Abstinence, Sex-ed and Balanced Journalism

Sometimes it’s easy to misunderstand, to jump to the wrong conclusions. That’s what I told myself when the local daily newspaper ignored important developments last fall in an abstinence-based program at Milwaukee’s Rosalie Manor Community & Family Services, which has been combatting teen pregnancy, child abuse, and child neglect for nearly a century. But then, when the local United Way started a so-called “comprehensive” sex-ed program featuring a misleading, even tricky come-on (“For a Good Time, Call”), the newspaper couldn’t praise it enough.

That was followed by the report of one study that critized abstinence only programs, and the newspaper covered it thoroughly and even ran a “personal” editorial from one of its staff writers blasting abstinence programs. And now another sex-ed program with ties both to the United Way AND the newspaper is being heralded as one of the most important things to happen in Milwaukee in a long time. An editorial was even run that began the process of implanting United Way’s fall 2007 campaign in readers’ minds.

Let me be clear about something here. I, personally, don’t take a position in the debate over abstinence vs. comprehensive sex-ed programs. I believe there is both room and a distinct need for each, especially in Milwaukee, which consistently leads the nation in births to teenage mothers and has an increasing rate of sexually transmitted diseases among teens. I have strongly supported United Way over the years. My point here is that journalism depends on balanced reporting (or so I learned when earning my own degree in journalism), and there has been nothing balanced about the local newspaper’s approach.

Am I jumping to the wrong conclusion, or is it that the newspaper’s strong ties through its company leadership to the United Way results in having little interest in covering positive news that is generated by a so-called “competing” program? For a look at what The Milwaukee Journal Sentinel has failed to cover, please see www.acryingshame.info. Maybe the real shame is that The Journal Sentinel is the only game in town, and once it takes a side, the game is over.

Johnson Direct LLC

800-710-2750

The comments expressed are those of the author and do not necessarily reflect the official opinions of Johnson Direct, LLC.

Here Come the Postage Increases!

May 14, 2007 will be the big day.  New USPS postage rates will go into effect that day, and everyone in marketing will feel the impact.  So far, the new rates will affect all classes of mail, but the USPS Board of Governors is still wrangling over some specifics.

What we do know is that First Class, Standard, Flats and Letters will be affected, with rate increases from 4% to 30% or more.  Marketers need to be keenly aware of the new rates when designing new direct mail campaigns in order to take advantage of the lowest possible postage rates.

More direct mail will be designed to qualify as a letter — minimum height 3.5 inches, maximum height 6.125 inches; minimum length 5 inches, maximum length 11.5 inches; maximum thickness 0.25 inches.  Mailers should be kept in a rectangular shape, as well.  Square mailers, or mailers with unusual curves or angles will quality as Flats or Parcels, with higher postage rates and potential surcharges.

Any mailer over 3.5 ounces in weight will qualify as a Flat (maximum weight 13 ounces).  New dimensions for Flats will be minimum 4 x 4 inches, maximum 12 x 5 inches, maximum thickness 0.75 inches.

Non-profit postage will  increase in line with Standard Class rate increases.

A good way to keep your mailings at the lowest possible rate is to focus on data hygiene by utilizing all the data tools available, including National Change of Address processing.  The USPS is focusing more and more on automated mail processing, and anything you can do to minimize or eliminate the need for manual processing of your mailings will keep your rates lower.

Of course, there are many more details to cover, but the bottom line is that marketers need to make themselves acutely aware of the new rates and how to design direct mail to take best advantage.  All businesses will need to prepare from a budgetary standpoint for the new postage rates.

Check out www.usps.com/ratecase for the most up-to-date information straight from the USPS, as well as further details on all of the rate increases.

Johnson Direct LLC

800-710-2750

Is Image Everything?

We hired a new traffic manager, recently. Robert Kraus has provided Johnson Direct with some much needed organization and has done a tremendous job in streamlining our work and production processes.

