| What area of The Globe do you work in? If applicable, who do you typically sell to (i.e., National/Agencies, Retail/Client-Direct, Insights, etc.)? What is your role in the sales efforts of The Globe? | |
|---|---|
| Michele Mondoux, Manager Engagement and Organizational Development | I have a duel role reporting into both Corporate HR and Advertising for providing training and development opportunities for staff. |
| Joanna Sperinck | Advertising - National Agencies |
| Aristos Pavlides Account Manager - Retail Category | Mostly direct to retail with a couple of smaller agencies. My client base consists of retail stores, hospital/charities and travel clients |
| Keith Ryder - Brand Partnership Manager | Advertising - Special reports |
| Micahel Larkin, Account Manager Print & Digital | Retail Client Direct. Automotive, Real Estate, Retail. Sell/develop print and digital campaigns for clients geared towards our audience base. |
| Nathan Greene, Digital Account Manager | I work on Kris McVeigh's Sales Team as a Digital Specialist with two tandem print partners. On one side, I work with Hindy Kennedy, primarily focused on Agencies (Media Experts, Havas, Gaggi, One Advertising) while on the other I work with Steve Newberry on Direct accounts, primarily focused on direct accounts (Education, Consulting, Law Firms) My biggest clients are BMW, Schulich School of Business, Queen's School of Business, Volvo, OTDAA, University of Western, Ernst & Young. |
| Pam, National Hybrid Account Manager | Finance & Automotive Sell primarily to agencies I am the print and digital rep. |
| Katy Pelletier, Team Lead | Advertising, National/Agency and client direct |
| Joanne MacLellan, National Account Manager Digital | I typically sell to agencies. The majority of my work is on National accounts |
| Shaenie Colterjohn National Account Manager | National , Agencies - primarily print, some digital , build Globe brand within Ad community and build client relationships |
| Kevin Fahey | Sales - national acccount manager print and digital -every category |
| Sarah Beaumier National Account Manager (all platforms) | Im in a branch office. All platforms, all type of clients |
| Ad Sales Vancouver | National/Agencies/Retail/Direct |
| Ad Sales, Vancouver team | ad sales - print and digital - into every category - direct and agency. |
| Duc Hoan Nguyen, National Sales Executive | National sales. I am dealing with agencies (95%) and direct clients (5%) who are based in Montreal. |
| Adam Wilson, brand partnership manager | National agencies, custom content advertising solutions |
| Jane Avery, National Account Manager | National/Agencies Strong business development |
| Ken McMillan Group Client Director | National mainly agencies but some direct. |
| Beth Scott Nat Acc Manager | Advertising |
| Hindy Kennedy National Account Rep | National/Agencies |
| Briefly, what is your professional background? | |
| Michele Mondoux, Manager Engagement and Organizational Development | I have been in the training role for almost 2 years, previous to this role I was a sales manager in the advertising department both at The Globe and The Toronto Star. Prior to that I was on the agency-side. |
| Joanna Sperinck | Selling to National advertiers for 20 yrs. BA in Food Science |
| Keith Ryder - Brand Partnership Manager | 25 years in sales and sales management in adverting and entertainment. |
| Micahel Larkin, Account Manager Print & Digital | Sales Professional |
| Nathan Greene, Digital Account Manager | I've spent the past 11 years with The Globe and Mail as a National Account Manager, 7 of which have been focused on digital preceded by 4 years focused on print media. Prior to GAM, I spent my career working in a hybrid operations and branding analyst position for Cara Operations both planning and implementing brand strategy. |
| Pam, National Hybrid Account Manager | planning, research, sales. Have sold OOH, magazine, newspaper, digital. |
| Katy Pelletier, Team Lead | I have been at the Globe for almost 17 years. Started here as a coordinator. I took a step back from being an account manager at TC prior to moving to The Globe as it was an unique opportunity and I was willing to wait to get back a sales position. Back then, the turnover was very low and staff would stay put for several years. Because I have done every job at The Globe, I am appreciative of my colleague's work and I think it helps me work better with them. Print, digital, events, PR, Marketing... I have done pretty much everything here in Montreal as, because we are a satellite office, we do get to touch a lot of things which is great. Love my job and proud to work for GAM. |
| Joanne MacLellan, National Account Manager Digital | I have bee with The Globe and Mail for 26 years, started selling print, but am now selling digital only. Prior to that I sold magazing. |
| Shaenie Colterjohn National Account Manager | 25 years magazine ad sales + custom publishing |
| Kevin Fahey | Sales |
| Sarah Beaumier National Account Manager (all platforms) | Master of science in marketing. Pharma marketing. Pharma sales. Then media sales at the globe |
| Ad Sales Vancouver | Advertising Sales |
| Ad Sales, Vancouver team | sales and marketing |
| Duc Hoan Nguyen, National Sales Executive | 17 years in sales including 11 years in media advertising sales. Prior to The Globe and Mail, I worked for Metro Newspaper, Gesca Media Sales - La Presse newspaper, and TC Media. |
| Adam Wilson, brand partnership manager | 14 years publisher, agency and client experience Largely integrated marketing and ad sales Agency planning/buying and strategy experience |
| Jane Avery, National Account Manager | 5 years at Globe and Mail, building sales for our lifestyle products- Style, Style Advisor, Life, etc. Variety of accounts, package goods, HBC,. Cross platform. 21 years at Rogers selling magazine ad space, marketing solutions, digital. Represented all consumer mags & partner web sites in Eastern US. Represented News & Business titles in Western Canada. Both roles based in Toronto. Championed direct to consumer drug advertising on behalf of Consumer Publishing division, working in tandem with Health Care publishing div. Launched 6 magazines over the years. Acted as associate publisher healthy woman. Sold to most every sector. |
| Ken McMillan Group Client Director | Selling media for over 20 years. 15 years digital and lots of multi-platform experience. Everything from Professional, Trade, Local and National clients. |
| Beth Scott Nat Acc Manager | Marketing, packaged goods, ad agency, publishing sales |
