 $6,240.77

$1,998.81 $3,675.00 $5,192.43 $6,700.00 $7,402.82

$1,495.41 $2,240.00 $2,543.24 $3,500.00 $3,055.96

$1,455.02 $2,050.00 $2,090.88 $3,075.00 $4,656.81

$1,648.92 $2,750.00 $3,190.44 N/A N/A

$2,874.72 $2,850.00 $3,120.18 N/A N/A

$3,696.63 $3,100.00 $3,580.30 N/A N/A

$5,313.93 $2,500.00 $7,161.92 N/A N/A

Kristy Thompson’s Yearly

Ad Goals & Sales Comparisons

$0

$10,000

$20,000

$30,000

$40,000

$19,911

Kristy Thompson’s Yearly Ad Goals & Sales Comparisons

2007-2008 Sales 2008-2009 Goals2008-2009 Sales Fall 2009 GoalsFall 2009 Sales

$21,715$32,313

$18,575 $21,356

KRISTY’S TOTAL SALES

$19,911 $21,715 $32,313 $18,575 $21,356

TOTAL REVENUE

Percentage of Revenue Sold

$70,928.00 N/A $76,315.00 N/A $34,428.00

28.07% N/A 42.34% N/A 62.03%

StudentPublications

Wells Hall #2

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660.562.1528 Tower


660.562.1521 fax



www.nwmissouri.edu

2007-2008 2008-2009 Fall 2009

August

September

October

November

December

January

February

March

April

$4,613.20 $9,423.35 $4,290.50

$8,570.82 $8,127.14 $7,925.32

$11,635.78 $15,520.76 $11,714.21

$7,998.07 $5,407.93 $3,920.44

$4,953.47 $5,733.51 $6,577.71

$5,149.57 $4,852.04

$7,454.72 $8,169.40

$9,340.10 $7,515.11

$11,212.07 $11,566.07

TOTAL $70,928 $76,315 $34,428

Student Publications Yearly

Ad Revenues Comparisons

$0

$20,000

$40,000

$60,000

$80,000$70,928

Yearly Ad Revenue Comparisons

2007-2008 2008-2009 Fall 2009

$76,315

$34,428

pre Kristy Thompson management era (2007-2008) v.s. her one-and-a-half years of management (2008-present).

StudentPublications

Wells Hall #2

660.562.1530 office




660.562.1528 Tower


660.562.1521 fax



www.nwmissouri.edu

StudentPublicationsNorthwest Missouri State University

The Northwest Missourian www.NWMissourinews.ComTower Yearbook Heartland View

ADVERTISING PACKAGES CONTRACT

_________________________________________________(the Advertiser) hereby agrees to run the indicated number of times required to receive the package rates and discounts within the set period of 8/01/09 to 8/01/10. Rates are based on per column inch (size and time of placement may vary). The Advertiser will pay a total of $________________while the contract is in effect, or until the next annual August 1 rate adjustment. This contract may be upgraded at any time at the Advertiser’s option. Failure to follow this Advertising Packages Contract as specified above will result in the assessment of additional charges on all advertisng placed under this agreement for the differ-ence between this contract rate and a higher rate. This contract, when accepted by the Student Publications Depart-ment, replaces and supersedes any and all previous Advertising Packages Contract/Frequency Contracts between the Advertiser and the Student Publications Department.

BY_______________________________ ______________________________ _________________

ADDRESS___________________________________ PHONE_______________________________

SAE______________________________________ Advertising Manager _________________________

Broadsheet Issues (insertion order separate - circle one):

Supplements (insertion order separate - circle one):

NwMissouriNews.com & HeartlandView.com online ads (insertion order separate - 10% discount w/NWM - circle one):

2010 Tower Yearbook (circle one):

Extras (insertion orders separate) (circle one):

28 Issues - $5.50 per column inch



4 Issues - $6.00 (NEW BUSINESS/CLIENT RATE ONLY)

All 7 Supplements - 15% or 20% discount w/NWM

Only Senior/Homecoming/Health/New Student Guides - 5% or 10% discount w/NWM

Only Fall/Winter/Spring Sports Previews + tentative National Champi-onship Preview - 5% or 10% discount w/NWM

2009-2010 DATES:9/3 11/5 2/11 4/229/10 11/12 2/18 NSG9/17 11/19 2/25 YBK9/24 12/3 3/410/1 12/10 3/1110/8 1/14 3/1810/15 1/21 4/110/22 1/28 4/810/29 2/4 4/15

AD SIZES:Broadsheet Tabloid/Yearbook2x2 3x5 full page2x4 3x6 half page2x5 3x10.5 quarter page3x3 6x10.5 eighth page3x4 6x21.5

Senior/Homecoming//New Student Guides + yearbook - 5% discount

Book + DVD - 15% discount

Book only

DVD only

4 weeks - A B C 14 weeks - A B C

8 weeks - A B C 28 weeks - A B C

NCAA Bracket - $50 per spot

Athlete of the Week Sponsorship

Church Directory

(signature) (print name) (date)

StudentPublications

Wells Hall #2

660.562.1530 office




660.562.1528 Tower


660.562.1521 fax



www.nwmissouri.edu

Display Advertising Insertion Order

Advertiser

INSERTS

Publication

NWM NWMN.com

AD Size & Cost

X

COLUMNS

Full Color, $105

One Color, $60

Discounts

=

COLUMN INCHES

X

RATE PER COLUMN INCHINCHES

=

COSTPER DAY

$

Number of Insertion Dates X

Total Space Cost =

$

+

$

Production Charges

-

$

%

$

=

$

Total Cost

Payment

AMOUNT RECEIVED

.

CASH

CHECK #________

TO BE BILLED

$

Advertiser InformationI (Advertiser) hereby authorize placement of the advertisements in the student publications listed above, and I have read and agreed to the Advertising Terms and Conditions of the Student Publications Department at Northwest Missouri State University.

ADVERTISER

NAME (OF OWNER PRINTED)

SIGNATURE (OWNER SIGNS HERE)

ADDRESS

CITY/STATE/ZIP

PHONE FAX

E-MAIL ADDRESS

RundatesFALL9/3 FS 9/109/179/2410/110/8 SG10/1510/22 HC10/2911/511/12 WS

11/1912/3 12/10

SPRING1/141/211/28 2/42/112/182/253/43/11 SS3/18 4/1

4/84/154/22 HGJUNE NG

Located at Northwest Missouri State UniversityWells Hall #4 • 800 University Drive • Maryville, MO 64468

660-562-1635 office • 660-562-1521 fax

SALES ACCOUNT EXECUTIVE

HV.com YB

Supplements to NWM & Tower Yearbook

RundatesOnline

COST

X

# OF WEEKS

=

COST

-

TOTAL COSTDISCOUNT

=

1/8 Page = _______

1/4 Page = _______

1/2 Page = _______

Full Page = _______

TOTAL COST

COST PER ISSUE

X

# OF RUNS

=

+

Production Charges

Full Color, $105One Color, $60

-

Discounts%

$

COST

DATE

NCAA Bracket

2X2 COST

NUMBEROF SPACES

X =

TOTALCOST

$350, one page, full circulation

$90 per 1,000 for one page

# of Insertion Dates: ______Total Cost: ________

ON CAMPUS FOAP #

Special Requests

X =

# of Issues

$

$

A

B

C

StudentPublicationsNorthwest Missouri State University

The Northwest Missourian www.NWMissourinews.ComTower Yearbook Heartland View

NWMN.com HV.com

StudentPublications

Wells Hall #2

660.562.1530 office




660.562.1528 Tower


660.562.1521 fax



www.nwmissouri.edu

Kristy Thompson1017 N Mulberry • Maryville, MO 64468 • 816-724-0860 • [email protected]

OBJECTIVE

To obtain a position in the Marketing Management field after graduation.