We’ve bantered back and forth about a number of things. He teases me about my conservative, out-dated “old man” attire. I tease him about his Ben Shermans and black horn rimmed glasses. He kids me about my ten-year old Honda Accord. I go right back at him about his environmentally friendly roller skate, a Toyota Echo.

Style and image. They’re all pervasive in society today. You’ve heard the mantra, “Image is everything!”

In my sales position, I get to meet a lot of different kinds of marketers on a daily basis. About three to five times a month, they pose this question to me: “What’s the ‘in’ thing in direct marketing? What’s the magic bullet that’s going to increase my marketing ROI?”

The last five years have seen a lot of marketing “sure” things come and go. E-mail, search engine optimization, ship-shape mail and three dimensional packages are examples. We live in a very segmented environment. Depending on what survey you read, we are bombarded by up to 7,500 media messages per day! Now I can’t use the restroom at the local pub without some ad staring me in the face! We walk around with a day planner, Blackberry, instant pager, and pop-up reminders on our computers — all designed to help us manage our lives better. People take pride in their ability to multi-task and wear their willingness to put in long hours as a badge of honor. The term “24/7″ has come to describe a world in which work never ends. Words like “obsessed” and “crazed” no longer describe insanity … they define our everyday lives!

In this environment, how do we as marketers break through the clutter?

People crave simplicity. There is a strong movement in the marketing community of “Going Back to the Basics.” In today’s marketplace, the KISS strategy (Keep it Simple, Stupid) is very effective. Measurable marketers like Johnson Direct like to call it “commonsense” marketing. Compiling a database, creating segments within that database, and developing relevant marketing messages to each of those segments is a great start to a successful, measurable, accountable marketing campaign. The art of writing a good sales letter that answers the questions of “What’s in it for Me?” and “How do I Respond?” is almost a thing of the past.

I need to go on some appointments now. According to Robert, I’ll be pretty easy to spot. I’ll be the one with penny loafers and my blue sport coat riding around in my reliable maroon Honda Accord! But remember … it’s not about image.

It’s about results!

Rob Trecek

Johnson Direct, LLC

800-710-2750

We Love Enthusiasm — Even if it Doesn’t Always Work!

[http://www.youtube.com/watch?v=pLd-Bp-T3Q8]

This clip from the Chris Farley movie “Tommy Boy” shows what can happen when you’re just a little overanxious to sell something you believe in. Let’s face it, his approach hardly worked, but you’ve got to admire the spirit … and his use of story telling as part of a sales pitch! It appears here as tribute to our own Rob Trecek who, like Farley, attended Marquette University in Milwaukee, but unlike the late comic is having a distinguished career in sales. He did, however, have the distinct “honor” of having Farley pour beer all over him.

Johnson Direct LLC

800-710-2750

The comments expressed are those of the author and do not necessarily reflect the official opinions of Johnson Direct, LLC.

The “Hottest” Ad Agency?

Over the weekend I read a good article at Slate.com on the “hottest ad agency in the country,” Crispin Porter & Bogusky (CP&B).  They work with Burger King, Volkswagen, and other top brands.  But as the article pointed out, the jury is still out on whether or not their ads actually sell products.

I have a discussion that wraps back around to creative every week.  Usually, there is a correlation:  the more creative the concept, the less it sells your product/service.

CP&B seems more concerned about generating buzz, or PR, for its clients.  That does not mean that the audience(s) will buy the product/service.  Sure, they may know the brand, but if they don’t buy it, who cares …?

So why the continued emphasis on creative?  Here’s what I wrote to the author of the Slate piece:

Advertising/marketing today is about results and measuring the right things.  It’s about relevancy to the prospect/consumer and making an emotional impact.  Today, it has much more to do with the key tenants of direct response marketing than with traditional brand advertising.

Sure, a lot of Crispin’s campaigns generate buzz.  But that’s the wrong metric to measure … sales is the only true indicator of marketing success.  Just because people talk about your product/service does not mean they will buy it.

Measurement.  It’s often lost when it comes to advertising/marketing/communications.  Why?  Because it takes work and many advertising pros can’t deal with failure very well. 