| Hindy Kennedy National Account Rep | Started at the Globe as a telephone sales rep 26 yrs ago. Promoted to Retail/Client-Direct rep and then to National Sales rep (print) 7 yrs ago. |
| As if you were writing to a prospective client, describe The Globe and Mail (and its advertising opportunities) in no more than 3 sentences: | |
| Michele Mondoux, Manager Engagement and Organizational Development | With a growing audience of over 9 million influencers, we can provide you with opportunities that position your brand alongside trusted, quality content - ensuring your message resonates with your target cosumer. |
| Joanna Sperinck | In print for 170 years, The Globe delivers lively and authoritative coverage of national, international, business, technology, arts, entertainment and lifestyle news, across our Newspaper, Magazines, Online, Mobile and Video platforms, |
| Aristos Pavlides Account Manager - Retail Category | The Globe and Mail is Canada's National newspaper with daily weekday readership of 985,000 and over 1M on Saturday. The Globe's audience is well-educated, has high income, and has the purchasing power - to follow up on their needs. The Globe has always been in the content business. Today, we draw that expertise to ensure that advertisers have a wide variety of flexible, cost-effective ways to reach our coveted demographic. From print to compelling rich media presentations, we offer programs for every budget. |
| Keith Ryder - Brand Partnership Manager | Natioanl reach to qualified audience with means and desire to spend. Access to Canada's top descion makers for policy, purchasing and influence. Multi-platform media opportunies to help ensure success of campain resulting on excellent CPA. |
| Micahel Larkin, Account Manager Print & Digital | Hello client, came across Comapny B's digital and print marketing campaigns recently and beleive The Globe and Mail audience would fit well with your marketing plans. Look forward to meeting with you discuss what we can bring to the table in print, digital and with our On-Line Alliance partners. Best regards. Michael |
| Nathan Greene, Digital Account Manager | Globe Media is Canada's foremost award-winning multi-media journalistic platform. Reaching over 16 Million cross-platform users each month, we are the primary vehicle for reaching influential and affluent Canadians. Our world class content creators and ad studio will bring your brand to life through content adjacency, advanced targeting, new and exciting advertising formats and we will confirm our results with our state of the art reporting suite of Globe Metrics. |
| Katy Pelletier, Team Lead | Rather than describing The Globe and Mail, if I am prospecting a client, I will ask the client questions about them: what are their challenges and their goals, then once I know more about what keeps them awake at night, I will pitch The Globe, I will tell and show the client how I can grow their business (bring more visitors in Ottawa, get more people to buy Air Canada tickets instead of Porter, or push our audience to choose X Fund Company rather than another Y Fund Company, etc...) |
| Joanne MacLellan, National Account Manager Digital | Globe Media is Canada's source for the most authoritative news and information across all platforms at all times of the day. |
| Kevin Fahey | it depends on the category that I'm working with. Globe Media offer advertisers the oppertunity to reach Canadas most influential and affluent audiance |
| Sarah Beaumier National Account Manager (all platforms) | Canada's only national newspaper with exceptional journalism. Read by Canada's smartest and wealthiest. Multiplatform opportunities to maximize impact on desired target |
| Ad Sales Vancouver | Globe Media offers clients a variety of ways to reach the ideal consumer, effectively and efficiently through the media that best fits the message. We can help you access your brand to 17 million Canadians across our platforms of print (magazine, newspaper and inserts), online (desktop, mobile and video) and further connection custom content solutions, events and social media. Access 17 million Canadians across Print, Online, Mobile and Video and amplify your connection through social media, branded content and experiential marketing. Select from the options below to learn more. |
| Ad Sales, Vancouver team | this is difficult to answer as I tweak my sales "pitch" depending on who the client is. luxury brands, travel, mining, associations, education, packaged goods, not for profit, auto, tech,finance |
| Duc Hoan Nguyen, National Sales Executive | As a modern media company, we are offering you millions of readers to reach through our various platforms that include newspaper, magazine, digital, magazine and special events. The Globe and Mail offers a profile of individuals that is highly educated and earning high household income with more than 2M readers weekly and 16M of unique visitors through our digital platform. Contextual placements, custom content, native advertising and performance campaigns are amongst the products you can use to increase your brand exposure and, consequently, your sales. |
| Adam Wilson, brand partnership manager | The Globe and Mail has always been Canada’s leader in journalism, attracting readers who are influencers and executives in their industries.What started as a newspaper has now evolved to a 360-degree media company offering multiple consumer touch points in print, digital, mobile and events. We focus on building premium scale for our clients with an audience first strategy that plays on our core content strengths in the areas of News, Business and Lifestyle. |
| Jane Avery, National Account Manager | Let's work together to customize a program for you to leverage Canada's trusted news source. Globe Media Group influences over 10 million Canadians per month across a range of print and digital platforms. |
| Ken McMillan Group Client Director | Globe and Mail gets you in front and centre of three groups- the Drivers, Thrivers and Strivers. Drivers are the Captains of Industry and Policy-Makers, Thrivers are those Professionals close to them and doing well in all aspects of life and the Thrivers are those in progress to join the others over time. They need and look for information, products and services that make a difference in their professional and personal lives and are prepared to pay well for that benefit! |
| Beth Scott Nat Acc Manager | excellent content, highly engaged audience, opportunities to reach this audience with contextual adjacency |