ACADEMIC HISTORY

Northwest Missouri State University, Maryville, Missouri Overall GPA: 3.86 / 4.0 May 2010 • Bachelor of Science, Double Major: Business Management and Marketing, with an emphasis in advertising Relevant coursework to be completed by fall 2009:

• Marketing Research, Business Research Project for Alyoop (Spring 2009) • Marketing Management, Marketing Plan for Curves (Fall 2009)

Benedictine College, Lenexa, Kansas Overall GPA: 4.0 / 4.0 • Completed 28 hours while earning a high school diploma and college preparatory certificate Study Abroad experience, London, Paris, and Barcelona, summer 2006 WORK EXPERIENCE

Advertising Sales Manager & Senior Sales Account Executive ~Student Publications, Maryville, Missouri 8/07– Present• Provide sales assistance to approximately 50 Maryville businesses• Keep accurate expense records and compile, organize, and complete approximately 50 customers’ paperwork• Build relationship and brand loyalty by delivering papers, making follow up calls, and having constant interaction• Prepare paperwork, forms, campaigns, and frequency packages for Sales Account Executives and clients. • Develop monthly sales goals for Sales Account Executives• Manage a sales staff of 8 while ensuring Sales Account Executives are servicing clients and meeting sales goals• Responsible for hiring, training, and evaluating performance of all new employees • Accountable for paginating advertisement space to clients throughout the paper on a weekly basis

Office Assistant ~Shirley’s Realty, Maryville, Missouri 1/09– Present • Schedule bookings for Maryville realtors

• Provide customer service to prospective buyers or renters• Accountable for collecting payments and providing customers with cash receipts• Maintain regular business operations unsupervised

Office Assistant ~ A-to-Z Billboards, Lathrop, Missouri 2/05 – 8/07• Provided outside sales assistance to current and prospective customers• Organized documents and files, helped with collections, and kept accurate records of payments• Managed billing of approximately $10,000 monthly • Accountable for managing money, making deposits at bank, and paying company bills in a timely manner• Continue constant communication with business owner while attending college. Occasional work available from College, job offered back for college breaks, weekends, and summers

Customer Service Assistant ~ Dairy Queen, Cameron, Missouri 5/04 – 4/05• Worked cash register and kept accurate cash and credit sales totals, including front counter and window services• Maintained a sanitary work environment including lobby, storefront, and kitchen area

• Worked 20 – 45 hours per week while attending school full-time

HONORS AND ACHIEVEMENTS

• Outstanding Sales Person of the Year from Student Publications (2008) • Community Youth Volunteer of the Year (2006) • State Youth Volunteer of the Year (2006) • Presidential Award (2003) • Gold Award for Girl Scouts (2006)• Silver Award for Girl Scouts (2005)• Academic Excellence Scholarship (2007,2008, 2009)• Student Media Scholarship Staff (2008, 2009)• Jaclyn Dierking Memorial Scholarship (2008, 2009) • Tower Scholarship (2007, 2008, 2009) • NFIB Young Entrepreneur Scholarship (2007)

“The Person who gets the farthest is generally the one who is willing to do and dare. The sure-thing boat never gets far from the shore.” –Dale Carnegie

1

Tuesday, October 21, 2008

CNBAM Awards Contest c/o Sara Judd, VP/Awards Washington University Student Media, Inc. 1 Brookings Drive Campus Box 1039 Saint Louis, MO 63130 Dear Ms.Judd, Please treat this letter as a recommendation and nomination for Sean Kardux as Student Advertising Manager of the Year for CNBAM Division Five. Sean’s contributions to the financial wellbeing and economic growth of The News Record, the student newspaper at The University of Cincinnati, are amazing. During an era when both collegiate and professional newspapers are struggling to financially survive, Sean has established new and unprecedented methods and procedures allowing The News Record to earn record profits. He has increased local advertising revenue by more than 300 percent, earning a record-high $100,000 last quarter alone, which is approximately 40 percent higher than most quarters. He also led a very successful effort to increase The News Record’s Web advertising sales to historic highs while finding new ways to cut costs, save money and create additional revenue streams for the future. His online business strategies included the development of Web-based classified and display advertising, and link-based revenue sources. While setting sales records, Sean led an effort to audit phone and IT usages, saving more than $5,000 per year, and totally redesigned the classified advertising process to make it paperless, saving well over $1,000 per year. Sean also completely redesigned the media guide, trained an entirely new staff, including five new hires, and established promotional efforts wherein the newspaper’s image was spread throughout campus and the surrounding community. His efforts included large format posters in the main campus food courts, promotional graphics and PA announcements on the large “Jumbletron” video screen at all UC

Leonard “Len” Penix, J.D. Field service associate professor Director, Department of Student Media 509B Swift Hall Box 210135 University of Cincinnati Cincinnati, Ohio 45221 513.556.5914 [email protected]

2

football, men’s and women’s basketball games, and contributed specifications for major contract bidding for printing and distribution of our newspaper. He convinced the local radio station to promote The News Record and to read its headlines on local broadcasts at no cost to our newspaper’s budget. He repositioned our newsstands at strategic locations throughout campus and commissioned an audit to determine how many copies to place in each of more than 100 stands. He helped acquire high quality newsstands at no cost, and placed and supervised advertising on them to increase revenues even further. Sean without a doubt has been an incredible and resourceful business manager who has placed the student newspaper on firm financial ground. It is an honor to highly recommend him as Student Advertising Manager of the Year for CNBAM Division Five. Very best regards, _____________________ Leonard N. Penix

Taylor Dungjen

222 Senator Place Apt. 14

Cincinnati, OH 45220

[email protected]

937.416.5598

Jan. 20, 2010

CNBAM Awards Contest

c/o Sara Judd, VP/Awards

Washington University Student Media, Inc.

1 Brookings Drive

Campus Box 1039

Saint Louis, MO 63130

Dear Ms. Judd:

For the last two years, I’ve watched Sean Kardux transform the business department of

The News Record from a semi-functioning department into a money-making business.

When Sean came to the business department, he was walking into a business that had

been struggling for years. While he was the assistant business manager in 2008-09,

income and revenue began to pick up; a trend that has since continued. Since taking over

the department as the advertising and business manager, he’s hired a brilliant staff and

has continued to generate inventive, innovative to help create interest in The News

Record which, ultimately, has resulted in increased revenues.

In a climate where newspapers are folding and struggle to break even, let alone profit

from advertising sales, The News Record has continued to grow; much of that can be

attributed to Sean and his staff.

It is with great pleasure that I nominate Sean Kardux for CNBAM’s Student Advertising

Manager of the Year Award.

I would be happy to answer any additional questions on behalf of Sean Kardux.

Thank you for considering him for this award.

Taylor Dungjen

Editor-in-Chief

The News Record

[email protected]

o: 513.556.5912 c: 937.416.5598

Jan. 20, 2010

RE: Division 5b – Manager of the Year

CNBAM Awards Contest

c/o Sara Judd, VP/Awards

Washington University Student Media, Inc.

1 Brookings Drive

Campus Box 1039

Saint Louis, MO 63130

Dear Ms. Judd:

Quite honestly, I was laid off from another job a week before Christmas in 2007. When I

interviewed with The News Record in March of 2008 it was the last house on the block.

If I did not get the front desk job I was going to have to drop out of school.

That time off put a lot of things about life in perspective. I began at The News Record

with sincere gratitude for the opportunity to work in order to pay for school and to stand

on my own two feet. Simple things like showing up for work early, staying late and

working hard while I was on the clock gave me a dignity that perhaps I didn’t have in

previous situations.

One thing became increasingly evident over time working here. The folks who pay my

salary so that I can pay rent, buy books, pay for tuition, feed my cats and help me achieve

the goals I have for myself is not my boss, the newspaper or the university. It is the

customers that buy advertising.

The News Record is different than most college newspapers. We do not receive any

monies from the university. We are fully funded by our advertising revenue from our

customers. They pay for our printing, office supplies, phone, internet, cameras and the

student salaries. We have nearly 40 employees at The News Record. Many of them also

receive their dignity from working hard to support themselves and to produce a first rate

paper.

A lot of folks today in this world of entitlement and self serving would get drunk on the

importance of the job and the power that comes from this responsibility. That wasn’t my

experience. What the realization of what was a stake did was humble me.

So at the end of the last academic year, when the business side of The News Record saw

our entire management, administrative and sales staff graduate from college, I was tasked

with rebuilding our team. I interviewed countless people to fill the open positions we

had. I settled on just a few with a diverse background, different majors and a variety of

experience. But the common denominator was that they all had humility. They were

grateful for the opportunity and they understood that the customers pay our wage. Each

had unique gifts that they willingly employed for the betterment of our customers, our

colleagues and The News Record.

What was the fruit of building a team with members that had an attitude of gratitude and

humility? Who were really focused on customers and colleagues and not themselves?

A 300 percent increase in local advertising revenue versus a year ago. 40 percent

increase in overall revenue versus a year ago. And the first increase in classified sales in

over three years…all in the worst recession since the great depression.

Sincerely,

Sean Kardux

Business & Advertising Manger

The News Record – University of Cincinnati

[email protected]

513-556-5902

mailto:[email protected]

Sean F. Kardux 319 Howell Avenue No. 18 Phone: 513-478-1879

Cincinnati, Ohio 45220 Email: [email protected]

OBJECTIVE To secure a position that will challenge my leadership, management and creative skills.