Like most things in life, failure is not a bad thing as long as you can learn from it.  If you are not failing once in a while, then you are not pushing the envelope and are likely settling for the status quo.  In direct marketing, we call this testing and it minimizes risks for those who do great marketing all while allowing them to try some innovative creative and techniques.

I also add these comments from Steve Gardner, a public relations pro here at Johnson Direct:

Somewhere along the line, many agencies and the companies that hire them hit upon an incorrect assumption … and it has cost them.  That assumption is that being funny (or trying to be) sells product … that being clever is somehow going to translate into sales.

The Miller Brewing “Man Law” campaign created by CP&B is another spot-on example of how “killer” creative rarely works.  Were the “Man Law” spots funny?  Sure.  Were they memorable?  To some degree.  Did they meet the company’s needs?  No way!  Maybe they won some creative awards for the agency.  How nice.  But they didn’t help sell Miller’s outstanding product, which is what marketing is all about.

All creative doesn’t need to be ugly, although a great number of agencies need to think about how they can “ugly down” their creative and focus on helping their clients do more business.  Creative needs to work, whether it’s pretty or not.  And it’s only part of the story.

The message is king, not the cute creative.  “What’s in it for me?” is what really draws attention and sells product.  Ask yourself:  “What will make me want to try this beer?”  Is it because some group of semi-recognizable celebrities makes jokes?  Or is it because of something else … like what’s in it for you?

“Killer” creative rarely works.  Let’s hope more people get that message before the next wave of smarmy political ads comes rolling around!

(You know something is going right when your PR people start thinking like marketers!)

Cute and clever does not pay the bills.  I’d be happy to show you how our approach does.  Put us to the test …

Grant A. Johnson 

Johnson Direct LLC

800-710-2750

The Few, the Proud … the Professional Salesperson?

My name is Trecek. Rob Trecek.

I like my martinis shaken, not stirred.

I’m in sales.

And darn proud of it!

Manpower, Inc., recently published its annual list of hard to fill jobs. For the third consecutive year, Manpower said the most difficult position to fill is the quality, professional salesperson.

I’ve been in sales for almost 20 years. Over those years, when I’ve mentioned the profession I’m in you could almost see the “thinking bubbles” appearing over people’s heads as they conjured up images of an Old West elixir salesman or a shady, less-than-honest used car salesman.

Salespeople haven’t been depicted well in American movies. I cite Tin Men, Glenn Gary Glen Ross, The Big Kahuna, Tommy Boy and City Slickers, just to name a few. It’s gotten to the point where our fraternity doesn’t want to be called “salespeople” anymore. We hide behind titles like market specialist, financial consultant, account executive, and business development managers.

I believe the image of the professional salesperson is changing for the better, though. Manpower’s annual report reinforces that. After all, everything in business starts with a sale.

Today’s professional salespeople are much more than closers. We are part consultant, psychologist, philosopher and business resource. Being passionate about your company, asking pertinent questions, being an attentive listener and being a solution provider is what professional sales is all about.

So to my fellow professional salespeople, I say walk tall and be proud. You are a rare breed, hard to find and a huge sprocket in the world economy!

I must be off now. I need to fend off the Dr. Nos, Mr. Bigs and Goldfingers out there who would stop me from attaining my goals!

Trecek. Rob Trecek.

Johnson Direct LLC

800-710-2750

The comments expressed are those of the author and do not necessarily reflect the official positions of Johnson Direct, LLC.

Have You Looked in the Mirror Today?

I’m reading a wonderful book … I guess I should say savoring a wonderful book … entitled “The 17 Essential Qualities of a Team Player,” by John C. Maxwell. It’s short (150 pages) but is taking me a long time to read simply because it’s one of those small treasures rich with valuable, useful, wise information. It’s a book I would recommend to any person who is a vital part of any team. That would basically include all of us. Whether your team consists of two people to two hundred people, reading and applying these principles will help you become “the kind of person every team wants.”