| Hindy Kennedy National Account Rep | Advertising in The Globe will help you grow your business by helping you reach 1 million affluent, educated Canadians. Your ads would appear alongside the best, most awared and respected journalism in Canada lending credibility to your message. We offer many different opportunities including high impact, multiplatform and custom content executions. |
| Now bring The Globe to life. You have likely been through this exercise, however applying it to your company can help in revealing more about your "DNA". If The Globe were a car, what kind would it be? What color? Why? | |
| Michele Mondoux, Manager Engagement and Organizational Development | Silver, 4-door BMW Not too flashy, can go fast if you want it to, but can also hold the family. It's respectable, reliable and well-built. |
| Joanna Sperinck | Titanium Audi A6 - premium, up to date and distinguished |
| Aristos Pavlides Account Manager - Retail Category | BMW - 5 Series (Black). This car represents luxury and prestige and I can see many of our core readers drving this vehicle |
| Keith Ryder - Brand Partnership Manager | A grey modern Mustang. Powerful. Well designed but may not perceived as sexy as it may be. |
| Micahel Larkin, Account Manager Print & Digital | Mediterranean blue |
| Nathan Greene, Digital Account Manager | If the Globe were a car, it would be a Cashmere Silver BMW 6 Series Gran Coupe. Despite the modern and sexy design and all of the bells and whistles under the hood and in the dash, this vehicle has the classic styling and reputation of a BMW. It handles with precision and feel for the road (market) and can hold it's own with anything on the street if competition pull close. |
| Katy Pelletier, Team Lead | Tesla, Model S. Best car available in the market (like The Globe) Highest safety ranking in America (The Globe is highest in print and digital rankings in Canada). It is a premium performance sedan with dual motor all wheel drive (Like The Globe which offers print, digital and performance/ traditional and programmatic. Model S acceleration is instantaneous, silent and smooth (Like The Globe, it is fast to offer results to clients). Model S is an evolution in automobile engineering (Like The Globe, we innovate and we are always ahead of the curve). It would be blue on the outside (my favorite color) and red on the inside. Because it's a vibrant and "alive" color. |
| Joanne MacLellan, National Account Manager Digital | It would be a Mercedes S class sedan in a metallic silver, because it is a sophisticated paper that stands out from the rest with its award winning journalism |
| Shaenie Colterjohn National Account Manager | Red - the colour of life, innovation, stimulation |
| Kevin Fahey | subaru black |
| Sarah Beaumier National Account Manager (all platforms) | A navy Tesla. It is innovation wrapped in class. It makes now and for the future |
| Ad Sales Vancouver | Honda Accord - Mid level luxury brand - $40,000 to $50,000 - Black or silver - Conservative and traditional |
| Ad Sales, Vancouver team | mid size luxury brand. black or silver - we are understated ( traditional and conservative), quiet money, intelligent, |
| Duc Hoan Nguyen, National Sales Executive | The Globe is black Bentley because it is a classy and respected brand that is delivering everything we expect from a luxury car. |
| Adam Wilson, brand partnership manager | The Globe would be an Audi as we are premium, but unique. We never follow or erst on our laurels. Our design is based on the latest market trends and what our audience wants. We are constantly innovating and evolving to keep up. In terms of colour, we'd be red as we speak with authority. Our content is shared and heard, stimulating conversations and influencing policies. |
| Jane Avery, National Account Manager | Land Rover- Red: Canadian, with international standards & perspective. Stands out. Makes a statement. Is a trust worthy classic work horse. |
| Ken McMillan Group Client Director | A Tesla S and definately red. It's smart, attractive, fast, seats more than two for an adventure. Fairly practical in a green, high-tech world. Makes a a statement about the owner as a forward thinker ahead of the curve. |
| Beth Scott Nat Acc Manager | smart, comfortable and sage with an edge. silver |
| Hindy Kennedy National Account Rep | BMW - Silver - Becuase it is powerful, reliable, high quality, serious and stylish, and enjoyable to spend time with - high performance |
| In your particular role, please (very briefly) list the typical steps in your sales process? | |
| Michele Mondoux, Manager Engagement and Organizational Development | -Uncover lead -Research -Contact -Discover -Pitch -Follow up |
| Joanna Sperinck | Recive an RFP, meet and brainstorm internally with editorial, brand partnerships, research, digital ad ops. Work together in developing a preposal and in an ideal world present to both the agency & client |
| Aristos Pavlides Account Manager - Retail Category | Call/email client to introduce myself Request a meeting to discuss and find out more about the client Propose options and solutions |
| Keith Ryder - Brand Partnership Manager | Develop idea. Build sales piece. Desiminate and explain to sales reps. Place on Globelink.ca Encourage reps to sell. Meet with cleints if I am able. Hope. |
| Micahel Larkin, Account Manager Print & Digital | Research/print and digital/cleint web site/cotnact/fact find/ prepare print/digital proposal/deliver |
| Nathan Greene, Digital Account Manager | - Meet with client to investigate needs, KPIs, timing, triggers - Match requirements to immediate needs for short term opportunities - Initiate account planning for long-term opportunities based on initial assessment - Tap internal resources to drive any partnership-level opportunities - Repeat / Maintain / Upsell |
| Katy Pelletier, Team Lead | Find clients and win their trust. Present options based on their needs and win their business. Book campaigns and repeat. |
| Joanne MacLellan, National Account Manager Digital | - rfp arrives - meetings arranged with the various departments that may be involved in the rfp - insight group, BPG, print and digtial reps - proposal put together and presented to the client - the buy comes in; - booked into system |
| Shaenie Colterjohn National Account Manager | research the client, know what they do, where they do it .. google their Ads so I can see past executions Reach out to appropriate agency planner, set up meeting Ensure client receives the newspaper at meeting come prepared to share most relevent info .. first meeting I want to listen to the client/planner, hear their plans, perception of the Globe, etc . |