EXPERIENCE Business & Advertising Manager March 2008 to present

The News Record University of Cincinnati

Cincinnati, Ohio 45220

Manage all aspects of the business office. Sales, Marketing, Accounting, Operations, Hiring, Training and Supervising. Integrate market knowledge into decision making to maximize profit and optimize resources. Lead and direct business team in accomplishing goals and objectives. Deliver outstanding customer service to more than 1,000 national, local and university clients. Exhibit creative problem solving to provide excellent customer service. Lead team in the process of developing, designing, and delivering advertising copy. Summarize budget status and communicate information to Director and Board of Directors.

Technician Jacob’s Telephone Co. Cincinnati, Ohio 6/2007 – 12/2007 1155 Western Avenue 45202

Installation and maintenance of IT infrastructure and communications cabling systems.

Resident Manager Gateway House

2232 Vine Street Cincinnati, Ohio 45219

6/2004 – 9/2007

Supervise 30 men in transitional housing. Conducted periodic safety rounds and random drug testing of residents. Exhibited strong conflict resolution skills in ―crisis-like‖ atmosphere. Updated and maintained resident information in Windows-based applications.

Office Manager Cincinnati Blueprint

3704 Cheviot Avenue Cincinnati, Ohio 45211

3/2004 – 2/2007

Provided printing solutions to architectural and engineering firms. Managed internal control of cash, sales, inventory, purchasing, invoicing, and customer service.

Art and Recreation Coordinator

CCAT 830 Ezzard Charles Drive

Cincinnati, Ohio 45214

6/2005 – 6/2007

Provided therapeutic services in support of recovery, increased patient understanding of Art and Recreation in recovery and added dimension to clinical impressions for team. Individual tracking and group reports to supervisor.

EDUCATION 9/2006 – 3/2010 University of Cincinnati Cincinnati, Ohio

Bachelor of Arts—Organizational Leadership

6/2000 Cincinnati State University Cincinnati, Ohio Associate Degree—Applied Science in Business Management

The News Record - Fall Quarter Index Year Ago

RevenuesFall Qtr 09-10 Fall Qtr 08-09 % vs Year Ago

Web Based Advertising 3,456.00 3,627.00 0.95

Display Advertising 102,850.47 68,673.29 1.50

Classified Advertising 4,569.00 3,621.60 1.26

Total Revenues 110,875.47 75,921.89 1.46

The News Record

Advertising and Business Manager Job Description

Responsible for the Advertising Department of The News Record. Duties include hiring and

training sales staff, entering ads into customer relations and accounting software, calculating size

of each paper and ad layouts, establishing goals for sales staff. Handles sales and service for

national accounts. Conducts final proofing of all display ads. Manage and reconcile budget.

Reports to Director of Student Media and Communications Board of Directors.

December 19, 2009

This letter serves to nominate Tim Gheen for Ad manager of the year as presented by CNBAM.

A successful ad manager should be patient, hardworking, and firm while kind. Tim

personifies each of these qualities daily in the office. He works extremely well with others and

has a very professional demeanor; all necessary attributes of a successful ad manager.

When I first started working in the UNC Charlotte Student Media Marketing office I felt

a little lost and out of place. Tim quickly stepped in to provide me with direction and a very

welcoming attitude. While in the office during my first few weeks, I always felt as if I could

approach him with any questions I had. He is always available and is more than willing to assist

all account executives with daily activities. I never feel as if I am pestering him due to his

constant reassurance and kind words.

A mature manager should know how to mix criticism and advice in a constructive and

helpful manner. When negative instances such as not reaching sales goals or not following

through with a client occur, Tim is wonderful at pointing out the account executive’s mistakes

along with positives to give each employee a sense of importance while still recognizing that

there is room for improvement. Through many business class lectures I have learned that the

most successful leaders are charismatic leaders with incomparable qualities. Tim has a sense of

self-confidence without any trace of arrogance. He holds himself high without making others

feel inferior.

A positive attitude is simply his most important quality that makes him successful. He is

very well-received and well-liked. I hope to work with managers such as him in my future

offices and strive to one day mirror many of his qualities.

Tim Gheen more than deserves the title of Ad Manager of the Year and I am privileged

to prove that to be true.

Thank you,

Sara Ingram

Account Executive

November 10, 2009 I am nominating Tim Gheen for Advertising Manager of the Year award as presented by CNBAM. Tim joined us in 2008 as a sales rep. After being top seller for his first semester and then his first year, he became the lead applicant for the advertising manager. Even though this was his first sales position, he showcased a number of natural abilities and great communication skills, which enabled him to learn very quickly. Tim dove head first into his position as advertising manager. He helped lead the team with his professionalism and assisted in creating a dress code, which makes for a better image when going on sales calls. Tim works closely with the sales reps, motivating them whenever possible, and answering any questions. He has developed his own style of selling and he is great at teaching that to the reps and then helping them form their own style. Planning ahead, especially when we have a special section, is what allows us to be ready, and to make sales. When we have a low issue coming up Tim is always on top of the reps giving them encouragement as well as advice. It is amazing how Tim can balance his demanding academic schedule with the stressful advertising manager position. Tim’s ability to balance his schedule carries over to the office, where he is great at balancing his time between reps, looking for new reps, and creating new ways to motivate the team. Tim is driven by success, which makes him a great leader. He has never gotten rude or angry at a rep or a client. His is professional at all times, and sees that positive reinforcement will usually get the best result. Tim has done a great job this year, and I see him doing wonders in the future. There will be many great candidates for the CNBAM Advertising Manager of the Year, but I am positive that Tim Gheen is the best choice and the most deserving. Thank you, William Coffey Marketing Director

Tim Gheen Management Philosophy

As a sales manager I have dealt with many different kinds of situations with either

sales reps, clients, or the marketing director. During these situations I have had to use my

leadership skills, my communication skills and positive reinforcement. I believe that

these three things are the foundation of my management philosophy.

First of all, in a position such as sales manager, leadership is necessary whether it

is asked for in the job description or not. I have completed a Leadership Fellows

program here at UNC Charlotte that taught me many ways to be an effective leader and

how to react in many situations. This program met once a week for three hours and held

a seminar on a different topic every week. After the semester was over I believe that I

gained a lot of knowledge in conflict management, creating win-win situations, and being

able to delegate tasks effectively. Since the Leadership Fellows program I have taken

two more semester long classes that focused on building leadership within teams and

individually. These two classes have implemented even more leadership skills into my

management philosophy and as I continue through college I am attending seminars,

conferences, and reading books all about leadership and how to lead effectively. These

steps that I have taken have shown in my management philosophy that when I can lead

effectively, many things get accomplished.

Leadership skills are enhanced even more when coupled with an advanced

knowledge of communication skills. Besides my major being communication studies and

learning about all about communication itself during classes, I came into college feeling

as if I could talk to anyone about most anything. I am not a very shy person and get

along with many people. I excelled in my previous position as a sales rep because of

these communication skills that I posses and they still can transfer over when I am

dealing with a sales rep or marketing director. I have been adamant about speaking with

my sales reps when they come in just to see about their day and how they are progressing

with the position. I always keep my office door open to be available to help them with

anything if they have a question and I seem to be an approachable person so it is often

that the sales reps actually talk to me about something or ask for help with a client or

account. My communication skills are very important to my management philosophy

and should carry me through my career.

When I am communicating with anyone whether it is a sales rep or a friend I am

going to be positive regardless of the situation. Positive reinforcement is an

extraordinary tool that I use as a main part of my management philosophy. I have

learned in my many classes and books that encouragement from management is one of

the most motivating things in a workplace and it is true. My management philosophy has

really carried encouragement my whole life. I consider myself a very uplifting and

positive person and it just makes it that much easier when I can come in and congratulate

a rep on a sale or cheer up another who has had a tough time. I have noticed that just

saying one positive thing to the reps during the day has lightened their day up and that

keeps them enjoying their job.

Management is something that is never perfected and can be very difficult at

times but I have established three main pillars to my management philosophy. By

maintaining leadership and delegating that leadership throughout the office, using solid

communication skills to better understand and talk to those I work with, and by simply

having a positive outlook and encouraging those I work with I have found that my

management philosophy has thus far been successful.

JOB DESCRIPTION SALES MANAGER Student Media Marketing The Sales Manager is responsible for the scheduling and direct supervision of all Account Executives. The Sales Manager shall also supervise the Marketing Department sales operation in the absence of the Student Media Marketing Director. Distinguishing Features of the Job: The Sales Manager shall track sales goals and assist the Marketing Director and Adviser to help ensure that budgeted sales projections are met by the sales staff. The Sales Manager will assist the Marketing Director in overseeing all operations concerning sales and client service. Primary Responsibilities and Duties:

• Maintain at least 15 posted office hours between the hours of 8:00 a.m. and 5:00 p.m. Monday through Friday. Punches in and out using Student Media Office time clock.