Maxwell is the kind of writer who forces you to take a hard look at the man or woman in the mirror, which then forces you to examine some hard truths about yourself … which hopefully results in a deeper commitment to change and growth. In exploring the essential qualities of a team player, Maxwell leads you to ask yourself questions like “How adaptable, collaborative, committed, communicative, competent, dependable, disciplined, enlarging, enthusiastic, intentional, mission conscious, prepared, relational, self-improving, selfless, solution-oriented and tenacious am I?”

See why it’s taking me so long to read now?

I’ve been asking myself these questions and committing to change and growth in the process. I can only imagine the success and prosperity that every team would enjoy if every team member would choose to learn how to become a better team player by developing these essential qualities.

Are you headed out to buy the book, yet?

Maxwell states that “Working together precedes winning together.” One of my goals as Director of Operations for Johnson Direct was to strategically put together a team that is wholly committed to working together. If your team does not work successfully together, then the team will enjoy only limited success.

Our mission here at Johnson Direct is “To provide the very best strategic measurable marketing counsel that garners above average returns for our client partners.” And standing behind that mission is a group of selfless individuals willing to work together first in order for both our clients and Johnson Direct to win together.

Mara Frier

Johnson Direct LLC

800-710-2750

The comments expressed are those of the author and do not necessarily reflect the official opinions of Johnson Direct, LLC.

What Would You Do?

Take your pick. Whether you’re involved in the pet food poisoning incident or the offensive behavior and words of your top on-air personality, a crisis is a crisis … and you better be ready to deal with it or it might just bring you down.

Crises are not something corporate America embraces, of course. But neither should we run away from them. No matter how good your product is, a poorly handled crisis can destroy it … and even your entire company. Even though the pet food contamination appears to have been caused by Chinese wheat gluten, most pet lover-consumers will cast a wary eye for a long time towards Menu Foods and the many products they manufacture … products that were previously trusted. Even if you don’t think Don Imus is a racist, you can’t deny that his credibility, and that of your company if you employ him, is badly damaged. Whether or not the damage is permanent remains to be seen but, for now, Imus is not exactly on most listeners’ preferred radio host list. And don’t think the advertisers aren’t watching. Ask Procter & Gamble whether they want to be associated with him again. WFAN radio reports that Imus had been worth $20 million in annual revenue to the station. Now that’s a crisis!

When a crisis happens, what is important is how you handle it and yourself. You can either react (and pray) or you can institute an already in-place solid plan that enables you to present your company in the best possible light and perhaps even save your brand. Think of what it cost to develop your brand. Is that not worth every possible effort to save? The old saying that “If you just ignore it, it will become yesterday’s news” is the kind of head-in-the-sand thinking that leads companies down the road to disaster.

Just as every company needs a disaster recovery plan, so do all need a crisis communications plan … BEFORE a crisis hits. The money spent now can save you considerably more in dollars and reputation down the road.

So, what is a crisis? Is it a 9/11 style catastrophe? Of course … and isn’t it shocking that most companies in the World Trade Center on that tragic day did not have crisis plans in place? But a crisis can also be something much smaller … a law suit that draws bad publicity day after day and ruins the morale of your employees … a storm that knocks out power to your shop and forces you to fail in making promised deliveries to customers … an accidental discharge of industrial chemicals into a nearby creek … an unfounded claim by a disgruntled former employee that finds its way into the press. A crisis can even be caused by your own inability to deal with a media surge if something good and unexpected happens to your company.

When I spent three-plus years as the crisis communications chairman of a major national trade organization in Washington, DC, we dealt with issues pertaining to the early days of the AIDS “crisis.” We did what is always the best thing to do in a crisis: we tackled it head on. We told the truth. We explained the situation in layman’s terms. We talked about what we were doing to protect safety. And we went through far less bad publicity than another national group that chose to deal with the same issue by being defensive, rather than helpful.

Johnson Direct LLC

800-710-2750

Lessons Learned on the Pinewood

“Failure is the opportunity to begin again, more intelligently.” — Henry Ford

I was reminded of one of my favorite quotes after attending my second grade son’s Cub Scout Pinewood Derby last weekend. Kevin, my son, finished seventh out of 18 cars in his division. Not bad!