| Sarah Beaumier National Account Manager (all platforms) | Identify most rewarding opportunity and swap analisis First call to get meeting Analize needs further and present parts of the product that apply Follow up and close sale |
| Ad Sales, Vancouver team | prospecting cold call - usually several. email - stating the purpose of the meeting and how much time I would like. needs assessment during meeting/how can I be of benefit presentaion closing follow up/feedback always keep in touch - business changes strategy, new contacts in the organization |
| Duc Hoan Nguyen, National Sales Executive | - Identify what is the problem the client is looking to solve. Is it increasing sales, brand exposure, build image, etc. - Identify which of our platform would best serve the objectives of the campaign. - Explain what media plan I recommend and why. - Ask for sale. |
| Adam Wilson, brand partnership manager | 1. RFP response and/or Prospecting 2. Concept/idea generation with internal stakeholders (reactive or proactive) 3. Proposal 4. Presentation (rare) 4. Follow-up 5. Close 6. Service; Value Add; Optimize; Insights and Learnings 7. Upsell & Renew |
| Jane Avery, National Account Manager | Sales prospect, farm, connect, demonstate value, educate, consult, create, collaborate, convince, close, deliver, demonstrate delivery, thank you, repeat. |
| Ken McMillan Group Client Director | We divide the clients into a RAD model- Retention, Acquisition and Development. Create a plan for each account by type, work the plan and course-correct as necessary. (Top-line as I oversee all the team's accounts print, Digital and Hybrid.) |
| Beth Scott Nat Acc Manager | prospect, sell, service, manage the account, write KAP, deepen client agency relationship |
| Hindy Kennedy National Account Rep | Call/email contact - find out what is going on with the client's business and marketing/advertising plans - gather research and talk to appropriate globe co-workers to create and propose an advertising solution, negotiate details, close deal. |
| How often are you calling on brand new clients/agencies (no existing relationship) vs. calling on existing clients for more business? | |
| Michele Mondoux, Manager Engagement and Organizational Development | Most of our business comes from those which we have existing relationships - we would like the staff to start pursuing clients that typically wouldn't utize The Globe. |
| Joanna Sperinck | Often. |
| Aristos Pavlides Account Manager - Retail Category | I make time every week to call and prospect new business |
| Keith Ryder - Brand Partnership Manager | I have a bouat a 35% churn in my busniess every year. So I have to develop twice that many projects and relationships to ensure hitting target. |
| Micahel Larkin, Account Manager Print & Digital | 1/4 |
| Nathan Greene, Digital Account Manager | 20:80 |
| Katy Pelletier, Team Lead | All the time. have to get new clients to replace the ones that are either taking a break or investing less. |
| Joanne MacLellan, National Account Manager Digital | 15-20% of the time |
| Shaenie Colterjohn National Account Manager | existing clients 2 / 1 over non exisiting |
| Sarah Beaumier National Account Manager (all platforms) | Every week |
| Ad Sales, Vancouver team | we spend more time calling on new clients than I do existing as this is a longer process time wise and research. we spend time on existing clients to make sure I get the repeat business and update with new products/opportunities/ideas. |
| Duc Hoan Nguyen, National Sales Executive | Every week. |
| Adam Wilson, brand partnership manager | Mostly existing, as relationships live largely with Hybrid or national sales reps. If a pure content play I would be more likely to call on new clients. |
| Jane Avery, National Account Manager | Call on new prospects daily call on existing clients daily. equal farming and working with existing clients/prospects |
| Ken McMillan Group Client Director | We spend way too much time on existing. lately have been doing better going after new business within existing agencies. |
| Beth Scott Nat Acc Manager | 10% of time |
| Hindy Kennedy National Account Rep | 2 or 3 times per month. |
| Be it externally or internally, what do you find most challenging about your sales role? | |
| Michele Mondoux, Manager Engagement and Organizational Development | -Keeping up with the changing industry - especially as it relates to digital. -Everyone is having to do more with less - not often do you get to meet with clients/agencies - they want to work through email |
| Joanna Sperinck | Internal adminstration demands |
| Aristos Pavlides Account Manager - Retail Category | The key decision makers are harder to reach. People do not return calls or emails. |
| Keith Ryder - Brand Partnership Manager | I have no control. All I can do is be the world's nicest and most efficiant guy. I am only as good as the sales team is motivated to sell my products. |
| Micahel Larkin, Account Manager Print & Digital | Time management |
| Nathan Greene, Digital Account Manager | Finding enough time to drive business from deep in the account stack. Small opportunities can take as much time and energy as big opportunities so it is difficult to justify spending time on accounts that are ranked 40-50 in the revenue ranking for my desk when there is possible low hanging fruit in the top 30. This sometimes means that possible revenue sources remain untapped. |
| Katy Pelletier, Team Lead | Everything can be challenging ...or nothing. It depends or how you position yourself. But losing business can be more difficult to deal with with when you know you had some control over the outcome i.e not having the support you needed from the inside or no inventory available, etc. |
| Joanne MacLellan, National Account Manager Digital | - the administrative work |
| Shaenie Colterjohn National Account Manager | Too much internal time spent on admin , eats into sales time Internal resources can be slow ie/ mock ups - given we often have only 24-48 hours for RFP's Hard to get in front of some planners, they are over worked |
| Sarah Beaumier National Account Manager (all platforms) | The lack of flexibility inherent to a big structure like the Globe's |
| Ad Sales, Vancouver team | Internal: internal communications is a challenge as a regional office ( admin work i.e. booking our own orders, making sure the rev numbers are correct, manual forecasting - all taking time away from sales), lack of marketing support in the western region ( we tend to do this ourselves i.e sponsorships, industry events, corporate events in the evening) training support - inconsistent External: as a general sales group, it is a challange to be experts in all categorie/mediums competition is exponential in each medium. pricing ( cpm - downward pressure on rates ), cost of entry i.e native, regional products, digital sales are not replacing print target, |