• Coordinates the sales for special sections, spearheading efforts to motivate account executives to meet their goals, as well as deadlines

• Monitor and amend sales information on a weekly basis to assess the performance of Account Executives • Meets once per week with the Marketing Director to discuss the performance of Account Executives as

well as other pertinent departmental issues • Recommend the hiring/firing of any Account Executive to the Marketing Director/Marketing Adviser; as

well as recruit applicants for the Advertising Department • Conduct reviews and performance evaluations of Account Executives • Make in-person sales calls with Account Executives on a regularly scheduled basis each semester and as

needed to resolve problems/concerns • Work with Account Executives to meet all sales and production deadlines; serve as liaison between sales

staff and production staff • Communicate with Account Executives to ensure all sales goals are met

Responsibilities and Duties: Assisting the Student Media Marketing Director and Advisor, the Sales Manager shall:

• Develop incentive programs for the marketing department to increase sales productivity • Conducts weekly sales meetings with Account Executives to discuss sales reports, sales goals, promotions

and operations. Scheduling can be difficult, however, at least TWO sales meetings must be held each month.

• Conduct training sessions and workshops which would be held at the beginning of each semester and as needed during the semester

• Mediate account disputes • Approve special rates and/or credit memos issued to advertisers • Represent and promote Student Media Marketing in a professional manner at conferences, festivals, and

award ceremonies as needed • Work with the Marketing Advisor and Business Manager to ensure that all contracts are serviced and

processed properly by Account Executives, with an emphasis on paperwork • Ensure that all steps in submitting ads for production are properly carried out • Serve as Ex-Officio Member of Student Media Board representing Student Media Marketing

Required Knowledge, Skills, Experience and Abilities:

• Must be a student currently enrolled at UNC Charlotte. • Must possess and maintain a minimum GPA of 2.0; and must have been an employee of Student Media

Marketing the semester prior to, as well as the semester of selection; • Knowledge of: sales methods, University Times Marketing rate structures and budget reports; • Knowledge of: policies and procedures of Student Media Marketing and Student Media Board

Constitutions; • Ability to prepare and present comprehensive reports on Marketing Department operations; • Skilled in sales, production, scheduling and managing department; • Ability to work well with and direct the activities of others.

• Must be in good disciplinary and academic standing with UNC Charlotte.

The Sales Manager reports to the Student Media Marketing Director. Questions about this position should be directed to your supervisor. Grievances may be taken to the Student Media Board and/or Student Media Adviser.

For further information, contact: Kelly Merges, Marketing Adviser, Cone University Center, UNC Charlotte, Charlotte, NC 28223-0001

Phone (704) 687-2146

The University of North Carolina is composed of 16 public senior institutions in North Carolina. An equal opportunity employer.

Rev. 2.25.09 By signing below, I acknowledge that I have read and understand the above job description which outlines the responsibilities as well as qualifications for the position stated. I also understand that by not fulfilling the responsibilities listed above, I can face termination from the position stated. ___________________________________ ______________________________________

$83,756.92

$89,869.48

8/0812/08 VS 8/0912/09

August 2008 December 2008 August 2009 December 2009

Timothy J. Gheen (704) 519-8137 [email protected]

10010 Woodberry Trail Lane Apt #324

Charlotte, NC 28223

Education University of North Carolina at Charlotte - 8/2007- present Pursuing Bachelors of Arts in Communications Work Experience/Community Service University Times at University of North Carolina at Charlotte - 8/2008- present Sales Manager – 8/2009- present Promoted to position beginning August 2009 due to outstanding performance and dedication. Manages 6 account executives and is responsible for training and interviewing new applicants. Sets monthly account executive sales goals. Leads, encourages and mentors account executives to achieve sales goals. Account Executive – 8/2008 – 4/2009 Commission-based sales position, calls on university area franchise managers to market University Times advertising opportunities as a means to provide increased patronage of university area businesses. Outstanding performance award for the month of March 2009 Exceeded monthly sales goals for September, October and March “Copy Writing Award” for marketing plan developed during SUN Regional Conference Levine Museum of the New South – 2/2009- present Community Service for LBST 2215 course, directed through Crossroads Charlotte. Team leader, coordinated with the museum’s vice-president the team’s development of new marketing strategies for new exhibits. Created, distributed and analyzed surveys to the target market to discover effective ways to bring people to the museum. Generated reports on survey results and made marketing research presentation to museum vice-president. Invisible Children – 1/2009-present Community Service for ARSC 3480 course. Collaborated with team for over 35 volunteer hours to raise awareness and money for Invisible Children cause. Held fundraisers on campus. Hosted, promoted and set up Invisible Children event at UNC Charlotte. Heritage at Town Center – 3/2009- 4/2009 Community Service for COMM 3136 course. Helped with activities and engaged in meaningful conversations with nursing home residents. Organized recreational activities for residents.

West Forsyth Family YMCA - 10/2006 - 8/2008 Teen Camp Counselor - Created fun and exciting activities to engage middle school-aged children during summer vacation. Was a positive role model for disadvantaged youth of the community Middle School Madness Counselor - Supervised and interacted with middle school students as a positive role model at monthly “Middle School Madness” events exceeding 600 students. Back Yard Burgers - 6/2005-2/2006 Cashier - Employee of the month 9/2005 Clubs & Organizations Student Activity Fees Commission – 9/2009- present Appointed division head for Student Media. 1 of 9 board members that use parliamentary procedure to make final decisions and vote on budgets and fees for all organizations for UNCC. Control where the income of the school is allotted and distributed. Propose final budgets for Student Media. Student Ambassador of UNCC. UNCC Forensics Team – 8/2009- present One of six recommended members. Travel to regional public speaking tournaments and prepare speeches for events. Leadership Fellows - UNC Charlotte 8/2008- present One of 50 students selected from 120 applicants through an interview process to participate in the UNC Charlotte chapter of this national leadership training organization. Weekly meetings provide lectures and training on time management, public speaking, and professional development. National Society of Collegiate Scholars - UNC Charlotte 3/2008-present Honor Society for students with a minimum 3.4 GPA Lacrosse UNC Charlotte, attack position 2008/2009 West Forsyth High School 2003 – 2007 Team Captain (Junior and Senior years) Most Valuable Offensive Player of the Year 2007

Dear CNBAM Judges, It is my great privilege to write to you today to nominate Jordan Herrmann for the award of Advertising Manager of the Year. This past semester was Jordan’s sixth and final one at The University Daily Kansan. Jordan accomplished many great things in her time here but in this final year she did many things that will help The Kansan continue to prosper in the many years to follow while at the same time helping the paper out immediately as well. Jordan’s leadership and experience are evident each day in her interactions with her sales team. She sets expectations with her account executives from day one in terms of what she expects them to do for number of sales calls, prospecting, attendance in the office and of course sales numbers. At the same time she understands that her account executives have different personalities and therefore different motivations and finds ways to maximize her sales team’s performance. When one of her account executives is struggling with numbers Jordan will do a quick one on one to see why, look for opportunities on their client lists and even accompany them on sales calls to observe their interactions with a client and offers coaching afterwards on how they can perform better. Under Jordan’s leadership her zone members are consistently the most organized, the most apt to sell on-line products and special sections and the top performers amongst all account executives. The biggest reason for all of this is Jordan’s leadership as she herself provides a great example of what they should aspire to be. Jordan herself finished this last year at 113% to goal or $9,358.68 over goal. While this is a good performance Jordan’s zone posted 105% to goal or $9,487 outside of her numbers. These numbers demonstrate that Jordan is excellent at growing her people. They start as individuals with raw potential and finish as dynamic sales reps and leaders. One of the most concrete examples of Jordan’s work in this area is with an account executive named Charlie Belluomo. In the Spring of 2009 Jordan faced adversity early on when one of her zone members left after the first month due to obligations outside of The Kansan. With no time to go through the hiring process again Jordan was forced to take on Charlie on as a sales rep even though he was just an intern with little to no sales experience at the time Jordan worked hand in hand with Charlie to make him as good at his job as quick as she could. She saw that Charlie had heart and passion and from that taught him how to channel that into prospecting and sales pitches. She accompanied him on countless sales calls coaching him constantly and consistently. The results were incredible as after an initial month of learning the ropes of the job Charlie went on to achieve goal for the next three months of the Spring semester finishing at 151% to goal for those 3 months or $5268 over goal. Charlie continued these great results for the rest of the year from June through December finishing those months at 128% to goal or $12,431 over goal and for the Spring of 2010 will be promoted to the position of zone manager where he hopes to develop his own zone members as Jordan developed him.. This is just one example of Jordan growing her zone members as under her leadership she has developed untested students into account executives then zone managers and finally into both the current business manager of The Kansan as well as the business manager for the Spring of 2010. Jordan has also impacted The Kansan as a whole beyond her sales and the sales of her zone members. Jordan helped plan and execute a ground-breaking marketing campaign that brands The Kansan to incoming freshmen through better brand awareness. She recognized that one of the best ways to brand The Kansan was to build a relationship with incoming freshmen from day one so that relationship could continue for the four to five years that they are in school. Now at the annual Hawk-Week event each August for incoming freshmen The Kansan hands out merchandise including t-shirts, water bottles, tote bags and playing cards all with The Kansan’s logo on them. This was further backed by a marketing campaign on the paper’s distribution boxes across campus that featured the same creative campaign as on the merchandise helping create