I always thought the Pinewood Derby was set up to promote father/son time and have fun learning craftsmanship while following rules to compete in a race. It has always been my philosophy to let Kevin do most of the work. He handles the Dremel tool better than I do, anyway!

Looking at some of the car entries, either Kevin has a bunch of Bob Vilas and Ty Penningtons as classmates or there is a heavy, heavy dose of father involvement going on. Perhaps some can say it’s a case of sour grapes (my son is more handy than I am, plus I’m just a simple measurable marketer!) but some of these cars should have been sponsored by the engineering companies or auto body shops that the kids’ fathers are employed at and where the cars were probably built!

The bottom line is that the Pinewood Derby should be about father and son working together, teaching the son about craftmanship and having him do his best to put together a competitive car. It shouldn’t be about winning at all cost or having your son needing to deal with not placing. The tendency in raising kids today is that we have become “helicopter parents,” hovering over our children to make sure they don’t fail.

Where am I going with all this? We are not doing a good job of raising the next generation of measurable marketers!

Like most things in life, failure is not a bad thing as long as you learn from it and don’t repeat it. If you are not failing once in a while, you are not growing individually or professionally, you are not pushing the envelope, and you are likely settling for something other than your best effort.

Most traditional advertising firms that push image and branding don’t like measurement because it takes work … and many of the fragile egos in the industry don’t and can’t deal with failure very well.

Marketing today is very competitive, accountable and measurable. The CMO knows the CFO is looking very closely at the profit and loss charts. Upper management knows they need to understand what’s working and what is not in the ever increasingly segmented world we live in!

So let your kid make his own Pinewood Derby car. Let him make mistakes and show him how to learn from them. He might not win the trophy today, but he might just wind up with that trophy office 20 years from now!

Rob Trecek

Johnson Direct LLC

800-710-2750

A Legend’s Legacy

Another one of direct marketing’s giants has left us.  Bob Stone, who co-founded one the great direct marketing ad agencies, died last month at 88.

The author of what many consider “the Bible” of all direct marketing texts, “Successful Direct Marketing Methods,” Mr. Stone took it upon himself to mentor young DMers.  I was fortunate enough to be among them.

I first met Mr. Stone when he taught a class on direct marketing copy during a week-long conference I attended in 1988 sponsored by the Direct Marketing Education Foundation.  I was struck immediately by his down-to-earth attitude and willingness to stick around and answer a bunch of naive, basic questions from an inspired group of young future direct marketing professionals.  I still have a personally autographed copy of the fourth edition of his book in my library.

And then I ran into Bob again ten years later at the DMA conference in Toronto.  I was with my boss, Grant Johnson, and we had just left the Convention Center to find that the last bus filled with attendees had just pulled away.  I was ready to hail a cab when out of the corner of my eye I saw an older gentleman strolling down the sidewalk.  I glanced at him briefly … but then something made me look again.  “My goodness,” I said to my boss.  “That’s Bob Stone!”  Even though Bob Stone was one of Grant’s idols, my boss bet me a Moosehead that it wasn’t him. I approached Bob and reintroduced myself to him.  I doubt that he remembered me.  Grant was stunned that the DMA hadn’t gotten Bob a limo to take him back to his hotel.

Grant asked if we could pay for his cab ride back to the hotel, and then beamed all the way as Bob told him he had heard good things about him and Johnson Direct.  He even told us some war stories from the good ole days of DM!  He was very appreciative as he got out of the cab and handed each of us one of his business cards.  Bob told us not to hesitate to call him for advice any time.

Man, the Moosehead tasted good that night!

Bob Stone was a giant in our industry, but he was still down-to-earth, friendly and willing to share his knowledge with anyone who was interested.  He never let his ego get in the way.  He was a rare breed, indeed, and he will be missed!

I wish you all could have known him.

Rob Trecek

Johnson Direct LLC

800-710-2750