| Duc Hoan Nguyen, National Sales Executive | Having our support team moving as fast as I would like. I find that sometimes the internal delay of response is way too long. It could be approval, answer to question, or confirmation. |
| Adam Wilson, brand partnership manager | Internal - Information gathering and approvals (not everyone has the same sense of urgency) External - Getting follow-up after submitting proposals; also insights into back-end client metrics (success or failure is often black and white) |
| Jane Avery, National Account Manager | need more client/agency face time |
| Ken McMillan Group Client Director | Getting our clients attention and to share their pain points. |
| Beth Scott Nat Acc Manager | managing time |
| Hindy Kennedy National Account Rep | Staying motivated when many of my clients or prospects are either not advertising or not interested in print. |
| What do you find most challenging about preparing proposals? | |
| Michele Mondoux, Manager Engagement and Organizational Development | having the time to customize for the client. creating 'the story' |
| Joanna Sperinck | Getting all the internal players to ad here to deadlines - we are not nimble. |
| Aristos Pavlides Account Manager - Retail Category | organizing the slides so they flow and tell a nice story (and tell your story with less slides) |
| Keith Ryder - Brand Partnership Manager | I am very good at it. 10 years expereince. the bigest issue is others getting in the way and lousy rfps from agencies. Agencies get in the way way too much. |
| Micahel Larkin, Account Manager Print & Digital | Costing |
| Nathan Greene, Digital Account Manager | Short turnaround requirements sometimes means that proposals aren't as detailed as I would prefer. (i.e. email only vs .ppt with mockups) |
| Katy Pelletier, Team Lead | The Globe makes them too long. I prefer a couple of leave behind sheets and a good conversation. |
| Joanne MacLellan, National Account Manager Digital | there should be a template with a shell that we can cut and paste into |
| Shaenie Colterjohn National Account Manager | short time-lines Globe generally has good support for research slides, etc |
| Sarah Beaumier National Account Manager (all platforms) | The lack of stats available to make customized models for each clients |
| Ad Sales, Vancouver team | turn around time - i.e. research, pricing, |
| Duc Hoan Nguyen, National Sales Executive | Only include the key information and be straight to the point. |
| Adam Wilson, brand partnership manager | Timelines - always a rush and internal resources cannot support as best as they can |
| Jane Avery, National Account Manager | getting answers for various internal sources, short deadlines. |
| Ken McMillan Group Client Director | (My info is all second-hand for the most part.) Takes a long time to put together and not convinced they are even looked at many times. |
| Beth Scott Nat Acc Manager | short timelines |
| Hindy Kennedy National Account Rep | Making them persuasive. |
| What is the typical time frame you have to prepare your proposals? | |
| Michele Mondoux, Manager Engagement and Organizational Development | turnaround time is typically very short and we don't get very good briefs to start with. |
| Joanna Sperinck | 2 -3 days |
| Aristos Pavlides Account Manager - Retail Category | 48 hours |
| Keith Ryder - Brand Partnership Manager | Not enough time. But we don;t nee 100 page decks. Just the idea and the CPA as far as I am concerned. We are not at all efficient. |
| Micahel Larkin, Account Manager Print & Digital | 1 or 2 days |
| Nathan Greene, Digital Account Manager | Varies greatly. Sometimes I get 3 weeks, sometimes I get 3 hours. |
| Katy Pelletier, Team Lead | Never enough, it is always for yesterday if the request comes from an agency ;-) if it is a request from a client direct, there is more time to think, 2 days is the average. |
| Joanne MacLellan, National Account Manager Digital | - the majority of time it is required yesterday (up to 24 hr. turnaround) |
| Shaenie Colterjohn National Account Manager | 1-4 days |
| Sarah Beaumier National Account Manager (all platforms) | 48Hrs |
| Ad Sales, Vancouver team | client asks for it same day - 5 business days. |
| Duc Hoan Nguyen, National Sales Executive | It depends. Most of the time, I start from a template. I would say 1 hour in average. |
| Adam Wilson, brand partnership manager | 1-2 days |
| Jane Avery, National Account Manager | 2-3 days |
| Ken McMillan Group Client Director | 6 months to 6 hours.:) |
| Beth Scott Nat Acc Manager | 24 hours |
| Hindy Kennedy National Account Rep | 2 or 3 days. |
| What percentage of the time are you able to present your proposals in person? | |
| Michele Mondoux, Manager Engagement and Organizational Development | I would say 10% but go by what the sales reps tell you. |
| Joanna Sperinck | Very few times. |
| Aristos Pavlides Account Manager - Retail Category | To new clients - all the time Existing clients - 50% |
| Keith Ryder - Brand Partnership Manager | Next to never. it is a shame a sI am a great presnter and know the product as well or better than most. |
| Micahel Larkin, Account Manager Print & Digital | 85% |
| Nathan Greene, Digital Account Manager | For big pitches, very near 100%. For anything under $50K, almost never. |
| Katy Pelletier, Team Lead | 20% AGENCY 75% CLIENT-DIRECT* These are not scientific numbers |
| Joanne MacLellan, National Account Manager Digital | 10-20% |
| Shaenie Colterjohn National Account Manager | 25% |
| Sarah Beaumier National Account Manager (all platforms) | 95. Usually this happens when client is in the maritimes |
| Ad Sales, Vancouver team | getting lower and lower as agencies/direct don't have the time. |
| Duc Hoan Nguyen, National Sales Executive | 35% of the time. |
| Adam Wilson, brand partnership manager | 10-15% |
| Jane Avery, National Account Manager | 40% |
| Ken McMillan Group Client Director | 30-50% Big ideas are always (80%+) presented in person. |
| Beth Scott Nat Acc Manager | 10% |
| Hindy Kennedy National Account Rep | 50% |
| What percentage of your "written-only" vs. "presented in-person" proposals convert into new business? | |
| Michele Mondoux, Manager Engagement and Organizational Development | good question for the reps! |
| Joanna Sperinck | No sure, this has never been measured. |