visual association. The results of her efforts have been tremendous as The Kansan’s return rates have lowered from 11% daily to 7% and 86% of freshmen say that they read The Kansan at least once a week. Her efforts have helped ensure that more people read The Kansan daily In addition to helping ensure that as many students as possible are reading the daily paper she has worked hard to better develop the paper’s on-line futures. Recognizing that The Kansan needed to go beyond its home page alone she worked with the on-line manager and the web designer to design “The Guide” as an off-shoot of www.kansan.com. This new web-site focuses on the dining and night-life aspects of the Lawrence area allowing students to post their own review of local restaurants, access the hours and specials of those restaurants and bars and at the same time create a new sales venue for The Kansan’s reps in the form of ads and menus on the site. You can look at her work yourself at www.guide.kansan.com. When I look back at this past year and see al that Jordan has done for revenue for the paper, development of its staff, increase of readership and development of future web products I can think of no better candidate for this award from our organization. Jordan’s devotion to the paper is second to none and the results she produces are exemplirary. Sincerely, Jon Schlitt Sales and Marketing Adviser

Dear CNBAM Judges,

This letter is no ordinary task for me. Its subject is of enormous personal value, for which its language can’t do it justice. There have been few people in my life who have made the impact that awards me the kind of inspiration and gratefulness I can’t put into words. My time on the Kansan has allowed me the valuable opportunity to meet one such person who has set an example of what it is to have passion for a job, unyielding dedication to your team and the ability to instill this mindset in others. It is with great pleasure and utmost sincerity that I reach out to you today to recommend Jordan Herrmann as Advertising Manager of the Year.

Over the past year and a half, I have had the privilege of witnessing Jordan’s extraordinary talents first-hand. You will undoubtedly see that the results on paper speak loudly on her behalf but, as management and leadership regard the human element, allow me to provide insight from the perspective of someone who has had the advantage of learning from Jordan as a manager.

Among her many strengths, Jordan is an incredible motivator. Not because she has a

knack for the come-to-Jesus talk. Rather, she keeps her people hungry by helping them establish their own appetite for success and enables each individual to emerge into his or her own element. The thought and creativity she puts into this task is respectable alone and the success of her zone members echoes her keen abilities to motivate. During my semester in her zone, Jordan motivated my coworkers and me through innovative incentives, which encouraged positive sales habits. The most unique of these was the February zone auction. The goal was to accomplish certain objectives that earned account executives monopoly money to be used in the end-of-the-month auction of prizes. Objectives focused on planning ahead, consultative selling, effective advertising, creative collaboration and self-evaluation. These elements guided each of us to become the best representatives we could be for our clients and the Kansan.

I consider myself a personal testament to Jordan’s abilities. My first semester on staff was

weighed by immense struggles in meeting my revenue goals. Many aspects of the job were not clicking for me; yet as I entered into my second semester, I was privileged enough to inherit Jordan’s leadership and the results were night and day. I no longer struggled to meet my quota each month, I surpassed it, usually before the month even started. Through the implementation of one-on-one sessions and goal setting, Jordan taught me the importance and know-how of planning ahead and “filling the funnel.” When numbers became a breeze for me, she challenged me to subtract the revenue of my largest client and work to break quota without them. This enabled me to sell with the mindset that allowed cushion for unexpected events and provided me, as well as my team, stability throughout the semester. Her belief in me and dedication to harvesting the potential she has always seen aided in shattering my semester quota three months in and going on to be appointed into management in subsequent semesters. In this, my final semester on staff, I am serving as business manager: an opportunity that I am certain would not have been possible without Jordan’s guidance. I’ve considered it an immense honor to grow and serve on the Kansan with Jordan and I hold such pride and appreciation in calling her my mentor. But I represent just one of many who share my sentiment and continue to serve as evidence of her enormous contribution to the staff.

I have no doubt that the whole of the nominees for Best Advertising Manager are qualified. I have no doubt they each have been assets to their staffs and played central roles in the success of their peers and the paper. But I am also certain that none are like Jordan. Her devotion and understanding of her peers and the needs of this organization are remarkable. Her aptitude for recognizing and harvesting the potential of others has set a framework for our staff that will

ensure that the Kansan’s legacy live on, as well as her own. The three years she has dedicated to the Kansan have impacted numerous individuals and set the organization in a direction of growth that will continue to sustain our newspaper’s success for years to come.

Most sincerely, Cassie M. Gerken Business Manager University Daily Kansan

Management Philosophy

Among the countless lessons I learned as a zone manager at The University Daily Kansan, there is one that has been fundamental to my success as a manager. It is simply the fact that there is no formula to follow when managing another person or a group of people. We’ll begin there with my philosophy on management. From my experience, I learned every individual that I manage enters our organization with a different personality, different set of skills, and different motivators. My responsibility is not only to find out what they are, but to use it to help the person reach their potential as a salesperson and gain a confidence level they might not even know they possessed. Being a manager is more than making sure the salespeople hit their numbers and the teams’ budgets and bottom lines are met. Training and developing the individual’s confidence in their position will help them achieve those set numbers and accomplish more than what they thought could be done. That’s where I see the real responsibility of a manager. It is the development of a person from point A to point B; the raising of a person’s standards beyond their preconceived limitations, all the while leading a group of strangers who don’t know a thing about one another, and transforming them into a team.

Over the past year, I have had the privilege to work with eight salespeople on the Kansan. With each person that is assigned to my zone, I invest the time to get to know each one of them, establish their goals for their time at the Kansan, and also in their career. Through this process, I help to establish myself as a trusted resource, and a leader they can be comfortable to approach. I know some need a manager who lays out schedules and deadlines while others thrive off big ideas and a competitive atmosphere. As a zone manager, I have managed each one of these personalities, in addition to many others. The key to successful managing is adapting to the needs of each type of personality. How I respond to management is vastly different than the individuals who report to me respond. My job is to discover how to communicate to them in the way they will understand and help motivate themselves.

During the past year, it seems that I was the manager assigned to those individuals who need a little extra push to achieve success on the Kansan. For example an individual, who during her first semester on staff, struggled with hitting her revenue goals. We could all see the talent and potential she possessed, but something wasn’t quite clicking. The next semester, when she was assigned to my zone, we focused on planning ahead and executing new business. That semester, she made her revenue quota every single month and hit her entire semester goal by the third month. She exceeded her quota by 140%, was consistently recognized as one of the top performing AEs, and by the time you will see this letter, she will be taking over the top position on the Kansan as Business Manager.

The best way I know how to help a person improve is to have them set challenging, yet achievable goals. That’s what will build their confidence, resulting in higher numbers and overall success. This includes setting client goals and personal goals. To track this progress, I make the effort to be in the field with reps as much as possible. During these sales calls I am able to encourage them on things they have done well and help them in areas that need improvement. All account executives (AE) are aware of the performance standards expected for our team. I have seen many managers in the past confused or frustrated when an AE doesn’t do what the manager assumed they already knew. I know everyone enters our organization with a different expectation for what the job entails. My job is to unify those expectations so the AEs have a solid foundation of training to base their work from.

The foundation of success for our sales team is identifying the strengths and weakness of my accounts executives and putting together plans for each one. The ones that are experiencing success present challenges as well. I had an AE who was averaging 150% per month. In most situations, this is a manager’s dream, thinking, “clearly they know what they are doing, so I don’t have to worry about them!” However, my thinking was the opposite. I thought “how can I get this person to challenge themselves further? How can I get them motivated to reach greater heights?” We decided to pretend their biggest client called up and said they were no longer running. The

task was now to hit goal without his largest account. We both agreed that this would take an increase in new business prospecting, upsell of smaller accounts, and creative solutions for challenging clients that have already said no. The AE hit 198% to goal the next month, and needless to say, the challenge was accomplished. Conversely, with those AEs that continue to struggle is when I believe a manager is truly tested. Providing truly honest feedback on an individual’s performance is essential. I will refer back to my “customized communication plan” when addressing constructive criticism because everyone responds in different ways. But the end result should be the same: improvement.

