Presentation Transcript

1. Online Ad Workflow

   Dedra Smith Printmark West, Inc.
2. What are your online products? Banner ads Rich Media ads Interstitials Section sponsorships Search tool sponsorships Video pre-rolls E-newsletters Webinar sponsorships
3. Do you sell packages? Who develops them? Who prices them? Who tests them? Who compiles the reporting metrics? Do you sell both time-based and impression-based products? Do they follow the same intervals as your magazine?
4. How do print & online differ? Print workflow = a standard file format + paperwork + checking + placing + transmitting to the printer Online = variety of deliverables + variety of contracts and formats + coding + testing + tech explanations + input from multiple departments + multiple deadlines + post-fulfillment reporting
5. Using old paradigms? It takes more steps to sell online ads because of the variety of deliverables It takes many more steps to fulfill deliverables once the product is sold The relationship between Sales and Production is vastly different
6. Print workflow:
7. Online workflow
8. Shoehorn or re-think? Tendency is to shoehorn online into the print paradigm for workflow: Sales drops IO “over the wall” Production gathers materials and forwards according to protocols May interface with advertiser/sales rep on file problems
9. Shoehorn or re-think? Online is not so linear: Sales drops IO “over the wall” but there are questions, customization requests, etc. = circling back Production coordinates multiple deadlines, departments, deliverables May interface with advertiser/sales rep more heavily due to tech complexities
10. Shoehorn or re-think? What happens when online customers want input into the ad product they buy? Sales needs to coordinate with other departments and circle back to buyer—they can’t just sell and move on.
11. Shoehorn or re-think? What happens to operations when the variables multiply and overlap in ways that don’t even correspond to printed issues? Tracking deadlines—critical Explaining technology—critical Extra hands on deck—critical Authority over process--critical
12. Adjunct or Core Business? Example: Company A: Online started as small adjunct to both Sales and Production Workflow mirrored print Hired one technical person who knew coding and Doubleclick During downturn, decreased staff
13. Adjunct or Core Business? Company A: Sales managed by VP without online experience Production managed by VP without online experience Production Dept. viewed as clerical (busboys to Sales) Online grew 400% in 2 years—both departments were strained
14. Crisis Management Company A: Sales struggles with paperwork, technical understanding Submits late and faulty paperwork Creates and sells new products without tech input, creating crises Production works 47 hours of overtime/week
15. What is the problem? Management hasn’t recognized the nature of the online business: Online can drive growth, but: Advertisers need more support Sales needs more support Liaison function needs to move up in importance All departments have to help
16. Ignoring reality? Reality always wins… It’s a different type of sale, requiring more explanation, and more technical understanding, makes less revenue Varied deliverables require more steps, coordination of more than just a file: promo materials, e-blasts, webinars, chats, videos, editorial content for whitepapers, Flash, promo widgets, etc. requiring lots of tech expertise
17. Ignoring reality? Reality always wins… Huge opportunities for creativity as online develops and new ideas come along If the tech staff is buried, likelihood that no one knows what new processes, products, or problems are out there. No time to develop new ideas in-house
18. Cultural barriers? If a Print Production Department is viewed as clerical staff supporting other departments in the print workflow, chances are that the Production staff does not have the authority or clout to successfully coordinate all the deliverables in the online world.
19. What is a sale? In the print paradigm, sales reps are valued because it’s a rare skill, and revenue depends on it The hand-off is relatively straightforward, and relatively easy for production staff to handle correctly, so perceived value is less, though revenue is still greater per unit.
20. What is a sale? In the online world, sales reps are often not tech-savvy, and can’t “complete” the sale without support The hand-off is often extremely complex, requires input from a variety of sources, needs centralized management, and has myriad opportunities for error.
21. What is a sale? Summary: In the online world, the sale is much more collaborative because it often requires the consultative input from those who actually produce the deliverable, and is not fulfilled until data has been returned to the advertiser.
22. Why does it matter? Sales reps get paid on the volume of sales (revenue) they generate for their companies Production is paid via salary alone, but creates much more of the value of the online sale than the print sale Failure by management to recognize this contribution to revenue creates problems.
23. Fewer experts Most companies have fewer tech experts than they really need, so these people are working long hours to handle the volume. Complex products = increase in the time spent educating staff or advertisers, or solving problems The contribution of tech support is critical in the online space.
24. The risk to revenue Online revenue can be at risk when built on a linear print workflow + its underlying assumptions Oversimplifies steps, tasks, time for both sales and production Fails to recognize additional risks created by multiple handoffs, deadlines, deliverables, departments.
25. The risk to revenue Fails to add technical staff in a sufficient ratio to sales as volume increases—assumption is that workload follows print parameters Fails to value the consultative sales aspect of technical services—doesn’t recognize contribution to advertiser satisfaction as a sales benefit
26. The risk to revenue Doesn’t provide adequate authority to coordinate across departments Fails to allow tech input from planning stages, so crisis management prevails
27. A better paradigm: Sales and Production for online operate as a sales team, and earn commissions based on volume, successful delivery, and growth Technical staff is given major say in products as they are being planned, and details are decided before sales are made
28. A better paradigm: Coordination of deadlines and specs for promo, editorial content, ad materials, or anything pertaining to online is done through an operations hub that has full authority to adjust protocols and processes to meet the needs of online advertising and allow growth.
29. A better paradigm: Providing technical support to advertisers who may need additional help is seen as a positive opportunity to build a business relationship with the advertiser—ergo sales.
30. A better paradigm: The team approach is a collaboration with Sales to generate and protect revenue The team can make recom-mendations to adjust staffing, change processes, tailor programs to advertisers’ needs, train reps, research new products, and build business.
31. The litmus test A key indication that a company has achieved the correct balance between sales and execution of its promises is when crisis manage-ment disappears, and the tech experts on staff no longer sacrifice their personal time to bail out poorly managed online operations.