| Aristos Pavlides Account Manager - Retail Category | Hard to say. i would say that a good percentage for both |
| Keith Ryder - Brand Partnership Manager | I used to be at a 90% close rate when i was involved. very low when I am not. |
| Micahel Larkin, Account Manager Print & Digital | 25% vs 50% |
| Nathan Greene, Digital Account Manager | My desk drives about 10% true new business. Of that 10%, almost all of it is closes via "written-only" proposals. |
| Katy Pelletier, Team Lead | "The presented in person" ones have a big value even if they do not convert into new business immediately. It creates relationship and brings bigger opportunities. With agencies, I feel that GAM (me as a rep) are being used more than "bought" and we don't get to be in front of the planner enough. |
| Joanne MacLellan, National Account Manager Digital | 80% |
| Shaenie Colterjohn National Account Manager | its comparing apples and oranges. Present in person often is allowed with bigger proposals that require custom content ... few people pitching. Written only often from a blanket RFP, more basic requirements, standard ad units ..and generally we have already met the planners face to face |
| Sarah Beaumier National Account Manager (all platforms) | Not sure. Id say in person alwaus works best |
| Ad Sales, Vancouver team | no difference if you have a relationship. if not - varies. |
| Duc Hoan Nguyen, National Sales Executive | Hard to say exactly. I would say a high percentage. |
| Adam Wilson, brand partnership manager | No advantage |
| Jane Avery, National Account Manager | 20% |
| Ken McMillan Group Client Director | Have not tracked. Good idea. |
| Beth Scott Nat Acc Manager | not sure |
| Hindy Kennedy National Account Rep | 75% |
| Why do you typically win vs. lose with your proposals? | |
| Michele Mondoux, Manager Engagement and Organizational Development | they'll say price but is that really why? |
| Joanna Sperinck | If we win a proposal, we find clients "cherry pick" |
| Aristos Pavlides Account Manager - Retail Category | I do my best to find out exactly what the client is looking for and cater the proposal to that goal. |
| Keith Ryder - Brand Partnership Manager | I am very trustworthy and that comes thru. people like to work with me and I am a doer not a talker. |
| Micahel Larkin, Account Manager Print & Digital | Win....Audience......educated/wealth....luxury Lose: pricing....Ethnic audience....bread & butter cleintele |
| Nathan Greene, Digital Account Manager | I typically win business. In cases where I do not win business, I am told that the client is not the right fit with either the context or our audience, often in the context of price for reach. |
| Katy Pelletier, Team Lead | Relationship is everything and also cost. When the relationship is good, there is a chance to revise cost if it not not align with the industry. If the relationship is not there, the agency will not even come back to you and give you a chance to adjust. |
| Joanne MacLellan, National Account Manager Digital | - it encompasses what the client is looking for and stands out over the others |
| Shaenie Colterjohn National Account Manager | decided against using newspaper CPM too high ( ie/ if its a lower budget client like a Sears, that generally buy remnant and can get really low prices from our competitiors) |
| Sarah Beaumier National Account Manager (all platforms) | Timing of client needs. Perception that there is better return and transparency when buying web only products. |
| Ad Sales, Vancouver team | price - point of entry on wow ideas. regional obstacles circ in - # 5 in the market |
| Duc Hoan Nguyen, National Sales Executive | Most of the losses are related to change of strategy or campaign cancellation. |
| Adam Wilson, brand partnership manager | Loss is typically because a competitor offers greater scale and/or value. rarely the idea. |
| Jane Avery, National Account Manager | vague RFP, do not deliver mass female reach, poor communication re budget goals, requirements |
| Ken McMillan Group Client Director | We win when we hit all their hot buttons (expressed and hidden). they must believe we can meet their need and trust us to deliver what we promise. |
| Beth Scott Nat Acc Manager | strategic fit and good timing |
| Hindy Kennedy National Account Rep | We win when we convince the clients that we can help them achieve thier business goals. |
| What would most improve the quality and the process of preparing your proposals? | |
| Michele Mondoux, Manager Engagement and Organizational Development | creating the story. elminating unnecessary information. customizing to the clients objectives and challenges |
| Joanna Sperinck | Internal systems and approvals. |
| Aristos Pavlides Account Manager - Retail Category | Access to some of the MSG presenatations that include creative ideas and options that can be re-packaged and pitched again to new clients (therefore not having to re-invent) |
| Keith Ryder - Brand Partnership Manager | We need to be smarter. We need to be more nimble and we need to be better at letting sales people do their job. Too many l;vels of approvls and too many cooks in the kitchen. |
| Micahel Larkin, Account Manager Print & Digital | Internally udpated generic sell sheets for Metro Edition audiences |
| Nathan Greene, Digital Account Manager | More resources in ad studio to create mockups with same day turnaround. |
| Katy Pelletier, Team Lead | Have one BPM attached to the Montreal branch would definitely help. |
| Joanne MacLellan, National Account Manager Digital | having everything needed ie. shell/template in one place; half the time is spent looking for the information |
| Shaenie Colterjohn National Account Manager | The globe invests well in creating quality sales and marketing material - the assets are there its up to the rep to pull together what they need |
| Sarah Beaumier National Account Manager (all platforms) | Better data about our audience. Better mid campaign reporting (helps getting repeat business). |
| Ad Sales, Vancouver team | turn around time, sharing ideas. standardized presentations by category |
| Duc Hoan Nguyen, National Sales Executive | Having templates ready for different scenarios. |
| Adam Wilson, brand partnership manager | Quality vs quantity. Being able to condense what I send but making sure what I do really catches their attention. High production and possibly even video format. Also weeding out RFPs that are more fishing expeditions than real opportunity. |
| Jane Avery, National Account Manager | Explore ways to probe requirements of RFP, to gain greater insight |