Another aspect of my job is motivating and team building. The best way I can accomplish this is through our weekly zone meetings. Every week we would go somewhere outside the office, usually meeting at a restaurant. In each meeting, we go over each person’s highlights that week, and have a ‘zone topic’ to discuss. The important part of these meetings is to get the zone members to talk as much as possible. I witnessed many times in the past, zone meetings being dictated by the zone manager as announcements. When I became a manager, I made it a goal of mine to prepare for every zone meeting with open ended and thought provoking questions to produce discussion. Zone meetings are meant to be an open forum for zone members to communicate ideas, share challenges, and also to bond as a team. In addition to weekly meetings, every month I usually started a zone sales incentive. Sales incentives are used to create a competitive, fun atmosphere, while at the same time increasing revenue and bringing everyone together towards a common goal. We did everything from a zone auction to a carnival, to a night out, to bowling, and so on. The point is to drive results while still providing an outlet for camaraderie and enjoyment.

For the past year, my team has hit every semester revenue goal, 98% of their monthly team goals, outperformed every other zone on staff, and both zones I managed have been recognized as the ‘best zone” as voted by the staff. Three of my AEs were voted as the account executives of the semester, two senior account Executives of the semester, graphic designer of the semester, and I have been awarded manager of the semester three times. I always tell my zone that a zone manager’s success is determined by the success of our team. If I received this award, it would recognize my efforts to improve and serve those in my care in developing excellence. I would most certainly chalk it up to the work of the “Chrome Zone” and “Centaur Rockstars” (our team names if that wasn’t already apparent).

The aim of the Kansan is to provide our employees with a truly professional learning experience. My job is to develop and train others for success on the Kansan and in their future careers. When I joined the Kansan, I never considered myself to be a ‘manager.’ I’ve always heard that the mark of a good leader is that they leave a legacy for others to carry on. That was my aim for this year; to help equip those who will take over my position with the skills and assurance to further the success of the Kansan, and into their careers after college. This was my second year as a manager, and my third and final year on the Kansan. I wanted to make the biggest possible impact I knew how. I wanted to exit being able to say I helped as many people as I could. It didn’t matter if they were in my zone, if they were a fellow manager, or if they were my superior, I wanted to leave being considered a reliable, respected, and trusted leader.

Without entering the ‘real world’ I recognize the amazing opportunity I had been given. I had been given a chance to really help people, to make a difference in their lives. I have held many positions on this staff, anywhere from sales to Business manager. I executed new revenue streams, introduced new products, broke multiple sales records, led sales and management training, worked with countless businesses in their marketing toward students, and I’ve been nominated for Business Manager and Salesperson of the Year. Although I am proud of these successes, they do not stack up against the thank you notes that sit in my desk, or the exhilaration felt when witnessing an AE or a team succeed. In the past two years, I have worked very hard to provide a valuable business experience, and have been dedicated to helping people realize their strengths and take pride in their work.

Appendix

1) Zone Manager Description

2) Brief Explanation of Revenue Performance

a. Spring 2009 Numbers b. Fall 2009 Numbers

3) Product and Sales Initiatives

4) Resume

Job Description

As a Zone manager, I am responsible for training, motivating, and guiding each member of my zone into success. Our staff is comprised of about 17 salespeople, and within that group, there are three sales forces, called ‘zones.’ Each zone has a zone manager at the top, who supervises over a senior account executive, about four or five account executives, and a graphic designer. Our zone managers would be very similar to any other manager in a company; however, we sell right along with our reps, and are responsible for our own account list as well as the zones. One of the most important aspects of a zone manager’s job is providing a solid training foundation in which an AE can feel confident approaching an advertiser. We train our reps in the importance of a consultative sales approach, original and results-driven campaign ideas, out of the box thinking, and importance of an effective media mix and frequency. The ultimate aim for the zone manager is to equip each AE with a foundation to build upon, and ensure that ongoing training is implemented throughout the semester. Many of our students lack any sales experience when they join the Kansan, and have never sold an ad before in their life. By the end of the semester, they transform themselves into a business’s “marketing consultant” for increasing college student traffic and awareness.

Like I mentioned above, a zone manager is responsible for providing ongoing training. There are several avenues in which this can be accomplished. Let’s pretend that you are an AE in my zone. You will have a zone meeting one night a week. This is where you will learn and discuss with your fellow zone members a new sales technique, or we’ll revisit the importance of benefit selling, or perhaps we’ll talk about an effective advertising strategy used in the industry. You were able to hear multiple team members’ opinion, and are now able to apply what you have learned to a potential advertiser (and you had a few laughs with the zone too). Okay, so we’ve had our zone meeting. Every other week, you will have a one on one with me. During our one on one, we will discuss progress with specific clients, brainstorm ideas, the challenges you are facing, the successes you’ve had, and why they were successful. You will also set goals to achieve by our next one on one. Here, you are able to learn important planning strategies, anticipate revenue deficits to make up, and have a discussion about the job as a whole. So now that we’ve had our one on one, we will make a plan for me to attend a sales call with you. After the call is over, we will discuss what you think was done well, and what aspects you would do differently next time. I would then provide you with feedback on your sales approach and what you excelled in, and what areas could use improvement.

Now that you’ve seen the responsibilities of a zone manager through the eyes of the AE, you can see that the zone manager is there to provide several avenues for learning. I always tell my zone that the best salespeople are SMART, and it’s because they are constantly seeking new knowledge to apply to their job. The AEs learn in a group setting, on an individual basis, and also with hands on training. Combining these strategies creates a highly effective, autonomous and confident salesperson.

Brief explanation of revenue performance A little insight into my zone of spring 09: At the time, the Kansan for the past two years

has experienced wild success as far as revenue, and recognized on a national scale, winning a prestigious two BASSY awards. While many newspapers and other media experience hardship in making goal, the Kansan has continually found success. In the spring of 2009, the Kansan was going to compete against its highest numbers in recorded history. My zone, specifically, was given the greatest revenue responsibility of the staff. It was our job to not let our lofty goals intimidate us, and continue to seek creative, innovative ideas to drive revenue and provide substantial return on investment to our clients. During this particular semester, our zone achieved all but one month’s goal, and hit our semester goal with a 4% increase. This is was more than $10,000 over any other sales team on staff. Additionally, since my long tenure on the staff, I have never seen a zone hit such a high mark at $154,000 for the semester…ever. Four of my reps were promoted the next semester and have gone to succeed further in their leadership roles. Our zone was so successful that we had members that recognized as “Account Executive of the Semester” “Online Salesperson of the Semester” “Senior Account Executive of the Semester” “Creative of the Semester” “Manager of the Semester” and our zone was recognized as “Zone of the Semester.” Out of almost 20 salespeople, to have one zone recognized on so many levels is a true testament to their exceptional talent and hard work.

Entering the fall semester of 2009, my zone was again given the highest quota on staff,

with my individual goal being the highest on staff as well. And once again, the zone showed results exceeding expectation. Our zone hit goal every single month, with an average of 12% each month. I know most newspapers in the industry currently would kill for that kind of growth. We outperformed every zone on staff, every single month by more than $15,000, and hit our semester goal after four months, with an additional month left to sell. We ended 14% over goal at the end of the semester. More impressively, when my individual quota is taken away from the zone’s collective quota, the zone STILL met goal. Often times, the zone manager is more experienced in selling, and it becomes common that they will ‘carry’ a big amount of the zone goal. However, these two zones showed that they surpassed their quota as a team, and didn’t rely on myself to generate the revenue. Every single person was promoted on our team the next semester, and we had members named “Account Executive of the Semester” “Senior Account Executive of the Semester” “Zone of the Semester” and “Manager of the Semester.” The Chrome Zone (our team name) was consistently the top earners and performers of the staff. Our names would be at the top of the leader board as far as sales in run of press, special sections and online products.

What I can most attribute to the success of the zones is undoubtedly the fact that we were

a team. When an AE was down for the month, the team members would immediately offer to help brainstorming creative campaigns for clients, new business prospecting, and offer encouragement along the way. We function as one group, but each person knew they played an integral role. One of the biggest reasons why the Kansan is repeatedly recognized as one of the best college newspaper staffs in the country is because we have people who live and breathe the Kansan. The personal investment in not just one’s individual success, but in the success of the business unequivocally boosts the drive to generate innovative, trendsetting ideas. I can honestly say every single person I worked with in my zone “bought in” to the Kansan. I don’t know if I’m able to explain how rare this is. I am confident that every person I have coached truly has adopted the mentality that if they work as hard as they possibly can for their clients and for the organization, they will undeniably reap the awards. They will have the ability to make a difference, whether it is on a local business, or a fellow co-worker. This is the mentality that they will now introduce to new employees and so forth, and thus, this is how the Kansan has succeeded.