| Ken McMillan Group Client Director | Unified templates (too many old examples with out-of-date info gets picked up. Much briefer. |
| Beth Scott Nat Acc Manager | ? |
| What are the top few media properties or alternatives that you compete against most often? | |
| Michele Mondoux, Manager Engagement and Organizational Development | So many, in so many spaces... The Star, Rogers, Fashion magazines. More and more it's programmatic buying. |
| Joanna Sperinck | All Media The Star and Postmedia |
| Aristos Pavlides Account Manager - Retail Category | Tor Star National Post Category magazines |
| Keith Ryder - Brand Partnership Manager | Large multi platform players that have much larger footprint than ours. Cheaper alternatives. Progrmattic is a challange. |
| Micahel Larkin, Account Manager Print & Digital | Toronto Star/Radio 680 News/Social Media/Google Search/National Post |
| Nathan Greene, Digital Account Manager | 1) Programmatic. 2) Portals. ($3 eCPM 24 hour reach play) 3) Native. (alternate definitions to what we sell) |
| Katy Pelletier, Team Lead | Google, Torstar, Post Media, AOL |
| Joanne MacLellan, National Account Manager Digital | we compete against all sorts of media- in print- Toronto Star, Metro, National Post; digitally - we compete alot with the portals - the MSN's and Yahoos of the world |
| Shaenie Colterjohn National Account Manager | National Post Toronto Star Metro Sun |
| Sarah Beaumier National Account Manager (all platforms) | Google Toronto star |
| Ad Sales, Vancouver team | print - local publications digital - programmatic, search, cpm Canada Wide, Glacier Media, Press Board, - content marketing - (price, point of entry, regioal opps) |
| Adam Wilson, brand partnership manager | Broadcast Programmatic |
| Jane Avery, National Account Manager | TV Women's Mags Toronto Star |
| Ken McMillan Group Client Director | Direct competitors (other papers), other platforms (TV etc) and Digital. Plus much more under specific digital categories ie search and social. |
| Beth Scott Nat Acc Manager | Toronto Star |
| In the eyes of clients/agencies, what do you provide of value, that none of your competitors do? | |
| Michele Mondoux, Manager Engagement and Organizational Development | Our audience. The halo effect of being in The Globe. |
| Joanna Sperinck | Premium products with a premium audience |
| Aristos Pavlides Account Manager - Retail Category | An audience that is qualified and has the means to buy |
| Keith Ryder - Brand Partnership Manager | Quality of a trusted journalistic brand. We can also deliver a very good cpa but we don;t often sell that way. We tend to sell on total spend and added value. |
| Micahel Larkin, Account Manager Print & Digital | Communcation skills. Audience |
| Nathan Greene, Digital Account Manager | 1) Award winning journalism 2) Unparalleled business insight 3) Un-duplicated reach against influential affluent Canadians with one call |
| Katy Pelletier, Team Lead | Trust of the content by our audience. We are a reference in the news world and for certain categories, it is very important. for others (retail), less. Cost is one of the first thing they look at. |
| Joanne MacLellan, National Account Manager Digital | Award winning journalism |
| Shaenie Colterjohn National Account Manager | The highest integrity newspaper best journalist largest national paper |
| Sarah Beaumier National Account Manager (all platforms) | Quality of content next to the ad space. Engagement level online (time spent on each article) |
| Ad Sales, Vancouver team | our value proposition is our content and our audience if they have the budget. |
| Adam Wilson, brand partnership manager | Brand Journalism Quality content at scale (Alliance) Brand Safe Trust Premium audiences |
| Jane Avery, National Account Manager | service, insight, committment, |
| Ken McMillan Group Client Director | Known as a trusted by consumers, dominant news brand. Great way to reach and impact Canada's defacto 'forward class' meaning not just a way to find the upper income types but influencers of public life/culture and intelligent thinkers. |
| Beth Scott Nat Acc Manager | quality |
| In the eyes of clients/agencies, what do your competitors provide of value, that you do not? | |
| Michele Mondoux, Manager Engagement and Organizational Development | While they don't have the quality of audience, some clients go for quantity of audience vs. price. Some competitors are able to be more creative in their offerings where we are restricted by editorial policies. |
| Joanna Sperinck | Low pricing |
| Aristos Pavlides Account Manager - Retail Category | Mass audience |
| Keith Ryder - Brand Partnership Manager | "Other" opportunities that we will not do. They are pereceived as being more flexible and easirt to wrk with and as many of them have extensive partnerships, it is easy to do a one stop buy with them. |
| Micahel Larkin, Account Manager Print & Digital | Greater reach in terms of total audience in the GTA. Pricing. Zoning in print |
| Nathan Greene, Digital Account Manager | 1) Low price, high impact |
| Katy Pelletier, Team Lead | Cost is much less with certain competitors. Volume of traffic makes a huge difference because certain type of clients can reach their target audience by dynamite fishing on Google for example.... |
| Joanne MacLellan, National Account Manager Digital | their low rates; and their lower target audiences |
| Shaenie Colterjohn National Account Manager | regional reach loer CPM |
| Sarah Beaumier National Account Manager (all platforms) | Cheap impressions. |
| Ad Sales, Vancouver team | reach, frequency, quick turn around, pricing, social |
| Adam Wilson, brand partnership manager | More flexibility on creativity/innovation. Push the envelope more (eg. Metro and Post). |
| Jane Avery, National Account Manager | price |
| Ken McMillan Group Client Director | More open to blending church and state. Lower cost per a particular unit be it lines or cpm's |
| Beth Scott Nat Acc Manager | lower cost |
| Are there any negative perceptions that prospects might have about The Globe that could hold you back? | |
| Michele Mondoux, Manager Engagement and Organizational Development | It's the old, white guy's newspaper. |
| Joanna Sperinck | They feel we only reach the Canadian elite and are an upscale business newspaper, |
| Aristos Pavlides Account Manager - Retail Category | Cost Male orientated |
| Keith Ryder - Brand Partnership Manager | Too expensive. Some reps in the past have left a negative taste in client's mouths. I donlt hik that we are perecived as being innovative. But we are. Even though it is extemenly limited as to what we can do. |