This graph depicts the zone’s success without my ‘involvement,’ as far as revenue. The zone’s new goal was $104,000, which was increased by 3% by zone members. What’s impressive is three of the members were brand new salespeople, one of which was an intern who was promoted and started a month late. They were still able to make up the revenue and increase quarterly sales.

This graph shows the performance of each zone member in his or her semester goals. Three salespeople hit their semester revenue, with one being a few hundred dollars away from achieving goal. We had the most zone members meet goal out of any other sales team.

This graph depicts the team’s success as a whole. We surpassed goal four out of five months, and set a record for $154,000 total for the semester. Four reps hit over 150% to goal for at least one month, if not two or three months. Our zone accounted for 30% of the staff’s total revenue. We accounted for 35% of the special section revenue and 35% of the staff’s total online revenue.

In fall of 2009, our zone surpassed our monthly goal every month, and finished $14,000 over goal for the semester. This was the highest percentage and revenue of the staff.

The graph above shows the performance of each individual in his or her semester goal. With the exception of one person who was a few hundred away, every single person surpassed their semester goal, with at least a 7% increase. This is a feat that hasn’t been accomplished at the Kansan in two years. Three AEs hit 150% at least one month, and two reps hit 200% toward their goal during the semester.

The following three graphs represent our zone’s sales in special section, online and ROP as compared to the other sales teams. We are zone 1, and generated more than $22,000 in special section, 43% of online revenue and $60,500 in ROP sales. Our zone excelled in each area.

The graph to the left represents the zone’s performance excluding my quota. As mentioned earlier, often times a zone manager ‘carries’ a large amount of the revenue, being that they are more experienced in sales. This zone surpassed goal every month, and ended 115% to goal. This again, is especially impressive as we had three brand new AEs in the zone.

SEPTEMBER CHROME ZONE AUCTION

Okay so here’s the deal you Chrome sellin fools: You will have the entire month of September to complete as many tasks as you can in order to make as much money as you can. At the end of the month, the zone will have an auction for a multitude of prizes beyond your wildest imagination. SO, whoever has the most money, will be able to bet on the best stuff…yes? Okay good. AND, at the end of each week, whoever has the most money accumulated will receive an extra $100,000 to use towards the auction. Tasks can be repeated as many times as you would like. They are up for interpretation, and can be argued, pleaded, or added to. Jordan will be the judge and all tasks must be approved at her discretion. The auction will be held on our last zone meeting of the month, September 30th at 7:00 pm at you guessed it, DUFFY’s. Black tie formal dress is highly recommended. Cause this is an auction, and we’re classy. May the games begin. $10,000 Write a thank you note to a client Write a thank you note to someone on staff Bring in treats for the zone Clean the office Get an A on a test/quiz/project $50,000 Sell a classified display ad Sell guaranteed placement Give a class line lead to Lydia Zone has top sales for the day Get a meeting with a new business Find an article about advertising or sales and send it to the zone $100,000 Be top salesperson of the day Sell (2) clients color ads Go on a call with someone in the zone Take Vance on a call with you Sell a bundle $200,000 Sell (3) Clients in Gameday magazine Take Jordan on a client call with you Sell a Kansan coupon for October Sell (2) Guide packages Sell an online ad

Have your name bolded on the numbers sheet at staff meetings (be on track to hit goal) Sell a new ROP campaign (client running every week of the month) $500,000 Have 7 clients running ROP Be at 50% for October by September 14th Call 20 new businesses (must show call sheet) Sell an FSI Sell a full page in Jayplay Go on 15 client calls $1,000,000 Hit goal for September Have (2) prospected new businesses run in the paper (no call ins) Zone breaks goal Sell a full page in Gameday Break for October before the month begins Have a client write a testimonial on their results with the Kansan $5,000,000 Hit 150% of your quota Make K Club (Make $1,000 paycheck) Sell a full page in ROP Have 5 new businesses run in the paper (no call ins) Zone hits 150%

This particular incentive was a wild success. I’ve used in twice, and it continues to be one of the most fun incentives of the semester. The ‘money’ they would receive was Monopoly money. At the end of the month, the zone would bid for a variety of prizes including the following: a snuggie, sham wow, catch phrase, monopoly, movie tickets, an ad in the paper, a day in the adviser’s office, gift cards, slinkys, and several more. Our zone hit 115% as a team and sold more than $5,000 over our goal. The point of the auction was to instill competition within the zone, but also to give the AEs goals to base their work from. Like I’ve mentioned before, three AEs were brand new, and often need some guidance their daily activities. Towards the end, the competition got very intense (in a good way), but ultimately this auction was one of the most successful incentives I’ve seen executed during my time here.

The following items are materials and new product initiatives that have been successful.

The “KU Sports Package” was created when the Kansan was releasing three special sections very close together, all focused around basketball and football. I train my reps in the importance of long-term campaigns and ‘bundling’ in order to make the pitch easy to understand. It wasn’t long before the entire staff wanted to use the “KU Sports Package Bundle.” The reps saw excellent success and went on to sell three highly read special sections to multiple advertisers. This “package bundle” was used again in the semester by upper management.

The Guide is a website that was launched in spring of 2009. It is an entertainment search engine for the KU students to look up the location, hours, reviews, specials, etc. for the favorite bars/restaurants in Lawrence. In addition to zone manager, I served as the online manager and restructured the pricing for the Guide. The previous pricing structure was a bit confusing to advertisers, so I simplified the purchase choice into ‘packages.’ Meaning they would receive multiple items (pdf of menu, weekly specials, coupons), but in one package, making it a much easier purchase decision.

Here is an example of the testimonials I collected for the salespeople to use in their presentation to businesses. Testimonials have not been collected for the Kansan is almost five years. There set of testimonials for each one of our products, including ROP, Jayplay, Online, Coupons, and overall experience. To have the opinion of a third party has boosted the success rate of each one of our AEs, and these testimonials are continuously used as one of the most important sales materials.

KATHRYN ABBAS

ADVERTISING MANAGERof the year

College NewspaperBusiness & Advertising

Managers, Inc.

Texas Student MediaThe Daily Texan

2010

ADVERTISING

MANAGER

KATHRYN ABBAS Texas Student Media

The Daily Texan

KATHRYN

ABBAS


The Daily Texan Letter of Recommendation

Letter of Recommendation

THE DAILY TEXANDAILYTEXANONLINE.COM

DAILYTEXAN.NEWSSTAND.COM

TSTVTEXASSTUDENTTV.COM

KVRX RADIOTEXASSTUDENTTV.COM

TEXAS TRAVESTYTEXASTRAVESTY.COM

P.O. BOX DAUSTIN, TX 78713

UTEXAS.EDU/TSM/

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

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January 15, 2010

CNBAM Committee

As the Advertising Manager and supervisor for The Daily Texan I mentor,

advise and manage Kathryn Abbas. She is one of 11 Student Advertising

Representatives for Texas Student Media (TSM), and started her job with us

in January 2008. It has been a rule that we would not consider a Freshman,

but she has proved us wrong.

During the course of her career with us, Kathryn, "Kat" agreed to work the

minimum of 4 hours a day, or 20 hours a week. With that being said, Kat

has gone beyond the minimum requirements and her work ethic stands out as

a good example to all her peers. That work ethic spreads across the students

to all managers that make up Texas Student Media.

The duties Kat performes as Student Ad Representative include account

sales, account service, new account prospecting, time and money

management, ad campaign proposals and sales leads on special supplements,

all performed exceptionally. Because of this, she ran for and was elected

Student Ad Director for the scholastic year '09 - '10. We also have student

reps pursue bundling Radio, TV and online media into the sales mix. Not

only has Kat taken on those tasks well, she has also led the way with special

interest bridging the gap amongst all media and in kicking off our iPhone ap.

Now, 8 months into her Student Ad Director position, Kat has always

stepped up to challenges that advertising sales presents in this tough

economy and never hesitates to adjust programs to improve performance and

solve problems at hand. We come together weekly in what has been coined

"PHAT" meetings to go over everything the week/month/semester is

presenting and resolve any problems that might exist. She has regularly

come up with solutions and creates activities to get the student sales back on

track. Through it all Kat manages to balance her scholastic, professional and

personal life with ease and success.

The aforementioned along with a list of other accomplishments too long to

mention here would lead me to strongly recommend Kathryn Abbas for this

scholarship. If you need any further information, I would be happy to

provide other evidence of her performance.