| Micahel Larkin, Account Manager Print & Digital | Still a perception that The Globe and Mail only reaches a business audience, but that doesn't hold you back. It motivates you to show them the bigger picture in terms of audience reach through print and digital proerpties. |
| Nathan Greene, Digital Account Manager | Reputation for high price Reputation for creative inflexibility |
| Katy Pelletier, Team Lead | Higher cost media... and for some advertisers, we are being perceived as having an older audience. |
| Joanne MacLellan, National Account Manager Digital | that we only reach an older demographic with a high household income only interested in the highest quality of product |
| Shaenie Colterjohn National Account Manager | None that I know of other than some who think we might be too conservative, or affluent, or business focused for some brands - however we have expanded our demo and when given the chance can show the 'other ' side of the Globe |
| Sarah Beaumier National Account Manager (all platforms) | An impression that the readers are old. Expensive. That our reporting ssystem does not provide the transparency most other online ad opportunity provide |
| Ad Sales, Vancouver team | older, print, they don't know enough about us i.e dont know we have an officce here) |
| Adam Wilson, brand partnership manager | Not on product but I have heard from others we are slow sometimes to get information (analytics, reporting, etc.). |
| Jane Avery, National Account Manager | old young buyers do not read or see The Globe |
| Ken McMillan Group Client Director | Elitist. Small total reach. 'Print is dead' sentiments. |
| Beth Scott Nat Acc Manager | conservative |
| Stepping back, what has been most effective at converting sales to date? | |
| Michele Mondoux, Manager Engagement and Organizational Development | Getting to know clients, building relationships so that they relate to us the true objectives of what they are trying to accomplish. Becoming a partner instead of a supplier. |
| Joanna Sperinck | Relationships. Realing understanding and communication our products. |
| Keith Ryder - Brand Partnership Manager | Relationships and trust. |
| Micahel Larkin, Account Manager Print & Digital | Research-Digital-Print-Web-News. What happening in our world, how it effects their world and how we can deliver and audience sutied to their needs on multiple touch points. |
| Nathan Greene, Digital Account Manager | Using the full resources available at Globe Media (BP, Ad Studio, Research, etc) |
| Katy Pelletier, Team Lead | Less talking about us and more talking about them, the client. Just like in any relationships, clients appreciate that we listen to them not the other way around and it allows them to talk more, feeling the connection, our engagement towards their business and trust is then won which eventually drive to winning their business. |
| Joanne MacLellan, National Account Manager Digital | complete integrated packages that offer great value and allow the advertiser to stand above their competitors. These packages often align the advertisor with our editorial content. |
| Shaenie Colterjohn National Account Manager | Doing personal presentations Opportunity to provide custom solutions |
| Sarah Beaumier National Account Manager (all platforms) | Adding content opportunity. A series of aritcke on a topic always next to client ad |
| Ad Sales, Vancouver team | relationships with our clients, focus, dedication to our brand, hard work. |
| Adam Wilson, brand partnership manager | Creative ideas, smart execution, knowing their business and demonstrating a path to ROI...sometimes beyond what they are asking. |
| Jane Avery, National Account Manager | Relationship building. thorough, thoughtful and timely responses. |
| Ken McMillan Group Client Director | Bigger more strategic ideas. Tenacity. |
| Beth Scott Nat Acc Manager | deep understanding of the business and nurturing the relationships |
| Bottom line, what do you think The Globe most has to do to improve its sales effectiveness? | |
| Michele Mondoux, Manager Engagement and Organizational Development | Prove the ROI. Ensure that we are seen as a content provider across all platforms - not just a newspaper. Ensure that we are seen as relevant with the younger generations. |
| Joanna Sperinck | Internal culture |
| Keith Ryder - Brand Partnership Manager | Reps have to see thier clients more often and they have to bring cost effective solutions. Reps most be prepared to speak to all GAM products. Not just ROP or ROS. They aslo have to be more affective selling against content. |
| Micahel Larkin, Account Manager Print & Digital | The Globe and Mail needs to continue to engage, inform and reach out to the younger audience. |
| Katy Pelletier, Team Lead | Bragging less, listening more. |
| Joanne MacLellan, National Account Manager Digital | be more creative and flexible when it comes to price |
| Shaenie Colterjohn National Account Manager | Allow reps more time to sell , less admin Make better use of team sales meetings and one on one manager meetings The Globe does support its reps well with generous client entertaining and other client events, great sales support with product managers, research , training etc. Need to be more 'nimble' overall .. Hire designers just for the Ad teams/Custom content Group as marketing team is often too busy and dont make our work a priority ( ie for mock-ups) |
| Sarah Beaumier National Account Manager (all platforms) | Providing better data about audience upfront to help sell. Providing efficient and complete reporting mid ans post campaign |
| Ad Sales, Vancouver team | still ontario - centric, marketing - presence in the west. |
| Adam Wilson, brand partnership manager | Greater creative flexibility while maintaining integrity (pushing envelope) and more aggressive/competitive rates. Also offer the internal support to truly harness our data and insights. Offers strategic business insight unique to our audience. |
| Jane Avery, National Account Manager | prioritize use of time determine where best yeild will be acheived. Focus and committment to build |
| Ken McMillan Group Client Director | We do a lot of things well. More prospecting and more direct communication with client decision-makers will help. Easy revenue days are gone. Have to be just a little smarter and faster than all the competition out there. |
| Beth Scott Nat Acc Manager | stop asking account managers to throw every concept out to every client. Do not introdu9ce seperate sales group to canabalize current wins on digital platform |