Sincerely,

Brad Corbett

Advertising Manager

Texas Student Media

475-6719 voice


The Daily Texan Letter of Recommendation

Letter of Recommendation

THE DAILY TEXANInside Information

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TEXAS STUDENT TELEVISIONInside Views

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KVRX 91.7 FMInside Voices.

•

TEXAS TRAVESTYInside Jokes

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•

CACTUS YEARBOOKInside Moments

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Inside Your World..

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January 14, 2010

CNBAM Committee

I have worked with Kathryn Abbas for over two years within the Texas

Student Media Advertising department. She initially joined our team as an

Account Executive, was promoted to Student Advertising Manager and then

elected to her current role as Student Advertising Director.

Since acquiring her position she rose through the ranks to the top and has

successfully received every award available to recognize her efforts as:

highest earning Account Representative, generating most new business

revenue, and managing special supplements. With the biggest award of

being elected to her current position of Student Advertising Director by her

peers.

Kathryn possesses the ultimate “can do” attitude. She takes initiative and

consistently exceeds all expectations. Any task put before her is taken on

with positive energy and a smile. Her upbeat personality is extremely

engaging which enable her to interact effectively with her clients, staff and

her peers.

In summary, I am grateful for her contributions to our team and confident

that she will strive in any role she attains. I wish her the best with her future

endeavors and feel she is quite deserving of the CNBAM Advertising

Manager of the year.

Sincerely,

CJ Salgado

National Account Executive

Texas Student Media

475-8590

Texas Student MediaThe Daily Texan Personal Philosophy

Personal Statement

KATHRYN ABBAS

Kathryn Abbas Personal Philosophy

It has been just over two years now since I, as an eager freshman, accepted a position at Texas Student Media, an opportunity I stumbled on. At the time I knew very little about college, and even less about advertising sales. Nevertheless TSM took a chance on a freshman and I took the account executive position as my second job (I also waited tables).The first few weeks were quiet a whirlwind, but a few months in I learned the hang of things and was amongst the top sellers. AS it turned out I had a knack for relationship sales, the basis for achievement here at Texas Student Media. Yet it wasn’t until I went into management did I find my true calling. I have always been the one to thrive on responsibility, my position as Student Advertising Director gave me a chance to do this and excel. My first task as Student Director was to hire 6 new account executives(for a total team of 11), train them, move offices and reach a $100,000 quota the first week of summer. This was all my first official week in the position. After 20 interviews in a week span, my interviewing skills were sharpened quickly. The year and five month experience I had gained eased the 9 day training session. After the changing of offices and less than a week to reach our goal, my new team shined in times of doubt and exceeded goal by $32,000. In the initial interview for the directors position I professed “ACTIONS>Words”, as a personal motto I apply it to my everyday management philosophy. Before implementing any new rules, programs or tasks I ask, "Can I hold myself to these standards while working a second job and being a full time student? Actions speak louder than words has been a general rule to live by, but through my time at Texas Student Media my management philosophy has widened and kept me on a successful track. As with sales, management must build relationships, fairness is a virtue, transparency clears things up and flexibility will keep you from breaking. Build Relationships Just as in the sale process, building a relationship with a client is crucial to gaining trust and compliance with our request. Early on I realized that the AEs were not my underlings, but my peers and the gears for a successful advertising team. This is one of my favorite parts of the job, truly caring about each AE. As the director I find tremendous joy when an AE excitedly chats about a new client, or when I am asked to assist on a sales call, only to return with a sale. One of my fondest memories as director is when I found a note on my desk from a new AE I had trained that said “I made my first sale!!!” I am not sure who my first sale was to, but I know his was to Hut’s Hamburgers. When in the office, I make a point to just go sit and visit with an AE about what they are doing, always remember when they are coming back from a meeting and to give them kudos in front of the office. This is something I make sure to pass on to my managers in training. We are not just quotas to be made, but pupils learning about media consulting and sales. When the sales world is cold and filled with 'no', we have to be the safe haven rejuvenating them for the next day.

This philosophy extends out past those solely in my advertising department, but spreads out to the other departments associated with Texas Student Media. Due to our large grasp of media including television, radio, print, online and a humor magazine, it is up to the advertising department to tie these entities together. As Student Director I have personally reached out to create a relationship in one form or another to each manager as an effort to close the gap between creative content providers and the advertising department. This has been beneficial for opening up monetary avenues with certain departments, as well as squashing any previous animosity with an entities. Fairness is a virtue As a legitimate business, Texas Student Media must hold it employees to standards and expectations. As the Student Advertising Director it is my responsibility to hold the student advertising staff to a set of expectations in the most professional manner. As a managing peer, issues with fellow

Texas Student MediaThe Daily Texan Personal Philosophy

Personal Statement

KATHRYN ABBAS

Kathryn Abbas Personal Philosophy

students can get sticky. To combat this at the beginning of each semester myself and the Professional Advertising Director go over the expectations for every position. Therefore when issues come in to question I refer back to what was covered in their expectations and hold them to those standards. For example, when an AE is late or is unable to come into work a predetermined amount is deducted from their paycheck. AEs understand that I cannot justify paying them if they are not present or late to important events, such as meetings. On the opposing side, I must also be fair to each situation. This is one instant when flexibility is key. Transparency Clears Things Up and Flexibility Will Keep you From Breaking My efforts to achieve transparency and flexibility are best highlighted by what we call Feedback Days. Each month one week is designated as Feedback Days, a calendar is hung up, and each AE must sign up for a 30 min-1 hr time slot to meet with the Student Director and Student Manager. For the millennial generation feedback is critical to our growth and it offers the opportunity for such. Not only do I identify with this generation, but I am surrounded by it, giving me the best insight for managing the newest workforce. The meetings are characterized by a skeletal structure but for the most part are kept informal so ideas and information can easily pass between managers and AEs. By design, the AE is first to what they have been doing great and should continue, followed by areas of concern. The concern can range from having a poor attitude to tips on closing sales. Next the AE is ask to give critiques to the managers about office structure, management style as well as new ideas to improve sales and the environment. Also, if there are any questions or concerns for the AE, this is their one on one time to discus these topic further so they are given the attention needed. This brief meeting makes a world of difference for tackling consistent problems, boosting moral, and building more successful programs for the AEs to participate in. The one on one time also gives us a chance to know what truly motivates our AEs and gives us fresh ideas on management. Feedback is the most beneficial alternative to assuming and having one person at the helm for office innovation. By encouraging and hosting feedback days, we are inviting change into the atmosphere and must be flexible. I understand that for any person or business to succeed, they must know when to stand and when to bend. In sales management, bending for the greater good leads to obtaining a prosperous office environment. To stay transparent I strive to explain the reasoning behind management decisions and policies for the AEs. The AEs respect this effort and in turn comply with decisions and policies with little question and great ease. It is said that ambiguity breeds chaos, and in the hectic world of sales chaos is detrimental to prosperity. in order to combat this cause and effect it is best to offer transparency. Everyday I am thankful for being a part of the Texas Student Media family. The time I have spent here has shaped me into the responsible, innovative, and respectful person I have become today. It has also allowed me the opportunity to enhance other students experiences while at the university, thus only aiding me further in a larger purpose I look to serve. Each new day provides a chance for growth, a growth that I contribute and benefit from. Although far from perfect, receiving the title of CNBAM’s Best Advertising Manager would be nothing short of an honor. Thank you for your time and consideration, Kathryn Abbas

Student Advertising Director

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 Director gives specific direction and task assignments from the Student Ad

Manager relative to fulfilling TSM Management goals as outlined above. It is the responsibility of the

Student Ad Director to facilitate communication on various products revenue goals, features & benefits,

and to build belief and confidence of 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 advertisers goals. Further, 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 and 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 Manager and

with dotted line to the TSM Director.

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 then two semester has been completed and that the student should have met or

exceeded sales goals on a consistent basis. It’s a decided bonus for candidates to have exhibited

profound initiative and teamwork skills.

Duties: Conduct hiring and training 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 struggling to make quota

Empower Student Advertising Manager with Task and Goals

Meet frequently with the Texan Student Advertising Manager, along with the Advertising

Manager, Director of Sales and Marketing and TSM Director as necessary to review goals

and achievement of the current sales goal attainment

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 liaison between advertising department and all other TSM entities

Texas Student MediaThe Daily Texan Job Description

KATHRYN ABBAS

Texas Student MediaThe Daily Texan Sales numbers and Percentages

SalesKATHRYN ABBAS

Kathryn Abbas sales numbers and percentagesAccount Executive 2008 vs Student Director 2009

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Student Director 2009

Texas Student MediaThe Daily Texan Sales Tools

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Texas Student MediaThe Daily Texan Streams of Revenue

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