Page 1 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell The Enterprising Writer Michael Meanwell “How to earn $111,245 a year, writing what you like when you like” Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 2 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell ‘The Enterprising Writer: How to earn $111,245 a year, writing what you like when you like.’ Copyright © 2000-01 Michael Meanwell. Disclaimer This publication has been designed to act as a guide, and is not to be relied on as financial or investment advice. The subject matter presented has been obtained from independent sources as well as the author’s personal experiences, and is designed to aid readers in formulating their own conclusions. In some instances where another product has been recommended, the author may receive a commission if you purchase it. All recommendations, however, have been made based on the author’s experience, not incentive. While every effort has been made to ensure the information is both accurate and authoritative, the author, publisher and any distributor of this publication assume no responsibility for error, omissions or contrary interpretation. All parties assume no responsibility or liability for any loss or damage which may result from any person acting on such information. The purchaser or reader of this publication assumes sole responsibility for the use of these materials and information. While the author believes that the information contained herein is accurate at the time of publication, readers should obtain independent advice and assistance to suit their circumstances. Any perceived slights of specific individuals or organizations are unintentional. Please Note: This e-book has been published in US English. E-Printing, 1st Edition Published by Meanwell, P.O. 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Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 3 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Table of Contents i About the Author .......................................................................... 10 ii What’s In This Book.................................................................... 11 iii Introduction ................................................................................ 13 Investing in yourself ..........................................................................................13 Riding the rollercoaster .....................................................................................14 ‘KISS’ your business .........................................................................................15 1. Freelancers – We Need You ........................................................ 16 Your next assignment is just a mouse click away..............................................16 Company advantages in using a freelancer .......................................................17 Personal advantages in being a freelancer .........................................................18 GETTING STARTED .................................................................. 20 2. Do You Have The Right Stuff For Business? ............................. 21 Evaluate your skills and abilities .......................................................................21 Are you ready for business? ..............................................................................23 Here’s what you need to know and do ...............................................................23 Building a business begins with solid foundations ............................................27 3. A Business Plan For Success ...................................................... 29 Questions to ask to Bullet-Proof your Business ................................................29 Your roadmap to sustained success ...................................................................38 What you must know before you plan ...............................................................39 4. The Cost Of Doing Business ...................................................... 40 Tell them what you’re worth .............................................................................40 Fishing for clients – know which to keep and which to throw back ................40 5. Getting The Most Out Of Working From Home ........................ 42 Tips for turning a spare room into a productive office ......................................42 How to keep your mind on the job ....................................................................44 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 4 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell GETTING ORGANIZED ............................................................ 46 6. Supercharge Your Business With Systems And Procedures ....... 47 7. Six Easy Habits For Improving Efficiency ................................. 52 WRITE WHAT YOU LIKE ........................................................ 54 8. Get Technical And Tap A Growing Market ................................ 55 Discover a wealth of opportunities ....................................................................56 Three ways to crack the market and one way to make real money ...................56 Which technical job is right for you? ................................................................57 Eight steps to technical writing riches ...............................................................59 Plenty of opportunities for good communicators ..............................................62 9. Welcome To A New World – Writing For The Web ................... 63 What is Content? ...............................................................................................63 Breaking into the industry .................................................................................64 Information and opportunities everywhere........................................................65 Six things you must do to satisfy demanding Web users...................................65 What makes a good Content Provider ...............................................................67 Interact with your Visitors .................................................................................69 Establishing Context with your Readers ...........................................................69 Learn the Art of Online Writing ........................................................................70 20 Proven Tactics for Writing Successful Web pages .......................................71 The Winning Formula for Online Reporting .....................................................77 The Future of Direct response is already here ...................................................78 10 Steps to Empower your Email ......................................................................79 Discover Online Wealth in Eight Hot Markets ..................................................81 Things you need to know before working in cyberspace ..................................83 10. The Anatomy Of An E-Author ................................................. 86 Two ways to get in Print ....................................................................................87 Becoming your own ePublisher.........................................................................88 Finding the right e-Publisher .............................................................................90 Choosing the best e-book Format ......................................................................90 Pricing for $uccess.............................................................................................91 Nine sure-fire ways to produce a bestseller .......................................................93 Join the new wave of publishing .......................................................................96 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 5 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell 11. Putting The PR Into Professional Writer .................................. 97 Applying classic techniques in a new world .....................................................99 Multiply your income by making news ...........................................................100 Four Types of Press Releases for all occasions ...............................................101 How to write stories that editors print and customers read .............................102 10 things to remember when drafting a media release ....................................104 Seven Elements of a Media-Friendly Web site ................................................109 Learn which stories are newsworthy and which are PR fodder ...................... 110 Five steps to building a Media Database ......................................................... 112 The Do’s and Don’ts of Media Liaison ........................................................... 113 Timing your release is just as important as writing it ..................................... 116 Crisis Communications – how to manage the message and the media .......... 117 What to say and when to say it to the media ...................................................124 Ten steps to planning and implementing a crisis communications program ...124 Good PR begins and ends with you ................................................................127 The future looks bright for PR writers ............................................................129 12. Writing Speeches That Magnetize Audiences ........................ 130 Think before you write ....................................................................................130 Developing a Logical Structure for a Convincing Outcome ...........................132 Presentation begins on paper ...........................................................................133 Remember these Famous Words .....................................................................133 13. Cracking The Lucrative Corporate Communications Market 135 How to ensure newsletters meet marketing objectives ....................................137 What makes a newsletter worth reading? ........................................................142 Protect yourself and others with formal approvals ..........................................143 Other Factors To Consider ...............................................................................146 Distribution: Getting It Out There ...................................................................147 Evaluate for ongoing success ..........................................................................147 Newsletter Tip Sheet........................................................................................148 What’s in a name? Everything .........................................................................149 Mining the corporate gold ...............................................................................151 14. What You Must Know To Make It In Advertising.................. 153 The formula that works....................................................................................154 Copywriting rules to live by ............................................................................155 Are you cut out for advertising? ......................................................................163 15. The Direct Mail Dozen – Essential Ingredients For Power Writers .....165 The final word on direct mail ..........................................................................169 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 6 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell GETTING DOWN TO BUSINESS........................................... 170 16. Marketing Your Business ........................................................ 171 Working on your business ...............................................................................171 Web sites for freelance work ...........................................................................173 Putting your skills into practice .......................................................................177 Maintain a professional image .........................................................................184 17. Dot-Communications – Essentials For Building Your Web Site.. 187 11 Steps to Launching Your Site and being a Cyber Success ..........................188 Stay Focused: What’s in it for you – and your customer .................................193 18. Managing Your Business and Ensuring Your Success............ 194 Formalize your business with forms ................................................................194 Template: Client Brief .....................................................................................195 Sample: DIY reverse brief ...............................................................................198 Template: Work In Progress Schedule .............................................................199 Template: Quotation ........................................................................................200 Sample: Approval Form ..................................................................................203 Purchase Orders ...............................................................................................204 Sample: Email Sig Files ..................................................................................205 Template: Fax Cover Page ...............................................................................206 Template: Company Letterhead.......................................................................207 How to make your finances work for you .......................................................208 Three Simple Tips to keep you in the black ....................................................208 19. The Powerful No-Staffing Secret That Saved My Business... 211 You can have your feast and eat it too .............................................................212 The Do’s and Don’ts of Outsourcing ...............................................................213 If it moves, document it ...................................................................................215 Check your workers’ work ..............................................................................215 Template: Terms and Conditions of Sub-contracting ......................................217 Sample: General Brief for Sub-contractors .....................................................218 What to pay your sub-contractors ....................................................................220 20. Bad Debts – Strategies To Avoid Them And Redeem Them.. 222 How to avoid bad debts ...................................................................................224 How to collect bad debts .................................................................................228 How to handle clients after the debt is resolved ..............................................230 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 7 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell WORKING SMARTER, WRITING FASTER........................ 232 21. Strategies For Keeping The Creativity Flowing ..................... 233 Trust yourself ...................................................................................................233 Know Thyself ..................................................................................................236 22. Tips, Tricks And Tactics That Destroy Writer’s Block ........... 238 23. Finding The Right Time To Write........................................... 244 How to make the time to write ........................................................................246 24. The Final Word On Writing .................................................... 248 25. My Final Say .......................................................................... 254 Glossary Of Terms ........................................................................ 256 Appendix ...................................................................................... 259 Web Communications ...................................................................................259 Case Study: Telstra targets customers with e-mails ........................................259 Case Study: Telstra informs people through ezines .........................................263 PR Materials and Strategies .........................................................................266 Case Study: Telstra launches eLaunceston ......................................................266 Case Study: Two ways to get the Telstra message across................................273 Case Study: Telstra editorial features get noticed............................................283 Case Study: Kodak gains valuable air time .....................................................288 Case Study: Kenworth Trucks keep moving with the media...........................291 Case Study: Kenworth Trucks spreads the news on TV..................................302 Corporate Communications .........................................................................306 Case Study:Kodak reaches the teen market with a ‘different’ newsletter .......306 Case Study:Australia Post delivers its message with an industry publication 309 Case Study: Simplot serves up a tantalizing newsletter ..................................322 Case Study: Océ promotes corporate solutions ...............................................325 Case Study: Bureau Scan beefs up promotion with a Corporate profile .........328 Case Study: Come2gether brochure goes online .............................................333 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 8 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Advertising .....................................................................................................337 Case Study: Telstra advertises new services on air .........................................337 Case Study: BJR Distilleries labels .................................................................340 Case Study: Meanwell sells well with display ads ..........................................343 Direct Mail Campaigns .................................................................................349 Case Study: Océ controls the message with Direct Mail.................................349 Case Study: Pin Point Tele Marketing targets prospects .................................352 Case Study: DM helps Creative Steps stay in contact with clients .................354 Case Study: Burgundy Lunchbox rewards loyal customers ............................356 Marketing Communications for your own Business ..................................359 Sample: Prospect Letters .................................................................................359 Sample: Company Brochure............................................................................366 Sample: Phone Script ......................................................................................371 Present yourself in the best light......................................................................373 Sample: Company Advertisement ...................................................................375 Acknowledgements ...................................................................... 377 More Information ......................................................................... 379 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 9 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell You cannot teach a man anything; you can only help him to find it within himself. Michael Meanwell Galileo Galilei (1564 – 1642) Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 10 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell About the Author Michael Meanwell began his literary career at 17 with the publication of poetry and articles in newspapers in Australia. Since then, his career has evolved from a freelance and staff journalist for various publications, including the Herald-Sun, New Idea, People and Small Business Success to a public relations and marketing consultant for a variety of companies, including Telstra, Kodak, Australia Post and Royal Selangor as well as Cross Writing Instruments, VDO, Ford, Océ, Honda and Paccar. Along the way, Michael has dabbled in fiction (he’s currently writing his second novel, a political thriller), produced and hosted a weekly radio show, and written and presented a series of inspirational television programs. He is a member of a number of professional bodies in Australia, most notably the Australian Institute of Management, the Australian Marketing Institute, the Australian Society of Authors and the Public Relations Institute of Australia. Michael and his wife, Yianna, live in Melbourne and enjoy travelling and entertaining (when he can be dragged away from his Mac). Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 11 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell like: • • • • What’s In This Book This book has been segmented into several parts comprising a number of chapters. For some, the ‘hardest’ part of the book will be the first few chapters in the Getting Started section. They contain all of the tough, soul-searching issues Your suitability as a full-time writer Your suitability for running your own business Developing a business plan Working successfully from home And, while we’re on the subject of preparing or enhancing your business, the Getting Organized section gives you the tools to turbocharge your business, by helping you develop a system for every aspect of your dayto- day operations. You get the hard stuff up front, so that we can enjoy the art of writing and being in business – the cream – later on. In the next section, Write What You Like, we examine various hot markets for writers. Each of these specialized markets calls for a different approach to your craft. So we also discuss proven tips and techniques that allow you to adapt your style to succeed in these niche fields. In addition, we show you the best places to look for work, and also how to create work that pays better than advertised jobs. For many, this section is a favorite. That’s why it occupies the lion’s share of the book. Being able to do the work is only part of the equation. You need to be able to attract clients and keep them, just as much as you need to make money and use it effectively. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 12 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell The following section, Getting Down To Business, looks at methods of attracting new business, improving your work style, promoting your own business and also handling bad debts. To make things even easier, I’ve included a series of templates straight out of my own writing business. You can customise these to automate various processes in your business. The last section, Working Smarter, Writing Faster, does exactly that. It shows you how to beat writer’s block with a range of techniques that have worked for me and other writers. We also examine ways you can find the time to write and improve your productivity. And, just as important, we explore how to look after the most vital resource you have in business – you. In addition, you’ll be invited into my writing world, where I have spent the past 20 years. I’ll share various things that have happened to me along the way as well as solutions to problems that you can apply in your own business. Most importantly, I will show you the essence of the enterprising writer. How to write profitably and earn what you are truly worth. Last year, I earned $111,245 – and all from my own writing. That’s not including other revenue generated from my small band of subcontractors (something I’ll detail in a later chapter). The best news is that you can make this kind of money too. You’ve already taken the first step, simply by reading this book. Welcome aboard . . . I hope you enjoy the journey! Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 13 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell iii Introduction Most people live and die with their music still unplayed. They never dare to try. Mary Kay Ash (1918-) Getting into print. That was the big goal for all of us when we began writing. And, while it’s still a thrill to get a byline, particularly in one of the more prestigious publications, it’s no longer enough to enthuse bank managers. We need to profit from our craft. This book is designed to show you how to make a living from writing, and still have a life worth living away from the keyboard. It’s based on proven techniques I’ve learned from associates and mentors as well as my own experience from writing professionally for 20 years (almost half of which has been spent running my own business). Whether you’re new to the world of writing or you’re ready to advance to a new level, this book will give you the motivation as well as the tools and techniques to make serious money from writing what you like when you like. Investing in yourself I’ll also show you how to develop and manage your business. This is an important skill – something most writers fail to do well, and it’s the main reason why most fail to succeed in this business. There’s no magic wand in making money from words. Like any business, Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 14 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell you need to invest in yourself by developing your skills, and then invest in your business by discovering new opportunities, determining markets, cultivating clients and continually delivering a quality product and service. One of the secrets is to diversify: To broaden your skills to encompass a range of services – anything from journalism, scripts and books to Web content, marketing collateral and even lecturing on your craft. It’s been said that the first five years in business are the hardest. That is, until you get through them, then the experts say the next five are even more challenging. I can attest to both. The establishment of a business, a reputation and a quality methodology in the first five years was challenging. It’s a real eye-opener to be completely responsible for your own income. But it’s even more frightening to be responsible for other people’s income. That’s what happened over the next five years as I saw my business expand in clients and in staff. I continually remind myself that I’m only as good as my last invoice. That’s my reality check. It reminds me that I can’t rest on my past achievements. Today, no business or individual can afford to do this. There’s always going to be someone offering a better mouse trap. And, no matter what kind of relationship you’ve built with your clients, you’ll need to continually motivate them to do business with you in the long term. Riding the rollercoaster Being a freelance writer can be an extremely interesting, rewarding and satisfying career. But, like any business, it can deliver as many feasts as famines. The trick is learning how to ride the rollercoaster. Feasts sound good, but there can sometimes be a down side: Clients usually want their projects completed ‘yesterday’ – and there just aren’t enough yesterdays in the week. That means that you run the risk of disappointing some clients and losing future work, or losing a lot of sleep and possibly also not completing the jobs professionally. The irony is that I started my writing business on my own, then I gained a partner who also happened to be my first wife. As we became more successful, we added more and more staff and built a lucrative business Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell in the first five years, only to see it evaporate through divorce. Here’s the irony: I’ve been on my own again since September 1996 – and these years have personally been my most productive and profitable. • • • Are you ready? Above all else, I have learned that it’s best to follow the KISS principle – keep it simple stupid – it’s an oldie, but it still applies as much to the work we do as to the way we run our business. In the beginning, as my business grew, I hired more staff. But when the market contracted, I was faced with the dilemma of letting go of loyal staff. Most employers say the hardest thing in business is letting go of good staff – and that was true for me too. Often, I would put off the inevitable, while I madly searched for extra work to cover their wages. But, since being on my own again, I have found a much better alternative. Now I outsource work when it’s there, just as my clients outsource work to me. It’s so simple, and yet it’s empowering. It gives me the ability to work on my own, and the flexibility to handle bigger projects or hand over other projects to other professionals who I know and trust. Writing is my life. I’ve been doing it for 20 years, and I expect to do it for another 20 or more years. You don’t need to have that kind of passion to benefit from this book. All you need are three things: Drive. Ability. Responsibility. You need the drive to get things done on time, to brief and within budget; you need to run the extra mile when others can’t or won’t. You need to have the ability to handle a range of projects and a variety of clients’ demands, so that you can capitalize on every opportunity that comes your way. You need to take responsibility for the journey. That means, not only taking responsibility for your business but also for your life; finding a balance between work and play, and enjoying the fruits of your labor. I’ve found that balance and I’d like to share it with you. ‘KISS’ your business Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 15 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Freelancers – We Need You You are never given a wish without also being given the power to make it true. You may have to work for it, however. In the beginning, there was the word, as the Bible states. And, I believe that in the end, the word will prevail. Communication is the oxygen of society. We cannot exist without it. And, as society continues to develop new and more cost effective ways of communicating, the need for good communicators will also continue. Web sites. Richard Bach (1936-) Michael Meanwell We’ve seen it in our lifetime. Many people thought the demise of afternoon newspapers, in favor of packaged TV news, would spell the beginning of the end for journalists. But as one market shrinks, another expands. Your next assignment is just a mouse click away Today, there are a plethora of opportunities for online writers, from writing for e-zines to publishing e-books. For the first time, you have access to global markets and opportunities. For the first time, it doesn’t matter what country or time zone you live in – your next job could materialize right in front of you – on your computer monitor. There’s also a niche market that’s virtually untapped on the Internet. Not developing sites – there are too many competitors out there already – but writing copy for Web sites. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 16 of 380 Page 17 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Next time you are surfing, take the time to read the copy thoroughly. You’ll find that even on some of the more professional web sites, there’s room for improvement, not just in correcting typos and grammatical errors, but also creating punchy copy with a ‘call to action’. And, with more than a billion sites online and increasing daily, there are plenty of opportunities for proof-reading, rewriting or drafting web copy from scratch. There is – and always will be – a wealth of work out there for good writers. Think about it. Every time you turn on the TV or radio, pick up a newspaper or magazine, or even buy your favorite box of cereal – there’s a writer behind each message you read. As you develop your skills and your services, you will find that the lines blur between advertising copywriter, direct marketer, PR consultant, journalist and fiction writer. I have fulfilled each of these roles over the years. It’s all a matter of adapting your skills to suit your clients’ needs and the requirements of the target audience. I currently work with a number of large companies which choose to outsource specific tasks, such as technical writing, media releases, brochures, newsletters and speeches. In addition, I occasionally write stories for various newspapers and magazines. All good fare for the freelance writer. • • expectations. • Company advantages in using a freelancer The advantages that freelancers offer a company over internal staff are several fold – and this should be part of your sales pitch: Objective – you are not part of the corporate culture, so you can offer a more objective and often more creative viewpoint. Accountable – you don’t get paid until the job is done, so there’s a vested interest in working fast, sticking to deadlines and exceeding Experience – writing is your specialty, so you can often complete projects faster and more professionally than internal staff who have other commitments and less expertise. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • • • • • Cost effective – because you’re not on staff, you’re not on the payroll, which offers certain advantages to companies in terms of medical insurance, tax, office space and other considerations. Overload – you can assist internal staff with projects when people are on leave or handling other tasks. actually my boss. There are also several advantages to you as a freelance writer: Remember, enthusiasm is an important ingredient in your business. You Personal advantages in being a freelancer Flexibility – if you’ve hit a block with a certain project, change gears by taking on a different project. Often that’s enough to remove the block and re-invigorate you. Work your own hours – this can be good or bad. A lot of people think that when you work for yourself, you’ve got it easy. The fact is that working your own hours can easily turn into working all hours to get the job done. There have been many times when I have worked through the night and weekend to meet a deadline. It’s part of the commitment you make to your clients and to yourself as a professional. Be your own boss – again, this is an age-old fallacy. Having been my own boss for 10 years, I know that the reality is that every client is Remember what I said earlier, you’re only as good as your last invoice – it’s a good rule to remember. But the advantage of working for yourself is that you can pick and choose the projects and clients you want to work with. I have fired a number of clients because I have not liked their approach. On the surface, this may appear arrogant, but I think you’ll agree that when you work for yourself, it’s vital that you enjoy your work. I see myself as in partnership with my clients, sharing expertise and responsibilities. Sadly some companies still live in the Dark Ages and insist on treating their suppliers as slaves. This is counterproductive for both parties and, needless to say, my dealings with these people are short-lived. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 18 of 380 Page 19 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell have to like what you do, otherwise it will eventually show up in your writings and in your dealings with your clients. The point is, that with more than six billion people on the planet and a plethora of interests, products and services available – there is and always will be a need for good communicators, educators and marketers – roles you can comfortably fill as a freelancer writer. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 20 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell GETTING STARTED Now’s the time to roll up your sleeves, answer some tough questions and lay the foundation for your writing career. Like anything worth doing, the greater the investment you make now, the greater the rewards you can expect in the future. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 21 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Do You Have The Right Stuff For Business? Michael Meanwell If writers were good businessmen, they’d have too much sense to be writers. Irvin S. Cobb (1876 – 1944) Next to owning one’s own house, running a business is probably one of the most sought-after goals for most people. But before you leap into your own business, it’s important to consider the good, the bad and the risky: Evaluate your skills and abilities 1. Can I work from my home? Depending on where you live, you may need special permits or licenses to run your business from home. Contact relevant state or local government authority regarding regulations. 2. Have I got enough time to commit to this business? You don’t just need time to write, you also need time to establish a presence and manage your enterprise. That means making allowances for everything from developing new markets and prospecting for new clients to bookkeeping and planning for future growth. The bottom line is that you will value your time differently to how you once did. You’ll also need to commit a lot more of it to maintaining your business than you ever did working for someone else’s business. In the beginning, you’ll be starting work early and finishing late and often working on the weekends. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 22 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Given this, it’s important to strike a balance between your home business and your home life. Be realistic about the amount of time you can invest, especially if you have young children. 3. Do I have the skills to run the business? It’s not enough to be a good writer, you need to have skills in other areas to run a successful business. This includes expertise in sales, business management and interpersonal relations. There are a range of short courses you can take to bone up on the specifics as well as a wealth of general information at the library. It’s also important to surround yourself with good advice. Even after 10 years in business, I still have an accountant for financial planning and annual tax returns as well as a book keeper to handle my day-to-day business affairs. I have tried to acquire the best of both worlds: a working knowledge of business management and accounting as well as employing experts in these fields when I need them. I could invest considerable time learning and understanding all of the ins and outs of accounting, but that would eat into my earning time. Again, it’s best to strike a balance between working in the business and working on the business. That’s why I hire specialists when I haven’t the time, inclination or motivation to handle their tasks. When it comes to accounting, tax rules and business regulations are forever changing, so it’s wise to seek professional advice while still maintaining control of your business. 4. Do I have the money to begin? You have two options – you can finance your business from savings or get a loan. Either way, you need to have enough funds to not only cover your salary, superannuation and insurance, but also cover other outgoing costs in addition to set-up expenses. These include telecommunications (phone, fax and online charges), running costs for your car, stationery, postage and so on. It’s best to be conservative, when starting out. Allow for a slow start, so that you don’t encounter cashflow problems from day one. Clear as much personal debt as possible, including credit card expenses and loans. When I started my business, I was fortunate in that my wife was working Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 23 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell and we were living with relatives. We also had a safety net to handle rough times –savings from the sale of our house which helped fund our growth in the early days. Whether you have that advantage or not, I would recommend that you play it safe in the beginning. Try to fund the business from savings and control the credit cards. It’s easy to rack up debt with the swipe of a card, but not so easy to pay it back when business is slow. As part of running lean, try to purchase items second-hand, such as furniture and equipment. Many financial advisers would disagree with me, but I never lease anything. My reasoning, again, is cashflow. It’s better to pay for something outright if you can afford it now, than pay it off every month. You never know when you’re going to have a bad month (or more), especially in the early days. My basic philosophy in business is to prepare for the best by planning for the worst. This way, there shouldn’t be any surprises, because you will have contingencies in place to handle rough financial times. 5. Do you have a heart for business? If you’ve answered ‘yes’ to all the questions so far, you’re probably thinking you have a head for business. But do you have the heart to make your business an ongoing success, day in and day out? More importantly, do you have the heart to be a success in all areas of your life? As you’ve guessed, this is more of a personal rather than professional issue. But it’s just as important – even more so – than the earlier questions. You’ve got to be able to go the distance to make this business an ongoing success – this year and every year. Running a home office with a staff of one can be a lonely affair, even more so if it’s a literary business. In our profession, many hours are spent working in silence without conversation or collaboration. For some, this kind of workstyle can be soul-destroying. For others, it can be invigorating. Are you ready for business? Here’s what you need to know and do Whichever category you fit into, evaluate your suitability for business by considering the following questions: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 24 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • Are you willing to dedicate long hours for low wages? I’m not trying to pure cold water on the idea of working for yourself. I’ve had the most fun working for myself. I couldn’t imagine ever working for anyone else. But it’s also been the toughest period of employment, because I’ve had to make sacrifices and tough decisions to ensure the future of my business. In the beginning, it’s even tougher. Much like a plane taking off from the tarmac, a lot of energy is required in the launch phase. Once it’s going well and navigation is confirmed, much less energy is required to maintain altitude. You will need to put in the hard yards in the beginning. But remember the going will get easier as time passes and your expertise and business presence improve. • Do you enjoy good health? Working hard requires plenty of energy and good health. Remember, your body and mind are the engines driving your enterprise. If you’re not in good shape, how can you expect your business to excel? It’s important to eat right, exercise regularly and enjoy a balanced life. There will be times when you haven’t got the time. Remember the consequences of pushing that envelope too hard or too often – your actions will one day catch up with you. So why not take time off when you can, rather than be side-lined with illness when you really can’t afford it. • Is your family supportive? There’s no point starting a new career if your family isn’t 100 per cent behind you. Many couples have split up because they have not fully understood the demands of the commercial life or were not in favor of it in the first place. It’s important to discuss all of the pros and cons of starting the show for you and for all members of your family. It’s also important to share goals and reach agreement on all vital issues, so that you can work as a team. • Have you ever been self employed? This is not a pre-requisite, but it does help to know what to expect. If you haven’t, ask family and friends who are self employed about the pros and cons. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 25 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • Have you worked as a full-time writer before? Again, this is not a pre-requisite, but it’s more important to have invested the time writing full-time to know if you have the stamina and the interest to be a professional wordsmith. It’s easier to be a success, if you honestly enjoy your job. • Are you disciplined with money? If you find it hard to make ends meet; if you find it hard to pay bills on time; if you find your pay-packet is virtually gone the moment you get it – it may be wise to reconsider working for yourself. There are many different ways of running a business, but most successful people would say that the key word is ‘discipline’. Many a successful enterprise has been destroyed through a lack of financial management. • Are you disciplined with time? Remember the Benjamin Franklin catch-cry, ‘time is money’? Time is your most important raw material. You need to be a good manager of time. You also have to be time conscious in meeting your customers’ expectations. Every working journalist knows all too well the value of meeting deadlines. But, when you are totally responsible for meeting customers’ needs and your company’s revenue – deadlines take on an even more critical importance. A good way to stay on track is to plan each day in advance. “Plan your work, then work your plan”, as the adage goes. “If you fail to plan, then you plan to fail”, says Jim Rohn – and they’re both true. I plan every day of my life. And my final thoughts the night before concern the successful day ahead. Even when I am not officially working, I still plan the day. There are always chores to do in and around the house. By writing them down, you ensure they are accomplished in ‘downtime’, so there’s no excuse to be doing them when you should be in your office. Likewise, when you are in the office, ensure that every hour and every day is effective by prioritizing every task that has to be done. If it isn’t completed today, it goes on to tomorrow’s list. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 26 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • Do you know what income you can confidently expect (and is this enough to meet your current expenses and lifestyle)? It’s always a great idea to start with a business plan (we’ll discuss this in the next chapter). Part of that plan needs to accommodate your current lifestyle. You and your family need certain necessities and should enjoy certain luxuries. You need to be sure your work can afford to pay you the same as you are currently earning or you will need to make certain sacrifices to improve your income or reduce your lifestyle. The hardest time for me was the beginning. Fortunately, I’d done my homework and knew how much money I needed to survive. So I was able to weather the start-up storm and the ongoing ups and downs that all working folk know all too well. It’s called ‘cashflow’ – and it’s something I’ve learned to live with by building up a little reserve in my personal bank account to allow for lean times when the business can’t afford to pay its Managing Director on time. • Are you self-motivated? Being your own boss means ensuring you’re getting maximum benefit from time and effort. The best entrepreneurs are self-starters who are customer focused and goal oriented. They know what they want and they know how to get it by exceeding their customers’ demands. • Are you a good leader? Just because you’re working for yourself, doesn’t mean you don’t have to be a good leader. You may have a staff of one, but there will be times when you’ll need the services of others. Even though I no longer employ staff, I still hire freelance writers, artists, photographers and other professionals for various client projects. There have been occasions when I’ve worked on the launch of a major product range which has required me to assemble a team of professionals. Even if your enterprise never gets to this stage, there will be many occasions when good leadership skills will give you a decided advantage. Discover them, develop them and exercise them, so that they become a natural part of your working life. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 27 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • Are you good with people? You may be good with words, but you need to be good with people, whether you intend making a living as a journalist, PR person or any other type of scribe. Communicating with and relating to people is the bread and butter of commercial life. • Are you responsible? Taking responsibility for everything that crosses your desk is vital for your success. The buck must stop with you. Whenever I’m involved in a project, I take full responsibility for every aspect. You cannot always be involved in every aspect, such as printing a brochure or a shooting a catalogue, but you can certainly manage the process to ensure a successful outcome. Hire good people with a proven track record. Determine objectives up front with all stakeholders (both your suppliers and your clients) and keep all parties continually updated. It’s a good idea to develop a ‘work in progress’ schedule, listing each of the tasks required, attributing responsibility and attaching a deadline for its completion. That way, it keeps everyone honest about who’s doing what and by which date. It also allows you to stay on top of the project and take action the day a task falls behind schedule. • Are you a good decision maker? This ability is equally as important as the others we’ve discussed. Procrastination not only wastes time, it can sometimes cost you everything. So ask all the right questions and gather all of the facts. If you can’t, rely on your instincts and always do the right thing. Building a business begins with solid foundations If you answered ‘yes’ to the bulk of these questions, you probably have the skills to be a commercial success. Where you have answered ‘no’, you now have an insight into areas which require some training. As mentioned earlier, there are a plethora of books available on these and other areas of self employment. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 28 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Today, there’s no excuses for being uninformed. OK, you’ve done some soul-searching, answered some questions you most probably had never thought to ask. Once you have resolved any issues, you are ready to dig a little deeper. It’s now time to lay the foundations for your new literary empire – something I hope will last a lifetime – and it should, if you plan correctly and build correctly. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 29 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell A Business Plan For Success Joe Karbo Don’t be too busy earning a living to make any money. When you’re finally ready to start your own show, often you’re in such a hurry, the last thing you want to do is develop a plan – you just want to leap right in. Right? Well, if you want your business to continue beyond the first big splash, you’ll need some solid planning before the big day and continual planning for the rest of your business life. Michael Meanwell If you’ve read this far, you’ve decided you’re right for business. So let’s begin planning how you will make waves around the world. Questions to ask to Bullet-Proof your Business There are many books you can consult to bullet-proof your business. To start off, research and answer the following basic questions: What field will you service? Consider the fields in which you’ll be involved. Will you focus on one field, such as public relations, or will you diversify and cover a range of facets, such as freelance journalism, ad copywriting and e-publishing? If you intend to focus on more than one field, you will need to assess each individually, as each has a unique set of issues. And, when assessing a field, you also need to decide if you will be targeting it as a whole or specializing in certain segments. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 30 of 380 For example, if you plan to service the PR field, will you focus on developing communications for the information technology sector or the transport or medical sector? If it’s freelance journalism, are you going to focus on being a travel writer, an entertainment reporter or a feature writer? It’s important to decide this as you’re writing the business plan, so that both you and your energies remain focused. Who is your competition? An important part of assessing the field is also assessing your competition. What solutions do competitors bring to clients? What areas of improvement are available through your business? Are there specific niches that are not being fulfilled – which you can fulfil easily or cost effectively or at some greater benefit to your potential clients? You can research both your target industry and the competition via the Internet and the library. There is a range of information sources available online as well as various industry publications, associations and market research that will give you greater insight into specific industries and the opportunities that exist for you. What advantage do you have over the competition? Once you know the industry and your competition, you will know which category you fit as an industry supplier. There will, of course, be large firms providing a wider range of services at a higher rate. There will be smaller firms specializing in one or more distinct area, and there will be sole operators, who are writing as a hobby and others who are serious and have the credentials and the client list to prove it. Whatever the competition, it’s important to understand which niche you fulfil. This will assist you in distinguishing yourself from the others in the eyes of prospects and clients. When formulating your business plan and, indeed, when formulating sales letters, it’s best to see things through the eyes of others: Why should a company hire you? What do you offer that others do not? What’s the benefit in using your services? Are you cheaper? Are you quicker? Do you guarantee a better quality product, service or some other advantage? Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 31 of 380 Consider each of these questions now and throughout your commercial life. Just because you have clients, doesn’t mean you’ll keep them. You’ll only keep them if you continue to satisfy them. Writing a business plan and continually reviewing and improving on it, will help keep you on course and keep clients on your books. Can you deliver a better product, service or solution? Even though we just discussed this, I think it’s worthy of further thought. What I am asking you to do is develop what marketers call a ‘USP’ – a unique selling proposition. I am asking you to differentiate yourself from others in the market. What makes you special or, more importantly, how can you offer a greater benefit to your clients compared with the competition. Let’s face it, there are a lot of people who want to write and a lot who already write well. You’ve got plenty of competition, but you’ve also got plenty of opportunities to make a good living. The key is not only finding out what you enjoy doing and are good at doing, but convincing others they need your unique service. When you discover this, you should have enough information to write your mission statement. In a single sentence or paragraph, this will encapsulate the essence of your business, your philosophy and your promise to clients. This mission statement can help you in many ways. You can use it to develop a slogan, you can use it as a running theme in sales letters, pitches, brochures, newsletters or any other marketing collateral you eventually create to promote yourself. When my partner left the business a few years ago, I took the opportunity to change the name to reflect the new direction I was taking. I decided in late 1996 to focus on developing business-to-business marketing communications for the corporate market. I changed the name to Marketzing. And my mission statement? To put more zing in your marketing. What are my skills and experience, and how can they benefit the business? This is an intrinsic part of the above question. Since you are starting out Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 32 of 380 alone, the bulk of what your business can offer clients falls on your shoulders. You are its greatest asset. So it’s important to evaluate objectively your background, skills, experience and expertise, and determine how they can best be used to meet client needs. If you haven’t already done it, now’s a good time to do a SWOT (strengths, weaknesses, opportunities and threats) analysis on you and your firm. Then you can promote the positives and work on the negatives. What’s the best legal structure for the business? This is a good question to discuss with your accountant or financial adviser. Consider all of the options – the cheapest is not always the best. How should I keep my business records? Again, you can seek advice on this. My personal preference is to use a computer accounting system (I have used MYOB for years and never had a problem). When I first set up my company, I used a paper-based, manual system. Then, as the business grew, it was easier and more cost effective to automate the process. Today, I input data, print invoices and pay the bills. But I leave all the other tasks – inputting accounts receivable, bank reconciliations and so on – to my book keeper. She communicates regularly with my accountant to keep me on track and the three of us get together each quarter to complete various reports and the annual return. This approach suits me because I am far from being a financial whiz (in fact, I really hate anything to do with figures, but I’m living proof that you can still make money and keep it, even if you hate counting it). If you gain some perverse enjoyment out of reconciling accounts, more power to you. If not, hire someone who you can trust and who knows what they’re doing. You’ll sleep better at night and have more time to make money, rather than accounting for it. What insurance do I need? Again, this is something you should discuss with an adviser who understands your specific needs. My general advice is that you will need to insure all of your business equipment. It would be wise to also have income protection insurance that protects you against long-term illness or disability. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 33 of 380 Some people in our profession have professional indemnity insurance. I considered getting this when I first started, but chose not to for a couple of reasons: the insurance is generally very expensive and I was fairly certain I wouldn’t need it. Keep in mind that when I started, my main work came from PR and corporate communications. In my view, these literary areas are potentially the most litigatious. Ultimately, I chose not to get professional indemnity insurance because I did not intend making a serious mistake in my business. That may sound foolish or arrogant, but my reasoning was that I had been conducting PR for some years for a previous employer, in addition to several years in journalism. In that time, I’d learned how to report accurately and how to protect myself by gaining signed approval to copy before releasing it to the media. My decision has paid off. I’ve never had one case – or even one sniff of trouble – over what I’ve written on behalf of a client or third party. Having said that, whether you get this kind of insurance will depend on many things: the industries you service, your clients and the way you conduct business. Being careful is part of the solution. Being formal and getting everything in writing is the other part. How will I attract business? Whether you have decided to focus on PR and marketing communications or some other writing markets, you are more fortuitous than most who are starting out on their own. Why? Because a large part of prospecting involves the written word. Growing a business can take various forms, ranging from developing a referral system and publishing a regular newsletter to promoting yourself as an expert by writing for specialist publications or hitting the lecture circuit. Alternatively, you can issue direct mailers or ‘cold call’ editors and companies promoting your services. You can also advertise in marketing publications, establish strategic alliances with like-minded businesses, build a web site or network at various association functions. There’s a wealth of ways to get your name out there and attract favorable Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com attention. The secret to all good marketing is ‘test marketing’. Try a few approaches, review the results, tweak the system, and then test it again. If I’ve tried virtually all of the above prospecting tools, but the most effective over the years has been referrals from satisfied clients. Let’s face it, they’re a walking, talking advertisement for you that works because people trust people. Word-of-mouth advertising cuts through other forms of promotion because it’s credible. You heard about XYZ company because a friend recommended them to you – there was no gimmick, no sales pitch, no hidden agenda. Just one friend helping out another. It’s yet another good reason to offer your clients the best service and value for money. Not only will they keep coming back to you, they’ll also tell others. But word of mouth is a double-edged sword. If you do a poor job, not only will you ultimately lose the client, you will lose other opportunities. Research shows that a customer will tell three colleagues about exceptionally good service, and they will tell 10 people about exceptionally bad service. Keep in mind, it’s not enough to expect or wait for your satisfied clients to tell others. You need to encourage them by developing a referral system. Page 34 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell it works, stick with it. If it doesn’t, try another strategy. So what does that tell you? More on this in a Chapter 16. How will you operate? You need to consider work practices, policies and procedures for conducting business. • • • • • • • • • These are interesting questions for you to consider. I find the best way is How will you work on a day-to-day basis? Will you start each day with a preconceived plan of action? Will you evaluate each project before, during and after? How will you learn from mistakes? How can you save time? How can you ensure you will keep the client after the first job or the last job? How will you appease disgruntled clients? How will you handle queries regarding your services, your abilities, your background? How will you manage people who don’t pay on time or at all? Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell daily operations correctly, efficiently and professionally. gaining referrals and so on. Page 35 of 380 to work it out on paper. This can begin in your business plan and end in an operations manual, if you wish to really formalize the strategy. An operations manual contains all of the systems in your armory. It’s wise to have systems or procedures to follow. This will ensure you handle your It may be a little premature for an enterprise that’s just starting but, if you ever expand, it could be vital to your survival. When my firm grew to half a dozen people, the operations manual became our Bible. Today, my operations manual has evlved to suit my new circumstances, but it’s still something I refer to when needed. I still have systems that cover every aspect of my daily operations as well as procedures for prospecting, servicing new clients, preparing proposals, Whichever way you go, it’s wise to begin answering the above questions and consulting with others. I will share more with you in Chapter 7. Do I need a financial strategy? Absolutely! Every business needs both a marketing strategy and a financial one, and they should complement each other. You need to calculate how many billable hours (if this is appropriate) or how many projects you can produce each day, week, month and each year. You need to calculate how much money you need to maintain your lifestyle, how much money you need to maintain the business and what rate to charge your clients. These are all very personal and individual questions. How do you set a rate in as a consultant, freelance journalist or as any other type of professional writer? Should you lead the industry with the highest rate? Should you be the cheapest and undercut the competition or should you follow the norm? Before you answer these questions, you need to research industry rates. This should have been part of your initial research, but if not, discover what the competition charge and what companies may be willing to pay for your services. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 36 of 380 I think it’s best to begin as a ‘price follower’, offering the standard rate for your services. Once you become better known or specialize, you can begin to educate the market regarding paying you a higher fee for a greater benefit, such as faster turnaround, improved quality or better service, which equates to better value for money. Whatever rate you decide on, you first must know your break-even costs in running the show. And to know that, you need to determine your start-up costs and estimate your operating costs. Then, you need to develop a monthly operating plan for the first year. This will give you the information you need to ensure that the writing rates you set are acceptable, not just to your clients, but also to you. There’s no Another important part of your financial strategy is setting terms and conditions. As you know, cashflow is the key to sound financial management, so you need to ensure your clients pay you on time. What is the industry standard for payment? Seven, 14 or 30 days from the date of invoice? Again, you can choose to follow the market or you can offer clients an incentive for paying early, if maintaining cashflow is of paramount importance. An incentive may be a 5% discount or some other enticement. You also need to consider how and when you’ll pay yourself and other creditors. I prefer to pay myself once a month. That can be hard to live with, if you’ve been used to getting paid every week, but it just gets down to discipline. You may also choose to use your credit card as an electronic checkbook for paying regular expenses. This gives you the flexibility of paying when cashflow permits and taking advantage of extra free credit which some institutions offer. Use separate credit cards for business and personal expenses – it will make it easier when you are paying off your cards and reconciling your ‘The Enterprising Writer’ © 2000-01 Michael Meanwell point offering cheap rates if they send you broke. accounts. What equipment will you need? These days, it’s virtually impossible to get by without a computer connected to the Internet, so that you have email facilities and access to the World Wide Web. Add to that a fax machine for transferring manual documents and a mobile phone and answering machine, so that you’re contactable virtually anywhere at any time. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 37 of 380 Remember, you’re in a service business. You need to be accessible to your clients when it suits them, not you. Other items, such as a scanner or photocopier, may not be as essential to your business. If not, use them when you need them by seeking the services ‘The Enterprising Writer’ © 2000-01 Michael Meanwell of local businesses, such as a quick print shop. What will you name your business? This is another personal question. Should you go with something uninspiring like ‘John Smith & Associates’. That may sound OK for a law or accounting firm. But you’re in a creative business, so reflect it in your business name. Unless you have a memorable name or you are a personality in your own right, I would steer clear of using your own name. I would try for something that’s memorable because it’s short, sharp and creative. My PR company was initially called ‘The Write Advice’. That was back in 1991 when ‘write’ wasn’t as over-used as perhaps today. It was a catchy phrase for a PR and marketing communications company and had strong retention years later. In 1996, I changed the name to ‘Marketzing’ to reflect the change in ownership and my new direction. As you know, I have a second business, simply called ‘Meanwell’. This is the business that publishes books, such as this one. This is my surname (yes, it’s a real name, and yes, I’ve got the birth certificate to prove it). I know I said it’s not wise to use your own name, unless it’s memorable. Fortunately, mine is memorable and it also reflects the work I do in that business – helping people empower their lives through self-development programs, tapes and literature. Think about the work that you do. Think about personal traits you have. Think about how you would like to be remembered by clients. You should be a little closer now to finding the right name for your enterprise. Remember, first impressions count, so make it a good one. What space do you need to run a business? You will spend most of your time in your work place, so you need to ensure Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell each night. Page 38 of 380 it’s spacious, comfortable, quiet and professional. This is business central for you. Dedicate a bedroom or other area as your new office. You will need more than the kitchen table. Believe me, after one week, you will be sick of clearing your work each day to make room for dinner plates If you haven’t got the room, make the room, you can’t skimp on your work place. Your roadmap to sustained success Should you set goals? Yes, but what goals you set are up to you. You certainly should set some financial goals to reach each week or each month, so that you meet your financial commitments. Beyond this, I think it’s also healthy to set goals in other areas of your life. Where do you want to be – personally and professionally – in one, two and three years time? Don’t just think about it, write about it. Flesh out your dreams into goals which can be broken down into a number of steps, each with a deadline for completion. By setting goals, you do two things. You define what you desire, and you also remind yourself what you’re working toward in your commercial life. How often should I review my business plan? Some people go to all the trouble of developing a business plan only to shelve it a month later. This should be a living document; one that evolves as you and your business evolve. None of the information in your business plan should be carved in stone. This is a plan based on your current knowledge and circumstances – and, as we both know, these are forever changing. Review and update your plan accordingly. This will keep you focused on the goals you’ve set, the objectives you have for your business and the course you have fixed. If you decide to change direction, and you will, believe me, you can always make adjustments to the plan to meet your current situation. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 39 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell What you must know before you plan It may take you weeks or even months to research all of the parameters and consider all of the options before you complete your business plan. Just remember whatever time you invest now, will be worth it in the long run. Along the way, you will have plenty of time to consider the risk you are taking in starting your own operation. You will also have plenty of time to minimize the risk through thoughtful planning, developing contingencies and alliances with like-minded businesses as well as doing your homework on the competition, the marketplace, plus your strengths and areas in need of improvement. At the end of it all, you will know how much revenue you need to run the business and live comfortably. You will know how to measure your progress. You will know what you need to do to stay on target and you will also know how to do it. Keep in mind, if you are already in business, this is still a necessary component to stay in business. I have produced a number of business plans since I went solo. I won’t say I’ve written or updated the plan every year – that was the plan, but business got in the way. I have, however, read and reflected on the most recent business plan throughout each year. When you’ve written a few, it’s interesting to read over them and see how you, the captain of your destiny, have developed over the years. I’ve seen some dramatic shifts in both my attitudes and the course I’ve charted since that first fateful plan written back in April 1991, seven months before I set sail. Since then I’ve weathered countless storms and hazards that have thrown me off course, often into uncharted waters. But by having that trusty old business plan at hand, I’ve had the means to return to the original course or head out in a new direction. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 40 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell The Cost Of Doing Business Writing is the only profession where no one considers you ridiculous if you earn no money. Jules Renard (1864-1910) How much you charge your clients depends on a great many variables, ranging from your overheads and experience to the complexity of the individual tasks and the ability of clients to afford your services. Tell them what you’re worth Whatever rates you Michael Meanwell set, you should promote them in any introductory literature and correspondence you give prospects. This is a good way to qualify inquiries – it gives serious people an idea of the budget required and it minimizes contact with ‘tire-kickers’ and others who cannot afford you. In many instances, you will need to quote on a job rather than give a standard fee. But often a client will want to have a ballpark figure to work with. Wherever possible, provide them with a range of fees covering various jobs of interest to them. As I’ve said earlier, before you set your fees, you need to know your financial position. Fishing for clients – know which to keep and which to throw back My first boss in PR was fond of saying that “little fish are sweet”, meaning that it’s wise to have a handful of small, regular clients than just a few larger clients. His reasoning was that it was easier to replace one or two smaller clients than one or two larger clients. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 41 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell I think everyone would agree with that, but I’ve never agreed with the philosophy of servicing just small clients. I saw in his consultancy how they took the lion’s share of the agency’s time. Often, you can invest as much time in a small project as a large one. Likewise, when dealing with smaller clients, it can sometimes be hard to educate them regarding the cost of working with you. So, often you wind up working on a lower rate and usually just as hard as you would for a larger business. In the beginning, you may not have a choice. The only clients you can attract may only be small businesses. That’s fine. Work with them while you develop your skills and reputation, but always keep an eye out for the big fish. You may have to change your tackle and bait to snare them, but you’ll find in the long run it’s worth hooking a marlin than a mackerel. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 42 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Getting The Most Out Of Working From Home The writer is one who writes . . . He withdraws to some quite corner, a bedroom perhaps, or any cubicle with a chair and a table, and applies himself to his blank paper. Two hours a day are needed; three hours are better; four are heroic. Gerald Warner Brace There are both advantages and disadvantages to working from home. The good news is that Michael Meanwell you can save time in travelling costs, you can save money in terms of rent and operational expenses, and you can minimize your tax. The bad news is that you miss out on the synergy that a good office offers. Even if you’re working alone and sharing an office with other enterpreneurs, just having other people around you can be a good motivator. It does help, however, to be sharing space with the right people. I’ve also been in situations where I’ve shared with people who were more of a disruption. Tips for turning a spare room into a productive office If you’ve decided to work from home, it’s important to make your work place as pleasant, professional and conducive to working as possible. Here are some common sense points you can apply: Your work place is sacred Whatever area you deem to be your office – a bedroom or even the corner of a room – it should be sacred and off limits to ‘unauthorized personnel’. 1. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 43 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell This is your work place, so other members of the family need to respect this space. 2. Stay flexible Whatever amount of space you have available, chances are you’ll need more as your business grows. Invest in a larger desk than you currently need and install extra bookshelves. If required, keep less critical items in a closet or garage, such as extra filing cabinets, supplies and archived records. 3. Wired for work No doubt your office will contain a plethora of technology which require electrical outlets and/or phone jacks. Make sure that you have an adequate amount of both for your needs now and in the future and that they are located close to equipment. 4. Light up your life Your office will need to be well lit. It’s best for your eyesight (and usually your sanity) to have your desk face a window. When positioning your desk make sure it takes full advantage of natural light without any glare on your computer screen. You can supplement natural light with a desk lamp and suitable ceiling lighting. 5. Protect yourself Your office is now your livelihood, so safeguard it against ‘acts of God’. Install surge protection equipment to protect your equipment from lightning strikes and power surges which can fry electronic components. The equipment you now have in your home is among the most soughtafter by burglars, so install a good alarm system. 6. Think ergonomically Your workplace has to be safe, not only for your equipment, but for your body. If you expect to invest four or more hours a day at your desk, you need a workstation that promotes good posture. Start by investing in a good ergonomic chair that includes an adjustable Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 44 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell back support and seat height to suit your body. Ideally, the chair should swivel and have castors for ease of use. Your computer screen should be placed directly in front of you and at eye level and arm’s reach. If needed, raise the height by placing the screen on a stand or phone directories. 7. Your office is your haven The advantage of working from home is that you can put as much personality into your home office as you like. I spend a lot of time in my bedroom cum office, so I’ve made it into a haven – a home for my thoughts as much as my work. Serene pictures decorate the walls, soft instrumental music plays in the background and often essences waft throughout the house all day long. It makes the office more serene and work more pleasant. 8. Make sure the door works At the end of the business day, close the door on your office. This is also your home, so respect the personal needs of all who live there. Remember, you’re working to live, not living to work. How to keep your mind on the job One of the things you’ll find if you work from home is that others may not consider that you’re working at all. Often, because you’re home, the perception is that you must be taking time off, that you’re in between real jobs or just writing as a hobby. If you’re not careful, you’ll find friends and family dropping in for a coffee or having a long chat on the phone during work hours. You need to educate them that this is work time. Make a point of seeing or speaking to them after hours, as you would if you were still working for an employer. Office hours are the time you should be working in the office or out seeing clients. You know this, but sometimes others need to be reminded of it. That’s not to say that your new home life is all work and no play. It’s a matter, like everything, of striking a balance. Because you’re now working from home, you have the option of setting your own hours, to some degree. You can elect to start your day earlier to allow you time later in the day to go shopping or enjoy a long lunch with a friend while others are at work. In fact, it’s good to give yourself a treat every now and then. There will be plenty of times when you’re burning the midnight candle trying to finish an overdue project. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 45 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Initially, I fell into the trap of letting my nine-to-five work spill over into nights and weekends. Before long, I was working every day and most nights. Apart from the fact that I didn’t have much of a life, I was finding that it took me longer to complete tasks because I was not fresh at the start of each day. None of us are machines. We need time to recharge the batteries, and we need to remind ourselves why we started our own business – for quality of life. So, while it’s important to keep your head down, you need to consider the big picture to ensure neither you nor your family are missing out. You can do this by setting specific hours for business and allowing yourself time each day for a proper lunch break. You may wish to keep an answering machine on during these times to ensure you enjoy your break. It’s also important to get out of the house when you can. Even if that means a quick walk around the block, if you’re really busy. Your body and mind will thank you for it. Dress for Success To maintain a professional image, dress for success. Yes, you could hang out in your bathrobe all day, and maybe no one would know except you. That’s enough of a reason not to make a habit of it. When I first began working from home, I would dress each day for work in a collar and tie, as I did when working in a normal office. It made me feel like I really was at work. Now it’s been several years, so I don’t need external motivation to know I’m at work. Consequently, I dress a little more casually, unless I have a client meeting, and then it’s back into the corporate attire. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 46 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell GETTING ORGANIZED ‘Getting it right first time, ever time’ is the idiom of quality practitioners. The secret to their success relates to systems. Developing a set of procedures to ensure every aspect of their business is coordinated professionally and efficiently. You can use this approach in your business, not just to impress your qualityaccredited clients, but to save you valuable time and money, and maybe win you some unexpected business. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 47 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell 1. Supercharge Your Business With Systems And Procedures Michael Meanwell A professional writer is an amateur who didn’t quit. Richard Bach (1936-) You’ve done all of the necessary planning, now you’re ready to roll up your sleeves and begin organizing yourself so that your business runs smoothly and efficiency from day one. As mentioned in Chapter 3, it’s wise to develop quality systems, policies and procedures that cover every facet of your business. This comprises your operations manual. Here are some areas you can look at to improve your output: Automating information Develop a series of form letters that cover various aspects of your enterprise, including letters for prospecting, a basic script or bullet points for cold calling and follow-up direct mail letters. In addition, develop systems that automate as much activity as possible. Let’s assume your system for attracting new clients is to mail a letter and brochure. Before you do this, develop a system so that each procedure is undertaken on time, every time. The system could be as follows: (a) Identify prospects from referrals, newspaper clippings and other sources (b) Undertake low-level research of prospect’s needs (c) Issue personal letter to relevant decision maker (e.g. Editor or Marketing Manager) (d) Phone follow-up letter (three days after receipt) (e) Arrange meeting and present folio Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 48 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell (f) Follow-up meeting with proposal, letter or phone call to close the deal (within a week) Depending on your workload, this system could be undertaken on a weekly or fortnightly basis. The point is that by developing systems like this, you can save time, keep the wheels in motion and ensure that all necessary components of your system are executed in a quality manner. You could develop similar procedures for maintaining contact with clients, referrals, debt collection – in fact, virtually any area of your business. And, by documenting every procedure, there’s no need to rely on your memory to know what to do and when to do it. 2. Code files for easy recall One of the first things you discover in business is the amount of paper work you have to deal with each day. That’s not just correspondence you receive and periodicals you collect, but also the work you generate. I’ve found that the best way to maintain some order on the computer is to develop a three or four-letter code relating to all data files. For example: Files that relate to your personal life. Files relating to your business, not clients. PER Personal HSE House A three letter acronym representing each client. TWA A client This system, like all others, is designed to employ discipline in your office. But that discipline must begin and end with you. In the future, every time you create a file, you should save it beginning with the relevant three-letter acronym. In addition, it’s a good idea to add a month/year date to the end of the file name, so that you know when it was created, for example: HSE-Mike’s Tax 8/00 This is a good habit to get into. You’ll thank yourself, especially the day you cannot find a specific file. Even if you don’t know the name, you will now be able to find it by searching via your new code system. This system also makes it easy when it’s time to file away work into various folders that you’ve created. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 49 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell 3. • • • • • • • • Managing computer files and folders Whether you use a Windows computer or, like me, a Mac, both operating systems allow for the creation of files which can be stored in any number of folders organized any number of ways. My personal preference is to initially create two main folders. One contains all of my Current Work – active files and work in progress. The other folder – Archives – contains all of my completed work. This approach, of course, should mirror your manual, desk system where current work is kept on your desk in trays or in a single filing cabinet attached to your desk. Archived files can be stored in a separate, larger filing cabinet or in boxes. Within your Current Work folder, you can further categorize by clients. And within each Client folder, you can have a series of folders, containing Correspondence and other data relevant to your business, such as: Background Information Brochures Databases Media Releases Newsletters Quotations Purchase Orders Speeches Within each of these folders, you can then place relevant files that you create. It won’t be long before your have a large number of files within various folders. That’s why it’s important to regularly spring-clean your Current Work file, trashing some files and archiving others. Your Archives folder should reflect your Current Work folder, so that you can easily retrieve client files in years to come, if need be. Like all systems, there’s a fair bit of work involved in setting up, but it’s worth it in the long run. You’ll always know where to find a specific file, based on its code and its folder. 4. Managing manual files and folders As mentioned, your computer system should mirror your manual system, so there’s no confusion. Every time I start a new project – whether it’s an article for a magazine or a newsletter for a company – I always start with a Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 50 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell new manila folder (in fact, I use different colored folders for different aspects of my business to make things even easier). By keeping all information in the file, I never lose anything. And, by keeping just the one file on my desk at the one time, it keeps my mind on the task at hand. When I’m not working on that job and it’s still in progress, it goes back into the Current Work filing cabinet at my desk. When that job is done, I file relevant information, such as the final draft, the signed approval form and any background info, in my Archives filing cabinet which, of course, has been categorized by client and by activity. Then one weekend a year is spent going through that Archives cabinet, sorting through material that I need to keep. This material finds its way into my garage and into another filing system for posterity. It may sound like a lot of work, but it’s not. I’ve been doing it for so long, it comes naturally, and it’s made a big difference to my productivity. How many times have you blown an afternoon looking for an elusive file or tax receipt? 5. Dealing with snail mail and email Both kinds of mail should be sorted every day you receive it, so that there’s no backlog to wade through at the end of each week. Postal mail can be sorted into piles, depending on its relevance and importance. Magazines can be placed into a pile for reading when you have time; correspondence that requires attention can be filed into an intray. You should decide on the importance of the other mail you receive. Junk mail should be trashed immediately. With email, you can receive information any time of day rather than in one hit as with conventional mail. So, it’s even more important to stay on top of this through the use of discipline and systems. Delete junk mail, respond to important messages and file them in folders you’ve set up, based on client and activity, similar to the manual and computer systems we’ve discussed. You should also get into the habit of filing emails at the end of each day. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 51 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell 6. Backup or suffer the pain Backing up your computer data is one of the most important functions you can undertake in your business. Your computer data is the lifeblood of your business. For many, including me, the business would grind to a halt if the computer data was lost or corrupted. This situation is becoming even more critical with the increase in the number of computer viruses we’ve seen unleashed around the world. But it’s not enough to just backup your work on separate disks. What happens if your home is burgled or, Heaven forbid, destroyed? That’s why I maintain two sets of back-up disks for all of my data. One set remains in the home office and the other in a secure location off-site. Each day, I backup the set of disks at home and then swap them with the other set. That way, there’s no chance my business will go down even if the office does. I recommend you maintain two sets of backup disks and rotate them daily or weekly at the very least. One set can be kept at home and the other can be kept in an off-site location, such as a friend’s home or a post office box, if you have one. 7. What to do with office supplies and repairs What happens if the fax machine breaks down or you run out of toner for your printer – do you have the suppliers’ details at your fingertips? You do if you maintain a file with contact details of all equipment suppliers as well as the model and serial numbers of your equipment. This is also a good place to keep equipment manuals, warranties and any technical information you may require. You cannot control the amount of information that flows through your business, but you can manage it better by organizing yourself with systems. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 52 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell 1. 2. 3. Six Easy Habits For Improving Efficiency If one wants to write, one simply has to organize one’s life in a mass of little habits. Graham Greene Michael Meanwell Keep it clean If your office or desk is in a mess, you’re most probably in a mess too. Get into the habit of clearing and cleaning your desktop at the end of each day, and your office at the end of each week. By keeping your work place free of clutter, you’ll start the day and the new task quicker and fresher. Plan each task and each day Often projects can appear insurmountable until you break them down into individual tasks and prioritize them. The same applies for your day. There’s always so much to do, but what do you do first? Start each day with a ‘to do’ list. Prioritize the most important tasks for the day and, if they are not completed, transfer them to the next day’s list with an appropriate priority rating. In addition to a daily plan, keep weekly and monthly plans for longer term or larger projects. Each week, review the list and transfer tasks to your daily lists, as required. Keep a shopping list When you’re running low on supplies, add them to your shopping list to ensure you have them when you need them. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 53 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell 4. Get into a routine Discover when you are working at peak efficiency – is it first thing in the morning or later in the afternoon. Allocate your most intensive tasks for these peak periods, and choose to do other tasks, such as filing, research and administration at other times. 5. Do tasks in batches Variety may be the spice of life, but you can often improve productivity by doing a number of the same tasks in batches, such as responding to correspondence, emails and phone messages. 6. When you’re hot, don’t stop When you’re hitting those keys at a blistering pace, the last thing you want to do is stop – so avoid the temptation by placing the answering machine on, so that you can keep up the pace. Make sure, however, that you return calls before the end of that day. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 54 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell WRITE WHAT YOU LIKE Let’s face it. You’re a writer by choice. You chose this profession because you like the art of communication, so why not choose the areas of writing that you understand, are good at and enjoy? As we’ve said before, there’s a wide range of areas from which to choose. Other writers have dedicated entire volumes to discussing just one discipline. Over the following chapters, we’ll examine some of the more profitable areas of writing you can choose to maximize your success. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 55 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Get Technical And Tap A Growing Market If you’re creating and selling information, you’ll never go out of business. Michael LeBoeuf (1942-) When was the last time you picked up an instruction booklet, a technical manual or a textbook, and wondered what the author was trying to communicate? We’ve all had experiences Michael Meanwell where we’ve struggled to understand how to program a VCR, nut out a computer program or just assemble a child’s toy. Some people choose to go it alone and only seek help from the instructions when they have to. Others try to work through the instructions and often become more confused. Either way you look at it, technical writing is a skill. Some will see it as the most boring form of writing possible but, once you’ve handled a few technical assignments, most will agree it’s one of the most financiallyrewarding forms of writing available. It can take considerable skill to translate technical details into readable information for non-technical people. And, since society’s need for technology is for-ever changing, there will always be a strong demand for good technical writers. Badly written technical communications will ultimately cost an organization money and maybe even market share. If a customer cannot understand a manual, they will call an organization’s technical support staff, costing money in extra unnecessary resources. Alternatively, they will return the item for a refund and/or never buy from that company again. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 56 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell These are pretty extreme repercussions for the company that does not invest in professional communications. Discover a wealth of opportunities Technical writing takes in a broad variety of areas, ranging from a cookbook, reference manual and instruction book to an online help system, environmental impact report and business prospectus. The objective of any form of technical writing is to assist the reader in making decisions, fixing problems or taking action. In fact, this very book you’re reading is essentially a technical manual, given that we are discussing various processes and procedures for maximizing your potential in the writing business. A lot has happened in this field in just 20 years. In the ‘old days’, technical material was written for the technically-minded and, therefore, was not very user friendly. Today, more lay people are taking up the role of technician and, thankfully, the vast majority of technical communication is being written for this broader audience. You just have to look at today’s computer manuals to see the evolution. These days, most are written in plain English instead of technospeak and, when you still can’t understand the lingo, there’s a plethora of third-party how-to manuals to help you, such as the For Dummies series. This new form of technical communication has made the art more interesting for writers and, to some degree, a little harder. The easier it is to read, the more skill is required by the technical writer to translate gobbledygook into sensible prose. Another interesting trend that’s occurred in the past five or more years has been the shift from using in-house technical writers to freelancers, as more organizations have downsized and focused on core activities. Three ways to crack the market and one way to make real money As Peter Kent, author of Making Money in Technical Writing, explains – there are three avenues for making money as a technical writer. Firstly, you can sell your services via an agency which makes a handsome commission on each hour you work. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 57 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Secondly, you can beat the agency by going direct to the company in need. In both cases, you would work from their office and get paid as a salaried employee (but on a higher, casual rate). The third and most profitable method is to approach companies as a freelancer and work from your own home office. While some larger companies may balk at hiring freelancers directly, most small to medium companies will not – and that’s where the real wealth is. By ‘cutting out the middle man’, you’ll be able to charge some if not all of their commission on top of your standard rate. To make the pot even sweeter, instead of quoting an hourly rate, carefully estimate the size of the project and quote on a total cost. This requires a little experience, so it’s best to begin with an hourly rate until you get a feel for the size and complexity of future jobs. Once you do, you can increase your rate without having to explain it to your client. This also suits the client, as most companies prefer to have an up front understanding of the cost of a job prior to commencement. I’ve always quoted on an all-up cost for completing technical projects. Depending on what amount of time is required, you can invoice the client at various stages of its development or upon completion. Which technical job is right for you? There is not only a great need for technical writing, there’s also an enormous variety of areas from which to choose. Once you’ve decided you want to try your hand at technical communications, decide on the area you wish to target, such as writing software manuals, which happens to be one of the fastest growing avenues today. You don’t need to be an expert in a particular field to write a technical manual. If you have experience, it will help you get more work. But if you haven’t, you’ll still be able to write effectively because you will most probably explain things that other writers may take for granted. Whatever area you settle on, it’s important to know up front that technical writing requires a special breed of communicator: One who can write under pressure, write quickly and, above all else, understand technical data and Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 58 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell know how to translate it into readable information for the non-technically minded. Before you say ‘yes, that’s me’, consider this: What are your interests? Let’s say you’re interested in investing and surfing, and you’re knowledgeable in technology and horticulture. Well, now you have four specialties and four target areas for technical writing. Approaching prospects Once you’ve identified specific areas, you can target organizations working within those areas. These could be manufacturers developing a range of products, industry bodies overseeing activities or corporates offering a range of B2B or B2C solutions. When approaching them, highlight your expertise as a writer as well as your interest and knowledge of their industry. If you have written articles or marketing collateral for their industry, this will improve your prospects. Keep in mind that many organizations overlook the need to hire professional writers to present manuals and other technical communications. Highlight the fact that quality communications can improve the corporate image and increase sales – it may also help you get the job. As mentioned earlier, don’t be put off if you are not technically minded. This can work in your favor, in that you will be approaching the communication as a novice – much like your eventual reader. This will ensure you explain processes carefully, simply and correctly. Honing these skills Technical writing requires the skills of a journalist to identify and decipher information. You will need: • Interview skills – to be able to extract information from a variety of people, including management and technical staff. This can be somewhat challenging when dealing with technicians who have little idea of how to tell you what you need to know. • Organizational skills – to be able to prioritize tasks to ensure that the project stays on course and on deadline. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 59 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • Knowledge – even if you do not have specific knowledge of a particular product, it helps if you are au fait with the industry. And, before you get the job, you will need to demonstrate that you are capable of handling it. That’s where a folio documenting your past achievements and demonstrating your abilities, is vital for success. If you have never undertaken a technical communication before (or have not produced work in the specific industry), you can gain experience and samples by writing technical articles for publications, create a manual or other communication for a friend in the industry or for a non-profit organization. In addition, you can accelerate training through the numerous short courses available these days. Eight steps to technical writing riches If you’ve read this far and you think you’re up to the task, let’s examine what’s required to ensure your technical communications stay focussed and meet your clients’ needs. 1. Understand your objective If you’ve ever written PR or marketing materials, you’ll know that before you type a word, you must understand the objective of the communication. The same applies to technical writing. What are you trying to communicate? Has your client launched a new product or upgrade, introduced a new service or had a change in company policy? While your objective focuses on the issue you will be documenting, it should also cover what you expect to achieve for the reader. This could mean a clear understanding of the operating instructions of the new product, an improvement in employee safety or productivity, or a lift in the customer perception of a company. 2. Know and understand your reader Another rule of marketing is to know your target audience. When you know specifically who you’re targeting, you can better understand their needs. And that allows you to tailor the communication to match their working knowledge, education, prejudices, preferences and any other relevant criteria. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 60 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell This is one of, if not, the most important components of writing any successful communication. Ironically, it’s the least utilized by technical writers and, in deed, most other professional scribes today. How can you expect to communicate effectively with your reader when you have no idea of your readers’ needs and expectations? The main reason technical writers do not know their audience is because the process involved in gaining that information appears daunting. You can develop a profile of your audience by gathering information from various sources, including surveys, questionnaires, focus groups and existing customers. Once you have gathered this information, determine your readers’ level of technical know-how as well as their requirements, education and the objective of your communication. 3. Before you start The first thing you need to do is to establish ground rules with your clients. Start by meeting the developers of the product or service as well as management to establish internal objectives, deadlines and a format for the document. Determine the size and style of the document, the audience, and the list of people who will be involved with the project. 4. Laying the foundation Once you know your audience and your objective, you can begin gathering, structuring and drafting the information so that it can be presented in a logical, easy-to-understand manner. Where possible, include illustrations to support the documentation. Remember, we are visual creatures – it’s easier to understand something if we can picture it. 5. The first draft Here are my three golden rules for solid gold technical writing: • Write to impress: Just because you’re writing about a technical subject doesn’t mean you should always write like a technician. Present information in an interesting, clear and warm manner. Use some Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 61 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell discretion in your delivery. Employ a more conversational style when writing a software manual for the consumer market, as opposed to a specifications sheet on an air-conditioning system for engineers. • Write for clarity: Modify the KISS axiom to ‘keep it succinct and simple’. That means using active language rather than passive, substituting every-day words for jargon and eliminating verbose phrases. • Be specific: Whether you are writing for management, an industry specialist or the general public, technical writing requires technical information, such as facts, figures and recommendations. Wherever possible, be specific – support your claims with hard data. 6. Test it OK, you’ve finished the first draft. It looks good on paper, but does it actually do the job? If you’ve written an instruction booklet on how to operate a piece of machinery, it’s now time to put it to the test. Select someone who fits your audience profile and have them follow your instructions to determine the validity of the communication. This procedure will help iron out any bugs in your system and also help you hone your communication. 7. Technical review Once you’ve incorporated the necessary revisions into the second draft, your manual is now ready to be validated by a company technician and any other relevant personnel to ensure it covers all aspects. 8. The final test and the final draft Following the third draft incorporating any technical, legal or corporate changes, the final phase is to test the document to ensure it continues to meet the readers’ requirements. This can be done through focus groups, surveys and questionnaires. Your technical communication has now gone full circle, and is ready to go out to the real world. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 62 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Plenty of opportunities for good communicators Technical writing has received a bad rap over the years. That’s probably because in the early days, these communications were drafted by technicians and engineers. Fortunately, more organizations are recognizing the need for clear, concise communications that not only help customers but also help the companies they represent. For writers, that’s good news. Every year there are more new products on the market and new opportunities for writers to explain how they work. And, remember, that’s only one area of technical writing, there’s plenty more where that came from. Even with healthy competition, technical communications continues to command one of the highest pay rates in writing. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 63 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Welcome To A New World – Writing For The Web Make it simple. Make it memorable. Make it inviting to look at. Make it fun to read. Leo Burnett (1891-1971) The World Wide Web, as we know it, has only been around for a decade. Even in that short time, it has undergone three significant evolutions. Life online began with the word. Individuals initially used the Net to share information. Michael Meanwell But since then, organizations large and small have discovered the potential for global business. This second phase saw the Web’s look transform from a bland, gray background filled with text, to one with animated graphics, flashing banners and online audio and video. During these ‘gold rush’ days of the mid to late nineties, all kinds of businesses scrambled to hang their shingle online. The problem was that the content of their Web sites was poor and, consequently, the majority have failed to capitalize on their investment. Today, the Web is undergoing another evolution as a growing number of businesses re-evaluate their content, and develop more sophisticated ways of connecting with visitors. What is Content? From a web entrepreneur’s viewpoint, content is literally everything you see and experience online – from information, audio/video streams and links to the site’s graphics, layout and even its choice of colors. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 64 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell From a writer’s viewpoint, content is literally every word that appears on a Web site – from news, reviews and FAQs to e-zines, prescriptive information and user forums. One of the key ‘discoveries’ by smart Web entrepreneurs is that content is king. Unfortunately, fewer realize that the word remains the king of content. In fact, surveys have shown that the most effective Web sites in terms of hits or sales are those that focus less on design and more on content, particularly the presentation of information. sites. Breaking into the industry Today, the Internet industry appears to be at a crossroads with Web copy. Bricks-and-mortar organizations tend to recycle marketing collateral for the Net, while many of the emerging dot-com enterprises are happy to leave content in the hands of advertising copywriters, marketers, or worse, Web developers. It’s no wonder that the vast majority of Web sites don’t achieve their potential, simply because they are not fit for purpose. Given this, there exists an enormous opportunity for Web-savvy writers to enhance existing sites and play an integral role in the development of new But the road to riches online is still a rocky one. You face an enormous challenge to convince offline and online businesses of the need to invest in professional writers to make their mark on the Web. But, once you break through (we’ll discuss strategies for doing this soon), you face a plethora of online writing markets, ranging from Web sites that feature news, information services and consumer advice to e-zines on virtually any and every topic conceivable. But, before you can break through, you need to understand the difference between writing for traditional outlets and online entities. Let’s examine what works in the cyber world. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 65 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Information and opportunities everywhere People visit Web sites for a variety of reasons, ranging from technical support, product information and general research to specialist advice, employment opportunities and sales leads. They also go online to get the latest information on everything from news, weather and industry gossip to sports scores, cinema times and stock quotes. Whichever way you look at it, the number one goal of Web users is to locate useful information as easily and quickly as possible. Consequently Web sites live or die by the quality of the content they present. Studies indicate that users are less likely to read Web copy than to scan sentences and key words for information of interest. Content that is written concisely and objectively generally is considered more credible and is better remembered than promotional hype, which makes up the majority of content on web sites today. Producing fresh content is the most effective way to not only attract traffic and establish user credibility, but also to generate business leads, sales and maintain loyalty. Six things you must do to satisfy demanding Web users Follow these key points for writing Web content that clicks: 1. Clear and simple copy Adopt an inviting, informal writing style. Even though people go online to gather information, they still view the Internet as a form of entertainment. Make sure your writing style engenders confidence, friendliness and trust. 2. Keep it short People don’t like reading long, scrolling text on screen. Write tight and punchy copy. Get your point across fast, keeping pages to two screen lengths or less. While this may mean more pages (you can provide hypertext links to related topics or more pages in an article), it will reduce the need to scroll. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 66 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell 3. A touch of humor Humor can be an effective tool for maintaining a reader’s interest, but it should be used sparingly and appropriately. Your brand of wit will not amuse every reader. Remember, Web visitors are an unknown quantity. Your site may attract people from all over the world, from different cultural and educational backgrounds as well as different age groups. When in doubt, play it straight. 4. Information that’s readable and scanable Speed is the name of the game online. People want information fast, otherwise they’ll click somewhere else. Employ elements to enhance your content’s useability, such as headings, pull quotes, bullet points, highlighted text (bold or a different color). Use elements sparingly for effect. 5. A ‘newsy’ style The ‘inverted pyramid’ style of writing, adopted by journalists, also suits the Web. Write as if you only have a few minutes to make a point (with some visitors, that’s all you’ve got). Present all of the facts and conclusions in the first few paragraphs. Then, once you have your reader’s attention, you can flesh out the piece with more details and background. 6. Links to more info The advantage of the Web is that you can insert links from one article or Web site to another. So, readers have the choice of reading one article or several, simply by clicking on hypertext. This is also beneficial for the business behind the Web site. Links give the organization the ability to easily guide visitors to further product information or sales. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 67 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell attributes: What makes a good Content Provider Depending on whether you wish to dabble with writing for the Web or become a full-time content provider, you should embrace the following Integrity Whether you’re writing online reviews or sales content for an entire site, you should believe in what you’re doing and write accordingly. Credibility is the most sought-after quality in Web communications. And that should start and end with your words. Having integrity also means taking a stand with the work you undertake and the work you knock back. As with offline writing, occasionally clients with less experience than you will want to ‘enhance’ your work. There’s nothing wrong with constructive criticism or legitimate rewriting, but if you firmly believe the editing devalues your work, you should say so. After all, you are being paid to be a communications consultant, so you have every right to express your views and make recommendations. That’s not to say that you should make a habit of being difficult to work with. Learn to play nice in the corporate sandbox. Confidence Sadly, scribes have traditionally been low on the food chain. As staff writers, we have been forced to fight for our rights. As freelancers, we have had to fight for reasonable pay rates and even the right to be treated as professionals. While many Web providers may be happy to continue this tradition, clearly times are a changing. Content rules online. Writers who can produce fresh, exciting copy for the Net are much sought-after in this increasingly competitive environment. Aspiring content writers have to value themselves before they can expect respect from others. You must have faith in your abilities, and the strength to walk away from a project if it appears illegal. Remember, there are just as many dot-coms as dot-cons out there. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 68 of 380 Staying organized Generally speaking, content budgets are fairly slim, so don’t expect a lot of resources or support for your project. You need to be self-sufficient, disciplined, organized and goal-oriented. You, or your client, will set deadlines for completion of tasks. It’s important to develop a schedule and ensure that both you, your client and any third parties, stick to agreed deadlines. Making this happen will probably end up on your shoulders, so you must be doubly proficient in managing your time and that of others. You also need to allow time for other writing duties as well as enjoying life. Schedule regular breaks and time off on weekends Wherever possible, have contingency plans in place. If you have third parties involved, have a backup if they fail to deliver on time. ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • • acted upon Be your own editor Web sites usually cannot afford the luxury of a proof reader or editor. When reviewing your own work, try to read it while wearing two different hats: Management – to ensure it meets their objectives Readers – to ensure the message will be understood, accepted and The Web is all about speed. Efficient Content often needs to be written quickly and updated regularly. Turnaround times can sometimes be a matter of hours, so you need to develop the ability to stay focussed to meet tight deadlines. Flexibility It’s been said that one year in the business world represents seven years in the Internet world. The Web is forever changing. Companies and their products can become overnight successes or failures, simply through online word-on-mouth. Conversely, new trends can become outmoded in a matter of weeks or months. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 69 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell To survive in this environment, it pays to be flexible. Keep your mind open to new ideas, methods and attitudes. Staying open, however, doesn’t mean being gullible. Once you come across new opportunities, it’s important to validate them by researching the provider, their financial status, history and other criteria. Also, check online forums to see what experiences others may have had. Interact with your Visitors The goal of all content is ‘usability’ – how easy, enjoyable and beneficial the Web site experience is for the user. And the key to usability is interactivity. Rather than simply presenting the Web visitor with a seemingly endless stream of text, it’s important to develop an interactive Web site that encourages the user to participate in discussion forums, click on links, download materials and respond to surveys and other devices. Building an interactive site may be beyond your brief, but it’s useful to always think interactive and to build this feature into your online communications wherever possible. The more interactive the site, the more meaningful and memorable it is for your visitors. Establishing Context with your Readers If you pick up a textbook, brochure or media release, you know instantly its purpose, its intended audience and, more than likely, the type of information it contains and its credibility. The physical, three-dimensional form and appearance of the document tells the reader what they can expect to read. While the Web provides the reader with a myriad of information at their fingertips, it’s harder to discern context because all documents have the same appearance. This is especially so when you consider that a visitor can arrive at any Web page from any point online. The visitor may have no idea if their next click takes them to a corporate site, a personal home page or a non-profit association. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 70 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell That’s why when writing for the Web, you need to supply more information regarding context than is required for printed materials. Web content needs to convey to the reader the Web site they are visiting, the type of information they are reading and for whom it is intended. Online content expert, Amy Gahran, says that before you begin writing, you should examine the Web site where your work will appear to determine how much basic context it provides to readers. The less content the site provides, the more you will need to include in your material. In addition, it’s wise to review pages in the site that carry similar types of information which you are writing. If you’re writing a technical background paper on the inner workings of a product for a corporate site, check other technical pieces on site to ensure that your writing is complementary. Gahran says there are three simple but effective techniques you can employ to establish context: 1. Mention your target audience in the headline or opening paragraph. For example: “An increasing number of freelance writers are discovering the wide range of opportunities of working online.” 2. Link to the site’s home page. If the web site has poor navigation, your readers will quickly become disorientated. So, to assist them with putting the site and your work in context, provide a link to the home page as part of your copy. For example: “The Meanwell Store offers a wealth of information to assist you in your writing business.” 3. Specifically mention the type of material being presented. For example: “This e-book is designed to assist both beginner and experienced writers in becoming more productive, professional and profitable.” Learn the Art of Online Writing Writing for the Web is a two-edged sword. On one side, your words have the potential to influence literally tens of Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 71 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell millions of people online, who are searching for information, ideas and solutions. On the other side, your words ultimately compete with two billion Web pages throughout the world. To be successful, your Web pages need to attract readers’ fickle attention and maintain interest despite their short attention span. It’s good to remember that everyone’s Web page is just a click away from success or failure. Here are the best ways I’ve found to ensure your cyber success. 20 Proven Tactics for Writing Successful Web pages 1. Think of your reader as you write Your job is firstly to communicate with, and secondly to educate your reader. Before you can do either, you must know your readers’ general needs, interests and education level. Once you do, you can employ a terminology and context that is familiar to your audience, giving your message greater meaning and impact. 2. Write for speed According to studies by usability expert Jakob Nielsen, people read 25 per cent slower from computer screens than from paper. In addition, the average time spent on a Web page is below one minute. To improve your chances of being read, as a general rule, write less than 50 per cent of the copy you would ordinarily use for a printed piece. If you need to include more information, consider hypertext links to other pages. 3. Grab your reader’s attention As you know, cyber readers scan headlines, subheads, highlighted text and bullet points. So use these to capture and motivate your reader. If you don’t write these elements yourself or leave them for a Webmaster or designer, you run the risk of losing your readers early on. There are plenty of examples online of well-written stories that lose the plot because of poor attention-getting elements. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 72 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Aid readers who skim text by including short, highlighted subheads every few paragraphs. These can feature key words or brief quotes from the text that follows. Research shows that eight out of 10 readers scan headlines, so it pays to invest time in writing good headlines to stimulate interest. Make sure at least one headline is featured on each screen page. Also make headlines specific by including key words found in the text. With bullet points, keep the list between three to five items for improved scanning. If your list is too long, divide points into different categories which are segmented by text, or combine several bullet points into one entry. 4. Use explanatory headings and page titles You’re not writing for an advertising agency, so smart, ironic and teaser headlines are out. Write plain-language, attention-grabbers that complement the copy and meet the audience’s expectations. Remember, the first thing a Web user sees is the page title and/or the headline, so invest more time in getting them right. 5. Summaries aid scanning If you’re checking for specific information in a large printed document, you can fan through the pages pretty quickly. If you want to do the same with a large online document, there’s a better way than scrolling down each page, scanning the headlines, subheads and bold text. By presenting a one-paragraph summary at the top of each page, your reader will know what to expect and whether it’s of interest to them. 6. Pull-out quotes improve scanability Pull-out quotes are picked up by the scanning eye, along with headlines and other elements. Keep highlighted quotes brief and relevant, so that they tell the reader something interesting about the content. Choose the quote which best captures the reader’s attention. If it is too long, consider editing it to a dozen words or less. 7. Write like a journalist As discussed earlier, the ‘inverted pyramid’ style of journalism best suits Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 73 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Web writing. By placing the major facts or conclusion first (known as ‘the lead’) and the details and background later, readers will be able to gather information faster, rather than wade through material until they get to the meat at the end. This is a particularly useful technique since Web readers’ time can differ greatly. The principles of a well-written lead can be adapted to suit the Web. The lead can kick off the story, it can be presented as a side bar or as an extended subhead positioned below the main headline. The lead could also be presented as a brief explanatory sentence accompanying a hyperlink on the links page. Alternatively, it could be a combination of these. 8. Use active language Simple, concise, direct writing is far more effective on screen than flamboyant marketing hyperbole. Straight, affirmative writing improves credibility, aids scanning and conveys information more effectively. 9. One thought per paragraph Again, think news when you’re writing for the Web, and write in headlines, as Hemingway once said. Use only one point or idea in each paragraph. And keep paragraphs to three sentences or less to improve flow. Remember, short paragraphs mean white space and that means visual breaks for the reader – a plus when you’re looking at a screen for more than a few minutes. 10. Write while you’re having a conversation The two extremes of writing – bureaucratic and marketese – don’t work online. If you write with an officious tone, your words will soon be ignored; if you write with too much of a promotional flair, you will suffer a similar fate. Take an objective view of your writing and eliminate jargon, hyperbole and a passive voice. Write with heart and use the second person (‘you’). Make Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 74 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell your words more personal and conversational, as if you are writing to a friend. 11. Use lists Lists have become a popular element in newspapers and magazines, because they are a useful way of organising information and attracting readers. In fact, throughout this book, there are many examples of lists (including this one). Web lists, like bullet points, work best when the lines are short for easy scanning. They have a variety of uses. You can have a list of links to other Web pages or sites. You can also list the contents of a large information piece (with links to specific topics or sections). 12. Use but don’t abuse elements Elements, such as bullet points, lists and pull quotes, are good in moderation. But don’t overuse them or you will lose their effect. This is especially true when using bold to highlight key words and concepts. If overused, it makes reading harder and scanning virtually impossible. 13. For more information – link That’s the advantage of the Web. If you need more room to make a point or wish to include other references, you can link your Web page to others. Hypertext allows readers the choice of continuing to read your piece or clicking on to other information that expands upon a point. The most effective ways of presenting links are either embedded in the text of a document or as a list of links at the end of the piece. The best way to embed links is to include the link in the natural course of the sentence (e.g. “There are a range of e-books available for download at the Meanwell Store”). This way, the sentence reads smoothly, whether the reader clicks on the link or continues to read the document. The alternative is to present a number of links as a list. This allows the reader to finish the document and then click on any number of links they choose. If you decide to create a list of links, however, it’s important to include a sentence describing what the reader can expect to find. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 75 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Like everything online, don’t include too many links – you may run the risk of confusing the reader or diluting the message. 14. Allow for nonsequential content There’s no guarantee that your well-conceived document will be read sequentially, since Web visitors can arrive at virtually any page from any point on the Net. It’s important to structure each Web page comprising your document, like a cross-indexed reference book. Each document should be segmented into self-contained subjects, so that they can be read independently or as part of the whole. That means repeating contextual information on each Web page and including links to relevant information. 15. Write for different audiences One of the main advantages online documents have over print documents is that you can write for different audiences and readers with different levels of understanding (i.e. beginner and expert). This is simply achieved through hypertext links. Your initial document can be written for both novices and professionals, with links to further information that can be tailored to suit the needs and levels of different audiences. 16. Don’t capitalize all of your copy Capitals SHOUT at the online reader. They also turn readers off and slow down their speed. However, you can use capitals sparingly, for example, if you are giving away a FREE item. JUST DON’T OVER-DO IT! 17. Don’t forget to proof-read The same rules apply online as offline: check for spelling, grammatical and punctuation errors as well as consistency of capitalisation, accuracy of information and also test all hyperlinks (because the Web is a living organism, links that worked yesterday may be obsolete today). Just when you think you’re finished, proof the final version on paper. It may seem ironic, but you’ll find that if you print out your online writing, Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 76 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell you’ll do a better job of picking up typos, poor structure, flow, meaning and other communication errors. Better still, print it and then read it out aloud. Try it. Web copy is supposed to be conversational, so it’s best heard. 18. Take care with punctuation The resolution on screen is far less than the printed word. And, depending on the Web browser and computer monitor used, many punctuation marks can be misread or misunderstood online. Replace colons and semicolons with dashes. Limit the use of hyphenated words. Here are three general rules to follow: • • Rework sentences where possible to avoid the use of apostrophes. • 19. Think local, write global Your Web pages can be accessed from literally anywhere in the world. Even though English has become the new Esperanto language online, it’s important to remove colloquialisms (e.g. Americanisms like “on the ball”; Britishisms like “on your jack”; or Australianisms like “offsider”). These local phrases may confuse readers from different countries and cultures, not to mention those readers whose first language is not English. 20. Keep your content fresh View a Web site as an online magazine. You don’t just produce one edition, but a series of issues on a regular basis. Why? To not only attract new readers but maintain interest with existing readers. The same principle should apply to the Web, but most site owners fail to realize this. If you are responsible for content or even if you are hired to write articles for a Web site, you should make it your responsibility to research and deliver new and interesting stories to keep your Web visitors coming back. New and updated information isn’t just the domain of news sites, it should be the responsibility of every content provider. If you are working with a commercial site, it’s not only important to update information on new product releases, it’s also important to make new and interesting offers to your customers and prospects – to give them a reason to continue visiting the site. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 77 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell We both know the benefit of fresh content for you (more business, right?). But there are major benefits for the Web site owner as well. By delivering quality, updated content, the site can be transformed into a valuable resource which people will visit often. Look at some of the large commercial sites, like apple.com, microsoft.com or kodak.com. You’ll find that their content is forever changing to maintain reader interest and return visits. While your own Web site, or those you are working with, may not have the same resources as these multi-nationals, you can improve traffic to your site by modifying the appearance and by regularly adding new information and special features. online. The Winning Formula for Online Reporting Originally when news services came online, the soft option was to simply ‘repurpose’ news stories for the Web. In other words, copy and paste stories This is still the case for many smaller organizations. But a growing number of professional news services, are presenting news stories and features that have been written specifically for the Web. While the basic rules of writing print news apply to Web news in terms of applying the ‘inverted pyramid’ style, Web stories generally should be half the length and pack just as much punch (if not more). The attention span of the average Web reader is far less than the average newspaper reader or TV viewer. In many cases, you will either win or lose your visitor with your lead paragraph. That’s why it’s imperative that all stories give the meat of the story in the intro. As we’ve discussed earlier, Web visitors read slower, remember less and don’t enjoy digesting large slabs of text on screen. So, as a general rule, limit Web stories to half a dozen paragraphs or less. You can economize by using bullet points which also make scanning easier. In addition, you can link to other stories, references or further information on other Web pages or other sites. If you are freelancing for an offline publication which has a Web presence, you will need to draft two versions of the story for the two mediums. It’s best to begin with the traditional piece first, as this will contain more Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 78 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell information. Once you’ve completed the print version, you can rework it to suit the Web, refining the style and reducing the words to suit. In a sense, it’s like reworking a rough draft, editing it down to around half the size. This approach has worked best for me. But some other writers prefer the reverse approach. This is where you write the Web version first. It serves as an outline for fleshing out the larger, print version. Try both approaches to see which best suits you. As with other Web communications, you will need to take over some editor responsibilities, such as including headlines and subheads in your copy as well as captions for photos, if appropriate. The Future of Direct response is already here Direct mail has been a successful tool for personalized communications with prospects and customers. The main problem, however, has been keeping costs down as mailing lists increase. That’s where e-mail has a distinct advantage. The e-mail promises the same benefits for the entrepreneur as direct mail, with the exception that costs do not effectively rise in line with mailing list numbers. In addition to cost-saving, e-mail offers time-saving benefits. You can set up auto-responder functions, either through the e-mail application on your computer or through a Web-based service (many of which are free). This enables you to respond immediately to inquiries – even when you’re not available. Apart from keeping in contact with your target audience any time and anywhere, you can include links to more information on products, services as well as promote special offers on your own Web site and others. E-mail does, however, have disadvantages compared with the humble direct mailer. With e-mail, there are no eye-catching graphics or tangible involvement devices to attract the reader. Your words have to work harder to sell your company and concepts. And, because e-mail is so easy to send and perceived by many as a transitory form of communication, there’s the temptation to write something on the fly without giving it proper thought. How often have you received emails which are filled with typos, words missing and incongruent sentences? Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 79 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Resist the temptation to join the junk e-mail pile by writing quality communications with the same care you would give a query, sales letter or anything else worth writing. 10 Steps to Empower your Email 1. Take care when writing Give your e-mail copy the same consideration you would give any other writing task. Make a list of important points you wish to address and ensure that you open the communication with the most important point. 2. Grab attention with your subject line This one line can act as a strong motivator to open or trash your e-mail. Your subject line should be compelling but also honestly address the contents of your message. Most business people receive dozens of e-mails every day, so time has become more precious and competition more fierce. Your subject line has to cut through the clutter by inferring relevance and urgency to the recipient. 3. Be conversational E-mail communications are not only personal, they’re informal by nature. So ensure you adopt a light, conversational style in all your communications, making reference to the recipient personally throughout the message. 4. Be clear Like Web readers, e-mail readers have limited time, short attention spans and fickle natures. Get to the point immediately. Don’t beat around the bush with a long, meandering introduction. Tell the reader what you want at the start, support it with facts or brief details, and finish with a compelling reason for them to take immediate action. 5. Call to action Like any DM piece, make sure you include a strong ‘call to action’, prompting the reader to respond, buy or click on a link for more urgent information. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 80 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell 6. One e-mail, one message Your e-mail message should address one issue, not a range, so that you don’t confuse the reader or lose their interest. If you are selling an assortment of products, promote them individually in subsequent e-mails or consider developing a regular opt-in e-zine. This device affords you more space to discuss a range of issues as well as links to various Web pages for further information or sales. 7. Presentation counts Just as with other online communications, you only have a small amount of time and space to get your message across. Keep your sentences and paragraphs short (even shorter than Web pages, since the columns are much thinner) and include plenty of white space. Likewise, keep bullet points short in length and size. 8. What’s in it for me? Your readers are investing valuable time to read your e-mail, so you had better make it worth their while. Your message should contain relevant, useful information or a special offer. In addition, ensure that your words spell out the benefits of working with your organization and responding to any offers. 9. Allow your reader to opt-out The most effective way of building an e-mail list is either through direct contact (e.g. via phone, coupons or surveys) or through an opt-in list on your Web site (e.g. people responding to an offer for more information, a free product or e-zine). Complete your first, welcoming e-mail with a final paragraph offering the reader the opportunity to unsubscribe from the list. This message should be included in all bulk e-mails sent as well as e-zines, otherwise you run the risk of being labeled a ‘spammer’ and may even attract ‘flaming’ emails from unhappy readers. It’s best to place your opt-out notification at the end of your message. It’s a necessary evil, but there’s no point taking up valuable space in the first screen of your e-mail. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell 10. Don’t forget to proof-read When you’ve finished the piece, trim the fat, spell check the text and also manually check any links you have to Web sites and any attachments you’re sending with the e-mail. at the same time. Discover Online Wealth in Eight Hot Markets There are a number of lucrative online markets for writers, ranging from corporate communications to general interest articles and self-publishing. When working on the Web, you do not need to limit yourself to one market or, in fact, one skill set – you can be writer, editor and publisher – one or all The major markets include: Web content providers A growing number of professional organisations are hiring writers to develop or edit content for their Web sites. Freelance opportunities exist working with independent Web developers, agencies or by dealing directly with clients. In addition to laying the foundation, you can also enjoy ongoing work as more smart organisations realise the need to update their content regularly. Companies need writers who are well versed in specific industries and also Web-savvy. Ideally, it helps if you have a grounding in HTML or XML Web programming languages, but this is generally not a prerequisite. In many cases, you will be required to work with a graphic or Web designer who would be responsible for site development. Copy can be e-mailed as standard text files, and should include preferred headlines, subheads and other editorial considerations. Photos should be sent either as JPEG or GIF files (check with the developer for the preferred format) and include captions. E-zine producers In just a few short years the e-zine market has exploded with countless electronic publications produced on a wide range of topics. It seems that almost every professional Web site sports an e-zine, and the most Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 81 of 380 Page 82 of 380 E-zine writers Opportunities exist for writing news bytes, opinion columns and other articles which can be placed with one or more e-zines directly or through By getting your name in cyberprint, this also gives you valuable exposure which will build your online profile and folio and may also attract inquiries ‘The Enterprising Writer’ © 2000-01 Michael Meanwell successful are usually written by professionals. One simple way to gauge this market is to subscribe to e-zines on a particular interest or industry. You’ll get an instant understanding of the scope and the quality of writing. And you’ll know which e-publications would benefit from your contributions. You can engender a company’s interest by developing your own e-zine espousing the marketing advantages in raising awareness, building loyalty and improving the bottom line. This not only gives them an information service that will be regarded as valuable and credible, it also establishes you as an expert. So who do you think they’ll contact when they need help? In addition to making a strong case for the value of using a professional ezine writer, you can include beneficial hints and tips on how organizations can enhance their communication. Remember with self promotions, such as this, you need to think about the old WIIFM adage – “What’s in it for me?” – and make sure it’s of interest to your reader. online syndicates. from potential customers. Direct E-mail writers Writing online sales letters, auto-responder copy and other corporate communications is also a growing market, as more organisations and their customers commit to e-commerce. A good place to begin is with your traditional clients, offering to add value to their marcoms with e-mailed communications to prospects, customers, shareholders and the media. This has been a particularly lucrative area for me, as I’ve been maintaining contact with the media for my PR clients for several years. A natural Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 83 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell extension of this has been to develop and deliver electronic communications to other target audiences. Online writers There are a number of literary Web sites as well as general portals that pay writers for original content. Also, a growing number of news services require freelancers to develop new material for their online outlets. Electronic publishers The print magazine and newsletter now have a viable cousin in the PDF publication. They can be read online or printed from any computer, they can be e-mailed quickly and they can be downloaded simply from the Internet. In addition to promotional newsletters and magazines, freelancers can also develop white papers, specification sheets and technical manuals using this universal format. E-Book authors More writers are realising the benefits in e-publishing. e-Books can be marketed through sites, such as Amazon or the Meanwell Store, or authors can develop their own Web sites and reap all of the rewards. The most marketable e-books are non-fiction, technical or instructional manuals and workbooks which can fetch up to 10 times the price of fiction titles. The next chapter shows you how to write and sell your own e-books. Online educational course providers e-Learning is one of the current buzzes online, and consequently the market for course developers is expanding rapidly. Online education sites need writers to transform sometimes dry material into palatable interactive tutorials and training packages. Things you need to know before working in cyberspace 1. Quality still counts You can apply your usual writing principles to your new markets. But be doubly careful when it comes to editing and checking facts and accuracy. Because of the speed and nature of online writing, there’s less time and Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 84 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell effort placed on editing submitted copy – so you should assume responsibility to protect your reputation and to ensure continued good favor with your client. 2. Winning Work Like the offline world, you can apply for advertised positions (there are a number of literary and employment sites on the Net) or check the needs of conventional news services. Unlike the offline world, the query-to-publication time can be short – sometimes only a few hours or days rather than the traditional weeks or months. In addition, you can take a more proactive approach by targeting Web sites of interest and querying them with story ideas and content proposals. Keep in mind that the bulk of Web sites that require help with content often don’t realize it nor value it. So, you may need to educate them to the value of employing a professional wordsmith. Needless to say, one query letter isn’t going to achieve that for you. Developing new markets may require producing a proposal that not only contains the benefits of fresh, original content but also explains how you will research, produce and implement it on their Web site. And, of course, what it will cost the organization in resources and expenses. As you can see, this approach requires a substantial investment from you up front before you gain any work. But, keep in mind that we are talking about approaching companies which wouldn’t ordinarily use a freelance content provider. And, once you gain their attention, it’s unlikely you’ll have competitors to deal with. Also, once you’ve completed the site, there’s the opportunity of cultivating more work from the company in terms of ongoing writing to keep the site up-to-date as well as referral business. 3. Skills for every season Because of the diverse nature of Net writing, it pays to develop writing, editing and Web-development skills. Editing is a particularly important skill to hone, given that the need for speed is a primary prerequisite with online work. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 85 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Writing skills required can vary, depending on the company and their Web site or other needs. Again, diversity is the name of the game. Some companies may require industry-specific knowledge or a technical writing background, while others will be looking for a generalist or a writer with a marketing background. If you plan to write general content for Web sites, but are yet to get off the ground, demonstrate your abilities based on your experience in other writing fields. If you have already established yourself as a successful writer of marketing communications, such as DM, brochures, newsletters or ad copy, this should differentiate you from many others. In addition, this position opens up the way to converting your traditional clients into new online clients, as they establish a Web presence. Another of the advantages of writing for the Web is that it favors teleworking. You don’t need to visit your client’s office every day or even once – in fact, in some cases, you don’t even need to be in the same city or country. Such is the beauty of working online. You and your client are just a mouse click away. 4. Be professional As you can see, the World Wide Web offers a wealth of opportunities for savvy writers. The Web is attractive to writers, because of its speed and universal reach, meaning we can contact and work with virtually anyone, anywhere and at any time. But it’s important to exercise some caution with Web clients, particularly start-ups. Before commencing work, check the company’s history with Government authorities or the Better Business Bureau. It’s also wise, as with other writing jobs, to make sure a contract has been signed, or their purchase order or your quotation has been formally approved. Dot-com companies come and go pretty quickly, as we’ve seen in recent times. So make sure you have a chair, if the music stops playing. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 86 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell The Anatomy Of An E-Author The self-publisher really has control of his or her destiny to a much larger degree than does a writer merely submitting a manuscript (to a publisher). Dan Poynter There’s more than one way to get published. If you’re like me, you haven’t got just one book inside of you, you’ve got a dozen screaming for attention. But, with less than five per cent of submitted manuscripts ever seeing the light of day, it seems the easy part is to write the book; the hard part is to get it published. Michael Meanwell That’s why a growing number of writers are turning to self-publishing. Some people may see this as a poor alternative to traditional publishing, but it’s important to remember that there’s been a string of best-sellers which started life as self-published tomes. Well-known titles like Celestine Prophecy, What Color is Your Parachute?, The Joy of Cooking and The One Minute Manager were all initially self-published. Once they became successful, traditional publishers picked them up and the rest is history. Who knows – the same fate may befall your opus. There’s one way to find out, and that way just got easier, thanks to the Internet and horror writer Stephen King. King, as you will recall, produced the publisher’s worst nightmare when he posted his e-novella, Riding The Bullet, on the Internet and sold 500,000 copies in 48 hours. This not only sent shock-waves through traditional publishers, it also paved Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell the way for published authors and newcomers. Almost immediately, submissions to e-publishers like Diskus Publishing quadrupled, and e-book sales tripled. Now, I’m not suggesting you can replicate that effort right away, but it does open the door to a new market for mid-list and would-be authors eager to get a break. e-Publishing on the Internet has distinct advantages over traditional vanity publishing. For one, there’s virtually no cost involved in producing a book. And you will have greater control over the marketing (if you wish) and a greater slice of the profits. Also e-books sell better than almost any other commodity online. Amazon started and built its multi-million-dollar enterprise by selling books. Today many small-time authors are experiencing big success online. One of the reasons is that customers can purchase them and gain instant gratification by downloading and reading them immediately. With other products, they may have to wait days, weeks or even months to receive them. • • • There are many advantages to publishing, marketing and selling your own e-books. There are two ways to sell your books online. You can sell them directly via your own Web site or you can sell them via someone else’s Web site. Two ways to get in Print There’s no need to invest hundreds or thousands of dollars in printing. By publishing on the Web, your customer downloads a copy of the file which they can read on screen or print. There’s no need to lose a significant percentage of each sale in distribution fees or commission to wholesalers and retailers. Your ebook will have access to a global market via the Web, and it can be distributed with the click of a mouse button. You also retain the maximum profits from sales. By setting up your own Web site with a secure credit card payment facility, you can make sales around the world and around the clock – automatically. Page 87 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 88 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Going it alone means taking total responsibility for your book, from writing, design and production to development of a Web site, payment and fulfillment. This is the approach I have taken. Alternatively, you can partner with one of the many professional e-publishing houses. My favorite is Booklocker. The owner, Angela Adair-Hoy, was one of the first e-authors and remains one of the highest profiled on the Net. I’ve read a number of her books and, given her literary background, believe she is one of the most reputable e-publishers in the business. It’s no surprise she also offers the highest royalty payments in the business. Incidentally, e-royalties can vary depending on the e-publisher, ranging from 15 to 70%. Becoming your own ePublisher My personal preference is to have my own Web site, the Meanwell Store, for a number of reasons. Firstly, you retain the maximum percentage of profits. Once you’ve set up your site, you will only need to pay for your ongoing Web hosting and domain fees as well as charges for accepting payments via credit cards. Depending on which providers you select, these costs may represent 5 to 10% of the cost of each sale. Secondly, by establishing your own site, you have the opportunity to not only promote and sell your books, but also showcase your other literary works and skills, and attract more business. While the rewards can be high, you will need to make a serious investment in understanding how Web marketing works and how to attract and convert visitors to customers, before you see a serious financial return. If you decide to build your own Web site, there is a range of online tools to help you. There are also some good, low-cost and easy-to-use Web development packages available. As we’ve said earlier, the key to Web site success, particularly in our profession, is to keep it simple. The added advantage in doing this is that you do not need to buy expensive Web development programs or hire a Web designer. Your priority should be to design simple Web pages, build Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 89 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell credibility with quality products, stimulate interest with convincing copy and have the ability to safely accept credit card payments and allow ebook downloads from your site. As you can see, there’s a significant investment to be made before you have a successful e-publishing venture. But I assure you, the long-term rewards far outweigh the initial investment. If you’re serious about the Web, I suggest you invest in three e-books. These are best-sellers on the Internet for good reason – they will give you all the information and expertise you need to develop information products, build a solid Web site and kick-start your online business. Read e-book Secrets: How to Create & Sell Your Own Profitable e-book Using Free and Nearly Free Programs by Ken Silver. It was the first ebook I downloaded and it’s still among the most valuable in my growing elibrary. Ken is a veteran journalist and newspaper publisher who offers a wealth of information and experience in his best-selling e-book. This is an ideal reference book for anyone considering publishing and selling their own information books. It includes practical information and loads of online links not just on developing e-books but all you need to know to sell them online, including Web copy and design as well as online strategies and free tools for automating business processes. I also recommend that you read Make Your Site Sell by Dr Ken Evoy as well as Make Your Words Sell by Dr Ken Evoy and Joe Robson. Joe is a well-known and experienced copywriter and marketer. Ken is a GP who struck gold online with his first Web how-to e-book, which is considered by many as the ‘Bible’ for Web site success. These two e-books cover similar territory to Ken Silver’s, but they also include more detailed information on attracting, cultivating and convincing people to buy from your site. All three books are written in a friendly, easy-to-understand manner and will give you a well-rounded understanding of how to make the Net work for you. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 90 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell So be careful. Finding the right e-Publisher If it all sounds too technical, the simple alternative is to have your work available on one of the many Web sites dedicated to e-publishing. This will, of course, cost a slice of each book sale. How large the slice depends on how well you shop around. If you choose to go with a co-op publisher, make sure you read their contract’s fine print. Some e-publishers are nothing more than printers, offering little editorial guidance, marketing assistance and, often, achieve few sales for their e-authors. Read anything contractual cautiously. There are many horror stories of writers who signed up with an e-publisher only to find that they had not received any sales and couldn’t sell their book elsewhere, because they couldn’t buy back the rights. Choosing the best e-book Format Whichever road you take, you will still be responsible for the initial look and feel of your e-book, so begin by choosing the right e-book publishing program for your needs. There are many packages on the market which enable you to present books in PDF, HTML or plain text files. For my money, Adobe Acrobat’s Portable Document Format (PDF) is the most versatile. It’s the format I used for this e-book. Acrobat has quickly become the industry defacto standard because of its ease of use, flexibility (you can add images and live links to Web sites) and universality (files are readable on both PCs and Macs) and the Reader program is free from Adobe. You can publish PDF-based books several ways. The most straight-forward approach is to draft the copy with your word processor, then convert files with Adobe Acrobat Writer. Alternatively, you can convert Microsoft Word or Adobe PageMaker files to PDF using the in-built Adobe Distiller program. Or, if you don’t have these applications, Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 91 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell you can convert up to three text documents to PDF as a free trial offer at Adobe. Because this e-book contains various pictures and graphics, I chose to draft it in Word, compile all the elements in PageMaker and then convert it to PDF. The whole process was made immensely easier with the help of The 5-Minute PDF Creator. Author Scot Dantzer has put together a no-nonsense manual which covers all of the PDF basics as well as how to add bells and whistles, such as multimedia capabilities and security features. This ebook is a must-have for e-book producers. Once you’ve produced your own e-book, you not only can distribute it via the Web, you can also e-mail it or save on to floppy disk or CD-ROM for mail-order. To improve download speeds, compress PDF documents. Once they have been saved on to the customer’s computer, they can be decompressed using one of two programs – Winzip for PC users or Stuffit for Mac users. That’s a curly question. from $5 to $100. • • Pricing for $uccess What value should you place on your e-book? In just a few years, e-books have exploded on to the market. Many are available freely for promotional purposes, while the majority range in price The figure you place on your product will ultimately determine your success. Too high a price will drive potential customers away; too low a price may devalue it and also drive potential customers away. The most common approaches to pricing are: Following the market – offering a slightly lower price than competitive e-books. This sounds good in principle, but customers don’t just buy on price, they are also motivated by their perception of the author, the quality of the product and other factors. Testing the market – generally starting at a high price and gradually Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 92 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell reducing it to determine the most popular price for sales. This ‘trial and error’ approach also looks good on paper, but when your customers see the product for which they paid a premium is now available at a discount, they won’t be happy and they’ll let you know about it. Remember what complaining customers can do to sales. These ‘safe’ strategies are not always the most effective in determining the true value of your e-book or meeting the objective of your business. The following two strategies represent the current pricing models that work best online: If you want to ‘own’ the market, price your book to sell in volume. Offer your books at a lower price but still with a healthy margin, so that you will attract customers. By increasing the number of books sold, your profits will increase as well as your profile in the marketplace. And, since around 80% of buyers from successful sites become repeat customers, you will have a ready market for future e-books. This is the best approach to take if you wish to gain a large number of customers and secure a long-term future. The trade-off is a lower shortterm profit, since you will need to offer your products at a lower cost than usual. If your e-book is a ‘first of kind’, you can name your price. This strategy is essentially the reverse of the first. By applying a premium price, you will naturally gain higher profits from sales but generally at the expense of the number of customers you attract. To succeed in the rarefied territory of $50, $80 or $100 plus per e-book, you need to not only have a unique product but one that addresses a topic that is much in demand. You will also need more than a quality product, you’ll need a quality sales approach to convince prospects to part with that amount of money. But nothing lasts forever, especially online. You may have the e-book of the moment, but that moment will pass soon enough. You need to be aware of this and adjust your price accordingly. Needless to say, if it’s too high for too long, you will lose sales and most probably lose out to a newcomer with a similar mousetrap at a more attractive price. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 93 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Nine sure-fire ways to produce a bestseller Here are some final points to consider before sending your book out to the world: 1. Know your market The larger your potential market, the more chance you have of ongoing sales. When determining market, consider also who your potential customers are and their financial status. This may also determine your long-term success. If, for example, your e-book will appeal to high-income earners, you will have a greater chance of sustained growth. Also consider your competition in this market analysis. If you have a lot of competition, you will need to work harder at differentiating your e-book in the marketplace. 2. Quality counts If you are looking for long-term success online, you need to produce quality work. This may seem obvious, but the vast majority of e-books available are not quality products. Despite this, e-books are increasing in popularity and credibility. In fact, 2000 was hailed as ‘the year of the e-book’ by publishing experts. But until Web visitors have purchased, you and your e-books are an unknown quantity. Once they have handed over their credit card details, well they can sing your praises or spell your doom just as easily via the countless online forums. Forums can create a buzz or destroy a reputation in a matter of hours. So, if you’re going to live by the cyber sword, work hard to ensure that your ebook is the very best product you can deliver. Ensure it meets the needs and exceeds the expectations of your customers by adding to their knowledge, solving a problem or addressing a subject in a unique fashion. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 94 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell 3. Write what people want to read To paraphrase Charles Dickens, write what you know or have an interest in. With more than six billion people on the planet, there’s a viable market for literally anything you know or like. There are a wealth of e-books just waiting to be written in areas as diverse as: – Health – Hobbies – Lifestyle – Philosophy – Business – Wealth – Success I’ve found that some of the best material I’ve written has been that which has interested me, despite having no previous experience or knowledge. The fun part is researching a topic, the rewarding part is writing about it. I’ve gained the greatest education by sharing information with others. It’s almost a sin to charge people to read it (well, almost). Keep in mind that fiction does not sell as well as non-fiction, nor does it sell for the same price. The best-selling and highest-paying e-books are prescriptive ‘how-to’ books which account for around 85% of the market. 5. Make your e-book live and breathe Your e-book is very much a product of you, so it should contain elements of you in terms of personal experiences and opinions. As you know, throughout this book, I’ve added my own views and techniques, and I’ve relayed various personal experiences that are relevant to the subject matter. By giving you insight into my actions and my success, it will give you a greater understanding of your abilities and potential for success. It also makes reading easier, because we are naturally drawn to other people’s personality and experiences. Don’t you agree? 6. When pricing, choose your numbers carefully There’s little monetary difference between $20 and $19.99, but there’s a wealth of difference in perceived value to your customer. The prices with Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 95 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell the most emotional appeal end in 5, 7, 8 or 9. I’m fond of 97 cents because it’s essentially the same value as 99 and 95 cents but not as over-used. 7. Make your e-book a credible package so that your customer enjoys a bargain We are all immediately attracted to words like FREE and BONUS. You can afford to raise the price of your e-book, if you can raise its perceived value. One method is to include a bonus book at no additional price but with a perceived value of $20, for example. That way, your customers feel they are getting a real bargain with a $20 product for FREE. If you have a number of titles, you can package like-minded volumes together and improve profits. For instance, you can offer a ‘starter pack’ containing two e-books and a ‘professional pack’ containing four volumes. If the two volumes each sell for $19.99, you could offer the package for $29.97, giving the customer a perceived saving of more than $10 and you an extra $10 you most probably wouldn’t have received. Likewise, with the ‘professional pack’, you could elect to give away the fourth volume, giving the customer an extra $20 in value. Your customers can – and will – judge an e-book by its cover. One of the advantages printed books have is a colorful billboard, known as a cover. When you pick up a book, the cover instantly tells you what to expect inside (or it should). You can apply the same principle when you’re ready to put your e-book on your Web page. Studies have shown that e-books sales have increased several fold simply by adding a cover graphic to a Web site. You can design a simple, colorful cover in your favorite design program, like PhotoShop, and convert it to a GIF or JPEG file (the same as a photo file). You can also link the graphic to more information about the e-book or to your order page for a no-fuss sale. 8. Make it easy to read I’m not talking about the way you write, I’m talking about the way you present your e-book. Make sure all of the hyperlinks to Web pages work. Make sure that it is easy to navigate to different sections, via the contents and index. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 96 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell It’s also best to write in US English since your largest market will most probably originate in North America. Also, make sure your e-book is set for US Letter not international A4, for the same reason. 9. Consider getting an ISBN This is an issue I raised recently in a couple of e-book forums. The International Standard Book Number is the10-digit barcode printed on books to assist wholesalers, libraries and retailers in ordering and organizing books. It is not required that e-books carry an ISBN. However, if you plan to sell your opus via one of the major online bookstores, like Amazon or BarnesandNoble, you will need to include your own ISBN. It could also be argued that an ISBN adds an extra air of credibility or professionalism to an e-book. You’ll have to make that decision yourself. There are plenty of ISBN agencies online, such as Bowker. been published. Join the new wave of publishing It’s not an overstatement to say that e-books are revolutionizing the publishing industry. You just have to look at the big-name authors and publishers who already have a Web presence. E-books are currently enjoying their fastest growth ever, and industry commentators predict the market for e-books and other electronic documents will top US$2 billion within the next few years. That’s good news for all of us. And it’s especially good news for the reported 24 million creative writers in the US alone – 95% of which have never We all have the same opportunity to see our words in cyber print. Our success online will, of course, be determined by the investment we make, not only in developing our craft, but in understanding the needs of our potential customers and how the Internet can benefit both readers and writers. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 97 of 380 Putting The PR Into Professional Writer Don’t tell the people how good you make the goods, tell them how good your goods make them. Leo Burnett (1891-1971) Think about any large company – it may sell food, cars or computers – it doesn’t matter. Now, think about its image . . . How do you see its products or services? How do they differ from their competitors? When did you form this perception – and why? Michael Meanwell Part of your perception is based on months, maybe years of exposure to the company’s advertising; part will be based on your personal experiences with the company; and another part will be the result of a pervasive public relations campaign. ‘Spin doctors’, as PR practitioners are commonly called, are responsible for building a company’s image or profile with its target audiences. In fact, around 80 per cent of what you see, hear and read as news was initially developed by a PR practitioner. As you’ve just seen, a company’s positive profile can be an esoteric concept to define but vital to the continuing success in business. In today’s competitive environment, it’s not enough to have good products or services, organizations need to promote them to the people that matter – their target audience of customers and prospects. And public relations, in my view, remains the most cost effective form of business communication. PR wears various guises and often the lines blur between what is considered the domain of PR and conventional advertising. Here are a few examples: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell shopping center promotions and demonstrations public seminars and workshops sponsorship of public and sporting events sales and marketing collateral customer newsletters and magazines media conferences and tours • • • • • • which reinforces the corporate message and its profile. Page 98 of 380 That’s just the beginning. There are plenty more ways of generating good PR. And in each case, there’s a strong need for well-written information Shopping center and store promotions need accompanying literature for the general public and the media. Public seminars and workshops, which can be ideal sales and lead generators, need invitations to events and follow-up letters after events as well as supporting collateral for attendees to take home. Sponsors of public or sporting events have an even greater need for PR to raise their awareness with a number of audiences, including partners, customers, the general public and the media. There are sponsors behind every major event, from motor racing and musicals to opera and the Olympics – and if each wants to be remembered, they need a well-oiled PR machine, and that machine needs, among other things, well-oiled media releases and marketing material. While sponsoring big events is only within the reach of big business, there are other opportunities available to small traders. They can – and do – sponsor local fun runs, church events, school and business functions, providing support in the form of funding as well as products or services. But, if a business wants to stretch their promotion further, they will need to implement a targeted PR and communications campaign. As you can see, there are plenty of opportunities available to a PR writer. For more than 12 years, the bulk of my income has come from performing various PR (and to a lesser degree, advertising) tasks. I’ve worked with transnational corporations, government organizations, small and mediumsized businesses and husband-wife teams. Whether you write PR directly for a company or via an agency, if you want sustained success, keep yourself open to accepting tasks beyond writing. Even though my PR activities focus on the written word, I’ve also handled tasks as diverse as event co-ordination, media relations and media training and also strategic marketing advice. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 99 of 380 Advertising is not the only way for a company to get its message out there. PR often offers companies a more cost effective and credible form of promotion and communication. Not only is publicity free (apart from writing and syndication costs, of course), it’s also more believable because it is published as news. And, as we all know, if it’s in print, it must be true! ‘The Enterprising Writer’ © 2000-01 Michael Meanwell grow crops. Applying classic techniques in a new world The popular view is that PR is a relatively new marketing tool that proliferated in 1960s. However, research by Dr Kirk Hallahan, a journalism professor at Colorado State University, shows that the earliest PR material dates back almost 4000 years. Dr Hallahan states that the Sumerians were responsible for producing the oldest existing example of PR – a farm bulletin showing farmers how to A common term in PR today – ‘vox pop’ comes from the phrase ‘Vox populi; vox Dei’ which means “the voice of the people is the voice of God”. This was coined by the Romans in the 1st century BC. These days, it’s not unusual to return to your parked car and find a brochure or flyer on the windscreen, but the idea dates back half a millennium. In the mid 1400s, with the invention of the first printing press, various promotional literature was handed out to promote causes and companies. Even today’s modern publicity techniques have been used by big business for more than a century. Westinghouse established the first corporate PR center in 1889. Ford was the first to implement media product previews in 1895 and motor racing events in 1903 to promote its products. Chicago Edison pioneered the use of an external magazine, films and brochures inserted in customer bills in the early 1900s. If nothing else, these examples show the power of PR and its proven techniques. They have helped build and sustain the growth of these and many other organizations. And behind each of these techniques, is the need for well-written words. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Why? 1. 2. 3. Arguably the most viable form of PR is the media release. Because this tool is used by a wide range of organisations on an ongoing basis. In fact, my business was built on the premise that clients commit to a regular publicity campaign including the issuing of one to four or more media releases per month. And, no matter what size company you’re working with, there’s a wealth of information stored within that is worthy of the title ‘news’ – or at least it will be, once you’ve been involved. Here’s a sample: New product announcements or upgrades New services Innovative use of technology or processes to improve business or the environment Changes in company policy Publication of surveys, studies and research Customer testimonials Industry applications (for the client’s product or service) Changes in pricing (especially if they’ve been lowered) New strategic and marketing alliances 4. 5. 6. 7. 8. 9. 10. Senior staff and management appointments 11. Winning of awards (by the company and/or its employees) 12. Major domestic and export sales 13. Upcoming industry/public workshops and seminars 14. New industry certification 15. Event sponsorship 16. Addressing industry issues and trends This is not a complete list by any means, but it shows you what gold lies within each organization, just waiting to be mined by a good PR writer. Multiply your income by making news Page 100 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 101 of 380 Four Types of Press Releases for all occasions Just as there are many topics that make good media releases, there is more than one way to present that information to the media. The News Release This is the most common media announcement written for and accepted by both print and electronic media. A standard news release weighs in at between 250 and 500 words or one to two pages, double-spaced. Any of the above topics can be fashioned into a news release as long as it is presented as a timely, news-worthy item. The new release can be published in part or in its entirety by the media. Alternatively, it can be used as background material for a forthcoming indepth piece or interview. The Backgrounder Backgrounders are supportive material for a news release or press kit. If, for example, you are writing material for the announcement of a new product range, the news release could make the announcement and feature quotes from the CEO or MD. They could cover the major product features and benefits as well as the company’s commitment to customer service. In addition to issuing this, you could also write one or more background releases, depending on the magnitude of the announcement. You could produce, for example, a backgrounder on each of the new products, detailing their technical specifications and other information. It’s not uncommon to have four or five two-page releases in a media kit. The Filler Fillers can be one to several paragraphs in length but no more than a page, double-spaced. The Feature The feature is the opposite. It can take the form of a detailed analysis of a trend or industry issue, weighing in at two, three or four pages. Features Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 102 of 380 can be used as backgrounders in a press kit to give the media more information. They can also be purpose-written for columns or regular industry features that run in metropolitan newspapers, trade publications and business journals. Features can be written as an objective third-person piece or they can carry a byline (it’s best to substitute the client spokesperson’s name instead of yours, since the purpose is to generate publicity for them, not you). How to write stories that editors print and customers read If you’ve spent time as a journalist, you’re in good company in the world of PR. The industry is traditionally staffed by ex-journalists. Because who knows the media’s needs better than one of their own. I became a freelance journalist when I was 17 and joined a newspaper at 19. Even though today I wear various literary, marketing and business hats, I owe a great deal to the skills developed in those first few years – something I still use each and every day. Think like a reporter If you haven’t done time as a reporter, you can still learn how to write like one, while keeping your client happy. In fact, my personal belief is that it’s harder to write good PR copy than straight news copy. As a PR writer, you need to wear two hats – as journalist delivering a strong news-worthy story and as PR/marketing consultant ensuring your client gains good publicity and value for money. The key is wearing both hats simultaneously, so that you can please both audiences – the journalist and your client. And, that’s why a large proportion of media releases fail, because the PR writer has failed to cater to both audiences. You must understand that a busy journalist on a daily newspaper may receive anything from 20 to 50 releases a day. They haven’t got all day to read them, so you have to attract their interest with your headline or lead, otherwise your release will be filed in the trash. It’s also important to remember that any journalist who has been in the business more than a few months has become jaded by teaser campaigns, cagey copy, flattery, bribery or any other tricks you or your client can think up. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 103 of 380 The best – no – the only technique that will work with a journalist worth their salt is to deliver clean, clear, straight copy. Anything else and you are ‘The Enterprising Writer’ © 2000-01 Michael Meanwell wasting your time, their time and your client’s money. writing. Write like a journalist We have already covered the ‘inverted pyramid’ style of writing. Put simply, if you want to see your PR in print, you will need to adopt this style of As the name suggests, this style essentially presents information in order of importance. It has a dual purpose of instantly capturing the reader’s attention and enabling the editor to cut the story from the bottom-up to suit space requirements. While your stories most probably won’t be breaking news, if you want to make news, you must ensure your stories are news-worthy. When writing stories for the media, ensure your introductory sentence – or lead – summarizes the major points. All of the ‘who, what, when, where and how’ of the story should be contained within the first two or three sentences of your release. Begin with the ‘who’ – your client if it’s a company announcement, or one of their customers if it is a testimonial. Then follow with the ‘what’ – your client’s product, service or solution to a business or consumer issue. The ‘when’ should be as immediate as possible, preferably relating to today or some time in the immediate future (if you’re announcing a forthcoming event). In the second paragraph, the ‘why’ explains the features and benefits of the story’s focus (e.g. the product, service, solution). This is followed by ‘where’ (the locale) and ‘how’ which gives a greater explanation of the story’s focus including further features and benefits. You can alter the order, depending on the story, but it’s vital that all are addressed in the first few lines. Beyond this, you can add supporting information which embellishes the main points. To get a better idea, read the first few sentences of stories in your newspaper. You’ll discover that you know all of the essential information. The following paragraphs merely build on the framework. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 104 of 380 As you are fleshing out the body of the story, add relevant quotations. Quotes contain active language and, because they are people-oriented, we are drawn to them. They also add an extra layer of credibility to whomever is being quoted. ‘The Enterprising Writer’ © 2000-01 Michael Meanwell off to the printers. How to use your PR license to sell One of the distinctions between journalism and PR copy is a little thing called ‘license’. Your goal is to satisfy three audiences: your client, since they’re paying your bills; the journalist, since they’re the gatekeeper to publication; and their readers, since they’re everyone’s reason for living. To achieve this, you may need to add some PR license to the stories you are writing. If, for example, your client gives you a one-line brief regarding a new widget being released. And your task is to gather information from the product manager and quote the CEO (this is not unusual), then you can have some license with the quotes. Conversely, if you have interviewed a client’s customer and some of the quotes are a little uninspiring, you can apply some license in enhancing words, as long as they remain true to the spirit of the interview and that you gain formal approval from the customer. In fact, every PR story, brochure or project you undertake should be formally approved by all relevant parties before it is syndicated to the media or sent That means sending off the finished draft and including an approval form, so that corrections can be made and the form signed. This will not only ensure quality but it will also protect you from any legal issues, if you have misquoted someone. (We will cover approval forms in greater detail in chapter 18.) 10 things to remember when drafting a media release 1. Grab interest with the headline This is the first thing the journalist will see, so make it count with a short, punchy and attention-getting one liner. Study headlines that work in print, and ensure that your headline is not misleading, but relates to the enclosed information. The headline should be printed in a larger point size (14 - 18pt) and in bold. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 105 of 380 2. Write your lead to be read Your lead is the second most important device, after the headline. If you’ve developed sufficient interest with your headline, the journalist will read your first paragraph. If your lead is well structured and includes the fundamentals (the who, what, where, why and how), the reader will continue. Make no mistake, the lead is critical to the future of your release. If it’s ill conceived, your release is doomed. Keep your lead to 18-21 words. Write it directly, simply and in the present tense. 3. Different leads for different reasons More often than not, your lead will be written in a reporter style, documenting what has happened (e.g. a product launch, a major sale, a new strategy). You can, however, use different approaches to make your story stand out from the pack. Your lead could be a controversial or thought-provoking quotation from a speaker at a convention. If so, this should be supported immediately with background information on the convention, including the fundamentals. Alternatively, you could begin with a bold statement presented in thirdperson, which could be a startling statistic or fact that has been released. 4. Create excitement Your release should walk the fine line between offering the journalist enough information to print, but also creating enough interest for them to chase you for more information or an interview. The more excitement you create, the better the chance of publication. 5. Include background information The final paragraph of your story should be a short summary of background information on the company. This may include its market leadership, innovations, years of experience or range of products. The point is to deliver a quick snapshot of information that positions the company in the reader’s mind as an authority worthy of publication. 6. Include contact information Make it easy for the journalist to seek more information from you or set up an interview directly. Include contact details for yourself, your client and the third party (if appropriate and with their permission). Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell RELEASE ENDS August 25, 2001 For more information, contact: Bill Bloggs Managing Director XYZ Corporation Tel: (61+3) 1234 5678 Fax: (61+3) 9101 1121 E-mail: billb@xyzcorp.com Web: http://www.xyzcorp.com This should be placed at the end of the story, so as not to detract from the initial focus (the headline and the lead). Contact details should include appropriate phone and fax numbers (with the international prefix, if you syndicate internationally) as well as e-mail addresses and the Web site URL of your client. Here’s the way I present mine: Page 106 of 380 Michael Meanwell Managing Director Marketzing Tel: (61+3) 9877 9303 Fax: (61+3 9877 9727 E-mail: michael@meanwellstore.com 7. Keep it short Keep the release to a page or two at the very most, preferably set in 11 - 12pt with justified text. The key to effective release writing is providing the most information with the least amount of words (250 - 500). 8. Make it readable Your story must flow. Each paragraph should follow the context and expand upon the preceding one. Your second paragraph should expand upon the information in your lead, and the third should expand upon the information in the second, and so on. Remember to begin with the most important Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell information and follow this with supporting but less vital information (i.e. ‘inverted pyramid’ style of journalism). Page 107 of 380 9. Be objective There’s another fine line you need to walk: writing your release so as to satisfy your client’s need for publicity and the media’s need for news. Write objectively. Any subjective comments should be attributed to someone, either indirectly or in quotations. The most objective and credible client stories will have a third party, such as a customer, praising your client or their product, rather than the client praising themselves. 10. Turn new into news Most PR writers are flogging a new product, service or innovation. The press see new releases all the time, but don’t consider them news until the announcement promises to solve a problem or provide a profit. This gets back to our features and benefits point. How will this product benefit its customers? If it’s a strong benefit, say so. If it’s not, find one that is, and make that the focus of your story. 11. Quotes bring your story alive Quotes are the lifeblood of any media story. They provide colorful contrast to straight narrative. They also allow PR stories to add more dynamic language to sell key points. “As a rule of thumb, frame 25 to 50% of your copy in quotes.” 12. Make an impression with your presentation • • • • • Always double-space your release, so that there’s room for editing. This also makes the copy more readable, if it is faxed. The headline should be written in upper and lower case – not capitals – which are harder to read. Keep headlines to one line and a maximum of 10 words. Issue client stories on client letterhead. This looks more professional and is standard operating procedure. (If your client does not have letterhead, create a simple template, gain approval and use this for releases.) Print stories on standard white stock, not colored paper – this won’t impress journalists, it will only telegraph your amateur status. Include “For Immediate Release” at the top of your page before the headline. This tells the journalist the news is available for publication. If, however, the story is not to be published until a certain time, Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • Page 108 of 380 substitute this line for “Embargoed Until (relevant time and date)”. Stories are generally only embargoed if they relate to a forthcoming speech or event. Include the date of release. This can be presented as a dateline preceding the lead (e.g. “BOSTON, Mass. – August 25, 2001:” or the date can be included at the end of the release, accompanying the contact information. 13. Think before you syndicate Once the story has been written and the media database compiled (and checked), you’re ready to send your creation out to the world. But, how will you syndicate it? Research shows that large news rooms prefer receiving faxes and e-mails, however freelance and home-based journalists prefer e-mails and conventional mail. Where possible, ascertain the best mode of delivery for individual media or make that decision yourself based on the immediacy of the story. Allowing for personal preferences, I generally issue stories via e-mail and fax if they are news stories, or e-mail and snail mail if they are less urgent. By e-mailing stories you also give the journalist the option of receiving it earlier and also save them precious time in keying-in information. If you choose to e-mail stories, however, incorporate the copy into the message field, not as an attachment. Also check first regarding attaching graphics or photo files. Some media organizations have firewalls in place which prohibit attachments, while other journalists have a phobia about receiving unsolicited attachments (for fear of viruses). When sending press releases via e-mail to more than one recipient, always choose the BCC (blind carbon copy) fields to include e-mails, never the To or CC (carbon copy) fields. The last thing journalists need to know – or you would want them to know – is who else received the same announcement. Also, remember that journalists no doubt receive a lot of e-mail, so make yours stand out with a compelling subject header that stimulates attention and also reflects the contents. 14. Take advantage of all communication tools With today’s new age of communications, there’s a wealth of tools you can use to convey your message to the media in your city, country or around the world. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 109 of 380 You can arrange cyber interviews, conduct virtual press conferences, present media tours and produce video news releases – all without the need for you or the media to leave their desk. You can also set up an archive of material, from background papers to press announcements, on a media-friendly Web site. This gives the media the opportunity to collect what they want, when they want it. It also gives you another bite at the PR cherry which you wouldn’t ‘The Enterprising Writer’ © 2000-01 Michael Meanwell ordinarily have. Seven Elements of a Media-Friendly Web site 1. Easy navigation to the media section of the site Include a direct link in all media communications, so that journalists can simply click on the link and go to the correct Web page. Also include links from major pages including the home page, on the Web site. 2. Background information Never assume the media know your client as well as you do. Include sections for company history, brief biographies on the board of directors and management, the suite of products and services, customer testimonials and case studies, and up-to-date announcements. 3. Opt-in e-mail You can invite journalists to submit their e-mail address and other contact details to receive regular announcements. This keeps your database updated and gives you another opportunity to keep your client top of mind with the media. 4. High resolution pictures These can be downloaded by individual journalists. It’s sometimes smarter to let them choose to download pictures rather than be sent them as part of a e-mailed press kit. Some won’t want it, and some may be angered by the slow download, so let them make the choice. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 110 of 380 5. Video news releases If you represent a large company, it may be advantageous to provide highquality 1-2 minute video footage for TV stations who haven’t the time to cover an event in person. This is strictly for the big fish, with production costs anything from five to six figures. 6. Streaming video This requires far less bandwidth and will appeal to a wide portion of the media. You can provide streaming video or audio which features press conferences, announcements or interviews – giving journalists more information for their story. 7. Remember the first rule It doesn’t matter how much money your client throws at a media campaign, it will mean little to the media unless it’s newsworthy. Judge a project by its newsworthiness, otherwise you’re wasting everyone’s time. • • Learn which stories are newsworthy and which are PR fodder Discovering what’s news-worthy means thinking like a journalist. And you should think like one before you begin writing any announcement. Just for a moment, be a journalist and ask yourself these questions about the story: So what? (how will the story’s focus benefit people or fulfil their needs?) Prove it (back up the claims with hard facts, figures, authoritative statements and quotes) I have rejected many stories that clients have thought were news-worthy, simply because they weren’t. Likewise, I’ve developed new angles to transform just another ho-hum tale into something that entices the press. If you haven’t got convincing answers to the above three questions, you had better find them or ditch the story. So what’s news? Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Think about it. to: contain news make news • • relate to existing news • value to the running story. There’s an old reporter saying: When in doubt, leave out. There’s also an old editor saying: When in doubt, find out. News is something which neither you nor your client can dictate, it’s something the media decides. On my first day as a cadet journalist many moons ago I recall being told by my Chief of Staff the same story every journalist has heard: A dog biting a man is not news, but a man biting a dog is news. There’s a variation on this old guideline: When a dog bites a man, it’s not news, but when a dog bites the US President, it is news. An important action makes news. But even a mundane action which is not newsworthy in itself, can also make news if it involves someone newsworthy. Keep in mind that news is deemed so by the media. To see the light of day, your media release has to follow one or more of these three criteria. It has For the story to contain news, your client must be doing something new or different in the market. This could be announcing a new product or service that promises to revolutionize a process or it could release important findings in a report. For a new product or service to be newsworthy it must provide a strong benefit to business or consumers, such as solving a problem. Alternatively, it must fulfil their needs for greater productivity, lifestyle, profitability or something else. To make news, your story must create something new, such as staging a major event that’s either open to the public or available to captains of industry. It could also be an open day at an institution or a celebrity tour. To relate to existing news, your story must respond to a current issue or activity. Your release must position your client as an authority who can add If you cannot verify facts or statements, don’t include them in your release. Page 111 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 112 of 380 Your stories need to be not only well-conceived but also well-researched. Don’t expect a journalist to do your homework for you. Consider all angles to the story and cover all bases. That also involves verifying unsubstantiated claims, replacing cliché comments with compelling quotes, and checking all the phone and fax numbers as well as the Web URLs listed in the release. And one last thing. Always be accurate and truthful. You won’t impress anyone with bloated vaporware that disappears under scrutiny. And dishonesty will only earn you a bad reputation with the press. When journalists ‘talk shop’ – sometimes they talk about PR people – you want to be remembered for doing things right, don’t you? ‘The Enterprising Writer’ © 2000-01 Michael Meanwell electronic media. Five steps to building a Media Database So, you’ve produced your media release, now who do you target? You should target the publications which your target audiences read. These may include newspapers, trade and business publications and specific 1. What do customers read? Once you have targeted your client’s customers and prospects, you can make a list of the kinds of publications which appeal to them. If the customers’ decision makers are at the CEO and MD level, include business publications. If they are at a lower technical or product management level, include trade and technical journals. To get started, get a copy of a media directory which lists all print and electronic media as well as wire services and Internet publications across the country in all industries. This will form the foundation of your database. Once you begin issuing stories and following them up, you will begin to hone this list and know which outlets and which journalists will best suit the individual stories you are placing. 2. Include media specialists From the beginning, think big. Include all relevant media outlets – big and small, close and distant. Larger newspapers and magazines will have a number of journalists who Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell content. Don’t waste time on the presenters. Page 113 of 380 will suit your ‘media target audience’. They may go under the titles of Chief of Staff, News Editor, Contributing Editor, Product Reviewer or Section Editor. It’s wise to include more than one journalist from a media outlet. That’s not to say that a dozen journalists from the one outlet should receive your releases. But you shouldn’t assume that all journalists on a publication talk to each other and share stories. When dealing with radio and television programs, it’s best to target News Directors and Producers, as they are the main decision makers regarding 3. Customize each release list Once you have developed your database, customize it to suit each announcement. You will save yourself time, your client money and the media frustration by targeting your communications correctly and individually. 4. Know your media market There’s only one way to know the media and that’s to read their publications, and watch and listen to their shows. This should become a regular part of your media relationship. 5. Stay up to date I’ve found that almost as soon as a media directory has been published that many of the entries are out of date. Journalists are one of the most transient group of workers on the planet. So, keep on top of departures and arrivals. Find out where your good contacts have moved to – if you’ve done your job right, they’ll remember you and be happy to continue working with you in their new position. Make a point of introducing yourself on the phone to their replacement as soon as possible, so that you can get a feel for their style and preferences, and begin cementing your new relationship. The Do’s and Don’ts of Media Liaison Ask any working journalist – the two most hated questions they hear all the time are – “when are you going to print my press release” and, if their teeth aren’t grinding enough, the follow-up question “what page will it be on?” is sure to raise their blood pressure. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 114 of 380 Unfortunately, for everyone concerned, they are generally the first two questions novice PR practitioners ask journalists. It’s no wonder PR people don’t have a good rapport, as a whole, with the media. They are often seen as money-hungry, time-wasters, and yet when both professionals perform their jobs well, the marriage can be both a happy and fulfilling one. Each needs the other to survive. And each needs to know the limits of the relationship for it to be long lasting. Here’s some commonsense rules that are not commonly followed in the field: 1. Treat a contact like a client I treat all media contacts like clients. I believe it’s just as important to service the media well as it is to service my clients. As a PR practitioner, the media are the lifeblood of my business, so I do my best to meet their needs with timely information. Having been on the other side of the phone, I’m also very conscious of their requirements, deadlines and other issues. 2. Don’t follow-up every release The temptation by you and your client will be to phone follow-up every journalist and every story you issue. Resist the temptation, and only followup ‘important’ stories. Keep in mind that busy reporters are releasing a deluge of news releases every day. With today’s downsizing, journalists are busier than ever. They are expected to read all material they receive (although much of it hits the trash upon the first glance), follow-up regular contacts on their beat, chase up stories, interview people and file copy – and all before their deadline. The last thing they need are one, two or more dozen calls about insignificant stories. Think before you dial. The life you may be saving, could be your own! 3. Be timely Like comedy, PR is all about timing. If you plan following-up the media, call them the day they receive your release, not a few days or a week later. By then, it’s ‘old news’ and it’s a waste of time. Keeping in mind their workload, you’ll also have a better chance of them remembering your story, if you ring the day they receive it. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 115 of 380 4. Be brief Make your call brief and to the point. Before you dial, write down succinctly what you are going to say, and have key information, including the release and contact details, handy for reference. 5. Be mindful of deadlines If you plan to have an ongoing relationship with the media, determine which days (or times) journalists have deadlines. Never contact a journalist on their deadline day – they will be in panic central and won’t have the time nor inclination to talk to you. Remember, you and the journalist are part of a ‘team’ – or should be – so respect their job function by respecting their deadlines. 6. Be courteous Make sure your query is non-confrontational, since mail can be lost or releases overlooked in a busy news room. A good way to start the call is: “This is (your name) and I’m calling to confirm that you received our (news release) on (subject).” You can refresh the person’s memory by stating the main focus of the story and mention when the release was sent it should have reached their office. Once you have gained acknowledgment, you can ask if the person requires any more information or wishes you to arrange an interview with a relevant contact. By then, you can gauge their level of interest and whether they intend running the story. 7. Stay up to date If you are working with a new client, you may wish to ask journalists a few brief details to update their knowledge and your knowledge. If you are not familiar with specific journalists, ask them what they require (e.g. in addition to news releases, do they have a need for case studies, customer testimonials, industry features, product reviews?). It’s also worthwhile contacting the publication’s advertising representative to obtain a current features list (this will contain forthcoming advertising features, giving you the opportunity to place editorial features and your client advertising opportunities. You’ll find that most respectable publications do not seek advertising, nor are they swayed in running stories if the client is an advertiser.) When dealing with radio and TV journalists, place more of an emphasis on arranging an exclusive interview with an appropriate spokesperson. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 116 of 380 Confirm each journalist’s fax number and e-mail address (many have a habit of changing e-mail addresses more often than they do jobs), and update your database with their personal preferences. That is, what stories do they wish to receive in the future, and do they prefer to receive them via mail, fax and/or e-mail. Differentiate between journalists. Categorize them by your dealings into cooperative and uncooperative. Next time you do the ring-around, you can choose which journalists to follow-up and which to avoid. 8. Be friendly Contrary to popular belief, journalists are people too. You should always act professionally in your dealings but that shouldn’t stop you from being courteous. Get on a first-name basis with members of the press, if possible, since your goal should be to develop a comfortable, ongoing relationship with them. 9. Be positive Media follow-up is arguably one of the most frustrating and disheartening tasks in the PR field, and yet it is a necessary evil. We need to phone the media to develop relationships, determine the effectiveness of a campaign and undertake due diligence for our clients. Remember that you need the media as much as they need you: unfortunately, both parties frequently overlook this. Timing your release is just as important as writing it You may have written the best release, but if your timing is off, it’s a wasted effort. Keep in mind that different deadlines apply to different media. General news and business reporters working for daily newspapers or TV and radio news have the tightest deadlines which are 24 - 48 hours. Journalists working for magazine-style TV and radio programs can be working upwards of a week or more ahead of airing. Feature writers for newspapers can be working on stories one or more weeks ahead of publication. And feature writers for magazines can be working on stories Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell how urgent they perceive the story. comment. Page 117 of 380 one week, one month or even an entire quarter ahead of the publication date, depending on their frequency. Now you can see why it’s vital to know the publications which you are targeting. When presenting stories to a newspaper or online news service that relate to special events or seasons (e.g. Christmas), you will need to make contact a month or more ahead to allow the reporter time to research, write and place the feature. If you’re presenting information for a newspaper’s advertising supplement, the deadlines may vary from regular editorial features. So check with the appropriate editor or their advertising department regarding requirements and deadlines. Magazines will, of course, vary depending on their frequency. For weekly magazines, you will need to present material one week prior to publication. For monthlies, two months in advance; bimonthlies (published every two months) three months ahead and quarterlies, four or more months prior to publication. Fortunately for PR writers, quarterly publications and biannuals are becoming more of a rarity these days. When dealing with broadcast media, expect the unexpected. You may get a response to a release the same day or later that week, depending on If, for example, you are announcing an upcoming event or inviting electronic media to it, it’s wise to give them a week’s notice and a reminder the day before or, with TV news particularly, first thing in the morning. News directors and Chiefs of Staff do not plan a great deal ahead because of the fickle nature of news. They will log the initial communiqué in the news diary, but a reminder closer to the date will help improve its chances of coverage. Needless to say, when inviting TV media to an event, it must have visual appeal and, with all media, there must be a spokesperson available for Crisis Communications – how to manage the message and the media Public relations can be placed into two broad categories – proactive PR which is the promotion of a company, and responsive PR which is the handling of a crisis facing a company. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell communications. product recall and a class action law suit. what time. being taken to resolve the issue. Page 118 of 380 While crisis management may not be one of the hottest markets in writing today, it’s an important skill to develop if you plan to handle PR and corporate The shocking reality is that a crisis can strike any organization at any time. I’ve had to handle a few over the years which involved industrial action, a Sadly, there are plenty of other crises that can befall a company, ranging from major industrial and environmental accidents, financial and share market fluctuation to corporate discrimination and corruption, not to mention terrorist threats and action. Whenever a crisis occurs, a company must make strategic decisions and, just as importantly, communicate these efficiently to all interested parties. Depending on the size and nature of a company, ‘interest parties’ could involve anyone from the media, employees, customers and shareholders to lobby groups, the local community, bankers, brokers and regulators. Whatever crisis strikes, information is the most valuable commodity. The speed with which it is disseminated can make the difference between keeping a hard-won image intact and destruction of a company’s reputation. And that can have a snowball effect on its credibility, share price, credit rating and market position. It can also bring about the resignation of company executives and even closure of the company itself. Most major organizations have a crisis management plan in place, and this includes a contingency for managing what information is released at As the PR writer, your job will be to develop communications that allay fears and keep all parties informed of developments in the crisis and steps Crises can make or break a company Handled correctly, a crisis communications campaign can not only maintain confidence, it can even improve a company’s or product’s image by the way the crisis is managed. Johnson & Johnson’s prompt and honest handling of the Tylenol tampering incidents immediately restored confidence in the product and guaranteed its future existence. Handled badly, a crisis can cost a company. Exxon’s mismanagement of the Valdez oil spill cost the company dearly in the marketplace. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 119 of 380 Let’s take a closer look at these two companies and their approaches to crisis communications. Turning a Tragedy into a success story Nationwide panic swept America when, in the fall of 1982, a number of Extra-Strength Tylenol capsules were found to contain lethal doses of cyanide, resulting in the deaths of seven people in Chicago. Almost immediately following the discovery that the deaths were caused by the laced capsules, Johnson & Johnson launched a public relations campaign to minimize damage to its product and the company worldwide. Police investigations determined that the cyanide-laced capsules originated from different manufacturing shipments, suggesting that the pills had been tampered with and placed back on different stores’ shelves over a period of weeks or months. This conclusion supported Johnson & Johnson’s claim that its stringent quality control process could not have allowed poisonings to occur at either of its two plants. Despite the ‘clean bill of health’, the company immediately commenced a nationwide alert to consumers, via the media, to discontinue use of any Tylenol product until the issue had been resolved. It also halted production, pulled its advertising and recalled a reported 31 million bottles of Tylenol worth more than US$100 million in sales. It was also reported that the company posted a reward for US$100,000 leading to the capture of the offender. In addition, the company lent support to the criminal investigation, by establishing contact with the local police force, the FBI and the Federal Food and Drug Administration. These responsible actions were not only noted by the media, they were also widely praised. By winning the support of the press Johnson & Johnson was able to convey its messages to interested parties easily and effectively, smoothing the way for the company to control panic and preserve its image. Still within days of the deaths, the company went one step further: It offered to replace all Tylenol capsules purchased by consumers with Tylenol tablets, costing several more millions of dollars. Once fears had been allayed, the company set to work on restoring public confidence in its product. Within six weeks of the crisis breaking, J&J began phase two of its PR recovery program. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell medical community to support the reintroduction of Tylenol. Page 120 of 380 This began with the reintroduction of Tylenol capsules featuring a new triple-seal, tamper-resistant packaging which made its way on to store shelves before Christmas of that year. The company was the first to implement the FDA’s new regulations for tamper-resistant packaging. J&J then provided an incentive to customers by way of a $2.50 discount coupon, which could be used for any Tylenol product. The company also provided an incentive to retailers by instituting a new pricing program that offered consumer discounts up to 25 per cent. These measures were supported by a major advertising campaign. Also a sales force of 2250 people was recruited to make presentations to the The result saved the company, its image and ensured the future of its product line. Prior to the crisis, Tylenol was the country’s leading alternative to aspirin, with 37 per cent of marketshare for non-prescription pain killers. In less than two months, the product was back in business and, within three months, Tylenol had been restored to its position as the number one brand in the market. Johnson & Johnson’s positive handling of the Tylenol tampering issue is regarded as one of the best PR campaigns ever activated. The crisis threatened to be the most devastating in the history of the pharmaceutical industry. When the dust had settled, it was reported the crisis had attracted more than 2500 queries from the media, and over 125,000 news stories were printed, and TV and radio coverage was also extensive. It’s been said that this story netted the highest US media attention since US President Kennedy’s assassination. J&J’s positive handling of the crisis from day one, coupled with their honest and open communications, backed by an extensive, proactive ‘comeback’ marketing campaign proved a major success for the company and its product. It also validated the public relations industry as a whole. It shows the value of PR in times of crisis. It also shows the benefit of working closely and honestly with the media. No other communications tool could have achieved that level of credibility in that short amount of time. Sadly, not enough companies have learned this lesson. Today, the knee- Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell overhead will pass them by. Page 121 of 380 jerk reaction of most companies is to batten down the hatches, place the management head in the sand and hope the media storm that’s brewing History shows us that this tactic rarely works. Once the media gets the sniff of a crisis, it’s hard to discourage them. Disinformation or no information is a fatal move to make in any crisis management campaign. What not to do when a crisis strikes It doesn’t matter what kind of crisis faces a company – whether it is the result of criminal intent or whether it’s the result of an industrial accident – the company involved will reap the benefits or pay the penalties, based on how they handle the crisis. Organizations are more willing to share information when their real or perceived culpability is minimal, as seen with Johnson & Johnson. But, when culpability – perceived or real – is high, an organization’s intent usually changes from crisis management to crisis avoidance and damage control. Consequently PR practitioners must be more ‘selective’ in the information they offer the media or, more bluntly put, with-hold information that is not in the best interests of the client. Thankfully, I have never been involved in this situation. There are, of course, effective ways of managing a crisis that meets the needs of all parties, including the client, the media and the community at large. The Exxon Valdez crisis in March 1989 is arguably one of the best case studies of how not to handle a crisis. In the dead of night, the super-tanker ran aground at Bligh Reef in Alaska’s Prince William Sound, spewing more than 11 million gallons of North Slope oil. This immediately sent out a blanket of black death, spreading across the surface and bottom of what was once a pristine marine ecosystem. It wasn’t long before the public saw the devastation first-hand. Images of dead, oiled otters, birds and marine life were beamed around the world. More images followed: futile efforts to clean-up the spill … the everspreading blanket of destruction … once golden beaches now blackened by waves of goo washing ashore. More reports followed: Within days, the slick had engulfed Alaska’s coastal Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell responsibility for the incident.’ corporate PR firms to handle the Valdez crisis. seas, covering 10,000 square miles . . . Within a week, the currents and winds had moved the spill 90 miles from the wrecked tanker, out of Prince William Sound and into the Gulf of Alaska . . . More devastation followed, eventually culminating in the contamination of 1500 miles of shoreline. CNN’s report at the time sums up the media assessment and mood as the crisis unfolded: “An Exxon spokesman said: ‘Exxon is mobilizing all available resources to mitigate the impact from this incident. Exxon has assumed full financial “Workers have privately complained that the clean-up contingency plan was being watered down. Persons who used to be on-site and clocked-in were cut back, and other employees in other departments were re-labeled spill workers when needed. No one planned on the spill happening on Good Friday, the 25th anniversary of Alaska’s great earthquake and disaster tidal wave. When the ship hit the reef the first call was for assistance for tarps to tend to the ship, not booms to contain the oil – they came later. “Exxon accepted responsibility for the spill, but seemed paralyzed to do much about it. The so-called clean-up plan was out the window. The oil, in 36 hours, was spread for 20 miles – just a few thousand feet of boom was put out. The spray covered areas the size of neighborhoods, the spill was the size of the city. It was a terrifying event that the people who promised to contain any such spill could not. The spill was virtually unstoppable, the oil was moving at will,” the TV report stated. Most major organizations retain the services of large PR firms to both promote and defuse situations. Exxon enlisted the help of the world’s largest In hindsight, many PR experts believe the crisis communications campaign was just as flawed as Exxon’s crisis management and clean-up campaign. Some argue that the company’s chairman, Lawrence Rawl, should have made the pilgrimage to the spill the moment the news broke. They say that this would have instantly improved the company’s image, projecting it as a caring, compassionate corporate citizen. Others believe his role was to head up a command center to handle the crisis, not be available for media ‘photo opportunities’. Steven Fink, author of Crisis Management: Planning for the Inevitable, is one of the PR experts who expounds this belief. He is ably qualified to discuss this issue, as a member of the crisis management team which Page 122 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 123 of 380 handled the Three Mile Island nuclear power plant accident in the late 1970s. He says that Rawl did the right thing in not jetting off to the spill, but the wrong thing in not acting on the crisis sooner. Fink says that Rawl’s first move, within hours of knowing the full extent of the accident, should have been to establish a 24-hour crisis management command center in New York. This could act as a centralized location for gathering information, both facts and rumors. It could also act as a news center for the dissemination of official statements and briefings. This would have ensured the company spoke with one voice and issued no conflicting information. Fink says that this news center should have presented at least two briefings daily to keep the hungry media updated. He says that at least one of these daily briefings should have been handled by the company chairman personally. The other should have been a telecommunications satellite press conference with the management of Exxon USA and Exxon Shipping on location at the Valdez. Fink summed up what should have been done and wasn’t just one month after the crisis struck: “Because Exxon’s plans were untested, its action-reaction time was far too slow. As a result, it failed to gain the upper hand in the critical opening moments of the crisis. The company was simply overwhelmed by the rapidity and the magnitude of the events. Now, more than a month later, Exxon still finds itself in the midst of crisis. “For a pragmatic chief executive viewing the problems in Alaska, the lessons are clear: accept that a crisis is inevitable and prepare the company accordingly. Test and refine the company’s crisis management plans. And, when the inevitable happens, take swift responsibility for being the voice of the company. “A chief executive must also decide what messages are to be presented and determine how and where to present them most effectively, striking a delicate balance between symbolism and substance, perception and reality. He must act with all deliberate speed to let the public know he is in charge and that the crisis management process – and the company – is firmly under control. In all of these areas, Exxon’s performance fell short,” Fink observed. “Exxon should now begin the process of resurrecting its stained – but salvageable – image. One way it can do this is by combining symbolism Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 124 of 380 with substance: establish a permanent fund (financed by a percentage of the profits from each gallon of gas sold at the pump) to help preserve and protect the environment. Proceeds from this fund could be used to preserve ecologically sensitive land areas, oceans and fish and wildlife regions of the United States. If Exxon does this, after the crisis ends, it can begin the clean-up of its image,” Fink concluded. What to say and when to say it to the media As you’ve just seen, when crisis strikes, the media often goes into a feeding frenzy, seizing on any and all information. As you’ve also seen, that is the time to take control of the situation and release accurate and honest communications as soon as possible. In crisis communications, more than any other areas of PR, he who hesitates is lost. Just as a crisis can be anticipated and contingencies put in place, an organization’s response can also be anticipated and a plan of action should be an integral part of any crisis management program. When a crisis breaks, as an organization struggles to contain the situation, journalists are under pressure to discover and disseminate as many details as possible. If information is not forthcoming from a company, they will seek it from any and all sources available. Often, sources, within a company and an industry, may have less accurate facts or have an axe to grind in spreading hear-say or starting rumors. The only way to combat this is with consistent and ongoing communications from a single company source. Ten steps to planning and implementing a crisis communications program Different crises require different courses of action and different communications campaigns. The key to any successful campaign is to tell the truth, the whole truth and do it fast. This will not only feed the ensuing media machine, but also minimize panic and maximize the company’s image as being proactive and ‘doing the right thing’. Here’s the major steps you should adopt in planning and handling a crisis from a communications viewpoint: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 125 of 380 1. Establish a crisis communications team The team should comprise senior members of the company’s executive, PR arm and people involved with the crisis at the coalface, such as security. They should also be joined by the company’s legal representation and anyone else who can add information for proper assessment. 2. Appoint a single spokesperson and media center Once a plan has been devised, a spokesperson should be appointed to handle regular media statements and briefings. Ideally, this person should be a member of senior management, who has been trained in how to handle media questioning. A second person should be selected as a backup, if the official spokesperson is unavailable at any time during the crisis. A news center should be established. This should become a clearinghouse for information in and out of the organization. It should also be a central point for the media to attend briefings and collect updates. It should be close to the ‘war room’ to facilitate easy communication, but not so close as to allow the media to get in the middle of the action. 3. Begin assembling information Background information, photos and video footage, if possible, should be prepared soon after the crises breaks. The PR department should be equipped with ably qualified staff who are able to handle the pending media onslaught on the phone and in person. 4. Identify the media A database should be developed comprising relevant journalists from relevant media segments (e.g. newspapers, trade publications, radio and TV stations as well as prominent online outlets). 5. Decide on the appropriate media message A company’s crisis communications must walk a fine line between what is released today and what will be remembered tomorrow. Many companies’ communications have failed in times of crisis, and the public – their customers – often have long memories. Queries must be addressed professionally and promptly. Release only authorized information and note media queries as they come to hand, Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 126 of 380 promising to respond as soon as more facts are available. Remember: the first 24 hours are critical. If you’re not prepared and ready to inform the media, you will be judged guilty by both the press and the public. When mistakes are made, admit them and immediately work toward resolving them. 6. Dealing with other sources The media will always seek other sources for information and to balance reporting. Determine which groups are the main targets and keep them informed of crisis updates as well as official statements from the company. This will help ensure the media receives a uniform view of the crisis, rather than conflicting views which can further inflame the issue. 7. Staff should be media trained Whichever staff are involved with the media – from the official spokespeople to PR practitioners handling phone calls – each must be well versed in media relations. The spokesperson has the toughest task. This person must be skilled in identifying and addressing issues succinctly. They must be skilled in handling argumentative questioning and the glare of TV cameras and microphones. They must be seen as sincere, credible and confident – projecting the correct image the company wishes to present. Other less visible PR staff must understand and meet the needs of the media mindset. They must be able to handle pressure, communicate effectively and maintain poise. 8. Produce media kits Initially, background information can be produced on the company and the issue at hand. You can also add existing corporate documents and brochures to give reporters a better understanding of the company and the situation. As information emerges, your news releases should be updated. You may like to add technical documents relating to the issue, such as blueprints of a building involved in the crisis or technical specifications relating to a malfunctioning system. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 127 of 380 9. Rehearse responses Before you meet with the press, you must anticipate their response. Determine tough questions, and prepare and rehearse appropriate responses as well as official statements. Each media briefing will involve new information which requires new responses. So it’s important to rehearse statements and responses to questioning before each news conference. 10. Maintain accurate and honest communications Management needs to make a decision regarding what level of influence lawyers have on the PR process. Many crisis communications campaigns have been sabotaged by too great an emphasis on the legal implications. This may be the ‘safe approach’ for some, but it usually comes at the cost of a company’s credibility, market share and sometimes it’s future viability. A company will be held accountable by interested parties, not so much for the crisis itself, but for the way it was handled and for the way it was communicated. incorporate these points. Good PR begins and ends with you In summary, whether you’re putting out a ‘fire’, promoting a new product range or launching a new company, your media communications should Choose the right medium for communication If I had a cent for every time a client wanted to hold a major launch or press conference … well, I’d be retired now. Companies that are new to the world of PR instantly feel that throwing money at creating an event is the best way to achieve publicity. This is a late 20th century approach which worked well in the late 1980s and early 1990s when journalists had more free time and alcohol was more free flowing. Today’s reporters generally have fewer resources and fewer hours to cover more ground than their predecessors. Long gone are the days when a PR person could invite media to a lax lunch and pontificate Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell people I used to call my colleagues.) Today’s journalist just wants the facts. Page 128 of 380 at their client’s expense. (I’m not suggesting this approach worked in delivering column inches, but it was certainly tried by the majority of PR Certainly, creating a major event can create excitement and it can produce positive response in terms of publicity. But you should determine up front if it is the most efficient and cost effective method of communicating. A lot of effort and expense is required to arrange an event or even just a news conference. Often, the same or better results can be achieved with one-on-one interviews and low-key press briefings, or even just the issuing and follow-up of a well-conceived news release or media kit. If you do decide to arrange a media event, call some of your buddies in the press beforehand to ensure there is nothing else set for that day. Impress the media, don’t bribe them I loved my days in journalism, especially when I became an entertainment critic. I was invited to all of the celebrity bashes, I was showered with expensive and unique gifts. And I wrote exactly what I would have written, if I’d received nothing but a media kit. This is another mistake PR people and their clients make. They feel that some kind of gimmick, gift or memorable event will be enough to sway the media to applaud them and to report favorably. This may work with some, but most journalists value their integrity as much as their right to report news the way they see it. The best way to impress the media is to present them with the information they need to report accurately and easily. If your lead is located on page six of a nine-page media release . . . if your story leaves many questions unanswered . . . if your spokesperson is ill-equipped to handle media queries. These are things journalists will remember, not the friendly chat afterwards. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 129 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell corporate cause. The future looks bright for PR writers As you’ve seen, there are many writing opportunities in PR – even if you have just a few clients, you can be kept busy. In addition to fruitful work, PR promises fruitful rates. I have remained primarily in this industry for two main reasons. I honestly enjoy writing for the corporates, and I definitely enjoy the money it attracts. PR may be the poor cousin to advertising, but it pays better than most writing projects. And you can certainly make a healthy living pushing the See the Appendix for client samples and templates. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 130 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Writing Speeches That Magnetize Audiences If I am to speak for ten minutes, I need a week for preparation; if fifteen minutes, three days; if half an hour, two days; if an hour, I am ready now. Woodrow Wilson (1856-1924) It’s been said that making a speech in public is the number one fear in people’s minds. Curiously, the prospect of writing a speech seems to generate a similar effect on many writers. Michael Meanwell (Incidentally, after public speaking, death rates second, and jumping out of a plane comes in a close third.) Speech writing may not be the hottest market available to writers (yet), but it’s one area that’s often overlooked by corporate communicators. If you are responsible for assembling all of the media material for a major announcement, it makes sense that you should be involved with the speeches on the day. Apart from knowledge of the project, you will also bring to the task your professional writing skills as well as a level of objectivity that the presenter may not possess. Think before you write Like any piece of writing, you need to invest time not only in researching the topic but also in deciding on the best way to present it. I’ve written speeches for politicians, executives and regular people. While the subject matter, presentation and end result may be completely different, before you begin writing any speech, you should: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 131 of 380 Know the occasion The occasion sets the scene for your production. Whether it’s a product launch, public safety announcement or eulogy, the occasion sets the tone, content and length of the speech as well as the attitudes, beliefs and expectations of the audience. It provides a framework for your words, and will determine the use of humor, quotations, visual aids or other devices. The occasion also reminds you that your speech is part of a bigger picture. So it’s important to ensure that your piece complements other speeches and/or the entire event. Is the speech designed to: ‘The Enterprising Writer’ © 2000-01 Michael Meanwell 1. 2. 3. 4. Know the occasion – this will determine what is presented and how it is presented Know the purpose – what is the objective and the intended outcome of the speech Know the audience – who will be hearing the speech and what are their expectations Know the speaker – who is presenting the speech and what are their requirements Once you know these four things, you’ll know what to write, how to write it, and how the speaker can deliver it. purpose of your speech. • • • Know the purpose Just as there are many different occasions, there are many different kinds of speeches to write. Before you create one word, you must know the Entertain (e.g. social event) Enlighten (e.g. report or seminar) Persuade (e.g. sales conference) Once you know what kind of speech you’re writing, you need to define a clear goal: What is the purpose of your speech? • To entertain the audience as part of a toast to the bride and groom • To enlighten the shareholders to the future developments of the company • To persuade prospects to invest in a new real estate venture Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 132 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Defining the goal of your speech in a single sentence does more than just allow you to stay focused throughout the research and writing process. It also enables you to discern the quality of the communication, and what material to include or remove when editing the speech. audience. Know the audience Once you know the occasion and the purpose of your speech, you need to determine the needs, background, beliefs and expectations of your Your speech must be written as a personal address to each of the people. It must be stimulating and engaging, and it must motivate them, according to the goal of your speech. Tailor your message by presenting it in familiar words and a suitable style (e.g. formal for a business presentation, friendly for a social occasion). Know the speaker Your speech will live or die, depending on the way it is presented. Body language experts will tell us that the words you choose account for only 10% of what you communicate to others. The rest relates to mannerisms and the physical method of delivery. It’s important for you to gain an understanding of the inner workings of the speaker, so that you can mesh their personality and vernacular with your message. Also, by meeting with them prior to the writing, you will get a better picture of what to write as well as how to write it. Developing a Logical Structure for a Convincing Outcome All writing must have a logical structure, and speech writing is no different. It must have an introduction, a middle and a conclusion. And there must be a natural progression from one phase to the next. The opening is arguably the most crucial part of your speech. You have less than a minute to set the tone, stimulate interest and build excitement. There are a number of ways you can achieve this, such as opening with a Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 133 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell thought-provoking question, a startling fact or statement, a poignant quotation or an amusing anecdote. Now that you’ve got the audience’s attention, you can move to the middle or body of your speech. This encompasses the essence of your message. Your shareholders’ report, sales presentation or wedding speech should comprise a series of points that are sequentially laid out, each building on the previous and moving you closer to a logical conclusion. The closing, like the opening, should be brief but memorable. It should also achieve one or more of the following things: 1. 2. 3. Summarize the main points or argument of the speech Leave the listener satisfied (with their expectations met) Motivate the listener into action (to purchase or seek more information, if appropriate) Presentation begins on paper Before you write, prepare a one-page outline with all of the points you need to cover, and work through them systemically. When writing the speech, visualize your audience and their backgrounds. This will help you choose the best way of conveying the message. Avoid jargon and technicalities – keep it simple. The best way to edit and polish the speech is to read it aloud. That way you will get a better feel for the flow and rhythm of the speech. Because a speech is not read but heard by the audience, you could be forgiven for thinking that presentation on paper doesn’t mean much. But it does – for the speaker. Make sure the text is double-spaced and that specific points are emphasized in bold. Also, include any references to visual aids and other devices to be used during the presentation. Careful attention to the presentation on paper will ensure a flawless delivery. Remember these Famous Words Remember Winston Churchill’s stirring “we shall fight them on the beaches” World War II speech . . . And John F Kennedy’s patriotic “ask not what your country can do for you” inaugural address . . . And Martin Luther King’s inspirational “I have a dream” proclamation. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 134 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Of course you do. From the beginning of recorded history, speeches have altered our thinking, stirred our actions and often changed the course of history. Speeches can appeal to the widest spectrum of emotions. They can incite violence or promote peace, but always they will motivate people. Unaccustomed as you may be to writing speeches, they are a field you can learn to manage well and even enjoy. And, like other areas of PR, they attract healthy pay rates. But, best of all, speeches remain one of the best untapped markets for writers. See the Appendix for client samples. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 135 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Cracking The Lucrative Corporate Communications Market In your writing, be strong, defiant, forbearing. Have a point to make and write to it. Dare to say what you want most to say, and say it as plainly as you can. Whether or not you write well, write bravely. Bill Stout For me, one of the easiest and most enjoyable transitions from the objective world of journalism to the subjective world of PR was corporate communications – newsletters, custom magazines, annual reports and prospectuses. Michael Meanwell Any company of note has a newsletter, and some major organizations publish fully-fledged glossy magazines. Some of these do more than promote products, they also address the information needs of the customer and the industry. The inference here, more than anywhere else, is in presenting an info-product that is objective, credible and just as valuable to the reader as any magazine on the stand. That’s a major challenge for any publication, and it’s only achieved by a select group of custom magazines. Whichever road you take – whether it’s producing a newsletter or a custom publication, in my view, this form of writing represents a cross between the two genres of journalism and PR. If you have had experience in either discipline, you should have a smoother transition to the role of corporate communicator. The Newsletter – 400 years in the making You could be mistaken for thinking that the newsletter burst on to the scene with the proliferation of PCs in the 1980s. It’s true to say that the newsletter gained renewed vigor with the introduction of desktop publishing but, as Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 136 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell the saying goes, there’s nothing new under the sun. Newsletters have been around for more than 400 years. The most successful embryonic examples were The Continuation of Our Weekly News, first published in 1631 by Forraine Press, and distributed regularly throughout England. The Boston News-Letter in 1704 became the first American newsletter, and it paved the way for the country’s first newspapers. Public newsletters enjoyed a great deal of popularity throughout the 1700s, but the 1800s belonged to their successor, the newspaper. By the early 1900s, however, newsletters were back in favor, providing business and industry with specialized information. The first investment newsletter, Babson’s Report, appeared in 1904. The longest-established newsletter, The Kiplinger Letter, first came off the presses in 1923 and continues publication to this day. Corporate newsletters continued to gain in popularity, especially from the 1930s onwards, as they addressed an increasingly wide range of topics. Today, newsletters address literally every subject and every industry, from private persons and firms, publicly-held organizations and associations eager to inform, advise and promote. Newsletters appear in all shapes and sizes. And they can be mailed, faxed, emailed, downloaded from the Internet or posted on a secure Intranet site. Why? Cutting through the clutter But today’s newsletters must work harder to be more successful. Because their readers are more sophisticated, time conscious and wary of promotional gimmickry material. Also, there’s a great deal more competition, not to mention advertising messages, that you need to cut through to impact on your audience. In the US alone, more than one million newsletters are printed every year, according to a 1998 survey. And, with the rise in popularity of e-zines, there’s just as much competition online as offline. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 137 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • • • • • • • • • • • • • • than to sustain it. How to ensure newsletters meet marketing objectives As an external publication for customers and prospects, the newsletter can: Promote new products and services Showcase achievements Develop a brand’s identity Improve or maintain a company’s image Establish credibility Attract leads Qualify prospects Generate sales As an internal publication for employees, the newsletter can: Educate regarding new procedures Communicate revised schedules Inform regarding new policies Praise personal achievements Improve productivity and quality Engender team spirit Whether you are producing a free newsletter or subscription-based publication, its success will be determined ultimately by its content. For a newsletter to be seen as credible, it must include specialist information that benefits the reader, not self-promotion that only benefits the company which prints it. As the newsletter writer and/or publisher, you must satisfy the needs of both your client and the readers. If you succeed, the newsletter will be held in high esteem, and readers may keep it as a reference tool and even look forward to receiving future issues. Fail, and your prized publication will be deemed ‘junk mail’ and ‘filed’ trash. Planning for success For many companies, the newsletter is seen as an inexpensive way of building and maintaining relationships. But it’s easier to create a newsletter Whether you are publishing an employee/member or a not-for-profit Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 138 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell newsletter, an issue-based advocacy or customer publication – it will ultimately fail without proper planning and ongoing evaluation. Many companies launch a newsletter with a grand vision only to see it grind to a halt after the first few issues. You need to research and plan a few issues ahead to ensure you don’t run out of ideas. You also need to seek early feedback from your target audience to ensure the newsletter meets their needs. It takes more than good writing to make a newsletter good reading. The publication needs to address the readers’ information needs while subtly satisfying your client’s marketing objectives. You need to not only understand your readers, but know what’s going on in their industry, and how your client’s products, services and expertise can best serve their needs. Many newsletters fail to communicate because they second guess what the readers will find interesting. What you find interesting may not be as interesting to your readers. Before picking up a pen, research your target market’s needs and your objectives, as you would for any other marketing campaign. Survey your readers. Offer them various options that are achievable by your company and ask for feedback on what they’d like to see in your newsletter. Then plan before you implement and, finally, evaluate the printed newsletter. – – – – Research begins with questions If you are planning a newsletter or have an existing one, it is important to ask yourself the following questions: Who is the target audience? What is the objective in publishing the newsletter? What are the benefits to the readers? What are the evaluation techniques you will use to ensure your message hits the mark? To identify the target audience, you need to develop a reader profile. This will dictate whether you have to introduce the readers to the company’s products and services or just add to existing information. Either by phone or a mail, survey your readers with the following questions: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 139 of 380 Objectives and evaluation techniques To ensure your newsletter is well read, every article should contribute to the overall goal of the newsletter. If it’s a customer newsletter, your goal or mission statement may be: To add value to other marketing activities while promoting (the organization) to customers and prospects. Evaluate each story against the mission statement. If it doesn’t complement it, you should rethink the story or rethink your goal. Ensure each story meets the questions you answered earlier. The stories should be aimed at the target audience. They should deliver what your readers don’t know as well as what you think they need to know. Finally each story should motivate your readers to action (i.e. include a ‘more information’ coupon, toll-free number, Web URL or some other call to action device to encourage response). ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • • Who are your readers? (demographic information) What do they know about the topics/issues to be covered in the newsletter? What media do your readers already receive? How do your readers feel about your subject? What is the audience attitude to your organization? How do you plan to affect your target audience through the newsletter? • • • • project. Creating the newsletter style You need to determine the quality, format, frequency, design, content and the budget of the newsletter. Each of the following parameters should be based on the needs of your target audience as well as the budget and resources committed to the and the style of your newsletter. Quality What budget you have will dictate the kind of paper stock you can use. Talk to printers and look at samples to see which stock will suit your budget Business-to-business newsletters are generally produced on a thicker A1 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com The standard size newsletter is from four to 16 pages. Anything bigger is generally considered a magazine, anything smaller is generally regarded as a flyer. Whatever you decide, maintain a consistent number of pages in each issue. Format This will vary, depending on your budget, content and customer base. Ask your readers how often they would like to see a newsletter from your Publishing a newsletter every one, two or three months is the norm. Any less would be a waste of time to your readers in terms of consistency, any more would be a drain on resources for many businesses. You need to maintain regular contact with your customer base, and the newsletter remains one of the most cost effective methods of building relationships – only if it’s produced regularly. Frequency ‘The Enterprising Writer’ © 2000-01 Michael Meanwell or A2 paper stock which promotes longevity. Disposable newsletters can be produced on thinner, cheaper stock. Many companies today are selecting a recycled or environmentally-friendly stock. This not only helps the world, it also helps the company’s image, projecting it as a good corporate citizen. company. reader. Keep it simple. You can spend a lot of time trying to be fancy by using a variety of fonts and visual aids, but too many can distract or confuse the Layout and design is similar to the packaging of products. It’s vital to attract the reader’s attention, then it’s up to the product – the words – to do their job in selling the information. The layout should feature quality photos, strong headings and, if appropriate, illustrations to enhance the impact. It should also follow a module layout (i.e. stories should fit into columns comprising rectangular shape, not spread across a series of uneven columns). Design The bottom line is making every story relevant and worthwhile to the reader. Every article must add value to your message and the original goal set for Content Page 140 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell the newsletter. To be successful, a newsletter requires your ongoing commitment. Small businesses, in particular, would be wise to start with a modest size and grow their newsletter as they begin to see a return on their investment. The key to success is to involve people. Write about real people, invite readers to participate. What is the first thing you do when the new phone directory is published? The same is true of a newsletter. People are most interested in reading about themselves or benefiting from the advice and experiences of others. audience. • • • • • • • • • • • • Once the research and planning are complete, you’re ready to start writing the newsletter. I can’t stress enough the value of research and planning. It will save you time in the long run and ensure your publication remains relevant to your The implementation process should include: Setting an editorial meeting with decision makers to determine areas of interest Researching potential stories Drafting stories Editing stories Gaining story approvals from internal and external customers Writing headlines Taking or sourcing photos Layout and design Pre-press preparation (including scanning of pics, color separations and proof) Approval of proof Printing Distribution (from an internal database or commercial lists) Implementing your research Your newsletter should be treated like any other marketing program. It should be evaluated regularly to ensure it is achieving the set objectives. That is, reaching the right people and making sure they’re actually reading the information and, more importantly, acting on it. Evaluating the success of the newsletter Page 141 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 142 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell features. What makes a newsletter worth reading? Now let’s look at how to create stories which hold the readers’ attention, are informative and interesting. Let’s take the example of a customer newsletter, since it is one of the most popular forms of corporate communications in use today. There’s a variety of stories of interest to customers which could also benefit companies. These include: New Products Announcements of new products or enhanced products can be made more appealing if you concentrate on the benefits to the reader, rather than the That is, how it will benefit a customer’s business by increasing their productivity, saving them money or improving the quality of service to their own customers. Customer Testimonials This is one of the most effective ways of demonstrating the benefits of your product or service. Rather than promoting your virtues, ask your customers what they find most valuable about working with your client. Case studies are not only more interesting to read, they’re also considered more credible. It gives customers an opportunity to see your products and services in use in the ‘real world’. To make them even more beneficial, focus on a customer’s unique insights and methods of using your client’s products. This will stimulate more interest in readers and enable them to apply this wisdom to their own business. Industry Issues This can take the form of ‘how to’ stories or comment on controversial issues affecting the industry and your client’s. By discussing issues in an authoritative manner, you are not only providing a value-added service to readers, you are also positioning the client as an industry expert. Once you achieve that, it’s easy to work out who they’ll call when they need advice. These stories can quote a staff member or executive, or they can be presented as a byline piece from an expert within the company. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 143 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • • • • • Company announcements This should add value to your customers. Stories can be quite varied, ranging from announcing appointments of sales staff and management to upcoming events such as sales conferences, exhibitions, and policy changes (e.g. price changes or statutory/regulation changes). Other stories can include news briefs, regular columns and a calendar of upcoming events of interest. To sum up, all stories should: Inform, not sell Offer advice that interests or assists the reader Identify issues or problems and provide solutions Provide exclusive editorial – information readers cannot find elsewhere Avoid jargon Protect yourself and others with formal approvals If you are going to quote customers in your newsletter (e.g. customer testimonials), it is important to gain prior approval. This will help protect you legally if there is any problem with the story after it’s been published. It will ensure that the customer is satisfied with what’s been said, and can reinforce your client’s quality approach to service. In fact, this same approach should be applied to all stories. All information should be signed off by those people within the organization who have been quoted and/or are responsible for the information. This will ensure everyone is clear with what is being produced in the client’s name. How long is a piece of string? An eight-page newsletter contains approximately 4000 words or 500 words a page. The trend today is to write shorter stories that cover three or four topics per issue. This enables you to cover a range of information, offering variety to your readers. Stories can vary in length depending on the complexity of the subject and its importance to the reader. A story can be as brief as 50 words, such as Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 144 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell a reminder about an upcoming event, or as long as 500 words on a topical industry issue or a customer interview. In special cases, you can even break a story into two or more parts, and run it as a continuing series in several issues. In this case, each article should be self contained. It should also summarize what was written in the previous issues and what can be expected in the following issues. Inject ‘news’ into your Newsletter Most newsletters are journalistic in style. They usually include straight news and feature stories, ranging from informal to formal depending on the company and its audience. Much like a newspaper, I suggest putting your strongest, newsworthy story on the front page and continuing it toward the back of the issue. By ‘spilling a story’, you have the opportunity to run other stories closer to the beginning of the newsletter to maintain reader interest. You can also include a contents box or pointers to entice readers to turn the page. Feature stories can be placed further back in the newsletter. These are written in a more relaxed tone and can afford to be longer, taking up a centrespread, for example, with supporting photos. But they have a lower priority than the shorter, news stories that generally command the first few pages of a newsletter. If appropriate, include a call to action at the end of each story, so that people can call to place an order or request further information. You can also include a ‘more information’ coupon. Some people may not like to phone for further details, but would prefer to have a brochure mailed. It’s a good idea to give your customers the option. Working With Photos & Illustrations The Chinese Proverb – a picture is worth a thousand words – still holds true today. And when used properly in a publication, it also sells the words. Just look at any newspaper – photos are used liberally and for good reason. However, they should be cropped to accentuate the main feature of the photo. This will not only give the photo greater impact, but also the story it accompanies. Alternatively, you can include a head-and-shoulders photo of the person being quoted in the story. Include captions with all photos, Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 145 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell and make sure they explain the picture as well as its relevance to the accompanying story. Avoid filling pages with photos of similar size. Pictures are attentiongrabbers, so their size should be reflected by the importance of the story they support. In addition to photos, you can also enhance the look of your layout with illustrations and clip art, when relevant. An illustration may be more effective than a photo. For example when used for graphs and bar charts or as a technical drawing (e.g. a cut-away illustration of the inside of an aircraft). In all instances, never sacrifice the size of photos or illustrations if your stories are too long to fit. Chances are they won’t be read in their entirety if the page is filled with slabs of text and few or no pictures. Remember, people are visual creatures – they generally understand concepts quicker when they can see pictures in addition to reading words. This includes: • • • • Creating Words And Pictures By Design The success of your newsletter will depend as much on the layout as any other element. Let’s begin by creating a template for your first, and future, newsletters. It should include a number of elements that will be repeated in all issues. a nameplate or the title of the publication, which is usually designed as a separate graphic at the top of the first page; a table of contents, which is especially useful for larger newsletters; a masthead or information box that features company information (phone, fax, email and a physical address); and section headings for regular features (e.g. the MD’s address, new products). Choosing Typefaces Choose two distinctly different typefaces – one for headlines and one for body copy. It’s best to contrast sans serif headlines and subheads with serif body copy. Sans serif letters have clean, straight lines and a geometric Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 146 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell appearance. This type is most legible and is easier for readers to identify individual letters. Serif type has short lines or hooks at the ends of the letter strokes. This type is most readable and enables readers to quickly decipher your message. The ideal sans serif typefaces for your newsletter are straightforward fonts, like Frutiger, Helvetica and Univers. The best serif typefaces include Garamond, Times and Palatino. Other Factors To Consider Last, but not least, here are some final things to factor into your newsletter production. Production Time There are a number of steps that comprise the production of a newsletter. It begins with planning the editorial content; followed by researching and drafting stories; arranging photos; layout and design; pre-press preparation; and finally printing and distribution. How long does it take to produce a newsletter? Production cycles will vary, but as a guideline, an eight-page newsletter should be completed in a month. That’s allowing two weeks for research and drafting of stories, one week for design, and one week for pre-press preparation and printing. It may take a little longer, depending on your client and their customers’ approval process. Story Ideas Depending on the size of your company, ideas for stories can come from various divisions (e.g. customer activities from branch managers and new technologies from R&D). Stories can also be based on pre-prepared press releases, or they can form the basis of future media announcements. You can even establish an ‘idea bank’ and stockpile stories for future issues. Interviews When interviewing people, keep in mind that the humanistic approach is of most interest to your readers. People like to read quotes from people, rather than slabs of impersonal text. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 147 of 380 Distribution: Getting It Out There Distribution begins with good database management. And that starts by having an up-to-date mailing list of your customers and prospects. If you don’t have a mailing list, create one and continually maintain it, by deleting return-to-sender mail, updating business contacts and adding new prospect or customer information. Talk to your local postal service about registering your publication so that you can receive postal discounts for bulk mailings. ‘The Enterprising Writer’ © 2000-01 Michael Meanwell “Quotes make the language more active and more interesting.” When interviewing people, first do your homework in collecting background on the topic that will be discussed. This will help you formulate the right questions to ask and also save time in the interview process and the writing process. Remember, your newsletter should be treated like any other marketing program. It should be evaluated regularly to ensure it continues to achieve the objectives set. That is, reaching the right people and making sure they’re actually absorbing and acting on the information. And once you’ve achieved that, you will have a newsletter worth reading by your customers and worth publishing by your client. • • • • Evaluate for ongoing success As we discussed earlier, newsletters need to be continually evaluated to ensure they reach the target audience and meet the company’s objectives. The evaluation process should include: Testing your messages before distributing the newsletter (do a regular written or phone survey, asking your readers for feedback) Evaluating the editorial during and after the program (in addition to surveying readers, you can include a coupon in each issue with check boxes for more information on your products/services). Measure the newsletter against other marketing initiatives. Determine what percentage of leads and sales are generated by it, compared with advertising, PR and direct marketing. Check the newsletter’s profile among the readership. Ask customer service and sales staff if customers mention it or remember it. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Once you’ve achieved that, you will have a newsletter worth publishing. And you’ll soon be reaping the benefits of keeping the communication lines open by generating new business from prospects and building loyalty with your existing customers. needs. • • • • • • • • • • • • • • • • • • Check your planned or existing newsletter against the following points to ensure it meets your client’s business objectives as well as their readers’ Write a description of your average reader profile Place the most important stories in the front of the newsletter Balance each issue – serious with light stories; long with short pieces Cater for the entire audience, not just one segment Brainstorm for ideas for 3-4 issues in advance. (It’s important to know where your newsletter is going long-term.) Editorial Content Write stories that are relevant to your readers Write simply and concisely Keep sentences short and punchy Include direct quotes from people featured in case studies and testimonials Grab attention with active headlines and subheadings Writing Plan what photos you need Use only quality photos – in focus with good contrast Employ other resources (e.g. libraries) with approval to avoid Copyright infringement Crop and size photos for impact Include captions with all photos Photos Place the strongest story on the front page Maintain a consistent newsletter image Complement stories with photos, illustrations and diagrams Layout & Design Newsletter Tip Sheet Page 148 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • • • • • • 1. 2. 3. 4. 5. 1. 2. 3. 4. 5. 1. 2. 3. 4. 5. Use attention devices – colored panels and pointers to other pages Use two typefaces – one for body text and the other for headlines Naming your newsletter is an important consideration. Branding a newsletter is similar to branding products and services. The name will be around for a long time (hopefully), so give some thought to a title that will be immediately understood, readily recognizable and memorable. What’s in a name? Everything Page 149 of 380 Printing Maintain a regular printing schedule to keep issues on time Choose white or light-colored paper stock If using only two colors, ensure one is black Request a proof before the newsletter is printed Five Ways To A Readable Newsletter Use simple words to convey your message Don’t print headlines in CAPITALS Have a healthy sprinkling of direct quotes in all stories Avoid two spaces between sentences Balance layouts with a good mix of photos and words Five Ways To Using Color Effectively Color nameplates and logos Borders around graphics Add to bar and pie charts Enhance pull quotes and subheads Color background of select stories Five Ways To Smarter Layouts Add white space between headings, photos and body copy Use subheads, pull quotes and raised caps as attention grabbers Place select stories in colored boxes Design in terms of two-pages Make template layouts for future issues Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 150 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell There are various approaches you can take when it comes to naming your newsletter. Since it’s an industry-specific publication, you can name it after an industry-specific term that people in the know will know. When I created a newsletter for Australia Post’s direct marketing division, I thought a little about their target audience – direct marketing agencies and DM professionals within small, medium and large organizations. Some of the titles I suggested were a play on the company’s name, its industry or profession. These included: Post Mark Postscript Marketeer Market Forces Marketing Works Marketplace Marketing Mix In The Post Direct Express Go Direct Post Power Director Direct Direct Hit Direct Results Post Effect Post Works Direct Action Pushing The Envelope Direct Forces In the end, the client went with Post Review – their choice, not mine – that’s life. The other approach you can take is to include the company name or the industry it represents with a generic word, phrase or term, such as: Agenda Alert Briefs Briefings Bulletin Communicator Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 151 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Connection Courier Digest Eye Facts File Focus Forum Guide Insider Journal Letter Monitor Monthly News Newsline Outlook Outreach Post Profile Times Today Trends Update Views Voice Weekly What’s News World This is probably the most common approach to settling on a newsletter name. If I had a dollar for every publication I’ve seen entitled (Company) News, I’d be . . . well . . . just think of the tax I’d be paying! Mining the corporate gold Whatever delivery medium the newsletter takes, the rudiments of a quality newsletter rely on good, clean, wholesome writing. And whether you see the newsletter as the ‘company rag’ or an exciting marketing medium, there are plenty of opportunities to make money writing newsletters. This is particularly true, now, as many companies have Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 152 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell downsized and outsourced this activity to agencies and freelancers. Unlike other freelance projects, the advantage of writing a newsletter is that it represents ongoing work. You’ve just put one issue to bed, and it’s time to begin working on the next. Like most writing projects, you have two ways of quoting and billing the client: on an hourly basis and on a job basis. Most companies prefer a flatfee, so that they can budget on a per-project and annual basis. Once you have produced a few newsletters, you will know generally how much time you need to commit so you can quote accurately. Also, if you’re a fast worker, you can afford to increase your hourly rate. Whichever way you look at it, quoting on a complete job rather than on an hourly basis will be more appealing to your client and it should be more appealing to you (since there will be less scrutiny from the bean-counters). See the Appendix for client samples. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Advertising says to people, ‘Here’s what we’ve got. Here’s what it will do for you. Here’s how to get it.’ Being a freelance writer allows you to cover a number of disciplines. We’ve just discussed opportunities for writing PR, now let’s look at PR’s rich cousin, advertising. Advertising, PR and Michael Meanwell direct mail (which we’ll look at after this chapter) fall under the one umbrella of marketing. And yet agencies representing these three disciplines actively compete to capture common ground. Fortunately, as a freelance writer, it won’t matter which agency wins the project. You can handle the work. For the purposes of this book, let’s stick with the traditional boundaries, as we’ve done in the previous chapters. Even within this confined space, advertising – also known as ‘above the line’ marketing – takes in a broad spectrum of communications worth more than US$400 billion a year in America alone. Here are just a handful that require your skills: • • • • • • • Handouts Displays Posters Coupons Print advertisements Packaging Point of sale signage Leo Burnett (1891-1971) What You Must Know To Make It In Advertising Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 153 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell TV commercials Classifieds Radio commercials Flyers Data sheets Menus Demonstrations • • • • • • • Page 154 of 380 Whatever the medium, your job is to promote, persuade, inform, influence and sell people on a company and its products and services. If you’re a literary purist who has never written advertising copy, you’re in for a rude shock. To begin with, you can put aside your copy of Strunk & White’s The Elements of Style. The traditional rules of writing don’t really apply to advertising. But, having said that, it pays to know the rules before you begin breaking them. Then at least you’ll know what you’re breaking and what effect you’re creating by doing so. In essence, copywriting places a great emphasis on the choice of words rather than adherence to good grammar. Also, good copywriting means simple copywriting. You don’t win any prizes for exercising your vocabulary, only for connecting with the reader, your potential customer. So, simplicity sells. As you know, copywriting is just one component in developing an advertising message. Other professionals, including a graphic designer, photographer, art director and creative director, also play a part in the product. The formula that works No matter what your intention or the advertising medium you’re using, to communicate successfully, your copy must follow a proven formula. There’s no room for fat in any writing, and this is especially so in advertising messages. So get off to a good start with an emotion-charged statement. This could be a controversial or thought-provoking headline or opening sentence that grabs attention and compels the reader to read on. Once you have the reader’s interest, you need to build on it. You can do this by following your opening statement with supporting information or you can cut straight to the point by making the reader a promise. And that Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell take action. Page 155 of 380 promise is to make their life better by delivering some kind of benefit they need. Depending on the length of the piece, you can add supplemental information in the form of brief customer testimonials, more facts and benefits. By now, you not only have the reader’s interest, you also have their unconscious consent to take them to the final stage. So now’s the time to Your ‘call to action’ can take various forms, from inviting the reader to call, fax or email their order to filling out a coupon for more information. To be effective, your call to action has to be powerful, compelling and easy for the reader to initiate. The weaker your offer, the less chance you have of making the sale. The more complex the call to action, the less chance you have of making the sale. Remember, your call to action will be the last thing on the reader’s mind, so it has to be a powerful statement to succeed. Copywriting rules to live by Cutting through the advertising clutter is a constant challenge for copywriters. It’s no wonder, considering the fact that every day the average person is exposed to more than 3500 messages. Granted, they’re not all advertising messages, but it still means your copy has to work hard to impact on the consumer defence mechanisms, known as the ‘sheltered ear’ and the ‘filtered eye’, Your words will have a greater chance of survival, if they follow these principles: Read what works To write great copy, you should read great copy. Examine ads that win you over. Pull them apart and analyze why the headline drew you in. Discover the magic words in the copy, the compelling statements that led you to the conclusion, ‘I’ve got to have this’. Read books by the all-time advertising greats – Claude Hopkins, Albert Lasker, Maxwell Sackheim, and my hero, David Ogilvy. Take note of today’s top guns like Joe Vitale and Robert Bly. They’re at the coalface and their words of wisdom are gold. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 156 of 380 Remember the basics The best approach is a simple, credible and conversational approach. Before you write a word, you must identify the target audience. Knowing who will be reading your copy, will dictate the writing style you use. Remember, you’re not here to win awards, you’re not here to impress the reader, your entire mission is to connect with them and influence them. Salesperson first, copywriter second Whether you like it or not, advertising is selling. To be a good copywriter, you need to be both a good writer and a good salesperson. You need to exude enthusiasm about the product. See it from the customer’s viewpoint. Consider all of the advantages. And then you can write about all the benefits it offers the customer. And don’t be timid. Ask for the order. Guide the reader to the action you want – to call you with their order. Advertorials read like news Studies show that advertorial-style ads can gain up to 80 per cent more attention that other ad layouts. The reason is simple. We buy newspapers and magazines to read the news not the ads. With so many messages bombarding our senses, we have become experts at blocking out unwanted ‘noise’. But when an ad is presented in a news style, equipped with headline, photo, caption and maybe also quoting a spokesperson – the average reader can’t help but be drawn to it. In addition to catching the eye, this style of advertisement can often have a stronger pull than conventional approaches for the same reason. They are presenting more information in what appears to be a more objective manner than regular display ads. Not all products, services or even messages can be conveyed in this manner. Advertorials are best suited to testimonials and products that require a lot of copy to convince the reader. This approach is closer to PR or DM than standard advertising copywriting. Interact with your prospect None of us like to be talked down to spoken at, we want to speak with Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell benefits, stronger statements, and an enticing offer. Page 157 of 380 someone. We prefer to have a meaningful dialogue rather than endure a monologue. The same applies in writing. If you want to gain your prospect’s trust, think and write as if you are having a two-way conversation with them. Taking this approach will ensure that your presentation is warmer, and that your message addresses the reader’s problems and also answers their questions – preferably before they ask them. Put simply, you must focus on delivering benefits that are relevant to the prospect. After you have spelled them out, you need to build credibility in your company (e.g. years of industry experience, success in the marketplace). Then follow this with proof of the success of your product (i.e. customer testimonials). And finally, give them a real reason to buy it (e.g. time-limited offer, strong money-back guarantee). To succeed with interactive writing, you need to stay one step ahead of the reader. Re-read your copy. Look for holes and fill them with more compelling Grab attention with a stimulating, relevant headline Whether it’s news or ads, we are drawn first to the headline. Readers put their toe in the water with the headline. If they like what they read, they’ll wade deeper. Headlines not only sell; the copy, they also go a long way to selling the customer. It’s well known in the industry that a good headline can pull up to 19 times more response than a poor one. Be the Customer – Remember WIIFM Benefits rule over features. When writing, always have the customer in the front of your mind. Continue asking yourself “why would the customers care?.. what’s in it for them?”. Asking yourself these questions will keep your work grounded, relevant and appealing to the reader. The more you tell, the more you sell Advertising experts agree that long copy sells better than short copy, but only if it interests the reader. The optimal approach is to present as much detail and information that is required to convince the reader. But also allow for those readers who are ready to buy after the first Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 158 of 380 paragraph. Show them a clear path to a coupon, toll-free number or some other device that makes the buying process quick and simple. Be specific When you’ve got facts, state them. When you’ve got statements, attribute them. Replace “they say” with “Jack Frost said”. Turn wishy-washy copy into bold statements that attract and convince the reader. ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • • • • • Answer every objection Veteran copywriter Joe Vitale lists the five biggest copy killers which you need to demolish in order to win over your reader. They are: I don’t have enough time. I don’t have enough money. It won’t work for me. I don’t believe you. I don’t need it. Think of these common objections as you write. Answer these and you’re well on the way to converting a reader into an enthusiastic customer. Maintain interest throughout the message It’s easy for any of us to get distracted, so keep your readers interested with attention-getting devices, such as benefit-laden subheads (preferably every few paragraphs), pull-out quotes, bullet points and other copy tactics. This will keep both the stayers and the skimmers on the same page. Customers sell prospects Even in this enlightened advertising age, nothing sells better than word of mouth. We are more prone to take the word of a friend or a fellow customer than a copywriter. Include compelling testimonials which support your copy. The more the better, the shorter the better. Sprinkle these throughout your message, so that they validate your claims. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 159 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell two per cent or less. Reverse the risk When you guarantee your product, you put the reader at ease. Many businesses are frightened to offer a guarantee for fear that they will be inundated with returns. But, in actual fact, the rate of return is generally Why not try a longer guarantee? Instead of offering 30 days, offer one year or maybe even a lifetime guarantee. That will impress your reader. Research shows that longer guarantees not only get a better response rate but they also have a lower return rate. That’s because inertia kicks in. Instead of having a month to evaluate the product, the customer now has all year or more, so there’s no rush. And, after a while, the customer either is convinced of its value or has forgotten about the guarantee. Size is important The KISS principle should be amended for copywriters to ‘Keep It Short and Simple’. As we’ve said, you’ve got countless messages clamoring for your reader’s attention, so you had better make your point well, and make it now. Research indicates that longer sentences are less read than shorter ones. The same applies to paragraphs. Readers get lost in a sea of gray text. Keep your communications punchy by writing short words, short sentences and short paragraphs. What makes you special? One of the questions I used to ask prospective employees was: “Why should I hire you?” Needless to say, it’s the most feared question you could ask most people at a job interview. But it’s also a question you should think about when writing an ad – and answer it before your reader does. There’s a lot of alternative products out there that customers can choose. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell – how much compared with others and why? Page 160 of 380 What’s so special about yours? What distinguishes it from the competition? If it’s faster – how much faster? If it’s better – how and why? If it’s cheaper Qualify your claims as much as possible, in terms of percentages of speed, dollars saved or some other measure of comparison. Ask for the order Remember, your copy is a silent salesperson. And what do sales people do, but sell. And the best way to sell is to ask for the order. It sounds simple, but a significant proportion of ad copy fails to follow this simple rule. Your copy must not only outline the benefits of buying, it must also ask the person to buy. Include a coupon, a toll-free phone or fax number, an email address, a Web URL – and most importantly, ask people to place their order now. You can entice them further by offering a free gift or a special price if they order within a specified period. Build rapport with your reader You can’t write a successful ad, or any other communication, unless you have developed rapport with your reader. One effective technique, as explained by Robert Bly, is to tell the reader something they already know. This proves that you, the advertiser, know the reader’s industry and their applications, and that you understand their problems. So it stands to reason that you would be the best person to offer them the right advice and the right product. we want to buy it now. I want it now When you want something, how long are you prepared to wait for it? I can’t remember the last time I put something on lay-away – but that’s me. Most of us want instant gratification. When we have been sold something, Make the order process as simple and as quick as possible. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 161 of 380 Good copy comes from rewriting You know as well as me, it’s rare to get the words right with the first draft. Even more so in the frenetic world of advertising, where so many parameters play a vital role in the success of the copy. Research your audience’s needs and your product’s benefits. Write it, rewrite it, remove jargon and difficult-sounding words until the copy sings. Then comes the best part – test it. Test your headline and your copy. Rework it until you get a better response rate and so on. Changing a headline or changing some choice words can – and does – make the difference between success and failure. The truth shall set you free It’s easy to get over-excited when you’re copywriting. In fact, it’s a prerequisite for writing good copy. But don’t let your words get ahead of the truth. Never over-hype, mislead or abuse the trust your reader places in you. If you do, you may win the sale but you’ll lose the customer for life. Always tell the truth, and always tell the story in the most interesting, exciting and beneficial manner possible. Sell dreams not products We’ve discussed the value of benefits many times, but I feel I need to make the point once more. Selling benefits rarther than features is probably the single most important thing you can remember when copywriting. It’s also one of the most overlooked elements by many copywriters. Sad but definitely true. So, before you write a word in your next ad, think about this: Your customer is not buying a product or service from you. They are buying a benefit from you. That’s so important, you need to hear it again: Your customer is not buying a product or service from you. They are buying a benefit from you. You are not selling a software program, you are selling an improvement in Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com productivity. You are not selling a sports car, you are selling excitement. You are not selling vitamins, you are selling good health. You are not selling shoes, you are selling comfortable feet. You are not selling film, you are selling happy memories. Differentiate between needs and wants. A prospect may ‘want’ a Mercedes 500 SL, but their ‘need’ is transportation. Realize that people buy wants which have been appropriately packaged with words that project attractive imagery. Your products and services are nothing more than a catalyst. They are the go-between that your customer needs to obtain their desire. Think about the end results your product can achieve, and tell the reader how better they will feel, look, work or enjoy life. Show them how they will benefit, and your copy will benefit your client with improved sales. Page 162 of 380 Have I got a deal for you! Every ad should feature a strong offer. This achieves two things: It motivates the reader to take the next step (to buy or to contact the company). It also elicits an immediate response. And both are essential to the success of your ad. Without a good offer, you’ll soon be without a hot prospect. Whatever the offer, especially if it’s a free one, give it a high perceived value. “Call now and we’ll send you this FREE booklet on ‘How to Write Right’ valued at $19.95.” Remember, an offer gives your ad a sense of urgency. ‘Buy now’ or ‘Call us today’ is only part of the call to action equation. Including a strong offer ‘The Enterprising Writer’ © 2000-01 Michael Meanwell is the kicker. • • Choosing a call to action We’ve used this term a lot lately, but what kinds of calls to action are there? Here’s a list of the most tactics popular you can use, either singularly or combine two for added impact: Offer a free gift Offer a free sample Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • • • • • • • – – – – – – A time-limited offer A pending price rise A special trial or introductory period Offer a ‘buy now, pay later’ deal Offer an ‘unadvertised special’ Offer an upgrade Offer a ‘no risk’ trial OK, you’ve finally finished your ad, and you’re happy with the way it looks and reads. Now it’s time to check that the following elements work properly: If you hear a ‘no’, you know what to do. Just when you thought you’d finished … Does the headline grab the reader’s attention? Do the subheads cover all the major selling points for the skimmers? Does the copy include all the major customer benefits? Are the benefits presented in the most convincing manner? Does the closing statement bring the message to a logical conclusion? Does the call to action compel the reader to take positive action? Consider your background. If you’re new to ad copywriting, you may need to make an attitudinal adjustment to get into the new groove. But, once you’re in, you can expect this to become an exciting and lucrative avenue of writing. I have handled a range of advertising projects for agencies and companies – everything from print ads, coupons and handouts to sales presentations, packaging and radio commercials. A few years back, I wrote a series of short radio scripts for Telstra, Australia’s largest telecommunications provider. The scripts were essentially discussions between a radio announcer and a famous footballer at the time. Each script introduced a new service which the company was bringing to market. The scripts were written for 60-second slots. Apart from some initial research and a brief from the Product Manager, I managed to write half a dozen radio commercials in a lazy Sunday afternoon. To this day, it’s the most money I’ve earned for an afternoon’s work. Are you cut out for advertising? Page 163 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Advertising is, and always has been, the big brother of marketing. It has commanded the lion’s share of revenue because it pulls better than any There’s a lot of competition in ad copywriting, but if you can crack this market, you can write your own ticket. Page 164 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell It’s no wonder. other medium. See the Appendix for client samples. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 165 of 380 The Direct Mail Dozen – Essential Ingredients For Power Writers The consumer isn’t a moron; she is your wife. You insult her intelligence if you assume that a mere slogan and a few vapid adjectives will persuade her to buy anything. She wants all the information you can give her. David Ogilvy (1911-99) As discussed in earlier Michael Meanwell chapters, direct mail – or DM – is one of the major disciplines of marketing today. It also offers a hive of opportunities for the smart writer. DM covers a wide range of promotional concepts from mail packs with involvement devices and free gifts to personalized business letters and catalogues. Whatever format you use, remember that all good promotions begin with a strong selling message, followed by the promise of offering new and important benefits to the reader. Before we get started, it’s best to re-read Chapter 14. Much of what we’ve already covered applies equally to direct mail. In addition, take note of these tips and techniques for writing memorable and marketable DM. AIDA spells DM Direct marketers will tell you that the key to success, especially when it comes to writing letters, can be summed up as AIDA: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Attention Interest Demand Action • • • • This translates to: • • • • Get attention with a beneficial headline and strong opening statement. Arouse interest by identifying or acknowledging the reader’s problems, needs or wants. Create demand by making the reader a promise or an offer that will benefit them. Prompt action by asking for the order. Page 166 of 380 That sounds like something my old fiction mentor used to say, but it’s equally true of DM. You’ve only got 10 seconds to make the right impression on your reader, or your communication is lost forever. So start off with your strongest argument and make sure it’s what the reader wants to hear, not what you want to sell. Start with a bang and build on it Contrary to what we said in the Advertising chapter (and contrary to what other marketers say), short letters are better than long letters. Many of the ‘experts’ suggest that you write as much as you need to write. But, for some writers, that’s a license to be verbose, and it risks losing the reader. Remember, the reader’s time is limited and their attention span is even more limited. So be brief, to the point, and keep your letter to one or two pages in length. If you need more room, include a brochure. Keep it short Direct mail should be personal mail. Wherever possible, address letters to the person who will be reading it. ‘Dear Sir or Madam’ doesn’t cut it (if it ever did). Also, getting personal, means writing personally. Write friendly, build rapport, and you’ll win over more customers. Get personal Know your reader and write accordingly Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 167 of 380 That works fine when you’re appealing to general consumers. But, if you’re addressing business professionals, you must write at their level. Write below ‘The Enterprising Writer’ © 2000-01 Michael Meanwell The simple approach to writing DM is to write simply. it, and you will lose their interest and their respect. Keep the mail pack simple Just as you need to keep your communication simple, you should also keep your mail pack simple. It’s best to keep the items down to a personalized letter, a brochure or catalogue and a reply card. Any more and you risk diluting the reader’s interest and, consequently, your response rate. Qualify your prospects If you include a reply coupon, also include questions that qualify your prospects and tell you more about your market. This is essentially a brief questionnaire or survey, but it can become a vital component in your marketing arsenal. The more choices, the better the response Research indicates that the more choices you give a prospect, the better the response rate. Your reply card can include a number of options, from buying or trialing a product to requesting a brochure or a sales call. Treat your repeat customers like gold The old 80-20 rule applies in DM as well: 80 per cent of repeat business comes from 20 per cent of customers. In addition, as DM specialist Richard Benson advises, the most important order you ever get from a customer is the second order. Because a two-time buyer is at least twice as likely to buy again as a one-time buyer. That’s why it’s important to recognize and acknowledge your loyal customers in your communications. Consider developing a loyalty program that benefits repeat buyers. This could be as simple as sending them an exclusive mailing with special offers and information. Readers Digest has developed this concept into a fine art. P.S. Don’t forget to add one Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 168 of 380 The postscript is the most read element in a direct mail letter after the headline and opening sentence. So don’t forget to include one, and make sure it features a strong statement. It’s the ideal place to emphasize a key point, offer or benefit. It’s also ideal for repeating your call to action in a slightly different manner. You will win an even greater response if you neatly handwrite the postscript and/or present it in a different colour. ‘The Enterprising Writer’ © 2000-01 Michael Meanwell imagination. Rewrite until you get it right As with all forms of promotion, presentation must be of the highest order. Your letter must read simply, using short, emotive words that capture the Ernest Hemingway admitted to rewriting every sentence up to five times before he would hand a novel to his publisher. I’m not saying you have to commit to that degree, but a first draft should never be your final draft. A large part of my business involves words, and I never let anything go out without proof-reading it and redrafting and redrafting until the copy is as good as I can make it. Think about the packaging Research indicates that a neatly handwritten envelope addressed to an identified individual will be opened and read, particularly if the envelope carries a colorful postage stamp rather than an anonymous franked stamp. While it is not be feasible to handwrite mass mailings, you can compromise by direct printing on to an envelope rather than using mailing labels. Experience shows this personal approach gains a better response. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell The final word on direct mail You could sum up DM, advertising, PR and, indeed, most communications with this old ditty: Tell me quick And tell me true Or else, my friend, To hell with you. Not how this product Came to be, But what the damn thing Does for me. What else is there to say? See the Appendix for client samples. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 169 of 380 Page 170 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell hook. GETTING DOWN TO BUSINESS By now you’ll have a clear understanding of not only the hottest selling areas of writing, but which avenues best suit you. Now it’s time to get down to the business side of writing. The vast majority of writers fail in business primarily because they fail to plan. Ironically, this applies to many PR and marketing writers I know. They have the skills and the knack at marketing a client’s enterprise, but fail to apply these principles in their own commercial lives. It’s fair to say that most small operators suffer the ‘feast or famine’ approach, where they’re either waiting for the phone to ring or it’s ringing off the In this next part we’ll examine strategies you can apply to attract new revenue, improve your work style and also handle slow-paying and nopaying clients. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 171 of 380 Marketing Your Business There is no such thing as ‘soft sell’ and ‘hard sell’ There is only ‘smart sell’ and ‘stupid sell.’ Charles Browder For many business professionals, marketing is something they neither fully understand or fully utilize. They either ‘haven’t got the time’ to understand how to win new business and keep it, or they ‘haven’t got the skills’ to learn how to achieve it. Fortunately, you’re already ahead of the pack. Michael Meanwell You possess one of the most important skills a marketer needs: the ability to communicate. And, if you apply the many marketing strategies we’ve already discussed to your own business as well as that of your clients’, you’re well on the way to running a successful freelance writing enterprise. Working on your business Most experts agree that self-employed people should invest 20 per cent of their time in marketing and corporate development. Most freelancers I know, don’t even get close to a fraction of that figure. But it’s important to make that investment for your business today and your growth tomorrow. You should divide your working time into two categories: Working in the business and working on the business. A good portion of this book is about working in the business. These next few chapters are about working on your business. The key, like everything in commerce, is to develop a discipline. Plan what Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 172 of 380 times or what day you’ll work on developing your enterprise, investigating new markets, approaching prospects and keeping existing clients satisfied. Generalize or specialize Andrew Carnegie advised his audience to put all their eggs in one basket and to watch that basket every minute of every day. Carnegie specialized ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Let’s discuss ways you can put this into action: in steel. Diversify your markets I prefer the reverse adage ‘don’t put all your eggs in one basket’, because it applies to most freelancers. There are two reasons why I’ve branched out into different writing markets: The first is the obvious one – to ‘spread the risk’, as investors say. Some writers believe it’s better to be recognized as a ‘niche writer’, because you can command a higher rate and will be recognized as an expert. That may be so, but what if there’s a number of other ‘experts’ all competing for your piece of the pie? Or what if the market dries up – what are you going to do then? I’ve worked a broad spectrum of writing markets. I’ve enjoyed the good times when clients just couldn’t get enough of me. And I’ve also suffered the bad times when clients were re-structuring and involved in a ‘change in policy’ or a ‘change in direction’ or a ‘change in management’. If this happens, you may as well have a change in your phone number, because the phone won’t ring anyway. The sad part is that when these times come, it’s usually too late to shift gears and go after new markets. Unless, of course, you already have developed contacts and clients in other markets. The second reason I’ve diversified is to maintain good mental health! One of the great advantages of being a freelancer is that you can ‘work your own hours’ (right?) and ‘be your own boss’ (huh?). What it really means to me is that I can choose my own markets and the clients within them. Having said that, there’s nothing worse that being stuck in a groove, writing on the same subject for the same clients, month after month. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com So, in addition to having a variety of clients, I find it’s better for my sanity to service a variety of markets. This way, when I’ve had enough of one writing Also, by having this diversity, it also assists existing clients. I can and do, for example, offer a variety of writing services to some of my corporate clients – everything from PR, Ad and DM writing to writing speeches, brochures, newsletters and Web content. Fostering a number of writing skills allows me to not only stay relatively sane but also offer a more complete service to my clients. Page 173 of 380 Developing a nose for business As I’ve shown, there’s plenty of corporate work out there for freelancers. But how can you sniff it out? Keeping up with the news is a good start. You need to know what’s happening not only in the community and business sections of your daily newspaper, but also in the employment sections. When you see tempting opportunities for copywriters, PR consultants, marketers and even sales managers – why not respond with a unique application? Do a little digging beforehand to determine the size of the company and its needs. Maybe the company has just been launched or it’s expanding rapidly, opening new markets – whatever the case, how is it supporting this move with marketing? Is there a marketing manager or sales manager responsible for marcoms? If so, is there an opportunity for you to handle their overload or to manage all of their marketing support activities? There’s only one way to find out. Pitch your proposition to them, and follow through with a timely phone call. Remember, 70 per cent of jobs are not advertised. And a sizeable portion of work is available to freelancers that most never know about, including the client. That is, until some bright person brings it to their attention. Web sites for freelance work You can, of course, take this same approach with dot-coms. Just check out the growing number of employment sites as well as specialist writing ‘The Enterprising Writer’ © 2000-01 Michael Meanwell discipline, I can shift to another. sites, such as: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell http://www.writersweekly.com/payingmarkets.htm http://www.freelancewriting.com/forumdir/fjb/index.html http://www.elance.com/ http://www.freelancers.com/helpC.html http://www.ants.com/ants/ http://www.smarterwork.com/ directory for writers, Greatest Hits. Page 174 of 380 If you’d like a complete list of Web addresses, including sites for employment, information, advice and inspiration, check out our Web site Mining your database One of the current buzz-words of marketing is ‘data mining’. This is essentially mining your existing database of customers in order to gain new commercial opportunities. The buzz-word may be new but the principle isn’t, and you can apply it to your advantage. Go through all of your useful contacts, both old clients, prospects and even colleagues. Send each a letter, updating them on your new business direction, the markets you offer, and the benefits you can provide to them. Depending on the nature of your relationship, apply the various principles we’ve discussed in Chapters 14 and 15. Then follow-up the letter with a friendly phone call to determine their level of interest and the future direction of your relationship. If the person shows sufficient interest but is not ready to work with you, ask if it is all right for you to call in the near future. Then log the task in your diary. If you haven’t already developed a database of hot and cool prospects and clients, then do so now. The sooner you establish this resource, the sooner you can profit from it. Join or develop a network Whatever markets you are interested in pursuing, there are a number of professional organizations that serve them. And these organizations are the perfect place for you to develop a network of resources, both potential clients and potential colleagues, such as graphic designers, photographers, film makers or any other professional that is aligned to your target markets. Why do you need these people? Well, for one, you can develop your own Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com network or consortium, and pitch for business that benefits all parties. I’ve pitched for a number of corporate and government tenders over the years. That’s business I couldn’t handle by myself, but could manage with a team. This networking approach gave me an edge over other freelancers and puts me on a level playing field with large agencies. Try it yourself. You may have another advantage over the larger agencies, and that is overheads. Because your consortium isn’t paying for high street offices or for several layers of bureaucracy, you can effectively under-cut the big boys and still make a handsome profit – probably a lot more than they can make. The other advantage of networking is, of course, meeting potential clients. By attending meetings, by presenting free talks or by becoming more community minded, you expose yourself to a wealth of business opportunities with people you may never have had the chance to meet. In addition, getting involved in professional groups gives you the chance to keep updated on new industry and market trends as well as new ways I’ve been a member of local business groups and professional organizations, and each has netted new business ideas as well as new Page 175 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell of improving your business. clients and contacts. profitable for you. Calculate your earnings This is something I don’t like doing, but it’s still a necessary part of business if you want to stay in business. Whether you’re working for clients on a project basis or an hourly rate, take note of how much time you invest in projects to determine if they are Draw up a simple time sheet into quarterly increments and log the amount of time you spent on a project, from conceptualizing, researching and writing to client liaison and any other associated tasks. Then calculate your hourly rate by dividing your project fee by the amount of time you have invested. It’s a good habit to get into, especially when working with new clients or new markets. You’ll get an instant snapshot of what markets and clients are worth, and which are worth pursuing in the future. (I’ve found it’s also Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 176 of 380 a good tactic to use when you’re evaluating your future dealings with a client. I feel more comfortable in letting go of a client once I’ve worked out Again, you will probably find that the Pareto Principle applies: 80 per cent of your revenue will come from 20 per cent of your clients – and similarly, 80 per cent of your problems will stem from 20 per cent of your contacts. The key is to know your business. ‘The Enterprising Writer’ © 2000-01 Michael Meanwell that it’s ‘costing me money’ to continue working with them.) business? Get your clients talking Which do you most confidently accept – advertising or a personal recommendation? The latter, of course. So why not apply it in your own Many freelancers are shy about asking for a testimonial. If you do good work, others deserve to know, and who better to tell them that the people who know best – your clients. It doesn’t matter if you’ve been working with a client for a short time or a long time, there’s no better time to ask for a testimonial than now. I’ve received them from clients I’ve worked with for several years as well as clients for whom I completed a one-off project. By asking for a testimonial, you authomatically reinforce your competence and confidence in the mind of your clients. Testimonials are the ‘proof’ prospects are looking for. You can include original testimonials in your portfolio when presenting to clients. You can also include brief versions in any company or personal profile, brochure or Web site. Ask your clients for referrals Now that you’ve got your clients thinking positively about you, why not ask them for referrals? Whether your client is a marketing manager, an editor or an agency director, they have friends and colleagues in the business and in different industries. And these are potential clients who will be more warm to your inquiry following a personal recommendation. Again, don’t be shy in asking for referrals. Satisfied clients are only too willing to help spread the word for you – but only if you ask them. Some will take the initiative, but it’s best if you suggest it. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 177 of 380 I’ve generated a lot of business through referrals. In fact, I would say that referrals account for the majority of new business I have won. It’s the cheapest form of marketing you can do – all it takes is providing exemplary customer service (which you should be doing anyway) and a few words in the right ear of the right client. Don’t forget to acknowledge your client’s referral with a small gift, thank you card or phone call – even if you don’t gain any work from the prospect. Remember, if they have referred one potential client to you, they’ll more than likely do it again. So encourage them by acknowledging them. Putting your skills into practice We’ve talked at length about the rudiments of good PR, DM and ad writing – now you have the perfect opportunity to road-test what you’ve learned – in your own business. DM vs Ads OK, before you run off and produce your first TVC, let’s look at what you’re trying to achieve and how much money you have to achieve it. I believe the best form of advertising available to small businesses, like ours, is the telephone directory. You should be in the directory, even if it’s with a free listing. I’ve tried free listings, bold listings and display ads. Sure, the more costly ads pull better responses, but not enough to justify the added cost. I’ve found that a bold listing gives me the best value. It’s enough to distinguish my company from the majority and it’s not too much of my marketing budget blown in one hit. Beyond this, I only advertise when I am recruiting. It isn’t just because of the exorbitant cost of conducting an ad campaign, it’s also a matter of considering the market needs. I feel with a business such as ours, promotion is better served through information – and that’s where DM and PR have it over conventional advertising. There’s room to explain what you do and how you do it while you build rapport with the prospect. In my view, advertising can’t match that in our business. So, now that we’ve established that, here are a few thoughts on the best Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell approach to direct mailing prospects. • • • viewpoint. about their business. Here are a few for starters: • • Do you use internal staff or freelancers? • As we’ve said, re-read what has been discussed on DM. Most of it will apply to your own marketing efforts. In addition, I suggest you: Keep the letter short and to the point Include a company brochure and/or relevant clips (see what I have to say about this in the next section) Follow-up the letter within a few days with a phone call, requesting a meeting/presentation This final point is very important. If you don’t follow-up your letters, chances are you’ve lost a good prospecting opportunity. Sure, you’ll get rejections, but selling is part of the numbers game. Just remember that there will be positive responses with the negatives, so stick with it. And smile as you dial – remember, positivity is infectious. One final thought: It’s a good idea to have a few key points in front of you, as you are talking with your prospects. This will help if you get stuck for words. Also, just as with your written communications, emphasize the benefits to your prospect. This phone call is about them, not you. Remember what we said in the last couple of chapters – you or your product is a catalyst, a means to an end for the person getting what they want. Sorry, that may sound a bit cold, but the point I am making is valid. You must emphasize the benefits to the prospect, you must see it from their A great way of doing that is to take a genuine interest in their business. Stand in their shoes. While you are talking with them, ask them questions How do you promote your products and services? Have you tried PR, DM (or whatever service you wish to sell them)? There are plenty of others you can add. Think about the company you have targeted and the questions will come. In addition to asking questions, you can tell them about your most successful campaigns or how you can assist them. Yes, we’re talking about benefits again. Always think of how your company can benefit their company. Page 178 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 179 of 380 Making news with good PR You can begin by writing a PR release that introduces your business to both the media and the marketplace. Put some thought into this, based on what we’ve discussed on PR. Your story has to be news-worthy rather than merely promotional. It must have a hook. You could write an article addressing a current issue that’s been discussed in the media. You could identify a trend and comment on it. You could promote a unique service that you’re offering. There’s plenty of ways of getting column inches, but the story must be news-worthy. When I first started my consultancy in 1991, Australia and many other parts of the world were slipping into recession. When I told my media contacts that I was starting my own PR firm, many expressed concern about my survival: “The recession is getting worse, how will you make a living?” was a common question. I was confident that as budgets were cut and staff retrenched, there would be a greater need for freelance writers and PR practitioners, like me, to pick up outsourced work. And, so when it came time to promote my new fledging business, I turned to the humble PR release to help me win new clients. Sample PR Releases My first story was based on the premise that now was the time that business should be proactive not reactive. History shows that forward-thinking companies, like Westinghouse and Coca-Cola, dramatically improved market share and profitability during economic downturns because they continued to use smart marketing. And, in my view smart marketing means using cost-effective PR in addition to or as a substitute for expensive broad-based advertising. Over the page is the main meat of the press release written way back in 1991: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 180 of 380 FOR IMMEDIATE RELEASE: PTO Companies need to be proactive, says PR man Companies need to promote themselves during economic recessions in order to protect their market share and establish new business, says Michael Meanwell, Managing Director of PR film, The Write Advice. “Battening down the hatches may offer a short term solution to a downturn, but organizations need to promote now in order to survive and position themselves for when business picks up,” he advises. “For all but the large organizations, a concentrated advertising campaign is too expensive to maintain – but businesses still need to get their name out in the marketplace.” He says companies generally switch their promotional funds to PR during market downturns, as was seen during the credit squeeze of the 1960s, the recession in the early 1980s and now the early 1990s. “Small business needs to create and maintain a profile, and companies realize that PR is the most cost effective way of achieving this. “Advertising can create immediate interest in a product or service, but PR creates and builds a level of awareness far beyond advertising. It is not only more cost effective it is also more credible because the public perceives it as news. A large percentage of what you read in the newspaper, hear on the radio and see on television is based on information supplied by a public relations practitioner,” Mr Meanwell says. “But there’s more to PR than simply promoting product. It’s an entire ethos that should be reflected throughout the company structure, from the way the telephone is answered through to the way goods and services are invoiced. Creating the right image serves as the foundation for any successful company, but its lifeblood is communications – with staff, customers, distributors and prospects – and that’s where PR can help,” he added. The Write Advice can meet a company’s needs and budget with a full complement of services ranging from the preparation of news stories, direct mail and media conferences to the design and publication of sales brochures, corporate profiles and company newsletters. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell and services in the media and the marketplace,” he added. Page 181 of 380 Mr Meanwell says that PR consultancies offer a distinct advantage to small business in that a company can employ a team of professionals on a shortterm or part-time basis at a fraction of the cost of employing a full-time PR person. He said most larger organizations also sought the services of an external agency in addition to employing PR staff. “Whatever the case is, it is important to choose an agency that employs trained journalists; they know how best to promote a company and its products The story was distributed to a select group of both metropolitan newspapers and business journals – the main media markets which I believed best served my target audience. In addition, I wrote a localized version for my local newspapers. That one story not only picked up good coverage, it also won me a number of inquiries, one of which turned into a long-term client. Conduct a Survey and Create Publicity Another approach you can take is to conduct a survey or market research, and announce the results and discuss the new trends in print. By the time I’d be in business a few years, my consultancy employed several full-timers. One of specialties was producing company newsletters and magazines. We wanted to gain a better understanding of the motivating factors of these publications. So we decided to conduct a small survey. It targeted a select group of small and large companies based in Australia’s commercial capitals of Sydney and Melbourne. We prepared a questionnaire and surveyed key executives in these companies, none of whom were clients. The results were interesting and confirmed most of our beliefs and identified the buttons that turned readers on and off. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Initially, the survey was conducted for our own edification. But it made sense to offer the information to the wider business community, via the media. It would help them, and probably it would help us. And so a PR release was born. Here is what we issued: FOR IMMEDIATE USE: Survey: Newsletters hit the mark The majority of customer newsletters are considered by recipients to be of value and interest, according to a recent survey by Melbourne marketing communications consultancy, The Write Advice Pty Ltd. The survey, conducted to measure the effectiveness of customer newsletters, was based on a poll of 100 Melbourne and Sydney organizations ranging in size from large corporations to small businesses. Based on the results of the survey, the term ‘junk mail’ clearly does not apply to the vast majority of company newsletters received by metropolitan executives. The Write Advice’s Managing Director Michael Meanwell said that the results of the survey were very interesting and showed that, while there was value in newsletters, businesses needed to take care in who they targeted and with which message. “Newsletters can be one of the most cost effective means of communicating with customers. But they must be relevant or add value to the reader, otherwise they will be discarded,” he said. “Like any marketing program, you should begin with a clear understanding of your objectives as well as the needs of your customers. It’s also important to continually evaluate the effectiveness of the newsletter by surveying readers and assessing other criteria, such as sales results,” Mr Meanwell added. Eighty five per cent of managers surveyed claim to regularly receive unsolicited newsletters and the vast majority found them to be of value and interest. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com PTO Page 182 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 183 of 380 “Making sure that your database is correct so that you are sending your message to the right person is the most critical factor, and that means making sure you understand the job that your target reader is doing, not just spelling the name and address correctly,” Mr Meanwell explained. When it comes to the issues that make newsletters worthwhile reading, most of the companies surveyed stated that they needed to see what was going on in their industry, and that included using newsletters as a tool to determine their competitors’ activities. The survey also indicated that customer profiles and industry comment were highly valued, as was humor and a light-hearted approach. One of the interesting issues that was mentioned by 20 per cent of respondents was the need for lifestyle matters to be addressed. “While this appears to be contradictory to the claimed need for information to be relevant to the readers’ job, I think what this really means is that the newsletter content needs to be relevant to the readers’ life – both work and play,” Mr Meanwell said. “Of course, those businesses out there with psychographic as well as demographic databases are a step ahead. On the negative side, newsletters that are too self-centered, too cluttered and too long-winded are on a fast track to the waste paper bin,” he added. This story won us a lot of coverage in daily newspapers, marketing magazines and business journals. It also won us a lot of business inquiries, including one from Australia Post, the country’s postal service. At the time, Australia Post had recently hired a new DM marketing manager who was responsible for heading up a new direct division of the company. He read an excerpt of the release in one of the marketing magazines, and rang me to ask for a copy of our results for a forthcoming newsletter he was producing. Five minutes into the conversation, and I had an appointment to see him regarding a quote on producing that newsletter. That became the start of an extended client relationship. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell his new employer. credible form of promotion. It wasn’t long before the newsletter project grew in size and frequency, and it opened the door to other projects for the company, including interviewing top marketing professionals from around the world, documenting local case studies and producing a booklet that showed small businesses how to publish their own newsletters. Since then, the marketing manager has moved on to greener pastures, and taken me along for the ride. I’m now working on other DM projects for In addition to regular PR stories, you can also build a profile with byline articles that position yourself as an expert in your field. Depending on the publication you choose, you can draft a series of prescriptive articles which show how businesses can use marketing communications to their advantage. This is something I did for a national small business magazine as well as a newsletter published by a local business network. This latter approach is more objective than straight PR stories which means you may be able to negotiate payment, depending on how the publication views the story. Whether you get paid for it or its free publicity, you can gain business inquiries from readers of the publications. You can also clip published articles and feature them as part of a mail pack to prospects, in addition to showcasing them in your folio. There are several advantages for writing media releases and articles. Not only is it a low-cost form of marketing, it can also be a highly effective and Page 184 of 380 Maintain a professional image Whatever field you choose as a freelancer, it’s important to your ongoing success that you project a professional image. Busy people get business Henry Ford once said that “if you want something done quickly, give it to a busy man”. I’ve found that to be true in my dealings, and you’ll find it’s true when you’re dealing with clients. Who would you choose to work with – a professional who is always busy or one who’s got time on their hands? The busy one, of course. They’re Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 185 of 380 busy because they’re successful. And they’re successful because they’re doing things right. We’re not so sure about the person twiddling their thumbs. Whenever a business contact asks how busy you are – no matter what – tell them about all the activities you’re involved in, but never tell them what you’re doing with your spare time – even if it’s the highlight of your day. There’s no doubt: Busy people get the business. Like attracts like. It gets back to that ‘feast or famine’ scenario we’ve discussed earlier: A professional is either flat out working or flat out trying to find work. I’ve found that when I appear busy, I soon become busy. It’s not just a matter of what I’m projecting to my clients and prospects, it’s also a matter of what I’m projecting to myself and to the world as a whole. And before long, I begin to attract the circumstances I’ve been focusing on. Metaphysicians call this principle the ‘Law of Attraction’. Courtesy counts Some business people view creative folk as being difficult to work with. That’s true of some in our profession and aligned industries. First and foremost, you need to get along with your client and any third parties working on a project. There’s nothing worse than spending days, weeks or months working with people you don’t like and who appear to block you at every turn. It slows the work, it antagonizes everyone. No one wins. We are in the people business, so personality counts. If you have a light, affable nature that endears you to people, you will have a better than average chance of winning new clients and retaining them. We all like being around like-minded people, and it’s no different in the work place. However, there is a distinct difference between being a professional and being a push-over. What I’m suggesting here is that being friendly and approachable doesn’t mean becoming a phony or a ‘yes man’. You are hired as a professional, so act like one. If you have an opinion, voice it. But keep it professional and objective, never get personal. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 186 of 380 Maintain professional ethics In business reputation is everything. Develop and maintain a set of personal and commercial ethics. When handling corporate work, treat all client information as confidential. Never gossip about one client to another, even if their industries are unrelated. If you’re talking so loosely, how can you be trusted with trade secrets? With many larger clients, you may be required to sign a nondisclosure agreement before commencing work. When I’ve contracted work to third parties, I’ve requested they sign my non-disclosure agreement to protect my interests and those of my clients. Never represent clients that have a conflict of interest. I would hate to think how much work I have knocked back because a prospect was competitive with an existing client. I have never handled competing accounts at the same time, and neither should you. The temptation may be there, but the ultimate pay-off could be losing both accounts and tarnishing your image. If you are unsure about the competition, ask your existing client if they deem your prospect to be their competitor. Needless to say, you should be honest in all your professional dealings and all of your communications. See the Appendix for samples and templates. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 187 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Dot-Communications – Essentials For Building Your Web Site Put it before them briefly so they will read it, clearly so they will appreciate it, picturesquely so they will remember it and, above all, accurately so they will be guided by its light. Joseph Pulitzer (1847-1911) Before we begin, please understand that we haven’t got the space to explain all the ins and outs of building your own web site. That would take one or • • • Michael Meanwell more books to discuss properly. My intention here is to lay the foundation. To get you thinking about establishing a Web presence or improving an existing site. So that you can maximize your exposure and opportunities for working online. Whether you like the Internet or not, it’s here to stay. The Internet has literally transformed the way we communicate in just a decade. Today, it is commonplace to communicate and collaborate with editors, corporate clients and others electronically. As we’ve said in an earlier chapter, the online world provides a variety of advantages over conventional communication, which are most notably: Speed – you can send and receive information in a matter of minutes rather than days or weeks Cost – email is virtually free Flexibility – living in a virtual world means you can communicate with people wherever and whenever you wish. And, by having your own Web page or site, you effectively have your own Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 188 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell electronic shop front that’s accessible by tens of millions of Web users worldwide, 24/7. Fortunately for the Web newbie, there are an array of free tools to help you establish a Web presence relatively easily and painlessly. Unfortunately, however, many people rush the process and the result is an ill-conceived site that’s heavy on dazzling graphics and light on substance. Worse still, a site may have what the Web visitor is looking for, but fail to hold their attention because of poor navigation or illogical links. So what’s the measure of success online? To put it simply: • • Traffic – attracting visitors to your site Communication – establishing contact with the visitor, either directly through email or a response to an opt-in e-zine Action – through online customer sales or gaining work from clients. • As mentioned in Chapter 10, whether you wish to promote yourself online and/or sell your own e-books, I suggest you flatten the learning curve by acquiring a few great e-books which cover the terrain extremely well. Read Ken Silver’s eBook Secrets: How to Create & SELL Your Own Profitable eBook Using Free and Nearly Free Programs, and Dr Ken Evoy’s Make Your Site Sell and Make Your Words Sell. The titles are selfexplanatory, and they live up to their promises. They were among the first e-books I downloaded, and they have helped me enormously in my own online business. 11 Steps to Launching Your Site and being a Cyber Success Before you begin putting together your Web site, it’s a good idea to reread Chapter 10 to refresh your memory about online writing. Many of the principles we discussed there can be applied to your own work of art. Add to that, the following quick tips: 1. Think in ink before printing in pixels The more pages you add to your Web site, the more chance your visitor has of losing track of the information. Before you design your site on computer, design it on paper. Decide what information you want to present, what pages it will appear on, and assign links to other pages within the site as well as other links to other web sites. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 189 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Once you’ve mapped it out on paper, make sure there’s a logical progression from the home page to the various categories and their pages. 2. Check your content As we’ve said on earlier occasions, content is king, and copy is the king of content – even more so if you’re promoting yourself as a professional writer. So there’s no room for typos or grammatical errors. Run a spell checker over your copy, and then run another set of eyes over it to ensure the content makes sense. In addition to checking your copy, also check your links to ensure they all work and that the navigation aids are simple and logical. 3. Road-test your Web site When you’re happy with the look and feel of your site, post it online and then trial it. Check load speeds for each page. Where necessary, optimize speeds by reducing the size or removing pictures or graphics. 4. Interact with your visitors Your Web site is not a static billboard – or at least it shouldn’t be. Your Web site should be a living device that enables you to not only promote your wares, but also interact with your visitors. You should build interactivity into your site by regularly updating the information (e.g. news and future events), so that it continues to project a fresh look. In addition, encourage direct communication with your visitors by way of an opt-in e-zine (i.e. this is where you literally ask the visitor for their email address in exchange for offering to send them a regular online newsletter or updates.) Other interactive methods you can employ include a survey or feedback form to your site to gain more information on users’ needs, education and other issues. 5. Create interest and build excitement Remember that Web users have limited time and attention spans, so kick off your home page with a strong headline, followed by your USP (see chapter 3) and support it with all of the benefits of working with you. Your USP should be designed to differentiate your business from the plethora of competitors that are just a click away. It should give visitors an instant snapshot of what your business means and how it can benefit them. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 190 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell If you’re having trouble listing benefits, take a breath and consider what you’re promoting. Look at it from an objective customer viewpoint. Ask yourself: “What’s in it for me (the customer)?” When you get an answer, hone your USP. Then strengthen the benefit by asking yourself: “So what?” Now reshape your USP. If you still haven’t got to the core of the benefit, then ask the question again: “So what?” Now, you should have a strong customer-orientated benefit. Remember to start off on the right note with your USP backed by strong benefits – you never get a second chance to make a first impression – especially on the Net. 6. Make everything easy for the user obtain information navigate around your site contact you purchase goods and services Everything on your Web site should be designed to make life easy for the Web visitor to: • • • • Consequently, every page should include links to other associated pages or provide a natural progression through the site. Also, you should include contact information and an email address at the bottom of each page. Copy should be presented in bite-sized pieces for easy digestion, with links to more info. And, finally, there should be a ‘home’ button on each page, so that the visitor can return to your introductory home page. 7. Tell them what your other clients think As you know, the most credible form of promotion is what others think about you. So include written testimonials from them. If you haven’t got any, request them. If appropriate, include their email address, so that the visitor has the opportunity to verify their testimonial or seek further information from satisfied clients. Most Web sites that feature testimonials are content to keep them all on one page. I think you’re missing an excellent opportunity if you take this route. My advice is to feature them as brief pull-out quotes sprinkled throughout your copy. Testimonials should be used to reinforce your benefits, guarantee and reason for ordering (if this is appropriate). Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 191 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell 8. Help your visitor help you Tell your visitors what you want them to do, be it to subscribe to your ezine or to purchase your products and services. Make sure you make it easy for them to do so, with simple follow-through links or navigation. 9. The sale is just the (new) beginning As in the offline world, for many, the sale represents the end of the cycle with the customer. Some sales people are anxious to leave the scene of the crime or to go hunting for new prey. In my view, the sale represents the start of a new cycle. Firstly, you have just converted a prospect into a customer. The goal should now be to turn this customer into an advocate for your business. Once they have had a chance to review your product or benefit, there exists an excellent opportunity for you to seek further sales, referred customers, an enthusiastic testimonial – or all three. Having made the sale, follow-up immediately with a thank you and a reinforcement of the benefits of doing business together. This can be sent automatically through one of the auto-responders available online. I use GetResponse. Secondly, if appropriate, send another email within a few days of the sale as a courtesy to see how your customer is progressing with the new product they’ve purchased. If appropriate, offer some additional advice on how to get the best use out of the product or offer to discuss any issues they have personally, via email. Once you have established a dialogue with your customer and/or you’ve allowed them sufficient time to work with the product, you can take them to the next stage. Transforming them into an advocate. You can do this by asking them to identify friends or colleagues who like to know about the product. Now is also a good time to offer other products which complement the one they’ve purchased. You can offer products as a value-add or at a discount to sweeten the deal for your customers. In addition, now’s a good time to request a testimonial from them, which you can then use in future marketing and on your Web site. Why is this important? Because your obvious confidence reinforces the value of your product or service in the mind of the customer. Always ask Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 192 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell with enthusiasm, because you are keen to help others just as you have helped the new customer. 10. What is your goal? What do you wish to achieve with your Web site? Do you want to: – make sales – generate leads No doubt there are other motivations to setting up a Web site, such as providing a free information service. But if you are developing one to enhance your writing business, your goal should boil down to either generating direct sales of your products or generating leads in order to gain work from clients. If your goal is to develop a sales site: Focus on your products and your ability to provide good service to your customers. Forget about trying to make your site a portal for the community or the industry. Forget about adding animated graphics, sound files or ‘me too’ tools, such as a search engine. None of these devices will add value to your sales message – they will merely distract your visitors. Just give your potential customer what they want. Pure and simple information, designed to stimulate interest, instill confidence and motivate them to buy. Explain in detail the benefits and the features of each product or service. So that there’s no misunderstanding nor any reason to ‘think about it’ – just every reason to buy now. If your goal is to develop a lead generator: Again, focus on the benefits of your solution. That is, your ability to provide the customer with what they want. In addition, provide plenty of details about your offerings as well as supplementary information. This includes helpful hints, tips and news. Your site should allow the visitor to take control, to gather knowledge and to request more information from you, via opt-in email (see Chapter 10). Your aim is to initiate contact with your customer. But it has to be on their terms. They will not want to volunteer their email address, if they suspect you will harass them. They are looking for quality communications. They are looking for a benefit in exchange for their email address. And you can Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 193 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell offer it in the form of a regular e-zine which they are able to unsubscribe to whenever they wish. The goal of all sites should be to gain loyal, repeat visitors. And the best way to achieve this is to continually offer them fresh content – new information, new products and new benefits to come back again and again. And, the best way to remind them to return is to mention the new additions in your regular subscriber e-zine. If you have posted new articles, include a hypertext link to the pages on your site. If you have a new product or something that will add value. Include a link to the home page, so that they can experience the site in its entirety. 11. Design a consistent appearance You should consider your Web site as a form of marketing collateral. Apart from consistent and convincing copy, it should have a uniform theme throughout. Establish a color scheme, background and fonts, and use these throughout your Web site. Use a consistent layout which incorporates a company or brand logo and slogan on each page, and a corporate banner or other motif at the top or down the side of each page. • • • • • Stay Focused: What’s in it for you – and your customer The two most important elements to remember when developing your Web site are: Your customer Your goal A mutually profitable outcome Keep these three points in mind throughout each process of your site’s development. And, when you’re reviewing graphics, site features or your content, ask yourself these two questions: Does this help or hinder the customer? Does this ad or detract from the goal of my Web site? Continue to ask these simple questions. Take an objective view of your work. And you’ll ensure your site will remain on target and on the money with your customers. See the Appendix for client samples. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 194 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Managing Your Business and Ensuring Your Success Michael Meanwell What you receive by accomplishing your goals is not nearly as important as what you become by accomplishing your goals. Zig Ziglar (1926-) As you know, you are faced with two major objectives. To work in your business and to work on your business. This chapter is about working on your business. That means ensuring that you run a successful enterprise today and prepare for prosperity and growth tomorrow. work. Formalize your business with forms One of the keys to managing a successful operation is to automate as many processes as possible. Invest the time up front in developing a series of templates and they’ll pay you back several fold by saving you time and ensuring you deliver quality The other advantage of using forms or templates is that they allow you to document or formalize your business. This is a prerequisite of qualityaccredited companies, and it should be one for your business as well. Make it a rule to document anything of importance. By putting things in writing, everyone – you, your clients and any third parties – will know what’s involved and what’s required of them. This enables you to not only stay focused, it also protects you if things become unglued. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 195 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Get briefs in writing Before you commence any major task for a client, you should have a clear understanding of their objectives and their expectations. That sounds obvious, but writers often miss the mark with a communication because they have misinterpreted what the client wants. The fail-safe approach is to gain a formal, written brief from the client. This way, everyone’s playing by the same rules. If you are given a verbal brief, I suggest you confirm in writing what the client requires of you. Ordinarily briefs are written. They can be a paragraph in length or a multipage document, depending on the complexity of the task. Template: Client Brief If you do not receive a proper brief from a client, you can ask a series of questions to get a better understanding of their needs. I use a Client Briefing Form, especially when I’m dealing with new clients. This helps ensure I gather all relevant information needed to act on the project. Feel free to adapt my Client Brief form over the page: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 196 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Client Brief Date:_____________ Client:____________________________________________________ Code_______ Contact name:________________________Position/title:_______________________ Address:_______________________________________________ Postcode:_______ Phone :_____________________________ Fax:______________________________ Email :_________________________ Web URL:_____________________________ Company Background: Products/Services_______________________________________________________ Target Markets _________________________________________________________ Decision Makers ________________________________________________________ Major Competitors ______________________________________________________ Competitive Advantage/USP ______________________________________________ Sales Force/Resellers ____________________________________________________ How do you sell ________________________________________________________ Marketing Activities o Advertising o PR o Direct Mail Marketing Support Material o Brochures o Profile o Newsletter Internal/External Marketing ______________________________________________ _____________________________________________________________________ _____________________________________________________________________ Campaign/project title: The client’s project name ________________________________________________ Objectives: The client’s stated objectives _____________________________________________ _____________________________________________________________________ Target market: Details relating to the client’s target or prospect market _____________________________________________________________________ PTO Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 197 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Product / Service Description: Detail about what is being sold/promoted and samples of previous campaigns ______________________ (attach samples of current/previous marketing materials.) Product/service benefits/ USP/ competitive advantage: Information about what makes this product/service different from others. ____________________________________________________________________ Preferred medium/media: Client’s preferred media, with some rationale behind the choice _________________ Competitive intelligence: Any information about competitors’ activities, prices, markets samples etc. ________________________________________________________________ ________________________________________________________________ Deadline: Does this project need to be commenced or completed by a specific time? _____________________________________________________________________ Linked promotions: Details of other projects or activities that relate to this project, and describe the link. _______________________________________________________(attach samples) Budget: Specific/Ball park ______________________________________________________ Measures/criteria for success: What needs to happen for the client to believe the project’s execution to be a success. _____________________________________________________________________ _____________________________________________________________________ Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 198 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Sample: DIY reverse brief Sometimes, you can walk away from a briefing meeting and still be unclear about what’s required of you. In that situation, it’s best to give the client a ‘reverse brief’. That is a document which states your understanding of the client’s vision. It’s a good place to start, and it at least allows the client to correct your interpretation before you invest a lot of time. Here’s an example of a reverse brief I drafted a few months ago for a client, launching a new product range: As you can see, preparing a reverse brief is not a difficult proposition. It looks like a regular letter, but it’s also an important tool you can use. It will not only save you valuable research time, it will also demonstrate to your client your professionalism. Dear John, BRIEF: 12-PAGE BROCHURE Marketzing has been contracted to arrange copywriting and design & layout of a 12-page (inclusive) brochure for your company. The brochure will comprise an outer cover featuring a simple design already established by your company as well as eight pages of text and pictures. This will cover the three major products ranges and also focus on the professional service, support and overall commitment of the team in Australia. Specifically, the brochure will feature: • • • one page introduction to the company in Australia, focusing on the general features and benefits of the range two facing pages on each of the generic features and benefits of the product ranges (six pages inclusive) one page wrap-up on the company’s customized solutions for all trucking needs, its technical excellence and quality approach. John, this is my understanding of the vision you have for this brochure. Please advise any changes prior to commencement of this project. Regards, Michael Meanwell Managing Director. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 199 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • • • • • Template: Work In Progress Schedule Once you and your client agree on the brief, you can begin developing a ‘work in progress’ schedule of tasks or WIP, for short. You can develop a WIP as a simple spreadsheet or word processor document which includes the following categories: Task (e.g. press release) Status of the task (e.g. awaiting more info) Action (client to provide background info on product range) Responsibility (client initials and company code – see chapter 6) Deadline Again, this is a simple but powerful tool you can use every working day. I don’t just use one WIP, I use three. The first is my general WIP. It provides an overview of every project I am currently working on or will in the near future. This helps me keep my working week in perspective and also shows me where I am headed in the near future. Long-term projects are listed and, as they get closer to fruition, they can be added to my second WIP. The second WIP is a weekly schedule which contains all tasks that have to be achieved in that week. And, finally, there’s the daily WIP for all tasks I have to achieve today. Each night, I re-evaluate my daily WIP, adding new tasks to be done and deleting those that have been completed. Each week, the weekly WIP is updated accordingly, and then faxed to active clients and any relevant third parties. So that everyone involved knows the role they will play. As you can see, the weekly WIP not only includes the tasks I must perform, but also those that need to be handled by other people in the project team. As mentioned, the WIP is a vital tool, especially for freelancers who assume the responsible of project manager or facilitator. It helps you stay focused, and it also allows you to keep others on the ball. Here is my version: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 200 of 380 D’Line By ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Client Brief Date:_____________ Action Status Task Template: Quotation Quoting on jobs should be as formal as client briefings. My standard quote template is a two-page document. The front outlines all of the parameters and costs involved in the project, The back covers all of the terms and conditions of the quotation. This was originally drawn up by my lawyer. I’m supplying this document to give you an understanding of what you can use in your own business. You may need to adapt my template overleaf to suit your specific business requirements as well as your country’s laws. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell QUOTATION DATE: ___________ CLIENT: ________________ _______________________ _______________________ _______________________ Item Approved by: Signature: I have read the Terms & Conditions overleaf and accept this quotation and brief. On behalf of the company, I hereby commission Marketzing toundertake this project. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Total Cost ................................................... QUOTE NO: _________ Description Page 201 of 380 Cost PTO Page 202 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell TERMS AND CONDITIONS OF TRADING BETWEEN Marketzing and ClientName (hereinafter referred to as “the Client”). WHEREAS The Client has appointed Marketzing to undertake the project, as outlined overleaf. AND WHEREAS Marketzing has agreed to complete the project for the Client upon the terms and conditions as hereinafter appearing: 1. Appointment The Client hereby appoints Marketzing to complete the project, as outlined overleaf. 2. Remuneration: The Client shall pay to Marketzing the following: (a) For any and all services for which Marketzing has been commissioned by the Client, such work shall be charged to the Client at the amount quoted overleaf; 3. Terms of Payment: Marketzing shall submit invoices to the Client upon completion of the project, and the Client shall pay these invoices within fourteen (14) days of the date of the invoice. 4. Obligations of the Client: The Client agrees with Marketzing throughout the term of the project, as outlined overleaf: – (a) To support Marketzing in its duties and in particular: (i) (ii) (iii) (iv) (v) To notify Marketzing of any inquiries from the media; To advise Marketzing of the opening of any new outlet of the Client and of the launch of any new product or service of the Client; To permit Marketzing or its representatives to attend meetings with the advertising agents of the Client; To make available a well briefed personable speaker for the Client on reasonable notice to represent the Client at media briefings or conferences arranged by Marketzing during the term; To make available to Marketzing , free of charge, its promotional material for use by Marketzing in the course of its duties; (i) (ii) (iii) (b) To indemnify and keep indemnified Marketzing from and against any and all loss, damage or liability, whether criminal or civil suffered, and legal fees and costs incurred by Marketzing in the course of conducting the duties and resulting from: – Any act, neglect or default of the Client’s agents, employees or licensees or customers; The proven infringement of the intellectual property rights of any third party; Any successful claim by any third party alleging libel or slander in respect of any matter arising from the conduct of the business, provided that such liability has not been incurred by Marketzing through any default in carrying out the terms of the Agreement; (c) To pay Marketzing promptly being payment of Marketzing’s quotation, as outlined overleaf, and any other sums payable to Marketzing pursuant to this Agreement. 5. Obligations of Marketzing : Marketzing shall throughout the term of this Agreement: – (a) At all times work diligently to protect and promote the interests of the Client in accordance with the project brief, as outlined overleaf; (b) In all matters to act loyally and faithfully towards the Client; (c) To advise the Client of all its meetings, discussions and correspondence with representatives of the media concerning the Client, and the business of the Client in accordance with the project brief, as outlined overleaf; (d) Not to exceed the project’s budget without the prior written consent of the Client; (e) To keep accurate and separate records and accounts in respect of the budget and sundry expenses in accordance with good accountancy custom; (f) To meet agreed deadlines excepting force majeure, as outlined overleaf. 6. Signed Agreement: Signatures from representatives of Marketzing and the Client overleaf shall bind both parties to the Terms and Conditions of this Agreement. These Terms and Conditions shall be governed and construed in accordance with the law for the time being in force in the State of Victoria. The invalidity of any clause, or part of a clause, shall not affect any other clause, or any other part of the clause. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 203 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Sample: Approval Form As we’ve discussed, it’s vital that any work you produce for a client be formally approved by all parties involved. That means getting a signature from not just your client, but their customer, if you have quoted them or sourced information from them. This is vital for not just yours and everyone’s peace of mind, but also to protect you legally if there is any fallout. You can have something drawn up by your lawyer, however I use the following approval form for media releases produced on behalf of clients: This (document) has been approved by: ............................................................. Signature: ............................................................. Name: ............................................................. Organization: Date: Note: ............................. I have read the above information and, with all amendments as indicated, find it to be accurate. My organisation accepts full responsibility for the contents and authorises Marketzing to syndicate this information to the media. This wording, of course, can be easily modified to suit any project you are working on. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • • • • • • • • • • Just as it’s important for you to quote on all projects, you should also provide purchase orders to all of your suppliers. Again, this is standard procedure for larger companies, and it makes common sense for our businesses as well. With a purchase order, there can be no dispute over the costs of items. The easiest approach is to set up a database that allows you to log supplier details so that they can easily be added to each new purchase order. Your purchase order template should contain the following elements: When it comes to working with contractors, don’t leave anything to chance. Always spell out what you require in your purchase order. This includes: Purchase Orders Date of order Purchase order number (use a sequential number) Supplier’s details (contact name, contractor name, physical address, phone, fax and email) Description (allow adequate room for detailing the various components of the order) Price (ensure your price allows for any inclusions, such as tax, shipping etc) Deadline for order fulfillment Client code (include your client’s three-letter code so you know which client to bill) Approval (include your details on the purchase order and also allow room for you to authorize the order with a physical signature) Request that the order number be included on the contractor’s invoice Specify whether you require the contractor to arrange shipping or to contact your preferred courier Page 204 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 205 of 380 Sample: Email Sig Files I use four different email signatures depending on who I am addressing. Three relate to the three businesses I run, and one allows for personal The following is the signature I use for my freelance business. It includes all the information the recipient needs to contact me. It also allows for other people who may not know me, such as prospects, third parties and individual members of the media. =========================== Michael Meanwell, MPRIA, AMAMI, AIMM Managing Director Marketzing Pty Ltd P.O. Box 21, Forest Hill, Vic 3131 Australia Tel: (61+3) 9877 9303 Fax: (61+3) 9877 9727 Mobile: 0419 564 517 Email: mailto:michael@meanwell.com.au Put more zing in your marketing with: * Media Announcements * Direct Mail * Customer & Staff Newsletters * Product & Corporate Brochures This email and any files transmitted with it are confidential and intended solely for the use of the individual or entity to whom they are addressed. ‘The Enterprising Writer’ © 2000-01 Michael Meanwell correspondence. disk. Stationery I used to spend a small fortunate on stationery. That’s before my stock finally ran out, then I shifted to virtual stationery which is saved on my hard If you have a logo, simply scan it and incorporate it into your stationery. Here are two samples – my fax cover sheet and my freelance company letterhead: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell ATTENTION: ORGANIZATION: YOUR FAX NO: FROM: PAGES: DATE: SUBJECT: Dear Fred, Hope you like it. Regards, This document and any following pages are intended solely for the named addressee, are confidential and may contain legally privileged information. The copying or distribution of them or any information they contain, by anyone other than the addressee, is prohibited. If you received this document in error, please contact Marketzing immediately and shred the document. This is just a brief note to illustrate a fax cover page you can use in your own business. MICHAEL MEANWELL, MPRIA, AMAMI, AIMM Managing Director Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Template: Fax Cover Page Fred Nerk Company Inc (03) 1234 5678 Michael Meanwell One (1) inclusive Thursday, 1 January 2001 Fax Cover Sheet Page 206 of 380 Page 207 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Dear Fred, Regards Jack Smith Template: Company Letterhead April 1, 2001 Mr Fred Nurk Managing Director Nurkem Inc 123 Wilma Ave Flatstone, California This is an easy template you can adapt for use in your business. Why pay for printed letterheads, when you can design and maintain your own template on computer? Marketzing Pty Ltd ABN 90 054 433 331 P.O. Box 21, Forest Hill, Victoria 3131 Australia Tel: (61+3) 9877 9303 Fax: (61+3) 9877 9727 Email: michael@meanwell.com.au Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell That’s right. Saving. and in your life. Money. I know we haven’t discussed this yet, but it’s been on your mind and mine for some time. No matter how successful you are in business – the trick to having money is not how much you make, but how much you keep. The ugly word most of us try to avoid our whole lives. Here are some relatively painless ways of putting the dollars back into your life. I’m not going to sprout wisdom about any wealth-creating strategies you can employ. I’m not going to recommend a get-rich-quick scheme or even some swamp land I’ve been meaning to off-load. This section is about good old fashioned financial planning and management techniques you can and should employ in your business You know as well as I do that being in business is precarious enough without having to worry about a cloud of debt hanging over you. So allow for the flat times that come in every business. Allow for the big, unexpected bills that arrive when you least can afford them. Plan now by saving now or you’ll be paying for it later. And I’m not just talking about money. Save now or pay later How to make your finances work for you Three Simple Tips to keep you in the black OK, I’m off the soapbox for now. Here are some common sense tips that aren’t so common in people’s lives. Why not make them part of yours: Start budgeting Whether you’ve been in business five minutes or five years, you will have some understanding of regular bills that are due next week, next month or Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 208 of 380 Page 209 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell later in the year. Right? If not, now’s the time to take note. In fact, you have all the information on your bills already at your fingertips. Whether you run a manual or computerized accounting system, you have a log of every bill that is paid by your business. In there will be a record of all your regular bills. Things like car servicing and petrol; communication costs and utilities; office equipment, maintenance and consumables; computer software, hardware, repairs and technical support. Categorize these any way you like, taking note of the cost and the times these bills arrived. Now take account of all the irregular or unexpected bills that your business has paid throughout the year. Categorize and note the times you paid these as well. Now you know the average cost of running your business for a year as well as on a monthly basis. You also know the peak months for bills. You now know that you need to either make a certain amount in a certain month, or have that money in reserve if business is flat. Experience tells me it’s good to allow for both. Allow for a certain level of ‘fat’ in your business bank account, just in case you haven’t got the earnings to cover your bills. For some, that means taking an initial pay cut or just being more disciplined in spending. Whatever the case, this is a good business habit to get into. There have been several times when I’ve worked hard and had a bumper business period. Then, for some unforeseen reason, business has leveled out or dropped off. That used to be a great concern for me, but it isn’t so much today. I cannot control market forces. I cannot control client strategies. But I can and do control my company’s financial fitness, by managing funds and allowing for rainy days, weeks or months. Stay debt free The first rule of budgeting is, of course, to spend less than you earn. What about those times when you just have to have something (let’s face it, good marketing relates to us just as it does to our clients). If you want to stay in the black, you cannot afford to spend in the red. But Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 210 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell you can use credit to your advantage, if you are disciplined. I’m like everyone else. If I see something I like, I want it now. I never put anything on lay-away, and I don’t always wait until I can afford it. My compromise is that I use credit cards wisely. I have two credit cards – one for personal and one for business. Most of my consumer items and domestic bills are paid by credit card, and then the total amount is paid off at the end of the month. The same applies with my business credit card. I use it like an electronic check book. And why not? It gives me a certain number of credit-free days, it’s accepted more widely than checks, and I get incentive points for using it. But, as I’ve said, the key to using it wisely is paying it off regularly. We all know that it doesn’t take long for the occasional purchases to add up and, within a few months, you almost need to take a second mortgage to pay it off. Well, hopefully not. But you get my point. package. Tithe 10 per cent An old Christian observance was to tithe 10 per cent of one’s income and donate it to the church. While few people do this today, may I suggest it’s a good practice to invest 10 per cent of your income in a separate, interestbearing account. Before long, the money will be worth something. Maybe an annual holiday or, if you continue to save and add to it over the years, a sizeable retirement To me, it’s the easiest and safest way to prepare financially for the future. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell The Powerful No-Staffing Secret That Saved My Business There are those who see an opportunity and then there are those who SEIZE an opportunity. The term ‘outsourcing’ shouldn’t be foreign to any freelancer, since the bulk of our work comes from this handy little corporate device. But when was the last time you thought about using it in your own business? Yes, your business. come your way. Right? Joanie Warren Michael Meanwell As we’ve discussed before, most small businesses suffer from the ‘feast or famine’ syndrome. You’ve either got too much work or not enough. Most of this book is dedicated to helping you resolve the ‘famines’ in your business. But this chapter will show you how to deal with the ‘feasts’ that Feasts. They sound great, don’t they? That is until you’re in the thick of one, with no time to think, yet another deadline looming, and yet another night of burning the candle to satisfy your clients. It doesn’t take long before you’re cursing the feast and your clients for making you so successful. So what do you do? The old saying ‘bite off more than you can chew, and chew like crazy’ will only get you so far. You can’t keep working at a frenetic pace forever and, apart from missing your life, it won’t be long before you start making mistakes. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 211 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell say to that? • • • What if I could show you a way of riding out the feast, keeping all of your clients happy, profiting by it and still maintain your sanity. What would you Well, you know what I’m going to suggest – outsourcing. It’s what saved my business when I returned to being a one-man-band, back in 1996. It wasn’t long before I built the business up beyond my own abilities to service it. After putting in all that marketing effort, the last thing I wanted to do was drop clients, or worse, allow them to leave because of poor service. I also knew I didn’t want to return to the days of maintaining full-time staff. They were great when the work was there but a burden when it wasn’t. I wanted the best of both worlds. So I advertised for freelance writers, and got something like 250 responses. There are plenty of people out there who want to write, and there are also plenty of people out there who can help your writing business. After sifting through a mountain of CVs, I phoned 40 or more people, shortlisted less than half for interviews, and appointed about a dozen to help me with current and future work. It sounds easy, but it wasn’t for me. The hardest part was actually deciding to take this route after having gone solo and heading a ‘real’ company with ‘real’ employees. But, I’m glad to say some years later, it’s one of the best business decisions I’ve made. Outsourcing has allowed me to take control of my business again. I now can choose when and how I work. I can handle the difficult clients who I think are beyond my freelancers’ call of duty. And I can take on larger tasks by using a team of professionals. A good basic team, for me, comprises: A graphic designer to lay out newsletters, brochures and ads A photographer for stills and videos A printer for handling print production You can have your feast and eat it too Page 212 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 213 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • • • A fulfillment house for managing databases and distribution An ad agency for assistance with creative and placement of advertising PR practitioners, marketers and writers (some individuals fulfil all of these roles) for my own overload as well as for brainstorming and managing the store when I’m away And, just in case any of these people are unavailable, I always have others in reserve. The Do’s and Don’ts of Outsourcing We’ve talked about the positive, so now let’s examine the negatives of outsourcing your business. The first is that you can potentially lose control of accounts. Keep in mind that your business is a people business. So you need to continually interact with your clients. You need to be seen to be managing all client accounts and overseeing all client activities. Secondly, by outsourcing, you are creating another layer of bureaucracy. So you need to make sure that your client’s instructions are correctly understood by you, correctly communicated by you to your freelancer, and correctly executed by your freelancer. Thirdly, you need to find a balance between letting go and ensuring your standards are not compromised. Maintain control of your clients OK, let’s look at how you can maintain control of your business and your clients. Firstly, you need to tell your clients that you are adding some new people to the team. Tell them how this will benefit their business in terms of greater depth of experience and expertise (“we can now offer you a wider range of services”) and improved customer service. You can either arrange a meeting and introduce key staff to key clients. Alternatively, you can phone your clients and follow through with a letter which includes a few details about the new team’s capabilities as well as key member’s strengths, experience and client services. Once the new team is in place, I think it’s important to show your clients Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 214 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell that you are still there managing their accounts personally. One of the key grievances suffered by corporate clients is how some PR agencies treat them once they win accounts. Often the larger agencies will go into a competitive pitch with one or more directors guaranteeing a high level of professionalism. Within a short time, the suit is no longer available, and in their place is a regular consultant, or worse, a junior or trainee. I’ve seen this happen time and time again. That’s one of the secrets to my success in PR – guaranteeing a hands-on role by a director of the firm – me. This is something both my partner and I did when the consultancy was bigger, and it’s something I still guarantee now that I am the sole employee, with a team of contractors. So, once you have gained the trust of your clients, don’t betray them by delegating responsibility to a second-stringer. Always maintain control of your accounts. The best way to do this is to keep communication between your subcontractors and your clients to a minimum. If they need to interview your client, that’s fine. But for strategic meetings, consultations, proposals and presentations – they must all come from you. The thing you need to remember is that the client hired your firm because of you. Your name, your reputation is at stake every time you allow a contractor to work in your business. So take responsibility by being responsible for every major transaction between your contractors and your clients. The second issue we outlined earlier is the extra layer of bureaucracy that occurs when you become a go-between with your clients and your contractors. It sounds messy. But there’s no way around this. Unless, of course, you hand over more control to your contractor to work directly with your client. For me, I’ll take the ‘messy’ route because I think it’s less risky for the business in the long run. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 215 of 380 If it moves, document it So, how do you manage the new bureaucracy? Document everything that moves. When your client gives you a (verbal) brief, put it in writing to your subcontractor. You may need to embellish the brief, if the consultanct is unfamiliar with the work, your approach or the client’s expectations. It’s best to over-brief than under-brief. I’d prefer to insult someone’s intelligence rather than leave something unsaid and risk the consequences – who else would I have to blame but myself? When dealing with contractors, furnish them with all the information which they need to complete tasks. That includes sending them previous press releases and other marketing collateral, so that they can familiarize themselves with the account. Prepare to invest time up front educating them to the client’s needs, expectations as well as your own requirements of the contractor. ‘The Enterprising Writer’ © 2000-01 Michael Meanwell So stay sharp. Check your workers’ work One of the first thoughts you may have when outsourcing work is that it will make your day a little easier. And that’s true, otherwise you’d never hire anyone. But, you need to do something extra. You need to oversee the contractor’s work to ensure the job runs smoothly, meets objectives, deadlines and the specifics of the brief. This may sound obvious, but it’s easy to fall into the habit of trusting that the work has been done to your high standards. Never assume. I’m not suggesting that the people we hire are not up to par. What I am suggesting is that this is your business. You are ultimately responsible. The worst that can happen to a contractor is that they lose an occasional freelance job. The worst that can happen to you is that you can lose a major account. Check everything twice. Don’t hesitate to rework their work if you can improve on it. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 216 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell I must admit that it’s a rare day when a contractor’s work gets past me without a few corrections. It’s an average day when a good slice of their work is streaked with my red pen. But that’s the price you pay to be a perfectionist. And you should be a perfectionist in your own business, especially when you’re handing over your prized possessions to perfect strangers. Formalize your arrangement Like anything important in your business, put your outsourcing arrangement in writing, so that all parties understand what is required of them, and you are legally protected should anything go wrong. Before I hire anyone for any job, I have them sign two copies of the following document which represents a contract between both parties: I’ve been fortunate in that I haven’t had to test this T&C in court. None of my freelancers or sub-contractors have ever betrayed my confidences or divulged confidential client information. But, if nothing else, it formalizes our agreement and certainly gives me peace of mind. My T&C agreement is overleaf: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 217 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell 1. 2. 3. Template: Terms and Conditions of Sub-contracting I understand and accept the Terms and Conditions of Sub-Contracting as outlined to me by Marketzing Pty Ltd (hereinafter referred to as “the consultancy”). I accept the consultancy’s terms and conditions of sub-contracting which are stated below: That all client information, verbal or written, be treated in the strictest confidence and not used for any means other than for the benefit of the client or the consultancy; That all consultancy information, verbal or written, be treated in the strictest confidence and not used for any means other than for the benefit of the consultancy; That any clients of Marketzing Pty Ltd will not be approached or solicited by myself or any colleague of mine for a period of two (2) years after the completion of my tenure with this consultancy. I understand that if any of these conditions are not met by myself that Marketzing Pty Ltd can exercise its rights to dismiss me immediately and will have recourse to other areas for recovery of damages. ....................................... ....................................... (SUBCONTRACTOR) DATE OF ACCEPTANCE Marketzing Pty Ltd ABN 90 054 433 331 P.O. Box 21, Forest Hill, Victoria 3131 Australia Tel: (61+3) 9877 9303 Fax: (61+3) 9877 9727 Email: michael@meanwell.com.au Preceding this contract, I also give sub-contractors a briefing document which spells out what is required of them, plus the agreed pay rates. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 218 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell PTO Sample: General Brief for Sub-contractors Marketzing Pty Ltd provides various PR and marketing services for clients, however the bulk of work requiring your assistance falls into two categories – generation of media releases and media liaison. MEDIA RELEASES: All projects will be provided to you via verbal or written brief. They will include, wherever possible, further information from our client as well as contact details. Unless otherwise instructed, Marketzing will maintain all direct contact with our client. You will be required to source information, quotes and, where appropriate, photos from the allocated contacts. Draft releases will be sent to Marketzing for vetting and client approval. We reserve the right to alter stories accordingly. Wherever possible, we will try to gain the maximum amount of time for you to research and draft releases, however stories are often required within 24 or 48 hours of brief. Stories should typically be written between one and two pages in length (maximum of 500 words) to suit client style. We will provide you with the client letterhead templates with the initial brief. It is not necessary for us to meet on a regular basis. Projects will be sent to you via fax or email, where possible, and we require draft releases to be returned via email. MEDIA RELATIONS: Almost all media releases also require media phone follow-up after they are syndicated. Projects you have worked on should be followed-up by you, since you have the most experience on that job. Marketzing Pty Ltd ABN 90 054 433 331 P.O. Box 21, Forest Hill, Victoria 3131 Australia Tel: (61+3) 9877 9303 Fax: (61+3) 9877 9727 Email: michael@meanwell.com.au Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 219 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Marketzing will advise you of the project’s syndication date. Projects will need to be followedup typically within one or two days of syndication. Stories are generally issued to a range of media categories comprising 60 to 135 outlets. Ordinarily, media liaison can take five to nine hours to complete over one or two days. It’s important to make contact with the media, however we understand that it’s also important not to irritate journalists with several calls. We generally allow for 1-3 calls to be made before taking the hint. When dealing with the media, please follow these common sense rules: 1. State your full name, and that you are calling on behalf of the client (e.g. Telstra), not Marketzing. 2. Ask whether or not they recall seeing the story you are calling about, and whether it is of interest. (Journalists do not like being asked if the story will be published and on which page, so try to use some tact when ascertaining their interest in the story). When you are put through to voicemail, it’s wise to leave as extensive a message as possible (e.g. your name, what the story is about and your number to call). 3. If the phone contact number is wrong, when you finally make contact, please also check the journalist’s fax number, email address and physical address. Please advise Marketzing of the changes, so we can update our database. 4. When phoning contacts, as a matter of course, please request their fax number and email address if these are not listed on the contact sheets. 5. Marketzing generally emails stories as well as posts and/or faxes them to the media. Before or during the phone follow-up, we will advise you of any emails that were returned because of wrong/old address. Please update for our database. 6. Part of our service to our clients is to provide them with a report of media which have or intend running a story. To assist us with this report, when the task is completed, please either fax back the sheets or advise via email any changes for our database as well as those journalists who either have filed a story, or have interest/plan to write a story. Wherever possible, please indicate which issue the story may run (while observing # 2). Also, if you have gained any comments regarding the story (positive or negative), please also include for mentioning in our report. OTHER PROJECTS: As mentioned, these are the main fare of Marketzing at present. We do hope in the future to involve you in other client projects, such as direct mail campaigns, newsletters, brochures and marketing campaigns, as they come to hand. Michael Meanwell Managing Director Marketzing Pty Ltd Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell I do both. • • • • What do you pay for outsourcing work? That’s the same as saying, how long is a piece of string? You have two choices: you can pay your contractors on an hourly rate or you can pay them on a project rate. For jobs where I have quoted the client on a project basis, I set a fair rate for the contractor. If it takes them longer, bad luck for them. If it’s done in half the time expected, everyone’s happy. For tasks, like media liaison, where I am unsure how many hours may be involved, I settle for an hourly rate. Once the contractor gets into a routine, we standardize the rate. So how much should you pay for outsourced work? For me, the short answer is between one third and one half of the fee I charge my client. The long answer is that before I come up with a rate, I factor a number of variables into the equation, such as: My time spent winning the account (i.e. winning some accounts requires attending several meetings, preparing detailed proposals and competitive pitches) My time spent servicing the account (e.g. client meetings, rebriefings – items for which I cannot charge my client) The quality of their work (i.e. some contractors work faster, some write better, some require less supervision – all these things have an impact on the amount of extra time I have to invest) The complexity of the project (i.e. the harder the job, the higher the rate) If you’ve got your freelancer’s hat on now, you may be thinking it’s unfair to offer just 33% - 50% of the money for most of the work. OK, now put your business hat back on. Now, you’ll realize a few home truths: What to pay your sub-contractors Page 220 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 221 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell 1. 2. This is your business, not your contractor’s business. You set the rate. They have the choice of working with you or not. These are your clients, not your contractor’s. You have invested a great deal of time discovering them, winning their trust and developing a solid business relationship. You deserve to be rewarded for your initiative and your ongoing efforts. 3. Your cut will fund future business development, which means potentially more work for them. 4. Your cut also funds your efforts in ensuring their work meets your client’s needs. This is a win-win for all parties. 5. Your cut also ensures that you remain viable and in business – another win-win for everyone. At first, it may feel strange to ‘play client’ and outsource work, but if you want to grow your business safely and painlessly, this is one of the best ways I know how. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 222 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Bad Debts – Strategies To Avoid Them And Redeem Them Whoever said money can’t buy happiness didn’t know where to shop. Gittel Hudnic Maintaining a stable of clients, having regular work, making money. Ah, the stuff of a successful business. But getting paid on time – that’s the stuff of a surviving business. Michael Meanwell Bad debts. That was the one thing I thought I would avoid in business. Why? I would do my job right. I would always have satisfied clients. Why would anyone not pay their bills? I prepared for business about a year before taking the plunge. I read books, developed a rudimentary business plan and continually observed my boss, who was running a small business of three employees. He taught me a great deal, not just about my craft but about how to make money and how to get paid on time . . . or so I thought. When it was time for me to spread my wings in business, I thought I had it all planned. I’d won three accounts, two of which promised a lot of regular work; I’d made the move from a bedroom at home to a real office in a professional suite within a couple of months. I had access to secretarial facilities, a boardroom and even nightly cleaners and security staff. I thought I had it made. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 223 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell It wasn’t long, however, before I discovered my overheads had outstripped my revenue. That wasn’t because of poor planning, but poor cashflow. You see, two of the three clients for which I was now working six days a week had stalled payment. I didn’t realize this until I presented invoices of $4000 for two completed jobs. The computer retailer was happy with the finished brochures, and talked of other great things ahead. But for now, he had a cashflow problem. So that meant I now had to share his problem. I still remember the compassionate words he said to me when I pleaded for payment: “Welcome to the real world.” That’s OK, I told myself. I have plenty of other work and other clients to cover the shortfall. Or so I thought. I continued working for another client, a business management consultancy and accountancy practice. The Managing Director was a very charismatic person, who had big ideas and promised tremendous things in the near future, including trips overseas to launch new ventures. In the mean time, I had set to work on four major projects for him, with the prospect of them earning me around $10,000 a month. That amount at that time was more than enough to sustain me financially. My wife and I had toyed with the idea of her leaving work sooner than expected, and me putting on staff to handle the expected growth. The skies looked bright for us. That is, until I discovered my second client was worse than my first. He had no intention of paying me anything ever. I didn’t discover this right away, but after repeated efforts to have invoices paid, it became painfully apparent. As time went on, I learned that he was working under an alias, and was wanted by the police in other states. It sounds like a movie, but it was my horror show, and it was getting worse. Within the first four to six months of starting my business, I had used up most of my cash reserves, was racking up bills on credit, and feverishly trying to pay my creditors. I was more fortunate than some: My wife and I had a house. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell We sold the house and, after paying off the mortgage, the balance helped us to weather the storm. That sounds like a drastic action to take – and it was – but we didn’t sell just because of the business. My wife at the time wanted to sell the house anyway; the business merely sped up the decision. Fortunately for me, business improved. I picked up new accounts, the first client finally paid up and my second client finally fled the scene (with my money in tow). It was an expensive lesson to learn early on. But it taught me a number of things which we’ll discuss throughout this chapter. • • • • • assess, are they? How to avoid bad debts There are a number of simple steps you can take to reduce your exposure to bad debts. Get a credit rating Before you begin work for a new client, check out the company’s credit through one of the many credit agencies. If the company has a habit of not paying its bills, it will be on their credit report. A standard report will tell you: The trading address and registered office Incorporation information (including issued shared and paid up capital) Details of the directors Outstanding court judgements as well as writs and summonses Default information (including written-off accounts and accounts referred to a collection agency) Most companies settle for asking for a few credit references. This sounds good but obviously no one is going to give you a bad credit reference to So, if you want to safeguard yourself, investigate a company’s credit rating through an independent bureau. This is not an expensive exercise, and it can save you a lot of time and money in the long run. Just think if I had done this with Mr AKA. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 224 of 380 Page 225 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Quotes and purchase orders In chapter 18, you saw my quote template. It outlines all of the parameters of the job, a client reference (e.g. purchase order number), total sum and payment terms. In addition, my quotes also include a brief but detailed contract documenting what is required of me and what’s required of the client. Make sure that the client just doesn’t sight the quote, but sign it. Many of my jobs have been delayed by me because a client has been slow in signing the quote and returning a copy to me. These days I won’t budge until I have a signed copy in my hand. The reason is simple. It’s not official until they agree to your terms, and that’s not official until you get their signature in your hands. This simple process has saved me several times over the years when a client has refused or questioned paying an account. I’ve had instances where I have worked on a project, the person I’ve dealt with has left, and there’s no record of our dealings or their promise to pay me. That’s where a signed quotation with the accompanying contract is a life saver. But the best arrangement is when you couple your quote with a purchase order from the company. Their purchase order should be numbered, it should state all of the agreed points of the work you are undertaking as well as the agreed cost of the job. Make your invoices clear and simple Apply the same principle in your invoices as you do in your quotes. Include all relevant information, such as the job description, sub totals and grand total as well as the payment terms, and any client purchase order number you have. Present this information as clearly and simply as possible, so that there can be no misunderstandings by the recipient. Get an advance payment If you’re working on a project which you can complete in a matter of days or a week, then there’s probably little chance of you getting an advance or part payment for the job. But if you are working on a project which can take several weeks or months to complete, I suggest you request that the fee Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 226 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell be split into three equal parts: a third up front upon approval of the quote; a third during the job; and the final third upon completion. This is fair and reasonable to request. It also achieves two things for you. You are receiving some money throughout the course of the project, so you don’t starve. And, if something goes wrong and the client refuses to pay, at least you have received some money for the work you have done. Setting terms When dealing with many newspapers and magazines, you won’t have the opportunity to set the terms, they will tell you what is acceptable. When dealing with corporate clients, you can set your own terms. I have two payment arrangements, depending on the nature of the work and the client. For new clients, my terms are 14 days from the date of the invoice. For loyal clients, my terms are 30 days. When I was running a much larger business, invoices were issued at the end of every month by my book keeper. This was fine because the practice corresponded with her monthly visits, but it did affect our cashflow. Some clients would get an extra 14 days or more credit free. And, if they were late payers (and many were), our cashflow was stretched even further. These days I issue invoices at the end of each project. Why wait? It only takes a few minutes to transfer the information and costs from the approved quote or purchase order to the invoice. Speeding up slow payers You may have done everything right: gained client agreement to your payment terms, delivered the job on time, and now the invoice is overdue. This can happen with new clients as well as old clients who have generally paid on time. Sometimes I’ve had to wait six to eight months for payment of a 14-day account. That’s stretching the friendship and, in several instances, I’ve had to threaten legal action (something we’ll discuss in the next section) in order to receive payment. There are two approaches you can take to motivate slow payers. You can provide an incentive to pay on time or penalize for slow payment. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 227 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Depending on your country or state, it may be legal for you to impose a late payment fee. In Australia, the Penalty Interest Act of 1983 allows businesses to impose an interest fee for overdue accounts. So, to discourage late-payers, all of my invoices and quotes include this notice at the bottom near the total cost of the project: “Please note: Interest will be charged on overdue accounts pursuant to the rate prescribed by the Penalty Interest Rates Act 1983.” In addition to this, when I do have a stubborn client, I firstly speak with the accounts people regarding the matter, and then the person who commissioned the project. Then I issue a friendly but firm letter advising the company that their account is now overdue and that if they wish to avoid an interest fee, they should pay the account this week. (I’ve never enforced the interest fee, but it has motivated some people.) Another approach you can take is to offer clients a 5% or 10% discount if the bill is paid within the set trading terms. I have not used this approach before, but I’m told it is very effective if you have an acute cashflow problem or if your bills are worth several thousand dollars. My attitude is that if I deliver the work on time, within budget and to the client’s brief, then the least they can do is pay their account on time. I don’t believe they should be given a reward for conducting business fairly. My grandfather’s credo was epitomized in four words: “Never reward bad behavior.” I live by that rule because it works. Set up a reserve bank account Even if your clients have been doing the right thing in paying on time, there may come a time when they don’t. It could be because the accounts person who handles your affairs is away sick or on holidays. It could be that the account is due over Christmas or that the company has gone into liquidation. Whatever the reason, these things do happen. So make sure that it doesn’t hurt too much by setting up a separate bank account as a reserve for tough times. This is something we discussed in chapter 18. This is a good way to weather the storms of business – both those caused by slow payers and those caused by flat business. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 228 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell I’ve had to weather both storms over the years, and I’ve survived mainly because I have allowed for tough times while I’ve been enjoying good times. Remember what squirrels do every year before winter comes? How to collect bad debts According to David Sher, co-author of How to Collect Debts and Still Keep Your Customers, around 18% of customers can be categorized as slow payers, and about 2% have no intention of ever paying. Either way you look at it, small business operators like us need to take action. Here’s some strategies you can apply: Chase up overdue accounts immediately You have a better chance of getting paid if you chase up accounts as soon as they become overdue. I tend to give my clients a week’s grace, before badgering them for payment. That allows for any unforeseen difficulties or mail delays. By phoning your clients as soon as an account is overdue, you are doing two things: you are ‘training’ them when to pay you, and you are training yourself when to expediate overdue accounts. The answer to both is now. Here’s my standard operating procedure: Phone the accounts payable department and advise them that the invoice is now overdue. Give the person your full name, the invoice number, the amount and the due date for payment. Request payment by a certain date (a few days to a week). If your invoice included an interest fee for overdue accounts, make sure you remind the client of this fact. This will give them another incentive to resolve the issue quickly. When discussing overdue accounts, it’s important to speak to the right person. Make sure you are talking with the manager, someone who can make decisions. Ask if they would like you to fax a copy of the invoice (sometimes invoices can be lost between departments, sometimes people stall by saying they haven’t seen the invoice). Also ask if the Manager can see any reason why the account cannot be Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 229 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell paid in the new time-frame. If there is a problem, such as the cashflow, try to work out a compromise, such as partial payments over a short period of time. This is generally all you need to do to ensure payment from slow payers. You may have to invest more time in speaking with the accounts payable staff as well as your client in order to ensure payment. ‘The check is the mail’ may be an oldie, but it’s not the only goldie some disreputable people use to delay or avoid paying you. Here’s my magnificent seven which, by the way, one client used on me just recently: • • • • • • • I didn’t get your invoice Could you send your invoice again The person you need to discuss this with is not here at the moment The person you need to discuss this with is sick today The person you need to discuss this with is on holidays We will be doing a check run at the end of the month The CEO is on a plane to Europe. He can’t sign the check until he returns. So much for those excuses, and so much for that client. I finally did get paid after harassing three different people and threatening legal action. That’s always a last resort for me. When I reach that stage, I have lost total confidence in my future dealings with them. Needless to say, I have chosen never to work with this client again. You may see that as drastic action, especially if you’re starting out in business. You need all the work you can get, right? True. But you don’t need deadbeat clients. I would rather work on my tan than work for free. I hope you feel the same way. Make paying easier In this electronic age, we no longer need to wait for the check to arrive. Companies can make direct payments into your bank account. This means less bank fees for you and for them, and less time waiting for the money to materialize. When you are establishing terms with a new account, request that they pay you electronically. You’ll find that most major organizations already Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 230 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell have a system in place, and a growing number of smaller films are following suit. Handling difficult cases Depending on how much money is at stake, you may like to take the matter further. Beyond the phone calls and faxes, you can elect to send a registered letter, enclosing a copy of the original invoice plus a stern request for payment with a deadline. If this approach does not work, then you can hire a lawyer to write a letter on your behalf. Seeing a letter from a lawyer is enough to get some people to pay. But for the harder nuts, you may need heavier hammers to crack them. The final step you can take is to have your lawyer send the client a summons. This, I am told, almost always works especially if the debt is only for a few thousand. Of course, any action that involves a lawyer is going to cost you serious money. And, if you use a summons, you’re looking at court costs, the cost of getting the summons served as well as extra charges from the lawyer to prepare the case. By now, the debt-collection exercise is seriously eating into your profits. But if the debt is large, it may be worth investing funds to recoup it. Financially, such action may be less than profitable. But psychologically, it is important for your own self respect – and for the message it sends to the business community. How to handle clients after the debt is resolved How you work with your clients after resolving a debt will depend on how you conduct yourself and how your client responds. If it was just a matter of one or two follow-up phone calls, then life can go on much like before. Make sure, however, that you monitor future payment activity. If the client becomes overdue again, don’t waste any time calling them. Take prompt action, so that they get into the habit of paying on time, every time. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 231 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell If the overdue account was a more protracted affair, you should request a partial payment up front as well as progress payments throughout the course of the project, if it is more than a week. Alternatively, for a quick project, you can request half up-front and the balance on completion of the job. If the outstanding debt reached the stage of legal action, my advice would be to terminate any future dealings with this client. As I’ve said, I’ve dropped clients in the past because of their payment performance. I don’t like doing it. But I don’t like spending a lot of time and money, chasing money that’s rightfully mine. Whether you finally get paid or you don’t, chalk the incident up to experience and learn from it. I have lost something in the region of $20,000 in bad debts over the years. Most of this occurred in the first few years of business, and none has occurred in the past six years since I got smart to their scams. When I think back, some of the deadbeats could have been detected with a credit check, others could have been swayed to pay with more stringent measures. I’ve learned from it. Nowadays I am more careful about which clients I take on, and I’m also more persistent when a good account starts to go bad. Whatever your experience, once it’s over, let it be over. Even if you don’t get paid, there’s no point pursuing a company or an individual endlessly. Likewise, there’s no point punishing yourself for letting a bad debt slip by. Learn, review your fail-safe system and move on. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 232 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell WORKING SMARTER, WRITING FASTER If you’re like most of us, when you first had an inkling you wanted to be a writer, you would explore thoughts at will, write when you felt like it, and enjoy every moment of the process. Today, you still enjoy the art of writing, but a few things may have changed. You can’t just write when the muse takes you. You have to write when a client calls you. Likewise, you can’t always write about things that interest you, sometimes you need to compromise to make a buck. Such is life for the average professional writer. In the next few chapters we’ll explore important issues like rediscovering and re-invigorating your creativity. We’ll examine the dreaded writer’s block and how to demolish it. We’ll also consider ways of ensuring you not only enjoy the process of writing, but also develop it to your best advantage. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell You can’t wait for inspiration. You have to go after it with a club. Don’t you just love it when the words seem to flow like wine, trickling from your fingertips on to a page. There’s seemingly no effort in writing beautifully, perfectly. Ah, that’s the time we all enjoy being a writer. Not those other times when you’re racing against a deadline. Your brain is on hold. Your body is numb. And the last thing you want to do is spend another minute staring at a keyboard. That’s usually the time we consider some other occupation. yourself. you. • Jack London (1876-1912) Trusting yourself, trusting that the creativity will return, is probably the last thing you want to hear at this time. But it’s also the best thing to remind Simply reminding yourself that you have all of the solutions to your creative problem at hand puts you on the right path to recovery. You need to trust in You’ve been in this situation of writer’s block or brain drain or burn out before. You most probably will face it again. When it comes, take time out. Take a mental deep breath and reassess your situation: What resources do you have available for the task (books, magazines, newspapers)? Trust yourself Strategies For Keeping The Creativity Flowing Page 233 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 234 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Which colleagues, family or friends can help you best? Visit the library or surf the Net for ideas and inspiration • • And when you’ve done all that: Do something fun (this will shift your focus off the problem) Interact with others (this will help ignite the creative process) • • Enjoy time alone (this will give you the chance to sift through ideas) • You can liken the first process to seeding your mind, as you would a newlyploughed field. The second process allows the seed to grow. This process is vital. If yu plant roses, then roses will grow. If you plant cabbage, cabbages will grow. If you plant nothing – what will happen? Nothing? No. Weeds will grow. So will negativity, depression and despair. And the third process allows you time to sort the wheat from the chaff. To sum up: the key to creativity, for me, is to do something different. When I get stuck, the only way to break free is to change my approach, to change my thinking. And that comes from thinking differently or doing different things. And the best way to do that is to feed the mind with positive, new people, experiences and ideas. This will assuredly jump-start the creativity again. Make sure you are ready when the lightning strikes. Always have a notebook or laptop handy, so that you can capture the brilliance and return to work as soon as possible. It sounds simplistic. But it works. The most recent example happened to me while writing this book. I have written novels in the past and, when I decided I was going to write my first e-book, my mind was feverish with activity. Within minutes I didn’t have ideas for only one e-book, I had ideas for a dozen. Within days, I had fleshed out each of the books in my head. They were practically writing themselves in my mind. But which one do I write first? Which is the most important? Which subject do I know intimately? Which one will be the easiest to produce? Once I’d decided to write this book, I outlined each of the subjects I wanted Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 235 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell to cover. Then I began writing. And that’s when everything seized up. Those well-worn cogs which had been greased with inspiration and anticipation only days before, were now dry, brittle and unrelenting. Everything I wrote, I rejected: There has to be a better way to start this book. There has to be a better way of expressing that idea. Maybe I should start another way. How about . . . What about . . . Before I knew it, no words were coming out. Or none I would accept. So, how did I solve the problem? I pulled back, regrouped and attacked from a different flank. By pull back, I mean I stopped editing the words before they got on to the page. I simply wrote for the sake of writing, trusting that which I wanted to say would ultimately find its own way. By regroup, I mean I considered all of the resources I had available to me, and I reassessed the purpose of the book. I also took time out to relax. I took the focus off the problem, and enjoyed life. I went for a walk (with pen and paper in hand). I picked up a book I had been meaning to read. I called some friends I hadn’t spoken to in a while. I did anything I could to let the conscious mind cool off, while the subconscious mind warmed up. Before long, the ideas came. The right way appeared. And I was ready to attack the book again. And that’s what I’ve done ever since. I now trust the creativity. I know it will not fail me. I also have an inner confidence that if there’s a bump in the road – or worse – a fork in the road, that it will not stop me; I will choose the best way for me. This may sound a little esoteric for some. But if you don’t have confidence in your ability to solve problems – if the ploughed field remains barre – then your subconscious can seed your mind with doubt. The beauty about this secret is that it works equally well for creating fresh ideas as it does for demolishing writer’s block. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 236 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Know Thyself Two and a half millennia ago a philosopher named Socrates offered his first simple rule for life: “Know Thyself.” I believe this simple but profound wisdom also applies to our creative process. In order to stay vibrant and creative, in order to continue succeeding in any endeavor, we need confidence in ourselves and in our abilities. But how can you have confidence in yourself if you don’t know yourself? I’m not talking about knowing your limitations, as so many people think they do. When it comes to our minds, I don’t think anyone will ever know their true limitations, only the limitations that they place upon themselves. What I’m talking about is knowing, remembering and acknowledging all of the triumphs in your life. We are good at remembering the failures – especially when we are faced with a challenge in our life – but how about all of the successes. If we turn the tables on our self-talk, and think and act positively, we are tilling the soil of our mind, preparing it for more success. Again, you may be thinking that sounds simple in theory but what about practice? Well, there’s only one way to find out . . . Try it. Take any successful person you know or one you’ve read about. The majority profess to having an inner confidence, an inner glow about their abilities and their future successes. They know what they can achieve and they know they will succeed again and again. That’s not to say they don’t experience fear from time to time – we all do – but they are able to conquer it, to use it to achieve their goals. We can all develop this ability by using what’s been termed ‘possibility thinking’. To put it another way, day-dream about what you’d like to achieve. See it in your mind’s eye. Feel it, taste it, know it is already part of your life. If you do this at the beginning of each day, you’ll will ultimately move closer to having this in your life. Dr Maxwell Maltz made the point that the human mind cannot differentiate between real experience and one that is vividly imagined. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 237 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Couple this by developing some powerful, positive affirmations. Believe that whatever you want in life is already here. Great motivationalists like Dr Wayne Dyer confirm that if you can conceive it, then you can achieve it. Because how can you think of something that isn’t already here. It’s just a matter of unfolding the talent or drawing to you the desire or end result you want in your life. Again, this may be getting a little off-base for some people. My point is that for your creative process to act differently, you need to think differently. If you want positive action in your life, you need to nourish your mind with positive thought: • • • Set goals and work toward them Recite positive affirmations and mean them Visualize yourself achieving and ‘experience’ the sensation of success. Try it. You might just surprise yourself. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 238 of 380 Tips, Tricks And Tactics That Destroy Writer’s Block Close the door. Write with no one looking over your shoulder. Don’t try to figure out what other people want to hear from you; figure out what you have to say. It’s the one and only thing you have to offer. Barbara Kingsolver (1955-) Writer’s Block. That dreaded affliction cripples most writers at some time in their lives. Michael Meanwell If you haven’t experienced it yet, you’ll know when it strikes, because you won’t be able to write a thing. You won’t feel like writing, you won’t want to write, and you won’t be able to write. And, if you’re like most of us, that will leave you with a terrible, empty, sinking feeling inside. Is writer’s block real or is it some figment of the imagination? Does it really matter? It can become real in our lives if we allow it. Writer’s block can last a few minutes, hours or days. And for some writers, it can last for years. But it doesn’t have to be that way or last that long, if you take some of the following steps: Acknowledge it Acknowledging writer’s block doesn’t mean you have to surrender to it. But if you recognize that it does exist, you are on the way to resolving. Grant yourself an Amnesty This is where you accept that writer’s block exists as a phenomenon, but it will no longer thrive in your life. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 239 of 380 This may seem trivial, but work with me. What I am suggesting is that you recognize it and then dismiss it from your life. Writer’s block has no relevance in your life. Remind yourself of that when you begin to get stuck, and you will find a solution to your dilemma soon. Write, don’t think Writer’s block comes in all shapes and sizes, but often the problem is not a lack of writing but a lack of good writing. In other words, the writer edits the words before they appear, so much so, that no words appear. Then this process grinds creativity to a halt. Some have found a solution in writing anything. Even if you’re writing, “I can’t write anything. This is stupid. I can’t write anything”, at least the act of writing is in progress. If you continue with this procedure, eventually, sooner or later, you will begin to write words worth reading. But don’t worry about what’s coming out at this stage, just write for the sake of writing, and allow the creativity begin to flow again. If you want to write something worth reading, draft a letter to a friend. Even if you begin by telling them that the reason you’re writing the letter is because you can’t complete your novel or can’t finish an article. You can decide later to keep the letter or mail it. But, whatever you do, just write, don’t agonize and rationalize – just write. ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • • • • • • Find the cause and cure the effect Writer’s block is an emotional block that can be caused by any one of a number of emotional issues within the writer. Finding the root cause of the block may give you the serum to remove the block. You may be blocked due to a: Lack of confidence Fear of success Fear of failure Fear of the unknown (i.e. a new writing project, style, subject or genre) Disappointment with earlier work Physical or mental exhaustion They are the basic problems, but maybe something else is the cause of your block. Do some soul-searching. Consider your workstyle before you started this Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 240 of 380 project. What was different? Ask yourself what frightens you about this project. What’s the worst thing that can happen to you if you begin writing? What’s the worst thing that can happen to you when you finish writing? Once you have identified the core reason for the block, you can begin work on resolving it. ‘The Enterprising Writer’ © 2000-01 Michael Meanwell office or other writing tasks. Change gears Sometimes we get writer’s block simply because we have been pushing the envelope too much, too often. As they say, a change is as good as a holiday. Maybe all you need is to shift a gear, and initiate a new writing project. As we’ve discussed earlier, it makes good business sense to engender diverse writing talents, so that you can handle a variety of work. It also makes good sense from a productive and creative viewpoint. I’ve worked on a wide range of writing assignments for corporate clients through to magazine and newspaper editors. The best way for me to control writer’s block is to work on something new, when I’m blocked on something old. I’ve noticed that if I’ve been writing a technical paper or an intensive newsletter, it’s best to take a ‘break’ by attending to other duties in the Just spending an hour away from the project at hand can be enough to refresh that part of my mind that’s been dedicated to the job. If the problem is bigger than that, then more time away from the project seems to do the trick for me. Another approach you can take is to alter your routine. Instead of always typing directly on to the keyboard, why not write long-hand first. You may find that this is enough to break the block. Alternatively, instead of writing at your usual desk, why not take a pad out for a walk, find a comfortable park bench and let your imagination take over. If you can’t jump over the block, why not go around it? Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 241 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell of your life. up that block. Keep busy Following along the same line, it’s important for you to keep busy. If you don’t, you will dwell on your block and, before long, it will affect other areas Some writers say that when writer’s block strikes they have an enormous amount of physical energy. If this happens to you, get out there and burn Physically exerting yourself is a natural way to relieve stress. It’s also a good way to take your mind off the issue that’s stopping you from writing. Talk it out This is a technique I learned in my teens when I first became a newspaper journalist. If I came back to the office with a story but didn’t know how to start it, I’d visit my Chief of Staff. All Doug had to do was ask me some basic questions, reporter-style, and I was back at that old Underwood, bashing out the story. The same approach may work for you with any kind of writing project. Simply talking about it to someone can help you work through the problem. The person doesn’t have to be a writer or even knowledgeable about the subject. Simply talking it out can be enough to get the creative juices flowing again. Visualize your reader You may be writing initially for you, but you will have a wider audience. So why not visualize your ideal reader. Think about that person, and imagine talking with them as you begin writing. Having this one-on-one relationship with your reader can not only help resolve the block, it can also help improve your writing as a whole. Remind yourself how good you are Sometimes just a little encouragement from your biggest fan is enough to get you moving in the right direction. Read some of your best writing. Rediscover how good you are at your Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 242 of 380 craft. Relive what you’ve achieved and remind yourself what you can achieve with this new piece you’re working on. ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • • • • • Tell yourself how good you are As we discussed in the previous chapter, positive affirmations are a good way to engender self worth. Instead of dwelling on the problem at hand or giving in to writer’s block, recite a series of positive affirmations at the start of each day and at the end of each night. Affirmations should always be positive (never a double negative, e.g. “I don’t worry about writer’s block”) and they should be said in the present tense, as if you already have the ability or gift you are seeking. Here are some samples for you to try: I am a great writer I am successful because I enjoy what I do I love writing I am a successful writer and people applaud my expertise My writing is creative, productive and profitable You can use these or make up your own. Say them loud, say them with conviction. Mean what you say and allow them to come true in your life. Imagine how good you are We are visual creatures, by nature, so use your visual skills to enhance the image you have of yourself. Find a place where you will not be disturbed. Close your eyes. Visualize yourself as a successful writer. See yourself writing with ease. Picture yourself autographing copies of your new novel. Imagine yourself speaking at your book launch. Experience the joy of being praised by editors and paid well by clients. See yourself relaxing wherever you wish, writing at whim and loving every moment of it. Repeat this pleasurable personal ritual last thing before you sleep and on awakening each morning. The image is up to you. Make it a regular part of your working day. Start with this visual exercise followed by positive affirmations and, before long, you’ll find your fingers can’t wait to get at the keyboard. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 243 of 380 The writer’s block will not persist. But if it lingers for a day or two, don’t fight it. Call it a day and start fresh tomorrow. The old French proverb “sleep brings counsel” is true for us writers as well. Sleep on your writer’s block. You may be surprised what presents ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Call it a day itself in the morning. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 244 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Finding The Right Time To Write There is no perfect time to write. There’s only now. Barbara Kingsolver (1955-) Chris is a good friend and fellow writer, who used to share a house with me when we were both bachelors. He’s the first person to tell you he keeps a pretty messy house. And I’m the first one to agree. Put politely, he’s a casual guy who prefers to put his energies into more important areas. When it comes time to start an important piece of writing, getting the first words down is usually the last thing on his mind. Michael Meanwell Let me put it this way. Chris’ place becomes immaculate overnight. You can actually make out the original color of the carpet. The bench-tops gleam. The house smells wonderful. And I’m almost ready to call House & Garden. But when he’s full-steam-ahead writing a new book, you can’t stop the guy. The familiar “I’ll be there in five minutes” becomes five hours. It’s as though he’s been lost in the Bermuda Triangle. The funny thing is that there is a Chris in each writer. Have you done anything and everything you could before you were ready to settle down and write? I have. It happens to me most mornings. What about once you’re really into a project – do you find five hours fly by as fast as five minutes? I often do. In fact, it just happened to me today. Finding that rhythm is another key to successful writing. And the key to Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 245 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell finding that rhythm is in developing a ritual to your writing day. It doesn’t matter if you write every day or only when you can, develop one or more rituals or routines to your writing life. You’ll find you’ll get into the rhythm much quicker and more often. A few writers like to begin their day with a quiet walk or contemplation, some prefer to complete house duties before they feel they’re free to write and other writers like to hit the ground running, by writing as soon as they’re out of bed, and still in their pajamas. Whatever ritual or routine works best for you, here are some ideas you can apply to help enhance your productivity: Avoid distractions It’s easy to get caught up in the snail mail or email. It’s easy to find something more ‘urgent’ to do than writing. Let’s face it, the cat needs to have her teeth cleaned regularly, and that lawn is looking a little long. Before you know it, the best part of the day is gone and, along with it, most of your creative fire. So avoid the temptation, and start the day with a regular dose of writing. I find, and many others as well, that first thing in the morning offers the best results for fresh, creative writing. And, once you’ve got a couple of hours under your belt, you can elect to continue if the mood takes you, eat breakfast, or attend to other duties. I go one step further: I tape any must-see TV shows, I transfer all emails to a separate folder, and I put aside my daily mail and newspapers until I have finished the writing goal which I’ve set for the day. At the time I am writing this, it is 4:35 pm. I haven’t properly dressed yet. It didn’t seem important when I started in the wee hours of the morning. I also haven’t read my mail, watched TV or relaxed in general. Can’t you tell? I’ve got the rhythm, so why waste it? Apart from staying more focused, I also achieve a lot more in my writing day. And also a lot of the must-see TV and must-read mail isn’t that important. Especially when you’re getting around to it at the end of the day or the end of the week. When I am deeply involved in an important piece with a strict deadline, I Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 246 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell add to my inventory of distraction-beaters the answering machine. I can save a lot of time by screening calls or not answering the phone, if I am that busy. Unless it’s extremely urgent, there’s always tomorrow, but not so for my writing – there’s just today. the onslaught. Know your ritual and enjoy it If your ritual is to read the newspaper so that you know what’s going on in the world, then so be it. Know it and enjoy it. And also know that once the ritual is complete, you are now ready for work. Rituals are an important part in every worker’s life. They’re like warm-up exercises for an athlete. For some, the ritual is travelling to work, for others tasting their first coffee or just having a shower and getting dressed. Whatever it is, it’s a necessary part of your preparation for work. If, however, you are finding that your morning ritual erodes your working day, then it’s time to alter the process. Find a better way of preparing for This works for me For me, I find that I’m thinking about the day as I am waking from sleep. Once I’m up, I meditate for half an hour, working on the goals I’ve set in my life. And, soon after, I’m in my office (bedroom number two) hard at work. I review my WIP for the day (which was completed the night before), and begin working on the most urgent or most difficult task for the day. I find that if I attack the ‘imperitive’ tasks while I am fresh, I generally complete them quicker and more easily than if I leave them until later in the day. Then I start on ‘important’ tasks. Trivial chores never find their way into my plans. Likewise with general writing tasks. If I leave them too long, I find that the creative fire has waned, and it’s almost impossible to re-kindle the flame. Conversely, if I begin the day writing, I can usually continue throughout the day unhindered, with the furnace fully stoked with words. How to make the time to write Time is the most valuable resource to a writer. And yet it’s arguably the single most under-used or abused element in many writers’ lives. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 247 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell The obvious facts are that you need to devote time to your craft. You need to make it a priority. I shouldn’t have to say this, since you already know it, but many writers still ignore it. Here are some ways of getting you and your craft back on the same page: Make writing a priority Decide how much time you can devote to writing, and dedicate that time solely to the task. That means no interruptions from family or friends as well as housework or hobbies. Your business is writing. This is your time to write, so use it wisely. Set challenging but attainable goals Part of the reason some writers lose their way is because they have no direction. They have hopes and dreams and wishes, but they have not set any goals in their writing lives. Think about what kind of writer you want to be. Do you aspire to be a novelist? Then decide what kind of novel you intend to write. Draft an outline, then divide it into bite-sized chunks and work on it scene by scene, chapter by chapter. By reducing a project to a series of steps, the project does not appear large and overwhelming. Another way of accomplishing writing goals is to set yourself a daily target. Try something that’s not easy but possible. It may be 100 words in a sitting or 1000 words in a day. Once you get comfortable hitting this target, raise your sights a little higher. Once you have a genuine expectation of achieving these goals, you’ll be amazed at the progress you will make with your writing. Write when it feels right to you As we’ve already discussed, some people like to start the day writing. You may find that your most productive time is after hours when the phone has stopped ringing and the children are asleep. Identify the best time and stick with it. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 248 of 380 The Final Word On Writing There’s one thing your writing must have to be any good at all. It must have you. Your soul, your self, your heart, your guts, your voice – you must be on every page. In the end, you can’t make the magic happen for your reader. You can only allow the miracle of ‘being one with’ to take place. So dare to be yourself. Dare to reveal yourself. Be honest, be open, be true . . . If you are, everything else will fall into place Elizabeth Ayres I wrote this book to help you develop a profitable life as a writer. By profitable, I mean more than making money. I mean enjoying a real lifestyle. Michael Meanwell That’s the potential bonus you gain when you work for yourself. So use it wisely. It’s easy for any of us to get caught up in the daily affairs of our business. It’s easy to let work spill from a 9-5 schedule to a 24/7 obsession. The hard part, for some, is knowing when and how to let go. I was one of those people. And, I admit, I still wrestle with it from time to time. Here are some final thoughts on how you can find balance between your business life and your personal life. Set limits for work The Peter Principle tells us that work expands to fill the time available. I have found that this is true in my life. There was a time a few years back when I was working not just seven days a week but several nights a week. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell deal with my personal issues. But you have a choice. suffer? Will your reputation be tarnished forever? Probably not. Page 249 of 380 It was a subtle defense mechanism. Looking back, there was a lot going on in my life at the time, so it was easier to bury myself in paperwork than And that’s the ‘great thing’ about working for yourself. There’s always something to do. There’s always book keeping and filing to do, strategies to develop, reports to write, and fires to put out. There’s always an excuse to work late. Consider all of the things you really have to do today. Are they urgent? Can they wait until tomorrow or maybe next week? Will your business But I can guarantee that if you don’t take time out for you and your family, then all of these fears will come true. As Dr Wayne Dyer says, you have a choice in life – enjoy holidays or have hospital bills. So, setting limits means treating your play time as seriously as you do your work time. To ensure this works, make plans to use your leisure time as wisely as you do your work time. Decide to go away for a weekend with loved ones. Plan a couple of nights out. Set aside time to read that book you’ve been wanting to finish or maybe take up a course in cooking, art or something that interests you. At the very least, allow for one full day off a week. Sunday seems to be a good day to take off for most people. I don’t know if it’s because it’s a traditional religious holiday or just the fact that some stores and most offices are closed. Alternatively, take Saturday off, so you can at least enjoy all of the amenities and shopping. When you invest in your leisure, you not only appreciate it more, you also will function better during your work periods. If you’re still having trouble with this concept of setting aside time for work and play, think of it this way. If you don’t give yourself adequate time off, you are doing a disservice, not just to yourself, but to your business. You Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 250 of 380 will get stale, and so will your business. So, see time off as a form of maintenance or service on yourself to ensure you are in peak performance ‘The Enterprising Writer’ © 2000-01 Michael Meanwell for the next work period. Take an annual vacation Again, I know it’s hard to take off a week or two when you represent the entire staff of your business. But it’s important to your ongoing vitality. So take a holiday when you are least required in your business. Every industry has down-times. For me, since I am primarily dedicated to the corporate market, that time is Christmas. In Australia, traditionally businesses shut down for two, three or four weeks over the festive season, which is also our summer. And that’s usually the time I have available to close the office. It gives me the chance to not only have a break from working, but also to reassess where I am headed in the new year. To make the transition as smooth as possible for all parties, give your clients as much notice as possible. Send them a notice advising that when your business will be closed. Give them at least a month’s warning, so that you can complete tasks due over that time or defer projects until you return. If you’ve got into the habit of never taking an annual break, you may think it’s impossible for you to do so now. But it’s not. It’s just a matter of an attitude change. Let’s face it, virtually every one of your clients is absent for holidays throughout the year, and business continues, so why not the same for you? When you have to work, pay back the time There are, of course, times when you just can’t tear yourself away from the office. Maybe you’re on deadline or a client has dropped a big project on you and it’s due on Monday. If you have to work the whole weekend, then work it. But try to make up for it later. Take a day or two off the following week or enjoy a long weekend later in the month. Think of it as a reward for all of the hard work you’ve been putting in. This is something you should do, not just for yourself, but for your family. When you run your own company, you need to remember that it affects the lives of everyone in your household. That’s why you need to take time Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 251 of 380 out for your sake and theirs. You will be rewarded several-fold with a happier, healthier family life. Delegate to save time When you are running a successful writing business, you haven’t got the time to undertake all of the menial tasks you used to, but you have got the money to delegate them to someone else. When my business is running at a blistering pace, there are two household chores that are delegated. The first is gardening. I have never developed a green thumb and I’ve never got much joy out of pushing a lawn mower around in circles. So, when business is good, that chore goes to Jim’s Mowing. I justify it this way: I can earn up to $125 an hour in my business. It costs $15 an hour to have the lawns mown. It doesn’t take an Einstein to work out the logic in handing the mower to someone else. When business is quiet, then I resume my gardening chores. I tell myself it gives me a chance to get back in touch with nature, flex some muscles and breathe good, clean air. That works most of the time. I use the same philosophy in my working life. When I have serious troubles with my technology, I hire a tech to come out and fix it. I used to spend hours which turned into days trying to fix my computers. Now, it costs a bit but the problem is fixed the same day. My justification is that technology is the lifeblood of my business. I cannot go a day without it working properly. So I delegate the job to a professional. I’ve taken the same approach with my regular book keeping and accounting. You can also delegate other services. When my business was much larger, I used to maintain a stable of computers, two fax machines and two copiers. Now that I am working from home, I haven’t got the same need nor the room to store the equipment. I have sold or given away the equipment I don’t need. Now, when I have photocopying to do, I visit my local print shop. Now I don’t need to be spending money on regular maintenance and consumables. In fact, I don’t need to be there watching the copier work. That’s all done for me, and it’s as close as the car keys. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 252 of 380 Explore life beyond your four walls There’s a whole world out there beyond your office. I know, I saw it once Treating your staff well Remember, you are your business’s entire work force. You are management and staff, all rolled into one. If you had staff, as I have in previous years, you would treat them well. Probably better than you treat yourself. You would look out for their interests, make sure you weren’t pushing them too hard, and ensure that any grievances they had were addressed promptly. So why not take the same approach with yourself? Be a good boss to yourself and you will be rewarded with higher staff productivity, a lower attrition rate and greater job satisfaction. It’s a win-win for both of you. on Discovery. Seriously, it’s easy to rely on all of the technology that surrounds you – the phone, fax, email and the Net, not to mention courier and mail services. But, just as we get stale from working too much, we also get stale from being cooped up inside. Get out. Make it a daily habit. Even if it’s a half-hour walk or maybe catching up for a coffee or lunch with friends, colleagues or clients. Make the effort. You will feel and act more refreshed when you do. Yes! Never forget you are one of the lucky ones How many people do you know who love what they do for a living? I can only think of a few – and they’re all writers anyway. Yes, you and I are two of the lucky ones. We have chosen a profession, not for the money, not for the lifestyle, not for the prestige. But for the pure love of it. We enjoy what others call work. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Never forget that. Page 253 of 380 And continually remind yourself how fortunate you are to enjoy this labor of love. I just did – and it’s making this current project that much easier and more enjoyable. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Page 254 of 380 Alan Kay My Final Say The best way to predict the future is to invent it. Well, dear reader, we have covered some territory. I hope you have enjoyed the journey as much as I have. Before I say good-bye, I would like to offer you one final piece of advice. Before you launch your writing business or take it to the next level, just sit here for a moment and think rather than act. No doubt a lot has happened to you since you began reading this book. A lot of ideas have been created. Some attitudes have been shifted. And, hopefully, a lot of enthusiasm has been ignited within you. It’s because of this that you should re-read the first two sections of this book – Getting Started and Getting Organized. As you know, they lay the foundation for a solid enterprise. No doubt you’re tempted to just leap into your business, but I strongly recommend you hold off for a moment. Re-read these sections firstly, and then re-evaluate where your career is going and how you’re going to take it there. Don’t just re-read what I have to say, rewrite what you have drafted in your business plan and operations manual. Remember what I said to you at the beginning of this journey. The more you invest now, the more you will be rewarded throughout the course of your business life. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 255 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Thank you for coming along for the ride. I wish you every success in your new journey ahead as an Enterprising Writer. The End Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell B2B B2C Download Dot-com DM E-mail E-book E-publisher E-zines FAQ The following terms have been used in this book: Glossary Of Terms an abbreviation for ‘business to business’ marketing. an abbreviation for ‘business to consumer’ marketing. to copy a file (text, graphic, sound or video) from a Web site to your computer. online businesses (e.g. www.yourcompany.com) an abbreviation for ‘direct mail’ or ‘direct marketing’. Michael Meanwell as with other entries, the ‘e’ signifies ‘electronic’. You can send and receive e-mail either from your computer (using programs like Eudora or Outlook) or via a growing number of Web sites, such as netscape.com or hotmail.com. this is what you have been reading. E-books come in various formats and can be read online, on computer or hand-held devices. They can also be printed. an electronic publisher of e-books or other materials. electronic newsletters and magazines that can be downloaded from Web sites or e-mailed. Most are freely available to subscribers. an abbreviation for ‘frequently asked questions’. Most major Web sites include a link to FAQs and relevant answers. Page 256 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Forum HTML Hyperlinks Inverted pyramid a term which refers to the journalistic style of writing. Marcom Net Newbie Opt-in e-mail Opt-in e-zine PDF Spammer a haven where users can share information, files and links. Forums can be accessed either via the Web or email. Click here to go to my writers’ forum. HyperText Markup Language. This is the most common programming language for presenting online documents and creating Web site. a dynamic link that connects one document to another or Web site. A number of hyperlinks have been used throughout this e-book as well as this section. By clicking on any blue highlighted words, your Web browser will take you to the appropriate linked file. Stories are structured so that the information is presented in order of importance. This approach has also become the most effective form of communication for online news articles and Web site copy. an abbreviation for ‘marketing communications’. an abbreviation for the Internet which is sometimes also referred to as the World Wide Web, or simply the Web. It is a global network comprising thousands of smaller networks and interconnected computers. Cyber-speak for ‘new user’. communications you receive as a result of subscribing by volunteering your e-mail address. Opt-in e-zines and e-mails are the correct way of communicating online, as opposed to ‘spam’ email which is sent indiscriminately. see opt-in e-mail Portable Document Format, a term coined by Adobe. This has become the industry defacto standard for producing e-books, such as this one. refers to an individual who sends someone ‘spam’ or an unsolicited e-mail. In parts of the US and Europe this practice is illegal. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 257 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Traffic TVC URL Web Web site * Please note: Online terms that feature an ‘e’ prefix, such as e-mail, ezine or e-book, are sometimes spelt without the hyphen. This is considered incorrect, according to E-What? A Guide to the Quirks of New Media Style and Usage. when referring to the Internet, traffic represents the number of visitors to a Web site. an abbreviation for ‘television commercial’ uniform resource locator, Internet-speak for the address or directory path of a Web site or a specific file on a Web site (e.g. http://www.meanwellstore.com/ about.htm) abbreviation for the World Wide Web which is also known as the Internet, or Net, for short. a collection of Web pages which may comprise text, images, graphics and other files. Page 258 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell take. time. role. The following case studies and work samples complement much of the information and advice we’ve discussed throughout this book. These are real examples I am highlighting to demonstrate both the variety of communications you can produce as well as the approaches you can Also included, at the end of this chapter, is a number of marketing documents that I have produced and used in my business. Feel free to adapt these for use in yours. One of the fastest growing areas of Web marketing is opt-in e-mail and ezines. Today, companies are not restricted to direct marketing via printed letters – they can take their cause online at a fraction of the cost and turnaround Telstra, Australia’s leading telecommunications carrier, has been using Web marketing for a number of years. When it came time to expand the customer base for its premium Internet cable service, Big Pond® Advance, Web communications played an integral I wrote several emails as part of the Big Pond Advance promotion. Each email targeted a different Telstra Internet customer segments, such as new and experienced users, home and business customers as well as Internet-savvy gamers. Case Study: Telstra targets customers with e-mails Appendix Web Communications Michael Meanwell Page 259 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell I have included a couple of emails in the following pages to show you how the same message can be adapted to suit a reader’s level of understanding, attitudes and other criteria. This first email targets newbie home users. As you can see overleaf, the approach I have taken is fairly simplified to complement the target audience: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 260 of 380 Page 261 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Are you ready for a REAL Internet experience? Do you have a need for speed? Do you need value for your Internet dollar? Well, imagine transferring files faster in a flash. Imagine being connected to the Internet all day without paying for the time online. Imagine having access to an advanced range of online tools and toys that make life easier. Now you can with Australia’s premier broadband network – Telstra Big Pond® Advance powered by Cable. Big Pond® Advance delivers the fastest access speeds available. This means not only an instant connection to all of the news, information and web sites on the Net, but you also have access to an exciting range of interactive sites, online games and true Web cast concerts only available via a broadband service. With Big Pond® Advance you get: •• •• • Faster Internet access than you’ve ever imagined Unbeatable download and file transfer times Permanent connection – just switch your computer on, and you’re online Immediate notification of incoming email No engaged tones and no need for a second telephone line Comprehensive customer support and peace of mind Superior value for money – just compare what you pay now against what •• you’d pay with Big Pond® Advance with far superior performance Why wait forever to download files? Why dial-in every time you want to check email? Why not experience the net the way it was meant to be? As a valued Big Pond® Home customer, for a limited time you are invited to upgrade to Big Pond® Advance for only $49.95* a month. That’s incredible value and it includes a cable modem, connection and standard installation at no additional charge. That’s over a $600 saving+! You can enjoy all the benefits of a permanent connection to the Internet, without paying for the time online – only usage – and best of all, the first 100MB each month are on us. There’s no better time to connect than right now. This offer is only available until New Year’s Eve. So hurry! Call us today on Freecall 1800 060 391** to apply or click here. Regards Rowan Munchenberg Online Services Various conditions were included with the original document. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 262 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell This following email, aimed at the Internet-savvy gamers, features specific terms and benefits that appeal this enthusiastic group of Netizens: Are you ready to rock till the others drop? Whether you like wasting uglies in Quake II, plotting mass destruction in Total Annihilation or just testing your reflexes with Actua Soccer – the Internet is your world. And your world just got bigger and better. It’s no secret, broadband is the future of the Net. Kilobits are history. We’re talking serious speed for serious gamers. But you can’t imagine it, until you experience it with Australia’s first and foremost broadband network – Telstra Big Pond® Advance powered by Cable. The bottom line is speed, lots of it. You get video that’s sharper. Graphics that are smarter. And interactivity that’s unreal, especially with Wireplay Warp. Best of all, the competition will be eating your dust. True LPB heaven! But there’s more to it than just serious gaming. When you need to get things done, Big Pond® Advance also offers richer content, exclusive online tools and toys, and true multimedia apps, like full-screen streaming video, webcasts and high-quality digital music that downloads in a flash. Big Pond® Advance works harder, so you don’t have to. That means: High bandwidth delivering faster Internet access than you’ve ever imagined File transfers at sizzling speed Permanent connection – just switch your computer on and you’re online No engaged tones, no need for a second telephone line • •• • Why wait forever to download files? Why dial-in every time you want to check email? Why not experience the Net the way it was meant to be? As a valued Wireplay customer, for a limited time you are invited to upgrade to Big Pond® Advance for just $49.95* a month. That’s incredible value, and it includes a cable modem, connection and standard installation at no additional charge. That’s over a $600 saving+! There’s no better time to connect than right now. This offer is only available until New Year’s Eve. So hurry! Call us today on Freecall 1800 060 391** to apply or click here. Regards Rowan Munchenberg Online Services Various conditions were included with the original document. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 263 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Case Study: Telstra informs people through ezines As part of the Big Pond Advance promotion, I also wrote articles for two of Telstra’s opt-in ezines. The first article overleaf was written for Ponderings, Telstra’s ezine for regular Big Pond Internet users. It targeted the newbie home users, hence the light, friendly manner employed: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 264 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Would you rather drive a Ford or a Ferrari? The Internet is a bit like that. You can get around without any fuss with your current dial-up Internet service or you can upgrade to Australia’s high-performance, high-speed broadband network – Telstra’s Big Pond® Advance. Even better, driving the fastest Net on the planet isn’t going to cost you much more than you’re currently paying. And you’ll reap rewards from your very first mouse click. Big Pond Advance lets you do the things you want to do with the speed to do it! Download mega files in just seconds, not hours – you can do that with Big Pond Advance. Plus, you’re online all day at no extra charge without having to dial-up or even use a phone line. That saves you money and you keep your phone line free for use. Best of all, Big Pond Advance opens up an entirely new online world for you. A world where you have instant access to information and interactive sites, life-like games and webcasts with full-screen video and stereo sound. You can even experience the latest corporate tools – video conferencing and virtual collaboration – from your own desktop. With Big Pond Advance, you get: •• • • Sizzling speed –transfer files and download in a snap Superior Internet – you can view interactive sites built for broadband Internet Permanent connection – just switch on your PC and you’re online * No dial-up – no engaged tones, no waiting and no need for a second phone line * Comprehensive customer support – we’re here for you, seven days a week • You have to experience Big Pond Advance to truly appreciate it. And now you can at the most affordable price ever. from just $49.95 a month**. And, with a range of pricing plans to choose from, including a three-month trial plans, there’s a solution to suit everyone. There’s even a flat-rate ‘all you can eat’ plan! Plus for a limited time, you’re invited to connect to Big Pond Advance powered by cable and pay just $99 for installation^ – that’s a $70 discount. Not in a cabled area? No problem, you can get Big Pond Advance powered by satellite from as low as $40 a month. That’s terrific value. But you must act now. The Big Pond Advance cable special installation discount offer is only valid until 30 June 2000. To apply, call Telstra today on FREECALL™ 1800 060 391º or click here. Various conditions were included with the original document. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 265 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell The following article was written for Telstra’s Wireplay ezine for hard-core gamers. Again, as seen with the previous gamer email, I’ve taken a more sophisticated approach to meet the level of the target audience: Don’t just play games – play to win! Standard dial-up Internet is fine for playing games. But if you’re serious – you need Big Pond® Advance – Telstra’s high-performance, high-speed broadband network. With Big Pond Advance powered by cable, you’ll experience the Net the way it’s meant to be: Instant access. Blistering pace. Unreal graphics. And the ultimate interactivity, especially with Wireplay Warp. You’ll be having the competition for breakfast! Want more? Well, how about richer content, exclusive online tools and toys. And true multimedia, like full-screen streaming video that’s steady as a rock and digital music that’s downloadable in a snap. You get all of this with Big Pond Advance powered by cable. And you get a lot more: • High bandwidth – instant access to web sites and quicker game responses • Sizzling speed – download apps in seconds, not hours • Permanent connection – just switch on your PC and you’re online • No dial-up – no engaged tones, no waiting and no need for a second phone line * And the best news is that you can connect to Big Pond Advance for almost the same price you’re currently paying for your dial-up service. From just $49.95 a month*, you can get on to broadband Internet. With a range of pricing plans to choose from, including three-month trial plans, there’s a solution to suit everyone. There’s even a flat-rate ‘all you can eat’ plan! Plus for a limited time, you’re invited to connect to Big Pond Advance powered by cable and pay just $99 for installation^ – that’s a $70 discount. Not in a cabled area? No problem, you can get Big Pond Advance powered by satellite from as low as $40 a month. That’s the best Internet on the planet and the best price in town. But you’ve got to act now. The Big Pond cable special installation discount offer is only valid until 30 June 2000. To apply, call Telstra today on FREECALL‰ 1800 060 391º or click here. Various conditions were included with the original document. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 266 of 380 PR Materials and Strategies ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • • • Michael Meanwell Case Study: Telstra launches eLaunceston There are many ways to publicly launch a company, product or service. Whether you put on a big show or settle for a straight media briefing, the following Pr materials are a must-have in your arsenal: Event Invitation Media Releases Speeches Like other high-profile organizations, Telstra, Australia’s premier telecommunications carrier, is involved in a number of ‘good corporate citizen’ projects. One involved the launch of one of the country’s first ecommunities in 1999 in the island state of Tasmania. This was supposed to be a relatively low-key affair, which is reflected in the small number of PR materials required. But, this still gives you a good indication of how to develop base materials for any media event. The one-page media invitation overleaf was issued a week before the event: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 267 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell MEDIA INVITATION: with their area. DATE: TIME: RSVP: Launch of eLaunceston One of Australia’s most comprehensive Internet regional portals will be launched in Launceston. The project, known as eLaunceston, is part of a three-year trial conducted by Telstra Research Laboratories in conjunction with the Local and State Governments and the people of Launceston. The eLaunceston Internet site will feature a variety of community information and a range of free online facilities to encourage local people to communicate The Launceston regional portal – one of a handful in existence in the world – will be officially opened by Christopher Rowles, General Manager, Online & Media, Telstra Research Laboratories; with the Tasmanian Minister for Primary Industries, Water and the Environment, David Llewellyn; and the Launceston Mayor, John Lees. The event will later be opened to the public from 2pm to 6pm to trial the regional portal and surf the Internet. You are invited to attend this event where there will be opportunities for interviews and photos. Thursday, 14 October 1:00 – 2:00 Arrival 10:30 am Speeches 11:00 – 11:30 Photos 11:30 – 12:00 Interviews LOCATION: Launceston Online Access Center 1 Civic Square (Launceston Library) Launceston Monday, 11 October Michael Meanwell Marketzing Tel: (03) 9877 9303 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 268 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell As you can see, the invitation is short and sweet – the way invitations should be. It gives some information about the event, without telling the whole story (otherwise what’s the point in attending). In addition to the media, Telstra also wanted to inform the general public about the event. To achieve this, the press release, overleaf, was issued two weeks prior to wire services and local and state press in Tasmania: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 269 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell eLaunceston Internet community to be unveiled to the world Australia’s most comprehensive Internet regional portal will be launched in Launceston on 14 October. The project, known as eLaunceston, is part of a three-year trial conducted by Telstra Research Laboratories in conjunction with Government and community organizations, local businesses and residents. The official event will be open from 2pm to 6pm to the public to use the portal. eLaunceston will feature a variety of community information, including a calendar of special events; local news and sport headlines; daily weather forecasts; and access to search engines for seeking other information on the World Wide Web. Local businesses and residents are invited to register for ongoing access to the portal at the launch or via the eLaunceston web site. The portal will offer a range of free online services, such as email, live chat and discussion groups as well as basic templates for individuals to develop their own homepage. In addition, users will also be able to access a directory of hyperlinks to local business and community web sites. “eLaunceston aims to be the premier web site to visit for anyone wishing to know anything about Launceston with links to almost every organization online in the area,” said Christopher Rowles, General Manager, Online & Media, Telstra Research Laboratories. “This initiative will help put the region on the global map. Launceston will join a small group of innovative online communities around the globe that are realizing the benefits of grass roots communication on the Net,” he added. Australia’s first Internet research trial, the project involves the study of 200 Launceston households and 20 small businesses to gather valuable information on factors that motivate Internet usage. The eLaunceston regional portal will be opened by Christopher Rowles, General Manager, Online & Media, Telstra Research Laboratories; with the Tasmanian Minister for Primary Industries, Water and the Environment, David Llewellyn; and the Launceston Mayor, John Lees. The official launch will be held at 10:30am on Thursday, 14 October at the Launceston Online Access Center (Launceston Library), 1 Civic Square, Launceston. For more information on the eLaunceston regional portal, call 1800 649 296 or visit the web site at http://www.elaunceston.com. RELEASE ENDS Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 270 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell The following news release and backgrounder were issued on the day of the event to attending media and syndicated to state and national press PTO that did not attend.: Telstra places Launceston on the World Wide Web map Today, Launceston became the latest member of an exclusive club on the Internet – e-communities – online community networks that bring together local residents and businesses over the Internet. The initiative, known as eLaunceston, is part of a three-year research project conducted by Telstra Research Laboratories (TRL) to understand new social and technical trends that influence the way people communicate. The research is primarily based on the development of a regional portal, which provides Launcestoners with access to a variety of community information, hyperlinks and resources from the one web site. The eLaunceston regional portal, developed in consultation with community organizations, local businesses and residents, was officially opened today at the Launceston Online Access Center (Launceston Library). Christopher Rowles, General Manager of TRL’s Online & Media, said the project would position Launceston as a leading electronic community in Australia and the world. “This is an ambitious project – it is also Australia’s first Internet research trial. We are examining the way people interact in an electronic marketplace. This pilot will provide valuable information for Telstra, as we build the next generation of the Internet landscape over the next few years,” Mr Rowles explained. Speaking at the launch, the Tasmanian Minister for Primary Industries, Water and the Environment, David Llewellyn, said Tasmania would be remembered for playing a pivotal role in the dawning of the new era of online community networks. “eLaunceston perfectly complements Tasmania’s environmental stance. The Internet is a clean industry that neither harms nor destroys natural resources. It is also the world’s fastest growing industry. This means the region and, in deed, the state could become not only a test case but also an innovator in this brave new online world,” Mr Llewellyn said. Launceston Mayor, John Lees said that the City as well as local businesses and residents were fully committed to the project. “We are proud to be associated with Telstra. With the launch of eLaunceston, the City of Launceston joins a handful of regional e-communities around the world which are benefiting from a synergistic online network and streamlined communications. “eLaunceston expects be the premier web site to visit for anyone wishing to know Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 271 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell anything about Launceston with links to almost every organization online in the area,” Mr Lees added. eLaunceston features a variety of community information, including a calendar of special events; local news and sport headlines; daily weather forecasts; and access to search engines for seeking other information on the World Wide Web. It offers a range of free online services, such as email, live chat and discussion groups as well as basic templates for individuals to develop their own homepage. In addition, users are able to access a directory of hyperlinks to local business and community web sites. Following the official launch today, Launceston businesses and residents attended a public opening of the Internet portal and were able to test the facility and register for free ongoing access. Mr Rowles said that eLaunceston offered a win-win for all members of the community. “For organizations, eLaunceston provides another ‘doorway’ into their existing web site and electronic business services. It also provides the local IT industry with the potential to use eLaunceston as a place to test new Internet-based products and services. “It is ideally suited to a variety of consumers. These include people who don’t currently use the Internet and users who want local information at their fingertips or wish to trial emerging technology,” he explained. “If a Launceston business’ customers are online, they can now find that business simply by visiting the eLaunceston site. Likewise, if consumers want the latest information on what’s happening in the area, eLaunceston has the answer,” Mr Rowles observed. The portal includes a directory of hyperlinks to online resources covering a wide spectrum of interests from arts and entertainment, education and training, recreation and sport to businesses and services, people and places as well as health, tourism and community information. The portal also has reciprocal links to a number of Internet Service Providers in Launceston. The eLaunceston regional portal is a free service to content providers and users for the duration of the three-year eLaunceston research project. There is no fee for providing a link from the portal to a web site, nor any fee for use of the communication services available. “It will be necessary for members of the Launceston community to register for access to the email and other services. This is to ensure that there is a true local community feel to the interaction that takes place via these services. Any local person who registers will become a ‘member’ of eLaunceston ,” Mr Rowles said. For more information on the eLaunceston regional portal or to register, call 1800 649 296 or visit the web site at http://www.elaunceston.com. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 272 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Background: eLaunceston regional portal Portals are web sites that combine information and services that are useful or desirable to users. The eLaunceston regional portal, focused on information and services for the Launceston community, provides an ideal environment in which to explore the influence of local web-based information services on Internet usage. eLaunceston is testament to the catchphrase ‘think globally, act locally’ – it will provide a focal point for important, local information. It will also bring local people together by stimulating online communications, discussions and later online shopping, banking and other electronic services. The key feature of the eLaunceston project is its approach. The project is based on significant consultation and collaboration with the Launceston community. Following eLaunceston’s announcement in May, Telstra Research Laboratories conducted a series of consultative forums to establish criteria for the information and design of the portal and later testing of the prototype. Residents and businesses contributed valuable information on what the local community might want from the eLaunceston site. The local IT industry, including ISPs, have also played a role in determining the direction of the project, with technology providers offering feedback, expertise and support. Following today’s launch, a Portal Consultative Group of interested members of the community will be established. They will meet online and face-toface at regular intervals throughout the duration of the project to identify improvements and potential new features. So far, more than 150 households and 30 small to medium businesses in manufacturing, retail, health and consulting services have joined the eLaunceston Research Reference Group. They are assisting us in researching Internet uptake and usage in the region as well as determining what the community wants from the Internet. In addition, more than 70 businesses and community organizations have provided reciprocal links to the portal site. A number of local organizations have also contributed resources to the ongoing development of eLaunceston, including the Launceston City Council, University of Tasmania and the Tasmanian Electronic Commerce Center. RELEASE ENDS Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 273 of 380 Speeches ‘The Enterprising Writer’ © 2000-01 Michael Meanwell pants. Case Study: Two ways to get the Telstra message across There are various ways to write a speech. While speeches vary in length, depending on the occasion, media announcements tend to be rather short, as was the case with the eLaunceston launch. There are two basic formats you can take – full speeches to be read verbatim, and speech notes for those who prefer to fly by the seat of their On the day of the launch, we had three guest speakers. The first was Chris Rowles from Telstra’s management. His role was to officially launch the new e-community and to broad-brush the highlights of its three-year development as well as what people could expect in the future. The following is the short but full speech I prepared for him (overleaf): Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 274 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell UNDERSTANDING YOUR NEEDS Thank you and welcome to the launch of eLaunceston. This is an exciting time for Telstra Research Laboratories and, may I say, for the people of Launceston. It represents the culmination of two years of research, development and consultation with the community at large as well as many local businesses and residents in particular. It also represents another part of Telstra’s ‘big picture’ – our evolution into what Managing Director Ziggy Switkowski calls “a next-century leader in multimedia communications”. We are committed to evolving into a high-tech, multimedia provider. The Internet will continue to be a key area in which we will invest heavily, from developing the latest enabling technologies to producing quality content. Both of which are integral to the eLaunceston regional portal project. An integral part of our corporate philosophy is to understand and act on our customers’ requirements. That’s why we are investing a further three years in studying the needs of the people of Launceston. So that we can continue to meet the public’s demand with this groundbreaking regional portal that provides streamlined information, facilitates better communication and engenders true community spirit over the Internet THE INTERNET – A PART OF LIFE For some, the Internet is still a mystery, but for most people today, it’s more than a fascination – it’s a way of life. The Internet reminds me of a beige box that the world fell in love with just 15 years ago – the personal computer. Today, the PC has become an indispensable tool in our business and personal lives. In less than a decade, the fax machine has also reached this status as well as the mobile phone. We can’t imagine life without them – and for many people, the same applies to the Internet. In just a few short years, the Internet has opened our eyes to a new electronic world of information, shopping, banking and, more importantly, communication. The Web offers a whole new marketplace for companies to attract customers to their products and services. And residents are using the Net for education, telecommuting, entertainment and to stay in touch. Just like the humble PC, fax and mobile phone – the new breed of regional portals, like eLaunceston, may change the way we communicate forever. PTO Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 275 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell And Telstra sees that as a plus. We see eLaunceston offering the community a simple and safe haven for communication, information and commerce. ELAUNCESTON NUTS & BOLTS One of the first concerns people have when they surf the Net is the enormity of cyberspace. You can spend hours bouncing from one web site to the next, before you find information which should otherwise be at your fingertips. So how does a regional portal change all that? The regional portal acts like a focal point for information and resources of interest to its users. In our case, the eLaunceston regional portal aims to be an online Mecca for all things Launceston – from what’s happening locally in the news, weather and future events, to who’s who on the Internet, accessible via hyperlinks to local web sites. But that’s not the whole story. eLaunceston will provide communication and commerce services that are relevant to the community. It will also provide Telstra Research Laboratories with valuable information that is necessary for us to continue to meet industry demands and customer needs. WHO IS TRL? So, who is Telstra Research Laboratories? TRL is one of Australia’s largest industrial R&D organizations with more than 75 years of experience, expertise and dedication to Australian innovation. Today, we play a pre-eminent role in information technology and telecommunications research in the Asia Pacific region. Today, eLaunceston is one of our most ambitious projects to date. That’s because it’s not a typical R&D project, but an interactive pilot that will enable us to better understand the factors that motivate people to use, and continue using the Internet. eLaunceston is testament to the catchphrase ‘think globally, act locally’. It will provide a focal point for important, local information. It will also bring local people together by stimulating online communications, discussions and later online shopping, banking and other electronic services. ELAUNCESTON BENEFITS The eLaunceston regional portal is both entertaining and informative. PTO Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 276 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell It will appeal to both existing users of the Internet as well as first-timers. There are a whole suite of free online services to get people up and running from day one. You can email friends, colleagues and family. You can participate in live chat sessions or discussion groups. And you can also develop your own homepage with eLaunceston’s easy-to-use web page templates. We’ll even host the homepage for you. In addition, people can also check out links to local business and community organizations on the Net and discover other information using its search engines. Our aim is to make this the premier web site to visit for anyone wishing to know anything about Launceston with links to almost every local organization online. We’ve got a way to go, but already we’ve been overwhelmed with support from the community. And we’re sure that in time, you will be overwhelmed by the information available online about your city. And the beauty is that all of this is available to anyone – anywhere – who is hooked into the World Wide Web. It’s not hard to imagine the level of tourism Launceston is likely to attract with this new global presence. We expect that the eLaunceston initiative will help put Launceston on the global map. Because today, Launceston joins a small group of innovative online communities around the globe. We also expect the regional portal will position Launceston as a leading electronic community in Australia. This project is not only significant for Tasmania, it is vital for the whole of Australia’s online development. eLaunceston is the nation’s first Internet research trial. We are examining the way people interact in an electronic marketplace, so that we build the next generation Internet landscape over the next few years. WIN-WIN FOR EVERYONE And the good news is that everyone wins. For organizations, eLaunceston provides another ‘doorway’ into their existing web site and electronic business services. It also provides the local IT industry with the potential to use the portal as a place to test new Internet-based products and services. For consumers, it offers instant information about a wide range of local issues and areas of interest. It also offers people choices. Those who don’t currently use the Internet, can now experiment with a new information resource. Old Internet hands can also benefit from gaining faster access to local information and also roadtesting emerging technology. Put simply: If a Launceston business’ customers are online, they can now find that business by visiting the eLaunceston site. Likewise, if consumers want the PTO Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 277 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell latest information on what’s happening in the area, eLaunceston has it at their fingertips. CONSULTATION The key to our success of this project so far, and our progress in the future, is close consultation with the Launceston community. We have been fortunate to have Launceston’s complete support since day one. Even though this is the first official day in the life of eLaunceston, it has been in Telstra’s life for more than two years. In July 1998, TRL began work to develop the concept. In December 1998 Launceston was chosen to be the site of the project. and we’ve been working with the community to refine the regional portal project ever since. The strategic alliance between Telstra and the Tasmanian State Government ensured that Tasmania was an excellent location. In particular, the Tasmanian Community Network process has energized the community around information technology. So why Launceston? To begin with, you have an innovative city council, headed by John Lees. The Launceston Council is open to new ideas and it has been proactive in its support of this project. We have had their full co-operation and assistance every step of the way. Secondly, Launceston is large enough to provide the project with demographic diversity, but not so large that the project will be overwhelmed by other activities. And thirdly, Telstra has a strong local presence in Launceston. We also have a solid commitment to the technology development of the region and Tasmania as a whole. CISCO NETWORKING ACADEMY Our commitment to Tasmania is multi-faceted. In February this year, we announced our involvement with another technology provider, Cisco Systems, in developing its Cisco Networking Academy – an education program designed to provide a range of IT skills for tomorrow’s workforce. Telstra and Cisco have been working very closely together over the last eight months with the Tasmanian Government and Education sector to encourage students in Year 11 and 12 to take advantage of this excellent skills program. Telstra has added value to the Academy with our own Schools_2_NetWorking initiative – a work experience pilot program which we launched in Tasmania last year, and have since implemented throughout Australia. PTO Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 278 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell This is just one more example of the good work we are doing in this state. This program, like eLaunceston, was a pilot which started in Tasmania and now flourishes around the country. We hope to see similar results with this regional portal. LAUNCESTON BROADBAND PROGRAM Another area where Telstra is helping change the communications landscape is the Launceston Broadband project. This is a joint Telstra-Federal Government initiative, which will see the progressive rollout of high-speed digital access for several thousand homes and businesses in Launceston. It will also involve the establishment of a Telstra Multimedia Development Laboratory which will provide commercial support for new Internet-based services and jobs for 25 people. Essentially, the laboratory will provide $5 million funding and support for hightech businesses in the region. That means opportunities for local technology providers to benefit from high-tech industry development as well as product development support and training. LOCAL EMPLOYMENT And what’s the by-product of all of these initiatives? Employment. Our programs create jobs by skilling people, and our new services also employ Tasmanians so that they can help Tasmania progress. Another example of this is Telstra’s National Service Assurance Center, which we opened in Hobart earlier this year. This is a fault reporting system, which greatly improves our communications service to the state. It also employs more than 200 Tasmanians. SKILLS SHORTAGE These kinds of initiatives are vital for the continuation of not only Tasmania’s but the whole of Australia’s evolvement as an online economy. Right now, Australia is in dire need of thousands more IT professionals – and that’s just to cope with current demand, not future demand which is expected to rise at around nine per cent per annum over the next five years. A survey conducted in August highlighted Australia’s skills crisis in the information technology and telecommunications industry. The survey found that employers will be looking for more than 30,000 people in the current financial year, and that most businesses are already having difficulty finding the skilled people they need. PTO Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 279 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Not surprisingly, the skills in greatest demand include those required to drive the Internet into the next century. Interestingly, we hope that Launceston will play a role in fuelling that drive, as other regions follow your lead and benefit from an online e-community, like eLaunceston. So, we hope that the work Telstra is doing in skilling young Tasmanians while at the same time, developing local, leading edge technology complements the next Internet wave – something all Australians will be proud of. ELECTRONIC MARKETPLACE In closing, let me remind you that the phone is now no longer the only means for finding out about local and council services. People are now curious to experiment with online delivery of information, shopping, banking and other services. After spending a century ensuring that most Australians have access to a phone, Telstra is now mapping out plans for what the electronic marketplace might look like in the next few years. The eLaunceston trial will give Telstra the knowledge and the impetus to fulfil our promise of delivering communications solutions and technology products and services that meet their needs and exceed their expectations. Today, Launceston is making history with the launch of eLaunceston. It represents the first Internet research trial in Australia. It also represents the most ambitious regional portal ever developed in this country. TELSTRA – SERVING AUSTRALIA For Telstra, it’s all part of being 100 per cent Australian. We look after our own. And today we are helping Launceston look after its own, by building this innovative facility. MAKING LIFE EASIER Remember, eLaunceston is your regional portal. It will evolve in close consultation with your community, your local businesses and your residents – all so that Telstra can continue to serve you best. Like everything we do, eLaunceston has been designed to make life easier for you. Thank you . . . Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell The next speaker was David Llewellyn, the then State Minister for Primary Industries, Water & the Environment. David only wanted speech points because he enjoyed ad-libbing, so I put together the following for him: • • • • • • • • • Thank you, Chris, for sharing Telstra’s vision of eLaunceston. The Tasmanian State Government is in deed fortunate to have Telstra as a partner in our development. The success of any project depends on the co-operation of the parties, and that seems to be the linchpin in the success of eLaunceston. Just as the initiative is designed to bring the community together, the project has also rallied enormous support within the community. Community organizations, small businesses and hundreds of residents have joined forces to provide eLaunceston with honest input, participation and expertise. It’s vital, not only for Launceston, but for the whole of Tasmania, that we get behind this initiative. It is part of a brave new online world. It is part of our future. Launceston is an ideal location for Telstra’s initiative. It has a reputation for innovation and leadership. It also has the right attitude of developing solutions that are good for the city, the region, the state and beyond. The important thing to remember about eLaunceston is that it is transferable. Other cities and other communities around Australia will be able to take advantage of the innovations made here, making us a more competitive and creative country. History is in the making today. Tasmania will be remembered for playing a pivotal role in the dawning of the new era of online community networks. eLaunceston perfectly complements Tasmania’s environmental stance. The Internet is a clean industry that neither harms nor destroys natural resources. It is also the world’s fastest growing industry. This means the region and, in deed, the state could become a test case as well as an innovator in this burgeoning industry. The State of Tasmania benefits from a strategic alliance with Telstra. As Chris outlined, this has seen the development of many initiatives this year alone. eLaunceston offers the city and the state a bright future. Individuals will benefit from smarter communications; businesses will benefit from more cost effective services and Australia will ultimately benefit from asserting itself as the creative country in information technology. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 280 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell The final speaker on the day was the then Launceston Mayer, John Lees, who also was content to present from speech notes: • • • • • • • • eLaunceston will be a name synonymous with other well known Community Networks around the world, like Virtual Moreland, Peninsula Community Network, MyManchester, Blacksburg Electronic Village and The Gull Lake. Each is benefiting from a synergistic online network and streamlined communications. The key feature of the eLaunceston project is its approach. The project is based on significant consultation and collaboration with the Launceston community. Series of consultative forums (established criteria for the information and design of the portal and later testing of the prototype. Residents and businesses contributed valuable information on what the local community might want from the eLaunceston site. The local IT industry, including ISPs, have also played a role in determining the direction of the project, with technology providers offering feedback, expertise and support). Following today’s launch, a Portal Consultative Group of interested members of the community will be established. They will meet online and face-toface at regular intervals throughout the duration of the project to identify improvements and potential new features. Currently, more than 150 households and 30 small to medium businesses in manufacturing, retail, health and consulting services have joined the eLaunceston Research Reference Group. They are assisting the initiative in researching Internet uptake and usage in the region as well as determining what the community wants from the Internet. In addition, more than 70 businesses and community organizations have provided reciprocal links to the portal site. eLaunceston comprises three stages in its development: – Stage One – the development of the Launceston Portal since the May announcement. – Stage Two – create an e-community (currently refining the functionality that helps users communicate). – Stage Three – creating an environment for business (this future project will focus on developing e-business applications to assist organizations in conducting business faster and smarter). Goals of the portal (benefits to Launceston business, residents and community at large). Achievements to date (focus groups, design workshops, ongoing discussions with the local IT industry) PTO Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 281 of 380 Page 282 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • Why the Kings Meadows area (a sample of the population, comprising Internet users and non-users, is now known as our Research Reference Group) • How can a local community member participate (Internet access, surveys and interviews) Timeline of events (achievements since May announcement ) • • Feedback from the activities (community support, meeting the needs of different users) • On behalf of the eLaunceston team, I’d like to thank each and everyone involved with this project. I’d like to especially thank the many organizations which make up the Local project Management Team ... (suggest listing them individually including their contribution: e.g. “I’d like to thank The Examiner newspaper for providing the latest daily news and sports headlines . . .” As you can see, the substance of each speech complements the preceding presentation, providing the audience with a strong and complete picture of the activity and how it will benefit them. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 283 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Case Study: Telstra editorial features get noticed One way to ensure that what you write makes it into print is to target specific publications rather than syndicate to the masses. Taking the ‘rifle’ approach rather than the conventional ‘shotgun’ approach with PR stories can win friends in the media and also gain quality coverage for your clients. Where appropriate, I take both approaches for my clients. Here’s an example of the ‘rifle’ approach I took when I began promoting Telstra’s ConferLink conferencing services. The campaign began with the issue of a media kit comprising a news release regarding the cost of meetings (based on a survey conducted by a meetings expert) as well as background stories on ConferLink’s solutions and customer testimonials. This won the client widespread coverage in a broad range of media, from national and state newspapers to industry and business magazines. Once I had re-established a profile for the division, it was the ideal time to narrow the focus for more in-depth publicity. One of the targets was a business publication produced by the Australian Marketing Institute for its members and the general business community. The following three stories, overleaf, ran verbatim in the publication: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 284 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Meetings . . . 24 billion reasons to make them more efficient Whatever your industry and whatever style of meeting you are conducting, every manager should ask three simple questions before they begin, according to an Australian authority on the effectiveness of meetings. What outcomes do you want to achieve from the meeting? What is the best media to achieve these outcomes? How much is the meeting costing the organization? Few managers ask these questions and even fewer know the answers, says Terry Robbins-Jones, who heads the University of SA’s School of Accounting & Information Systems, and where a team has been studying the dynamics and productivity of meetings for the past seven years. He says that face-to-face meetings are the single most expensive activity in most organizations, and are estimated to be costing the country $24 billion1 annually or the equivalent of more than four per cent of our gross domestic product (GDP). In addition, roughly the same amount of time is spent on collaborative work between two or more people via phone, fax or other electronic means. “The great irony is that there are no practical guidelines in place in the vast majority of companies for lifting productivity or reducing the cost of meetings,” said Mr Robbins-Jones. Mr Robbins-Jones’ team developed a model, which places all meetings into various categories and defines the obstacles, successes and outcomes of meetings to gauge their effectiveness. “Corporate Australia faces the same ‘meetings dilemma’ that most other western nations face. Meetings consume the lion’s share of a typical manager’s working week (37 per cent2), with active executives participating in around 60 meetings each month,” Mr Robbins-Jones said. “To compound the problem, up to one third of the time spent in these meetings is considered unproductive, and anything from a third to half of all meeting time is lost in idle or irrelevant activity.” Telstra has also been researching the issue and, based on feedback from major corporate and government organizations that have implemented its meeting solutions, indicates that the cost of meetings extends well beyond the bottom line. Telstra’s General Manager for Multimedia Conferencing Services, Russell Stuart, said there were both ‘hard’ costs and the ‘soft’ costs to consider when assessing the impact of meetings. He said the hard costs included intrastate, interstate or overseas travel, accommodation and meals. Soft costs, which generally do not show up on a monthly budget or balance sheet, include lost productivity, office downtime due to travel and arranging of meetings. Another soft cost rarely considered is the general well-being of travelling employees which often affects long-term productivity and longevity. “Each year, time comes at an even higher premium to the decision maker, and each PTO Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 285 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell year the demand for their time in meetings increases. They are expected to achieve more outcomes with ever-decreasing windows of time and amounts of time,” Mr Stuart said. “The simple answer is to hold less frequent or shorter meetings. The reality is that managers need to meet frequently to keep abreast of industry and company changes as well as to collaborate with their colleagues. “The smart answer is to conduct smart meetings. That is, using technology to make meetings more cost effective and time efficient,” he explained. Mr Robbins-Jones agrees, saying that electronic meetings could slash the time wasted in many face-to-face meetings by 50 to 90 per cent. “Meeting via phone, video or Internet conferencing are now mature communications tools. Each has been in existence for a number of years and the uptake by government and corporate organizations is on the rise,” he said. “Just as the PC and the Internet have transformed the way we perform tasks, teleconferencing is slowly changing the culture of the workplace. We are seeing the same trend occur within forward-thinking organizations that have coupled these technologies,” added Mr Stuart. He said that Telstra’s suite of meeting solutions dramatically reduced the cost of meetings and lifted the level of productivity. “Telstra introduced the first in its ConferLink® suite of products in 1989. Since then, we have seen a rapid uptake of our teleconferencing, videoconferencing and, now, Internet conferencing solutions. These meeting solutions have been embraced by leading organizations in virtually every industry in Australia,” Mr Stuart said. “More and more Australian companies are reaping the benefits of improved employee creativity, team productivity and corporate longevity. Their accountants are also pleased with the fact that conference calls cost up to seven times less than in-person meetings. “While conferencing will not replace all meetings, it can make a significant contribution to regular staff briefings, updates and collaborations. Conferencing can also allow professionals to make more timely decisions by holding ‘virtual meetings’ more frequently without adversely affecting their busy schedule,” Mr Stuart explained. “A major contribution to Australia becoming the ‘creative’ or the ‘can do’ country could be the more cost effective use of time in meetings,” Mr Robbins-Jones added. References: 1 ‘Development of a model for Collaborative Work’ report conducted by the University of South Australia, July 1999 US National Statistics Council 2 RELEASE ENDS Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Estimate of Labor Costs of Meetings in Australia The School of Accounting & Information Systems at the University of South Australia constructed the following estimate. The figures below provide a minimum estimate for the salary-related costs of managerial and professional time spent in meetings of three or more people. Given the figures below and, bearing in mind that agriculture is excluded, it seems that an estimate of the annual cost of meetings in Australia would be at least $24 billion per annum. $1,756 $2,407 $611 $1,022 $24,172M Industry Cost ($M) Mining $250 Manufacturing $3,376 Electricity, Gas, Water Supply $194 Construction $1,798 Wholesale Trade $1,502 Retail Trade $3,749 Accommodation, Cafés, Restaurants $1,215 Transport and Storage $1,185 Communications Services $447 Finance and Insurance $940 Property and Business Services $2,694 Government, Administration and Defense $1,025 Education Health and Community Services Cultural and Recreational Services Personal and Other Services ALL INDUSTRIES * * Excludes Agriculture Source of data: Data provided by the Australian Bureau of Statistics, 1996 Census. Calculation: The proportion of oncosts for employees has been calculated by taking an average of the oncost per employee reported by industry groups as a percentage of the reported average salary in that industry (28%). The oncost of 28% of the reported average salary for the occupation was added to the reported salary for that occupation to get the average costs to an organization of that occupation per employee. This was converted to a yearly figure. The proportions of employees in occupations were also used to determine the proportion of managers, administrators and professionals. These represent 25% of the workforce. The number of employees in each industry was calculated based on reported number of employees per industry. The cost of that proportion was then calculated using the number of employees in each industry and average cost per employee. Taking into account the variation in time spent in meetings of 3 or more by professionals, managers and most senior managers an estimate of 20% working time seems plausible. RELEASE ENDS Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 286 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • • • • • • • • Page 287 of 380 Checklist for Meeting Success Start (and finish) on time. Don’t wait for late arrivals. If possible, keep meetings to less than two hours. Prepare and distribute an agenda prior to meeting. Include all items for review as well as the desired outcome of the meeting and gain consensus from all participants. Keep members to a minimum. If possible, invite no more than 10, and only those who are necessary to achieve the stated outcome. Discourage conversations within the meeting. Only allow one person to speak at one time. Discuss only agenda topics. Don’t allow anyone to digress from the agenda. Handle side issues after the meeting. Make sure you have all the facts. Don’t meet until you have all the information to make decisions. Keep accurate minutes. Record what techniques and ideas work and don’t work for future review. Ensure all decision makers and influencers are in attendance. If important people cannot be physically present at the meeting they should be linked in by video or teleconference. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 288 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell relevant today. Case Study: Kodak gains valuable air time Kodak’s DC 20 digital camera, the world’s first digital camera for the consumer market. Released in 1996, the technology has come a long way in just a few years, but the PR strategy employed to launch this revolutionary model is still Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 289 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell When you’ve got a hot consumer product, you shouldn’t limit yourself to conventional PR. No, I’m not talking about working with the news media, I’m talking about working with the mainstream media. That’s the approach I took with Kodak Australasia when it launched the world’s first consumer digital camera in 1996. Because the digital camera is a consumer product, there’s a lot more scope for promotion within the media. In addition to targeting the traditional markets of photography, general interest, business and general news, I also looked at the variety of general interest and consumer publications as well as high-rating TV and radio programs. Rather than just making news with these, I promoted the products directly on the shows and in the press, via competitions and giveaways. It’s a common practice today. Think about all of the game shows and other competitions out there. The prizes are generally provided free of charge in return for free publicity. But, keep in mind that it can take weeks or even months to put the necessary steps in place, especially when you’re dealing with magazines that may have a two month or more lead time. Likewise, with some of the most popular TV and radio shows, it can take some time to gain product placement. Fortunately for me, the media was just as excited about the revolutionary new camera as the general public. There were few programs or publications that didn’t want to promote it, and each worked in with the stringent deadline. My approach was simple. I targeted top-rating shows and publications which complemented the demographic audience that Kodak had identified. I rang each of them and carefully explained this new concept in photography (remember, in ‘those days’, digital cameras were not available to the general public). Once I gauged their interest, I invited each of them to a personal demonstration with a representative from Kodak. He would take a picture (usually of me) and then display it instantly on the computer screen. Then, he’d distort the image with the special software that was bundled with the package. Seeing my head grow horns, a protruded chin and narrow eyes didn’t do much for my self image but it always sold the media on the fun aspect of this promotion. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 290 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell It wasn’t long before we had secured the biggest and magazines and TV and radio shows nationally and in the major cities of Melbourne and Sydney. These included well-known TV game shows like Sale of the Century, The Price Is Right and Wheel of Fortune. One program alone promoted the camera for five prime-time nights in a row, with each slot worth the equivalent of more than $12,000. The promotion cost Kodak just a fraction of this, but best of all, it was considered more credible than conventional advertising. In addition to the product promotions, we also arranged more conventional PR. Rather than simply inviting media to a press conference, again, we targeted specific publications and arranged one-on-one interviews and demonstrations. We also offered pre-launch product for review purposes. This gave journalists enough time to evaluate the product so that their stories could coincide with the official launch. It was a far more costly affair than simply holding a press conference and, in some ways, a more risky approach by lending pre-release product to the media. But the approach paid off with a larger percentage of positive press than either Kodak or I expected. It’s far easier to secure good publicity opportunities when you’re working with a well-known company which has a great product. But there are other opportunities available with trade publications and specialist TV and radio shows when publicising lesser-known or niche products. Like everything in PR, it pays to keep your eyes open as well as your mind. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 291 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Case Study: Kenworth Trucks keep moving with the media There are a wide range of media releases you can produce for clients. And, in addition to issuing them to well-known publications, there are a plethora of trade and specialist publications which are eager to hear from you. Kenworth Trucks, which is part of the worldwide Paccar Inc, has gained the bulk of its publicity not from the mainstream press but from trade and niche media. Some companies consider these publications as poor cousins to metropolitan newspapers and premier business press. But, before you make that judgement, it’s important to consider your client’s target audience. In Kenworth’s case, its target audiences are avid readers of the plethora of trucking press available. So it makes good sense to focus on these publications. We also target transport features and truck columns in the metropolitan media. In addition, we regularly send releases to regional newspapers throughout the country. As a general rule, trade media accept a wider range of PR stories and in greater depth. The following is a small selection of the types of PR stories I’ve produced for Kenworth. Overleaf is one of many customer testimonials and case studies I have produced for Kenworth. As we’ve discussed, these can be a credible form of PR for a client. Case studies are widely used, particularly in trade media. The key, of course, is to make them as newsworthy as possible. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 292 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell The bottom line isn’t always the bottom line for Findlay Getting the lowest price in trucking isn’t always the most cost effective way of doing business, according to leading bulk dry freight hauler, Findlay Bulk Services. Established 25 years ago, the company transports a variety of protein meals, grains and coal throughout south east Queensland and northern NSW. But it’s not just well known on the highways of New England and the Darling Downs, it’s also well regarded in the business sector. Findlay Bulk Services has been recognized with a plethora of awards for corporate achievement, including back-to-back Telstra/Queensland Government Small Business Regional Awards, the Global NATRoad National Excellence Awards and state and national training awards. Managing Director Neil Findlay puts his company’s ongoing success down to a combination of strong customer focus, service and reliability. “Our business is shipping products that are both time sensitive and weight sensitive. To remain competitive, we need to be reliable, and that means we need reliable tools of our trade – our trucks. And that’s why we’ve stuck with Kenworth over the years,” he said. Neil says that one of the cornerstones of his company’s viability has been the philosophy of rationalizing his supplier base, so that they use one brand of brakes, chassis, engines and axles. “It doesn’t pay long-term to mix and match. That’s one reason why we have standardized on Kenworth Trucks, but it’s not the only reason,” he said. “Kenworth trucks are built in Australia, and that’s important to us, not just from a patriotic viewpoint, but from a performance and maintenance viewpoint. They are built for Australian conditions, so we know they’ll go the distance, year after year,” he explained. Findlay Bulk Services’ mechanics have preferred Kenworths since their first new prime mover was purchased in 1974, simply because the Australian-designed trucks are built with ease of service and maintenance in mind, and consequently spend less time off the road. The company, which over the years has purchased 40 new Kenworths and today runs an exclusively Kenworth fleet of 25 trucks, has used other US and European models in the past. Neil says they do not compare to Kenworth, especially in terms of robustness, reliability and overall longevity. “Kenworths generally cost a bit more. But that extra investment is well and truly returned over the life of the truck through less wear and tear on the drivers, better reliability and performance on the road and less downtime. That’s critical with time-sensitive freight, like grains. PTO Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 293 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell “Another advantage Kenworth has over the competition is tare weight. They’re generally pretty light, which means we can transport more freight – and that’s also a major benefit with the weight-sensitive products we haul,” he observed. Findlay Bulk Services’ trucks travel an average of 200,000 km a year throughout eastern Australia. The company has just committed to a further seven T604s fitted with B-Double configurations, which they will take possession of from January 2000. Kenworth trucks are designed and manufactured in Australia to meet the world’s toughest applications. Kenworth, a division of PACCAR Australia, is the market leader in heavy duty trucks in Australia. Its trucks are also exported to Papua New Guinea and New Zealand. PACCAR Inc is a worldwide manufacturer of heavy and medium duty trucks under the Kenworth, Peterbilt, DAF, Leyland and Foden nameplates. It also provides financial services and distributes truck parts related to its principal business. RELEASE ENDS initiative: The following release overleaf portrays Kenworth as a good corporate citizen, which the company is, by supporting yet another worthy industry Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 294 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Kenworth backs program to improve forestry operations The Kenworth/Dealer Industry Fund has committed $10,000 for an initial 12- month period to the Forestry Technology Program (FTP) which is run under the auspices of the Australian Logging Council. The aim of this program will be to reduce the operational impact of logging and wood stockpiles, while helping reduce the costs to operators and end users further down the line. The program is jointly administered by Melbourne University’s Institute of Food and Land Resources, CSIRO, the Australian Logging Council and the Australian National University. Funds will be used to improve industry skills and technology involved in harvesting, transport, forest establishment and cultivation, road construction and maintenance, which account for 60-80 per cent of the cost of wood and are the main source of community concern over forestry. Kenworth’s General Marketing and Sales Manager, Joe Rizzo, says Kenworth is committed not only to its customers’ business but also to protecting the environment. “The Forestry Technology Program affects one of our most important markets, which is also a major contributor to the Australian economy. It’s important for us to support an initiative that improves our customers’ productivity and reduces operational costs while safeguarding the environment and reducing the price of wood products,” he said. FTP Director, Bill Kerruish, says it is vital that key industry organizations are involved in the program to ensure its research remains relevant. “FTP is a progressive and responsible approach to addressing cost and environmental issues that have so strongly impacted on this industry. “Much of our research concerns transport with the focus on improving road networks and fleet movement. This will lead to a more accurate definition of truck specifications, better fleet management as well as improved road systems,” he explained. Mr Kerruish said satellite-based global positioning (GPS) technology was being used to track logging equipment in space and time, for the study of operational impacts and productivity. He said this approach may soon be applied to trucking and road network management. “One of our latest projects is the development of a road network model for the East Gippsland region of Victoria. The model, which will be linked to a Geographical Information System (GIS), will provide both road information and estimated truck travel time to provide a basis for future planning,” he added. PTO Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 295 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Kenworth is the first truck manufacturer to support the program. Other major sponsors include fuel, logging equipment and logging associations. Established in 1994, the Kenworth and Dealer Industry Fund is a co-operative effort between Kenworth and its dealers throughout Australia. It has supported a number of industry initiatives, including the Road Transport Forum and the long distance road and freight users association, NAT. Kenworth trucks are designed and manufactured in Australia to meet the world’s toughest applications. Kenworth, a division of PACCAR Australia, is the market leader in heavy duty trucks in Australia. Its trucks are also exported to Papua New Guinea and New Zealand. PACCAR Inc is a worldwide manufacturer of heavy and medium duty trucks under the Kenworth, Peterbilt, DAF, Leyland and Foden nameplates. It also provides financial services and distributes truck parts related to its principal business. RELEASE ENDS Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 296 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell PTO Here’s another customer testimonial. As you’ll see, the story enables the customer to highlight the benefits of working with the company. It also gives the customer free publicity, and demonstrates how both companies are using the latest innovative technology or solutions to improve business. Lamattina delivers fresh to market with Kenworth When you’re in the business of fresh produce, choosing the right transport is paramount to your continuing success. One of Australia’s largest fresh food producers, A & G Lamattina & Sons, supplies fresh vegetables to produce markets as well as Woolworths and Safeway supermarkets throughout Australia. For almost half a century, Lamattina has grown its business by implementing the latest technology to ensure it continues to meet the highest quality standards and demands of its customers. Russell Lamattina, Managing Director and son of the founder, says transport plays an integral role in the company’s growing success. “Our product is perishable foods, so we need to rely on our trucks to get our produce to our customers on time, every time. That’s why we’ve been using Kenworth trucks solely for the past 20 years. Their trucks are robust, reliable and economical,” he said. The Lamattina group maintains two farming properties: 320 hectares at Rosebud on Victoria’s Mornington Peninsula and 3200 hectares at Robinvale, north of Mildura. The two properties grow carrots, broccoli, parsnips, cabbage, lettuce and celery. Lamattina prides itself in being able to produce consistent and high quality vegetables. All produce is harvested, packed and cooled without delay, under the strictest supervision, to maintain freshness and ultimate quality. It is then transported in state-of-the-art refrigerated units, to preserve the cool-chain and to prevent unnecessary strain on the produce, so it arrives in peak condition. The group currently operates four Kenworth K104 Aerodyne cab-over trucks – a 500 hp model purchased in 1997 and three 600 hp models purchased in 1999. Each truck is equipped with a refrigerated B-Double trailer. Between them, the trucks work around the clock, travelling one million kilometers a year. Each vehicle makes two trips daily between the two properties to collect produce which is carted daily to various Melbourne outlets and occasionally Sydney markets. Lamattina produce is also transported throughout Australia by other suppliers. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 297 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell “The K104s are perfect for our operation. Their short wheel base and B-Double configuration give us great driveability and a good distribution of weight,” he said. “We work our trucks hard and we also turn them over every four or five years to keep up with the latest advances. That’s another advantage of buying Kenworth – their trucks can go the distance and still have a great resale value,” Russell added. One of Kenworth’s most popular models, the K104 provides the best of both worlds for driver and owner with a powerful engine, comfortable cabin, excellent fuel economy and the Kenworth Airglide suspension for superb handling and ride. This combination of features makes this model ideal for long intrastate or national distribution. Kenworth trucks are designed and manufactured in Australia to meet the world’s toughest applications. Kenworth, a division of PACCAR Australia, is the market leader in heavy duty trucks in Australia. Its trucks are also exported to Papua New Guinea and New Zealand. PACCAR Inc is a worldwide manufacturer of heavy and medium duty trucks under the Kenworth, Peterbilt, DAF, Leyland and Foden nameplates. It also provides financial services and distributes truck parts related to its principal business. RELEASE ENDS Kenworth is a generous supporter of various industry awards and projects. The following story overleaf is one example of a donation announcement that gained good coverage across the nation: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 298 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Kenworth supports Road Transport Hall of Fame The Kenworth & Dealer Industry Fund has donated $10,000 to the National Road Transport Hall of Fame to assist in preserving the history and heritage of the trucking industry in Australia. The announcement was made in front of an audience of more than 1200 people at the Hall of Fame’s fifth anniversary reunion dinner in Alice Springs this month. The Hall of Fame was founded and is maintained by the National Road Transport Historical Society, a community-based voluntary organization dedicated to the preservation and presentation of Australia’s road transport heritage. The reunion, marking the fifth birthday of the Hall of Fame, attracted more than 5000 people from all over Australia, including many driving heritage vehicles, trucks, buses and cars as well as representatives from vehicle manufacturers, motoring associations and private collectors. The event’s highlight was a parade of old trucks led by Kurt Johannsen’s Diamond T roadtrain, Australia’s first commercially operated cattle roadtrain. Kenworth is the first truck manufacturer to financially support the Hall of the Fame, which boasts a fully-fledged museum of old vehicles, photos and memorabilia – believed to be the only one of its kind in the world. President Liz Martin says there is a great deal of historical significance in Australia’s road transport. “Australia is geographically one of the largest and most diverse countries on the planet. Our country has presented enormous challenges to transport operators. That’s why our transport is unique in the world, from the camel trains of old to the three-trailer roadtrains of today,” she said. “We are pleased to gain the continued support of Kenworth and its dealers, who have made a major contribution to the Australian trucking industry over the past three decades,” Ms Martin added. Kenworth’s General Manager Sales and Marketing, Joe Rizzo, and Chairman of the Dealer Council, Cliff Swane, made the announcement. Joe Rizzo said the company and its dealers were proud to be associated with the Hall of Fame. “Australia’s road transport has played a major role in the development of Australia. The Hall of Fame recognizes the greats of our industry and its museum is testament to the ingenuity of our pioneers,” he said. Long-standing Kenworth dealers, Alan Brown and Jack Hurley of Brown & Hurley PTO Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 299 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell and Jim Crawford of CMV Truck Sales, were also recognized as trucking pioneers when they became the first truck dealers to be inducted into the Hall of Fame during the event. Their life histories join well known identities, such as Slim Dusty, and trucking legends including Tom Kruse, Alan (Gundy) Bielenberg and Jack McCafferty on display. Kenworth and its dealers also donated a W924, one of three trucks first delivered to Bell Brothers of Western Australia in 1971. The model was among the last Kenworths imported in kit form, assembled and delivered out of the Kenworth facility then located in Preston, Victoria. In 1972, Kenworth commenced the full design and manufacturing process that continues today from its state-of-the-art manufacturing plant in Bayswater, Victoria. Established in 1994, the Kenworth & Dealer Industry Fund is a co-operative effort between Kenworth and its dealers. It has supported a number of initiatives, including the Forestry Technology Program to reduce the environmental impact of logging and wood stockpiles, the long distance road and freight users association, NATROAD, and the ‘Today’s Truckies’ campaign conducted by the Australian Trucking Association. Often I convince a client to re-think issuing a release on an internal award scheme. For most companies this may be an important event internally, but few people in the industry want to know about it. Kenworth is the exception to this rule. As an integral member of the Paccar family, Kenworth is the market leader in the heavy duty truck segment. So when Kenworth holds an awards scheme, such as its annual Kenworth Salesman of the Year award, it makes news in the trade press. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 300 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Salesman wins all Kenworth sales awards Winning the highly-prized Kenworth Salesman of the Year award for the second time was a goal for Jim Bowler but, when he won all four of Kenworth’s salesman awards, he was astounded. “This is more than a dream come true,” said Jim, the top salesman for the Brown & Hurley Group, Brisbane, which also won the coveted Kenworth Dealer of the Year Award for 1998. Jim won his first industry award – the Kenworth Salesman of the Year – in 1994. In addition to winning the top sales commendation for the second time, he also won PACCAR Finance Salesman of the Year award, Kenworth’s ‘Top Gun’ award for selling the most trucks in the Kenworth dealer group and another for the most T300s. “It was a good year. I sold 55 trucks – my best year yet – a substantial improvement on the 45 I sold the first time I won the Kenworth award,” he said. And all of this from a salesman who, 20 years ago as a teenager, was told he didn’t have the stuff to make it as a truck salesman. “I worked for two other truck manufacturers before joining Brown & Hurley 10 years ago. I didn’t have much of a chance to sell trucks in those days, but it was a good grounding in the industry. It was also an excellent opportunity to compare objectively the difference between Kenworth trucks and the competition. “Today, just like in those days, Kenworth is considered the industry benchmark from which other trucks are measured. It’s easier to sell the benchmark – the best trucks on the market – than the competition which other salesman try to compare with Kenworth. It also helps to work for a dealership which puts the customer first in everything that they do. Brown & Hurley back us and the customers all the way, with terrific service, before and after the sale, as well as the latest premises and support,” he said modestly. Kenworth’s National Sales Manager Russell Davey said Kenworth was impressed with Jim’s performance for a number of reasons. “Not only did Jim sell the most Kenworth trucks across Australia, his feat was made even more challenging by the fact that he sold a mix of models to 30 different customers, 25 per cent of which were new customers. “Even more challenging, most of his customers purchased just one or two trucks – not a fleet – so that meant Jim had to work harder for his sales than some others. That’s the stuff that makes a Kenworth Salesman of the Year – dedication, sales excellence and a willingness to go the extra mile,” he said. Kenworth’s Salesman of the Year award, which has been operating for 10 years, is PTO Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 301 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell open to the company’s sales force throughout Australia, Papua New Guinea and New Zealand. Russell Davey says the highest seller does not necessarily make the Kenworth Salesman of the Year. “Kenworth judges its sales people on a variety of criteria, including the number of trucks sold as well as the mix of new and old customers, because each requires a different selling effort. “The annual awards are a good motivator for our staff and for the industry as a whole. They encourage our people to work hard to not only sell trucks but maintain high professional standards. To achieve these standards, they must do more than sell trucks, they must establish and satisfy our customers’ needs,” Russell added. Kenworth trucks are designed and manufactured in Australia to meet the world’s toughest applications. Kenworth, a division of PACCAR Australia, is the market leader in heavy duty trucks in Australia. Its trucks are also exported to Papua New Guinea and New Zealand. PACCAR Inc is a worldwide manufacturer of heavy and medium duty trucks under the Kenworth, Peterbilt, DAF, Leyland and Foden nameplates. It also provides financial services and distributes truck parts related to its principal business. RELEASE ENDS Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 302 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Case Study: Kenworth Trucks spreads the news on TV For many clients, TV is seen as the ‘Holy Grail’ of PR. If they see their faces on TV, the PR person has done their job correctly. But in PR circles, most practitioners would agree that a healthy slice of column inches in target publications far outweighs a 10-second grab on the nightly news. Having said that, Kenworth Trucks, was pleased with the exposure it gained on TV recently. April 25 is ANZAC Day, a commemorative event in Australia and New Zealand’s history marking the time our allied forces fought on the beaches of Gallipoli during World War I. It is a national holiday in my country and it was the perfect opportunity to promote Kenworth Trucks. A few years ago, my client got a call from a dealer regarding an elderly lady who used to drive Kenworths in the Second World War. The lady spent some time at the dealership, checking out the new models. I got a call the morning before ANZAC Day, asking me to arrange some PR exposure. That gave me enough time to interview the woman and draft the story, and then contact each of the TV networks regarding doing a short good news piece on the elderly lady having her wish granted – to get behind the wheel of a new rig. Each of the TV stations were interest but, in typical fashion, non-committal. There have been many times when I have snared TV support for a press conference only to find that some of the cameras were later booked for another story. Such is the nature of this fickle business. In this case, however, one station turned up and covered the event as well as several print journalists I had subsequently contacted. The story was the final ‘good news’ piece on the Seven Nightly News that evening, which was broadcast across the country. There’s an old saying that common sense isn’t that common. And that’s also true of this industry. Many PR practitioners still invite broadcast media Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 303 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell along to events that have no ‘visual’ to film. Their reasoning is that it’s newsworthy. That may be the case for other media, but the electronic press use different criteria. In the case of this ANZAC story, it was hardly earth-shattering news as far as the bulk of media were concerned. But seeing an ‘ANZAC granny’ take to the highways on an 18-wheeler was certainly newsworthy for TV. The story overleaf is the one I wrote for the journalists who turned up for the event: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 304 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell ANZAC Granny Enjoys Ride Of A Lifetime When most people think ‘truck driver’, they picture a young man behind the wheel – not an elderly grandmother. That is until they meet 75-year-old Elizabeth Lindeman of Camberwell. Elizabeth, a truck driver with the Women’s Auxiliary Australian Air Force (WAAAF) during World War II, has driven all manner of vehicle for a large portion of her life. And, while still highly spirited, one of her long-held dreams has been to get behind the wheel of a big rig for the last time. That dream came true today when the Hallam Truck Centre and Kenworth Trucks offered her a ride and a chance to celebrate her war effort two days ahead of ANZAC Day. “I had the time of my life,” she said after the ride. “It’s a big change from the clapped-out three-tonne trucks we used to drive on the base. The Kenworths are not only modern, they’re also very comfortable for the driver. And that’s a plus when you’re on the road for several hours like we used to be,” she said. Raised in country New South Wales, she learned to drive a car at the tender age of nine, and it wasn’t long before she graduated to something bigger. As a RAAF truck driver, Elizabeth was stationed at one of the largest country air bases at Parkes, NSW, where she hauled everything from men to munitions to various remote bases as well as Sydney and Melbourne. “I’m a pretty tough old bird,” she said. “You had to be, to survive in the country – not to roughing it with the men on the base. We had to do everything the men did for half the pay. And that included regular maintenance and running repairs on all the vehicles.” Elizabeth enjoyed today’s ride in a Kenworth K100G Aerodyne, the only Australian designed and manufactured cab over engine model truck. The K100G is the most space efficient COE available, allowing maximum flexibility for the operator for 25 meter B-double operations with maximum trailer floor space for the ultimate in payload. The K100G, driven by Elizabeth, was specified with a Caterpillar 3406E engine rated at 475 horsepower, Roadranger RTLO16718 transmission, and Eaton DS461 rear axles on Kenworth 4 pedestal Airglide 100 rear suspension. Elizabeth’s trip today brought back vivid memories of her war years, sometimes braving steep gravel roads through the Blue Mountains on trucks with failing air brakes. She also recalled the unpleasant experience of regularly driving the base’s garbage trucks. PTO Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 305 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell “They had real garbage – grease traps filled to the brim – that’s a smell you never forget,” she said. “My children can’t believe the experiences I had during the war. So I’ve decided to write a book about them which I should finish this year,” Elizabeth added. RELEASE ENDS Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 306 of 380 Corporate Communications Case Study: Kodak reaches the teen market ‘The Enterprising Writer’ © 2000-01 Michael Meanwell is targeting. with a ‘different’ newsletter As we’ve discussed earlier in this book, company newsletters remain one of the most popular forms of corporate communications. Over the years, I have taken a variety of editorial approaches for a variety of clients. These range from staff newsletters for large companies, including Ford and retail chain Billy Guyatts, to technical and marketing newsletters aimed at corporate customers, the general public and technicians. Each newsletter is written with a different style and a different focus, depending on the company I am representing and the audience the client Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 307 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Kodak SnapShots’ lively design complemented the copy and appealed to the target audience 17 to 21-year old female pharmacy assistants. The newsletter I wrote for Kodak, SnapShots, is a prime example of writing for a specific audience. In this instance, the audience comprised female pharmacy assistants, aged around 17 to 21. Obviously this audience required a major cerebral shift from the standard target audience of senior management. My brief was to keep pharmacy assistants informed of new Kodak products and promotions as well as provide tips on how to manage difficult customer queries and handle any technical issues. It would have been easy to fall into ‘tech mode’ and produce a dry, uninteresting dissertation. But it was more fun to write (and read) a newsletter that really spoke to the audience. SnapShots’ design complemented its message. It featured big, bold photographs and colorful pages. Each story was written in a light, conversational style to make the newsletter interesting as well as informative. Here’s a typical selection of stories in one issue: • Competitions (each issue, we would ask readers to answer a few questions regarding a product or promotion, and they were entered in the running for a premium product or an island holiday. This is a simple way to keep readers interested from issue to issue. It also helped Kodak ensure its young sales people were getting the marketing message) Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • • • • • It was a lot of fun putting together the newsletter, and clearly it was considered fun to read, judging by the amount of mail Kodak received for each issue. I produced a quarterly newsletter for Australia Post, called Post Review, which was distributed to customers and industry professionals throughout the southern states of Victoria and Tasmania. Customer service tips (common sense hints on how to handle tough customers) New products (the stories didn’t just list the features and benefits, they also made comparisons between other products and showed why Kodak’s were superior) Promotions (these girls are part of Kodak’s sales force, so it was important for them to know when and which new promotions were running in the media) Q & A (each issue featured a guest column from an expert photographer who explained in plain English different films for specific occasions as well as other photographic tips to share with customers) Bright Ideas (we also encouraged readers to write in with innovative ideas they were using in their store. Each idea published won a double pass to the movies) Page 308 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 309 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Case Study: Australia Post delivers its message with an industry publication This newsletter was different for me, in that it was the first one I had written for my own industry. In my initial briefings with the Direct Marketing Manager, we agreed that this newsletter would have to contain high quality, practical information as it would be sent to direct mail and advertising agencies as well as DM specialists within medium and large businesses. And, because there were various internal stakeholders involved, that meant there would also be an extensive approval process. So, it was vital to develop and enforce a stringent schedule to ensure the ongoing success of the project. That was my first task – to draft a day-by-day schedule for a two-month production cycle. This project involved a number of people, including customers who were interviewed, internal staff and management as well as third party supplies, including photographers, graphic designers, a database manager, printer and a fulfillment house. As the project manager, part of my responsibility was to ensure that each of these people met their deadlines. Prior to hiring a designer, I developed a design brief to ensure that the artist had the same vision as the client and myself. Often, in the past, the Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell layout and design tended to be an overlooked facet of newsletter production – until, of course – we saw the first draft. Given the fact that we had tight deadlines for each issue, it was important to get it as close to perfect the first time. And, in retrospect, I am pleased I formalized the design brief, since we went through three designers during the life of that project. After we had produced the first issue, we knew we had a publication worth reading – and fortunately, that was the feedback we were getting from the market place. Here’s what a typical issue included: • • • • • • As you can appreciate, this newsletter was not the standard PR fodder that many companies pump out. It was designed to be a serious industry publication which addressed serious issues and presented real information that DM professionals could use. A customer story detailing the benefits of direct mail in a business as well as their specific strategies for improving sales, profile and market share. Prescriptive information that helped the reader reduce mail costs (e.g. through better packaging, adherence to post standards and discounts) Interview with a DM specialist discussing the latest trends, techniques or tactics businesses could employ to improve their marketing results) Industry news (e.g. the state of the DM industry in Australia, including a media spend comparison with other marketing segments; successful DM campaigns employed here and overseas) Practical tips and hints (e.g. a production checklist for creating coupons) Company information (e.g. announcing changes in postage standards, prices and Page 310 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 311 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Australia Post’s ‘Being Direct’ conference is the direct marketing division’s premieir annual event. Post Review featured a special four-page report on the conference. The following are a few articles taken from the Spring 1997 issue of Post Review. The first two are based on an interview I conducted with Professor Das Narayandas, from the Harvard Business School. I spoke with him before he visited Australia as a keynote speaker at my client’s annual ‘Being Direct’ conference. This article should also give you some further food for thought regarding direct marketing for your own business: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 312 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Customer Satisfaction or Customer Delight – Which Do You Have? There is a vast difference between ‘customer satisfaction’ and ‘customer delight’. Satisfied customers will switch to competitive products or services that offer more benefits. That’s the view of Professor Das Narayandas from the Harvard Business School, a keynote speaker on customer management at Australia Post’s annual Being Direct conference. Das said statistics showed that, even though customers were satisfied, increasing product quality and parity motivated them to try competing brands. “The vendor may have satisfied the customer, but not to the level that motivates them to continue purchasing with the same vendor,” he said. “My research has shown that when your customers are delighted, you bring them to a stage of attachment which makes them resistant to external influences – and that’s when they start coming back,” Das explained. “The most positive feeling a customer can have toward a product is delight. It is the ultimate form of satisfaction,” he said. Das said the customer benefits relating to product brands had gone through various stages of evolution throughout this century. “When any market evolves, initial differentiation is on the physical product or its characteristics. If you go back in time, you will see that some brands have offered more benefits than others and, based on that, they became leaders. “But when there is a parity across different brands in the market, then the basis of differentiation changes. Vendors have to look for new ways to be different from their competitors. And that’s where the market is today,” he said. “Marketers need to learn how to sell to customers better by offering after-sales service. So not only do you sell the customer on the product, but you take care of them afterwards,” he added. Das said that there was not only a distinction between customer satisfaction and customer delight, but also between customer satisfaction and loyalty. “Customer satisfaction is like driving on the road with the windshield painted black and looking through the rear-view mirror. All you are doing is asking customers how things were in the past and you’re hoping you’re headed in the right direction.” “What companies need to do is look ahead and think about how they can manage their customers in the future, rather than trying to figure out what they did in the past,” he said. PTO Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 313 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Das said customer satisfaction was not a solution to the problem of maintaining or growing a brand. “The reason is that people are using customer satisfaction for reasons that it was never intended. Satisfaction is asking the customer how happy they were with your product the last time they used it. In fact, what you are looking for is ways to attract customers back to continue buying your products.” “Past behavior will affect your future behavior, but it will not necessarily be the same. That’s where the delight component comes in. If you’re a satisfied customer, you’re basically happy with what you’ve got, but it doesn’t stop you from looking around. If you’re delighted, you have developed an emotional bond – an attachment to a specific brand or a specific company,” Das said. “It is that bond which brings you back to the specific company or same brand. If it is possible for you to make all your customers delighted customers, then they will keep coming back to you. It will lead to repeat sales,” he added. However, the amount of effort needed to make all customers delighted is high, and may not be economically feasible for all situations. “That’s where loyalty comes in. If loyalty is used with satisfaction, the two will give companies more leverage in understanding the customer base, how they did in the past and what they need to know in the future in order to keep their customers coming back,” Das said. He said there was a lot of confusion about what constituted a ‘true’ loyalty program. Das said the frequent flyer program and other reward schemes were developed to make it difficult for customers to switch brands, rather than build true loyalty. “Take United Airlines, for example. If the flight I want is full, they will go out of their way to get me home on time. They give me the benefits I’m looking for as a valued customer of United. It’s not about decreasing my options by increasing my switching costs, but about doing things that make me delighted,” Das said. “Loyalty is like a ladder. At the bottom rung you have no attachment between the customer and the company and, as you climb the ladder, the customer gets closer to one company and further away from the others. This is done by the customers themselves. The customer decides to get closer, unlike the frequent flyer programs where the customer is dragged closer. Every time the customer climbs a rung, they get closer to one company on their own – out of their own interests,” he said. “Loyalty is owned by the customer. It’s managed and built by the company. And it’s eroded by the competition and the environment,” he added. Das said that customers became loyal when they saw value to their own lifestyles, PTO Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 314 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell and enhanced benefits to themselves by being associated with a brand or company. “They will be the real apostles – they will recommend the brand to others. In fact, they may stop others from buying other brands because they are so convincing about why others should buy the same brand they use. “It’s important that this positive effect is built between the customer and the company, and that’s what’s going to keep people and brands together,” he explained. PTO Here’s a second article on the same theme: Adding Customer Value – the Key to a Successful Business Whatever their industry, most successful companies today have one element in common – a good balance between price versus cost-to-serve – a strategy that any other business could apply, according to Professor Das Narayandas from the Harvard Business School. During his keynote presentation at this year’s Being Direct seminar, he cited examples of five companies – in totally different industries – which had discovered a vital aspect of what their customers wanted, and then built an entire strategy to capitalize upon it. Often against the odds, Professor Narayandas has proved that marketers can deliver and extract significant customer value. This is irrespective of company size, budget, customer profile or even if the brand is a new entrant into an already competitive marketplace. “Price is what the customer pays you, and cost-to-serve is what it costs you to serve the customer. In most businesses, the relationship starts with you investing time in attracting customers and then educating them,” he said. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 315 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Das said the ideal situation is where a company begins life with a high customer price and high cost-to-serve ratio. “With this scenario, you soon start to learn what the customer wants, and then you are rewarded as your cost-to-serve begins to fall. You will have a profitable business when you have discovered the needs of your customer and how to satisfy them. At this stage, the customer is still so happy with your product that they are willing to pay a high price for it,” he said. “However, things change over time. For example, your customers may become more sophisticated, or you have competitors that get into the business. In this situation, your prices start falling down while your costs to serve your customers continues to remain high. “In some situations, you might even land up offering prices that are ridiculously low while promising the customer a very high level of service – these are customers that are threatening to leave you and you are desperate to hold onto them. Interestingly, in business after business, I have found that these are usually the firm’s largest customers or what they call as strategic accounts. It is very important for a firm, large or small, to recognize these trends early on and plan for the same,” he added. Professor Narayandas said the best customers to cultivate fall into two categories: those that are expensive to serve but willing to pay a high price; and those who want to pay a low price but are happy with a low-level product and service. “The products at the low end are what you would call commodities, the strippeddown products for customers wanting to pay a low price. And products at the high end are complete solutions for which you invest more effort but gain a higher return,” he explained. He said the key was to develop a suite of products which catered for both markets. “It’s important to find a happy medium between the two markets by developing products that cater to their specific customer needs. Otherwise you could begin to cannibalize your own market with your high-end customers wanting to use your lower-priced products.” “Likewise, if your product ranges are spread too far apart, you could be leaving a gap open for your competitors to exploit – a solution that fills the gap with a higher service for a lower price than what you’re offering,” he added. Das said that in order to be successful in the 1990s, companies needed to see where they could create value for their customers. He said businesses needed to understand how they were different from their competitors. PTO Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 316 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell “It’s not just a question of creating value, it’s also a matter of differentiating value,” he said. “Marketing strategy is all about creation, differentiation and extraction of value. You achieve this by taking care when choosing your customer segments. Don’t go after market share, but go after quality of market share. This is where differentiation of segments becomes even more important.” “Numbers don’t mean anything if you are going to look at the wrong denominator. It’s quality of market share which is important. It’s the good customers that are important; it’s not sales from bad customers that you want to attract,” he said. Professor Narayandas said it was important for companies to concentrate on the important customer needs and build their business model from the customer. “Develop your customer base, focus on your value propositions and remain innovative and reactive to change. What you want to do is create change. More important than creating change, make sure that you also benefit from change – never fall prey or victim to change,” he observed. He said it was also vital for businesses to understand their cost structure. “Pricing is not an easy task. It is usually used flippantly in most businesses. How you price can determine your success or failure in business. And pricing can only be done well if you understand your cost structure. You have to price, not just relative to cost structure, but to the customer value that you create,” he concluded. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell The following article is from the same issue of POST Review. It is a customer story on how All Saints Estate, one of our oldest and best known winemakers, uses DM as its principal marketing weapon: All Saints Toasts DM for Customer Sales and Loyalty Established more than 130 years ago, All Saints Estate has been one of the driving forces behind Victoria’s Rutherglen wine region earning the title of Australia’s premier producer of fortified wines. One of the true pioneers in Australian winemaking, All Saints today is pioneering new territory for the industry by using direct marketing as its principal marketing weapon. Sales and Marketing Manager, Kevin Bascomb, says the estate has dramatically increased its use of direct marketing during the past two years and is now reaping the benefits with increased sales and customer loyalty. All Saints’ wines are at the premium end of the market with individual bottles retailing between $15 and $20. What separates All Saints from other vineyards is that its wines are virtually unavailable through the ‘normal’ distribution channels, namely bottle shops. “We are completely committed to direct marketing, so much so that we have stopped almost all retail sales. We believe it’s important to have the courage of your Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 317 of 380 PTO Page 318 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell convictions. By committing to mail order, we have been able to cut our distribution costs and invest that capital in developing a sophisticated and user friendly mail order business,” he said. “In January this year, we cancelled wholesale distribution in Tasmania, the ACT and NSW. At the same time, we strengthened our focus on direct marketing our range of wines throughout Australia,” Kevin added. Merchandising by Mail Order All Saints now sells 80 per cent of its wines via cellar door and mail order to members of its Pioneer Wine Club. The club has been in operation for several years but, since the winery went direct, the membership growth has been astronomical. In June 1997, membership doubled over the previous 12 months, and there is no indication of a slow down in growth. The company’s database comprises a small percentage of names derived from advertising in the print media. However, the bulk of records are gathered from the cellar door as well as various wine and food expos that All Saints attends. The winery continues to expand its database by running a series of competitions, inviting people to win one of its Home Tasting Packs which contain an assortment of premium wines. “We have received hundreds of responses to our competitions, which began in January 1997, and all names are entered into our database. Those who don’t win, receive a quarterly information pack with the offer of joining our club,” he said. “The competitions are an effective way of not only lifting our profile in the marketplace, but also gaining valuable contacts for our database. From there, we nurture the prospect with regular information and various wine specials,” he said. “People are invited to join the club and gain a 25 per cent discount on the first Home Tasting Pack they purchase,” he added. Home Tasting Packs are mailed to members each quarter. The packs comprise a range of wines which members can order by the case or mixed dozen. They also come with tasting notes to assist members in the full appreciation of the wines. Priced between $55 and $70 depending on the selection, the packs include the latest edition of The Pioneer Journal, the estate’s regular newsletter which keeps members up to date with winery news, menus and recipes. Club members also receive limited release maturation reserve wines on special occasions as well as a 10 per cent discount on dining at the estate and invitations to events, like exclusive tastings and new release wine launches. PTO Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 319 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Going Direct – ‘The Smart Solution’ All Saints’ commitment to direct marketing has been a slow but deliberate process. “Being small and wanting to grow quickly, we needed a marketing medium that allowed us to cut through the competition. The retail market is extremely crowded and generally a hit-or-miss affair. Going direct seemed the smart solution,” Kevin said. He says that after testing the water with a small wine club several years ago, All Saints conducted a marketing audit in mid 1996 which identified its major strength as being customer service – not of the retail trade, but of the end customer. “With two restaurants and two cellar doors catering for the needs of customers, we were experienced in direct retailing. We could not offer personalized service and expertise through bottle shops, but we could by going direct to the customer,” he explained. Kevin says there are many advantages to going direct. “Direct mail plays a vital role in providing a personal touch to our customer service ethic.” “We have also saved a considerable amount on wholesaling which allows us to pass the savings on to the customer in the form of lower wine prices.” “We may not have the profile of other wineries in the bottle shops, but we are not competing with more than 6000 different labels. Our customers have a clear choice. Our promotional material and DM approach allows us to cut through and build loyalty with our customers,” Kevin explained. DM – ‘The Primary Marketing Weapon’ While DM has been part of the All Saints marketing mix for several years, it took several months planning for the gradual withdrawal from the wholesale market before the winery was ready to begin a serious phase of DM at the beginning of 1997. In just six months of this new marketing approach, Kevin says the winery has realized a significant productivity gain. “If you’ve got limited resources, it’s a matter of making choices as to which is the right marketing approach. In our case, we had to seriously consider our distribution channel. In the end, the obvious choice was to go with DM as our prime marketing weapon,” he said. “We wanted to build on our own strength in customer service. With wholesale, there’s a lot of anonymity about it. It is difficult to know who your customers are, so you don’t always know the best way to serve them. PTO Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 320 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell “For us, it made sense to maintain our synergy in customer service by going direct. This way, we know who our customers are, and that allows us to provide better service to them,” he said. Personalized Customer Service Counts Kevin says customers consider All Saints’ wine club more personalized than other wine clubs, which has proved to be a successful selling tool. “Pioneer Wine Club members aren’t just a number, they are people. When someone joins, they get a phone call from us to double check their personal details and delivery arrangements. It’s at that stage that we ask wine preferences. Any wines they don’t like, we note and we won’t include in the member’s Home Testing Pack. Each pack is tailored to the customer’s specific preferences,” Kevin explained. “That may sound like a time-consuming and costly exercise – and it is – but we think it’s important to establish that level of personalized customer service up front, just as we do with our DM approach. It has certainly worked for us,” he observed. “We also take our cellar door tastings to our club members. We hold tastings regularly in Melbourne, Sydney and Canberra and, more recently, in major regional centers like Ballarat,” Kevin added. Kevin says that the winery is continually improving its quality processes, with many of the lessons being learned from customer feedback. “We see customer communication as instrumental to our continuing success. How can you serve a customer if you don’t understand their needs?” he said. Marketing Lessons Learned “One mistake we made when we first started was to charge for the wine pack before it was dispatched. In those days, each wine pack was individually handled and sometimes the process could take up to two days. If there was a problem with distribution, the invoice could beat the wine pack to the customer. We didn’t realize this until we received phone calls from concerned customers who were worried they had missed the delivery or that the pack had been stolen,” he explained. “We decided that if we had a couple of calls, there may be a number of other customers who were also concerned. “All Saints promptly wrote to all of our customers apologizing for the delay and advising them that we were changing our charging procedure. Now, we invoice customers after the wine has been sent, and we seem to have alleviated these problems. It’s a small, but important example of how listening to our customers pays off. We’ve found it’s the best way to meet their needs,” he said. All Saints learned quickly to be careful in allocating its marketing dollars. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 321 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell “The best response rate for us has been working with customers who have visited our winery or know of us, for example, by filling out a coupon. By mailing offers of membership, we have gained the best response rate. DM has worked far in excess of advertising. We still need advertising to build a profile in the marketplace, but direct marketing is far more beneficial to us in building customer relationships,” Kevin said. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 322 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Case Study: Simplot serves up a tantalizing newsletter As with the Australia Post newsletter, I took a similar approach when writing for Simplot, the parent company to a dozen of the country’s best-known food brands. The client publishes regular newsletters for its three target markets – takeout shops, fast-food outlets and cafeterias. Each edition contains a mix of customer features, industry news, how-to information and menus prepared by in-house chefs. The following article was written for the regular ‘Talking Chips’ column. It is designed to show chip operators how to save time, money and improve product quality and customer service – and that’s all by cooking chips properly. The point to keep in mind is that this article and, in fact, this column preaches to the converted. Chip operators believe they know how to cook chips already. Let’s face it, you and I know how to do it at home, so how hard can it be with the right equipment? Well, according to Simplot, a lot of product is wasted through poor handling, cooking and presentation. The reason I have included this article is to show you an approach you can take when you are writing for an informed audience: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell How would you like to make an extra $4000 in net profit each year? Every business would. But what you may find surprising is that you can achieve these savings simply by employing better product management principles. Market research conducted by our Foodservice Division found that the average operator wastes up to 7% of their chips through poor handling. Over a 12 month period this cost accumulates to a figure that erodes profit levels and sales margins. Yet by improving your work practices and training your staff to be mindful of wastage, you can reduce your costs and improve the bottom line. With this in mind, here are some ideas to help you along: 1. 2. 3. 4. 5. Page 323 of 380 8 easy steps to increasing your profits Avoid over-filling your chip baskets: Many business owners find they achieve the best cooking result, and serve great tasting chips, simply by controlling the amount of product that gets placed into the chip basket. The lesson they have learnt is simple - don’t overload your chip basket. Another tip they have learnt is to check the manufacturer’s cooking instructions. You may find you are under or over cooking your chips, simply by ignoring the instructions provided. The instructions can often help you get maximum value from your frozen chip product, so it is worthwhile checking them before cooking. Take the guesswork out of frying: Invest in a timer. This simple device will help you cook chips to perfection each and every time. Timer’s are great for staff who are new to your business because they take the guesswork out of cooking. Use a chip scoop: Chip scoops are a great way to minimize product damage and manage your portion control. Some of our successful take away customers have found serving equipment, like metal or plastic tongs, ineffective for portion control. They also found the tongs would damage the cooked product (make impressions in the chip, or cut larger chips into smaller pieces). Cups or bags?: Some operators find chip cups a great way to maintain portion control. While others prefer serving their chips in a paper bag. Both options have merit, but you need to experiment to determine which one is best for your business. Use the right product: The old saying ‘You get what you paid for’ is appropriate to consider when buying cheaper chip grades. This decision will effect the quality and appearance of your chips and ultimately have an impact on your sales. So always compare brands and grades to find the one that best suits your business. Don’t fall victim to the ‘chip is a chip’ mentality. Remember, customers don’t buy chips simply because they are the cheapest. They buy for quality and taste. So ask yourself how your chips compare in this regard? PTO Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell 6. 7. 8. So far we have presented some logical techniques to help you improve your bottom line and maximize your chip product usage. But how did we arrive at the magical $4000 a year saving? Our research found that the average takeaway operator buys 10 cartons of chips a week. The average portion weight is 180 – 200 grams, of which 7% (14g) is wasted. That means from a 1kg yield, you receive four to five serves (depending on the cut and size), with up to 70g per 1kg of product wasted. Using this principle, the average takeaway wastes around 800g – 1kg or five serves per carton. The average gross profit per serve is $1.45, equating to $7.60 wasted per carton. At 10 cartons per week it means that $76 is lost through poor product management. Multiply this by 52 weeks and it adds up to almost $4000! Even if you undertake the ideas we’ve presented, but only reduce your waste by half, you will still achieve savings of around $2000, direct to your bottom line. Not only will you save money, you’ll also see an increase in business and customer satisfaction, simply by serving great tasting chips. Other great profit improvements, using Simplot’s extensive range of products, are also available. To discuss how we can help your business simply call your local Simplot Representative or State Office (contact details can be found on the back cover). Remember, in foodservice Simplot’s solutions work! Page 324 of 380 Cook to order: Avoid having an abundance of precooked product in your bain marie. Try to cook what you need, when you need it. A properly filled basket takes just over 3 minutes to cook, and cooking to order will help maximize your product portions and ensure you serve better tasting chips to your customers. From a customers perspective, freshly cooked chips are the best chips. Learn from the success of others: The major fast food outlets realize that chips are their greatest profit source. They also understand that customers expect to receive a good quality product at an affordable price. Their philosophy is that ‘quality sells; cost cutting kills’. If you deliver quality, you will attract more sales. But if you continually cut your costs by using lower grade product, you risk compromising the quality of your product to a point where customers will stop buying from you. And this can be a bad move for your business. Talk to your Simplot representative: Why not tap into the market and product knowledge afforded by your Simplot representative. They can assist you with pricing information, effective portion control, chip yield tests and in-store promotions. To find out how they can add value to your business simply call and make an appointment. After all, they know the market because they service the market. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Case Study: Océ promotes corporate solutions My firm managed a variety of marketing communications for Océ, an international manufacturer of engineering and office automation products such as plotters, high-speed photocopiers. We handled everything from DM packs (which you’ll see highlighted later in this chapter), telemarketing campaigns and brochures to public relations, product launches and media conferences. But it all began with the humble newsletter. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 325 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell A typical layout inside Océ’s In Print. As you can see, the newsletter featured a mix of product information, company announcements and technical tips. Our first job was to launch a 16-page, four-color newsletter for the company’s two major product ranges. In Print was distributed to dealers (who would send it to their customers as a value-added communication) and to large customers that dealt directly with Océ. The publication soon became the company’s premier communications tool, conveying a variety of information, such as: • • • • • Large, unique and new customer applications Major staff appointments and promotions (we only featured senior staff and management who were directly involved with customers) Product announcements (products were being released on a continual basis – of course, our stories covered the major features and benefits) New services (the company also introduced new services which helped make life easier for its customers) Technology innovations (Océ is known throughout the world as an innovator and, because part of the target audience was technically- Page 326 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 327 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • minded, we included information regarding major achievements and innovations by the company) Technical tips (this area, although small, included helpful information for resolving problems. While the information was technical, it was delivered in lay-person’s terms, since the job of fixing problems was often left to a junior or non-technical person) In Print could be classed as a conventional customer newsletter, given the content, however my company always made the effort to distinguish it from competing communications. Most major stories featured a call to action, including a 1800 number for more information. Each issue also included a coupon to gain more details, demonstrations and extra newsletter issues. We were so confident of the text that we included relevant media on our mailings. And to prove the quality of our stories, it was not uncommon to receive several calls from the press seeking more information or to arrange interviews. The humble newsletter can serve several purposes – promotional vehicle, information resource, PR prompter – it’s all in the way you choose to write it. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 328 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Case Study: Bureau Scan beefs up promotion with a Corporate profile The corporate profile is an essential marketing document for virtually any size organization. Produced correctly, it should give a prospect an instant perception of the company, its products, services and also how it can benefit customers. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 329 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell The following is one of many I have handled. This was written for a film and printing organization which, after several years of existing without one, decided to produce a professional, fourcolor corporate profile. At that time, the company was expanding its services to meet changing demands and decided to establish a strategic alliance with several specialist firms to provide a complete marketing service. The brochure was produced entirely in-house by the company and its strategic ‘partners’, one of whom was me. When initially printed, the profile was sent to previous and existing clients, and now serves as the company’s premier sales tool. Sales people leave a copy with prospects after a visit, or provide one with a quotation for a job. It has also featured in regular direct mail campaigns conducted and has formed the foundation for the company’s Web site. Overleaf is the copy for the corporate profile: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 330 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell BureauScan Making first impressions from the beginning. PTO lasting impressions. Business: We Know What’s On Your Mind Undoubtedly the most important asset in business today is timely information. BureauScan understands your needs, and meets them with a total solution – a complete service for all your marketing communications today and tomorrow. Established in 1990 as a specialist scanning provider for the graphic arts and advertising industries, BureauScan has continued to expand its services to meet the changing needs of customers. But, unlike your usual suppliers, we offer more than imaging, proofing, film and printing. We provide a complete communications package – from concept, copywriting and design right through to final print and beyond. We have assembled a team of specialists in each critical phase, so that we can offer you the best advice, the most professional service and outstanding results at an affordable cost. And we do this by pooling resources and expertise with a select number of expert suppliers. We’re an extension of your business, providing an efficient and cost effective total communications solution. Creative: We Understand Your Needs Beyond the usual consideration of target audience and marketing strategies, you need to complement words with images and design to produce a coherent vehicle that gets your message across simply and effectively. That’s where BureauScan can help. Rather than employing a number of suppliers to undertake various tasks, we assemble a team specific for your task, so you benefit from a coordinated approach Copywriters who are experienced journalists work hand in hand with our commercial and industrial photographers to capture the essence of a new product range or complement the image you wish to portray. Our designers can fuse text and photos into a graphic package that showcases your company’s features and benefits to prospects and existing customers. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 331 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Whether you need a fresh corporate identity, display advertising or a customer publication, BureauScan can handle the entire task or a portion of it, from idea to execution. Production: Professionalism You Can Trust Being satisfied with your corporate message on paper is only half the job. You need to ensure that it is conveyed accurately in the finished product. Our business was built on specialist scanning and today we are still a premier provider of full service flatbed, drum and slide scanning, not to mention quality film and accurate proofs. That’s because we only use state-of-the-art technology like Linotype- Hell imagesetting equipment and the fully integrated Heidelberg Delta Tower ‘in- RIP’ trapping system. And we back this technology with industry experience and technical expertise – and a considerable amount of resources in the early stages of production to guarantee that your job will be processed right the first time. From the moment, your electronic art is received by our Production Department, it undergoes a ‘pre-flight’ analysis to check files for missing fonts, images for correct colors and any other anomalies. We have the capacity to convert almost any kind of file from both IBM and Macintosh platforms. Also for your convenience, you can download data via email or our dedicated ISDN line for large files or interstate clients. Choose from our full service or ad-hoc services – we deliver efficiently and effectively. Printing: We’ll Make You Look Good On Paper Whether you have a one page, single color brochure or a multi-page, four-color publication, BureauScan treats your job the same way – with care, attention to detail and a quality result. Our high-capacity digital photocopiers and printers ensure faster and more effective turnaround of jobs. State-of-the-art digital technology enables images to be scanned or transmitted electronically into memory where they can be stored for future use. Data need only be input once, reducing much of the setup time involved in traditional printing and copying methods. And less setup time means lower costs for you. When it comes to finishing the task, BureauScan offers a range of options, from stapling, folding or scoring to saddle stitching, perfect binding or coil binding and laminating. PTO Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 332 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell And, when you wish to publish on the Internet, BureauScan can help you get on-line with a minimum of fuss. We can develop simple information-rich Home Pages or graphics-intensive Web Sites that interact with your on-line audience. Whichever option you choose, we’ll make a good impression first time, every time. The Bottom Line: Our Business Is Taking Care Of Your Business So what is BureauScan? We are a full-service marketing communications center. So when you deal with us, you deal with only one Account Manager, give only one brief, and get only one invoice – and that means real savings in time and money. Even better, your first impression on prospects will be a lasting impression. And we can do this for you – just as well as we do it for our wide range of existing clients – by meeting your needs and exceeding your expectations. On time, on brief and on budget. Call us any time and find out how we can help you improve your bottom line today and tomorrow. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 333 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Case Study: Come2gether brochure goes online A new Web design company, Come2gether.com, thought that the best way to promote itself was to demonstrate what it could produce for clients. The result is a paper and cyber brochure that is eye-catching, to say the least. Generally speaking, copy comes first and design second. But, when a client has already decided on a certain look for their publication, words are dictated by design. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell That was the case with the Come2gether brochure. The client already had the concept in mind. All they need were the right words to complement it. Admittedly, I am used to writing longer company profiles. But, given the space confinements and the fact that this brochure was meant as a ‘quick read’ on or offline, I think the copy says it all. See what you think, overleaf: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 334 of 380 Page 335 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell COME2GETHER.COM Bringing together Business and Customers with Creative Multimedia Solutions. You’ve got 30 seconds. That’s all it takes to win a sale or lose a potential customer on the Internet. Now, more than ever, you need clear, concise marketing communications that lift your profile, increase business and encourage customer loyalty . That’s why smart companies work with Come2gether.Com. A full-service web development and marketing company that brings together talented communications specialists who know traditional and online media, and know how to make them work for your business. Come2gether.Com can design, build and manage a range of multimedia solutions to suit any market or industry as well as any business need or budget. With clients in retail, tourism and other industries, Come2gether.Com is well versed in all areas of business. We can deliver interactive Web sites featuring electronic catalogues, multimedia applications, and secure and easy-to-use e-commerce facilities. We can also handle all of your print requirements, from corporate identity and logo design through to copywriting, illustration and production of brochures, newsletters and advertising. Come2gether.Com has the skills, capabilities and resources to meet your requirements on time, to brief, and within budget. * * * Talent – Our business is based on indepth experience across a broad range of disciplines, including advertising and PR; illustration and graphic design; photography, multimedia production and artwork reproduction. We are also proficient in Internet strategy, suppport and customer relationship programs. Our team is at your service. Innovation – Whether you need to launch a new product, tap new markets or improve corporate awareness – we can develop a dynamic web site that’s founded on leading edge technology and sound business management principles. Your web site will be fit for e-business. Functionality – Our multimedia solutions are not only easy to understand, they’re also practical for today’s business. Whether it’s a web presence with secure, electronic shopping facilities, online chat and forums – or a four-colour magazine, brochure or eye-catching point of sale. Whatever your needs, our approach will stimulate and maintain customer interest. PTO Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 336 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Support – Business requirements and customer demands are forever growing and evolving. We are here – with you – every step of the way. We offer ongoing marketing and business consulting to ensure you remain responsive to your market and ahead of your competition. You can be assured your promotions will continue to meet your goals and customers’ demands. Synergy – At the end of the day, whatever you publish on paper or online is far more than a collection of marketing collateral. It makes a statement about you and your business. That’s why we invest considerable time, so that we understand your business needs, goals and direction. By working as a partnership, we ensure your continued success. Come2gether.Com means business. And so should you. Call us today to find out how we can help you attract new business and keep it. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Case Study: Telstra advertises new services on air As we’ve discussed, copywriting covers a broad range of marketing disciplines, including PR, advertising and direct marketing. Here are four brief radio ads I put together for Telstra which played on Adelaide radio over a period of four months in 1997: Easycall Auto Call Back Telstra Product of the Month Announcer: Have you ever tried to call someone, and all you get is a busy signal? I’ve got Tony Modra from the Adelaide Crows here to tell us how he’s solved that problem with Telstra’s Product of the Month. 1800 620 043. Michael Meanwell Thanks (Announcer). Telstra’s new Easycall Auto Call Back takes the frustration out of trying to call someone when their phone is continually busy. Announcer: Sounds good. So, what’s the secret, Tony? No secret, (Announcer). With Easycall Auto Call Back, your phone automatically calls you back when the other line is available. You can’t get any easier than that! It lets you get on with life until the person’s phone is free, saving you a lot of time and headaches. Even better, there’s no connection fee, just a small $4 per month charge. For me, that’s money well spent! And all it takes is for you to Freecall Telstra on Announcer: Thanks, Tony. Telstra’s really on a winner with Easycall Auto Call Back. That number again is 1800 620 043 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 337 of 380 Advertising Page 338 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Easycall Call Forward Telstra Product of the Month Announcer: How do you answer a call when you’re nowhere near your normal phone? Tony Modra from the Adelaide Crows is back here to tell us how with Telstra’s Product of the Month. Thanks (Announcer). We’ve all had that problem – someone has tried to call and missed us by minutes. With Telstra’s Easycall Call Forward, you can forward your calls to where you’re going – even your mobile. Wherever you are – visiting friends, driving in the car or even holidaying interstate – your home or business calls won’t be missed with Easycall Call Forward. Announcer: Fantastic, Tony. Talk about taking control of your life! Better still, (Announcer), if you’re busy and don’t want to be disturbed – or even if you’re already on the phone – you can forward your calls to another number or your answering service. There’s no connection fee, just a small $4 per month charge. So why not Freecall Telstra today on 1800 620 043. Announcer: Thanks, Tony. That number again is 1800 620 043 ** ** ** Easycall Call Waiting Telstra Product of the Month Announcer: Have you ever been on the phone but were waiting for another call? I’ve got Tony Modra from the Adelaide Crows here to tell us how he’s solved that problem with Telstra’s Product of the Month. Thanks (Announcer). Yes, Telstra’s Easycall Call Waiting let’s me talk to my friends – even when I’m already on the phone. Announcer: How does it work, Tony? With Easycall Call Waiting, you hear a subtle beep when a second caller is ringing. You can hang up the first caller and speak to the second, or switch between callers. And that second call doesn’t even have to be a person – it could be a fax or a computer modem. Best thing of all, Telstra’s Easycall Call Waiting is now free for home phones. Just Freecall 1800 620 043 – and Telstra will get the ball rolling. Announcer: Thanks, Tony. For easy connection, that number again is 1800 620 043 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 339 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell PhoneAway Telstra Product of the Month Announcer: When you’re travelling interstate or overseas, like Tony Modra from the Adelaide Crows, the last thing you need are hassles when phoning home. Tony tells us how Telstra’s Product of the Month helps him. Thanks (Announcer). With a Telstra PhoneAway card, you can call from more than 30 countries to virtually any phone in Australia. It doesn’t matter where you are. You can call from most hotels, payphones, mobiles or private phones. It’s great when you’re on a budget – you can pay as you go. And you can save heaps with Telstra’s competitive overseas rates. It’s cheaper than reversing the call charge too. And your family and friends will appreciate that! A Telstra’s PhoneAway card makes a great gift for a friend in Australia or overseas. You can get pre-paid cards of $10, $20, $50 or $100. Announcer: Now they haven’t got an excuse for not phoning! That’s right. And there’s no excuse for not picking up a Telstra PhoneAway card. Announcer: Thanks, Tony. Pick up a Telstra’s PhoneAway card today from most major retail outlets and T-Shops. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 340 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Case Study: BJR Distilleries labels This is one of the more unusual copywriting projects I’ve handled over the years. Writing copy for alcohol labels. I must say it was a little challenging coming up with something interesting to say about spirits I’d never sampled. While I enjoy a good drop, I am not well versed in each of these drinks, so I needed to apply a little license. The sad part is that I never did get the chance to enjoy the fruits of my labor first hand. If nothing else, these examples of copywriting should demonstrate the wide range of work available to you. Literally every product you pick up at a store needs words to promote and sell it. When was the last time you took the time to read the labels in your shopping trolley? That’s a frightening thought. An even more frightening thought is the fact that there’s a professional writer behind each message – or there should be – why not you? Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell BJR Gin Crisp, bright and bracing. BJR Gin is a pure spirit that is smooth in character and aromatic in flavor. With fresh juniper berries, orange peel, coriander seeds and angelica, BJR Gin is distilled using the traditional pot still method to retain all the natural citrus and herbal flavors and balance demanded of the highest quality ‘London Dry’ style gins. This product is proudly made in Australia, using only the finest natural Australian and select imported ingredients. BJR Distilleries is a 100% Australian owned family business, with more than 35 years experience in the fine art of liquor production. And, because we’re Australian, you know you can trust the products we make and the fact that every dollar you spend stays here, benefiting all of us. BJR – the new taste in gin. BJR Vodka Sharp, bright and crystal clear. BJR Vodka is pure in taste and bold in character. Produced to the exacting standards of the finest European vodkas, BJR Vodka is charcoal filtered and distilled using a true triple pot still process to ensure the distinct flavor is felt but not smelt. This product is proudly made in Australia, using only the finest natural Australian and select imported ingredients. BJR Distilleries is a 100% Australian owned family business, with more than 35 years experience in the fine art of liquor production. And, because we’re Australian, you know you can trust the products we make and the fact that every dollar you spend stays here, benefiting all of us. BJR – the new taste in vodka. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 341 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell BJR White Rum You can taste the Caribbean in BJR White Rum. Its light-bodied, rich flavor is smooth to taste and satisfying to drink on any occasion. BJR White Rum is distilled using the traditional pot still method and filtered in charcoal for a softer Puerto Rico style rum with a hint of smoke. This product is proudly made in Australia, using only the finest natural Australian and select imported ingredients. BJR Distilleries is a 100% Australian owned family business, with more than 35 years experience in the fine art of liquor production. And, because we’re Australian, you know you can trust the products we make and the fact that every dollar you spend stays here, benefiting all of us. BJR – the new taste in white rum. BJR Ouzo BJR Ouzo is the Ouzo of choice for the discerning drinker. Blended from the highest quality spirit using star anise, aniseed and several herbs and spices, BJR Ouzo is double distilled using the traditional pot still method to retain its sweet-dry character and balanced aromatic flavor. This product is proudly made in Australia, using only the finest natural Australian and select imported ingredients. BJR Distilleries is a 100% Australian owned family business, with more than 35 years experience in the fine art of liquor production. And, because we’re Australian, you know you can trust the products we make and the fact that every dollar you spend stays here, benefiting all of us. BJR – the new taste in Ouzo. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 342 of 380 Page 343 of 380 Case Study: Meanwell sells well ‘The Enterprising Writer’ © 2000-01 Michael Meanwell business! with display ads As I’ve mentioned earlier in this book, in addition to my freelance writing business and my e-publishing enterprise, I conduct the Meanwell Center. Like my other businesses, this is run from my home. My house has three bedrooms. One is conventional, another is used for my writing business and the third for the holistic Meanwell business. You’ll know which business hat I have on in any given day, depending on which bedroom you find me in. The Meanwell Center offers a number of holistic services, ranging from energy healings and practitioner courses in Reiki, meditation classes and tapes, spiritual counseling and experiential workshops. And, like any business, it needs marketing materials to get the word out. That’s the only bad thing about doubling as a writer … sometimes I don’t know which bedroom I should be in when I’m marketing my holistic While you ponder that one, here’s a few ads I’ve produced for the Meanwell Center: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Space. The final frontier. Well, not exactly. There are many things we still don't understand about our world, but the final frontier is not out there, but in here. Within you. Mankind has explored the fartherest reaches on this planet and beyond as well as the greatest heights and depths, and yet the most incredible mysteries of our very existence still are largely unexplained. So, why not take the first step toward self discovery. Call us today on (03) 9877 9303. Transform Your World. http://www.meanwell.com.au Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 344 of 380 Meanwell doesn't pretend to have all the answers, but we're happy to share our knowledge and our expertise in the New Age and Spiritual world. We offer a range of wholistic products and services designed to enhance your body, mind and soul. Page 345 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Look well. Feel well. Meanwell with Aromatherapy Massage. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Take a holiday every day. It's not always practical for you to take a break from your troubles when you feel like it. Transform Your World. Learn Meditation. Priced at just $19.95 ($25 posted), you can choose from a number of guided meditations which offer powerful visualisation techniques: But now you can – any time and anywhere – with Meanwell Meditation. • We offer a range of guided journeys to a beach, lake or forest of your choice. There you will learn how to relax, meditate and visualise a more positive, productive and healthy you. • • • Put your mind at ease and set yourself free. Call us today on (03) 9877 9303 for your cassette. Featuring original music from internationally renowned artist, Geoff Healey, each 45-minute cassette is designed to not only relax you, but also enhance your lifestyle by giving you the tools to cope with life's challenges. http://www.meanwell.com.au Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Creating Positive Affirmations Setting and Achieving Goals Identifying and Resolving Problems Healing yourself of physical or emotional ailments. Page 346 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Reiki. The Power to Heal. Transform Your World Coming to a channel near you. There is nothing truly mysterious about Reiki. And even better, unlike Western medicine, there are no side effects. There are no overdoes. Just pure, unadulterated Life Force Energy – on hand – 24 hours a day, when you need it. Yes, it's true, it is an ancient Eastern system of energy healing. And, yes, it's true, it works as well on humans as it does on plants and animals. Meanwell Reiki practitioners are channels for the original Usui System of Natural healing. But, no, it's not a religion. It's not black magic, it's not supernatural. So, next time you are feeling a little low and you want a natural pick-me-up, think Reiki and think Meanwell. Call us on (03) 9877 9303. In fact, that's the beauty of Reiki. It works naturally – with nature – holistically assisting people at every level – physically, emotionally, mentally and spiritually. http://www.meanwell.com.au Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 347 of 380 Page 348 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell That may be food for thought. But what On these cassettes, you'll learn about: about your soul? It needs food too. The forgotten truth in the Bible Take a holiday everyday. Learn Meditation. How long can you go without food? • • The power of crystals How to heal yourself and others with Reiki Getting in touch with your spirit Unfortunately, because we don't feel • the pangs , like we do when our body is hungry, we sometimes forget our true • essence. guides Astrology in the 1990s • Well, that doesn't have to happen anymore. These 60-minutes cassettes are the best interviews from the popular Meanwell radio show on Melbourne radio. And, at just $15 (posted) each, they're a steal! Meanwell has produced a series of cassettes which feature conversational, confrontational and sometimes controversail discussions with experts in the new age and spiritual world. So get them while they're hot. http://www.meanwell.com.au Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Transform Your World Page 349 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Direct Mail Campaigns Case Study: Océ controls the message with Direct Mail As mentioned earlier in this chapter, my company handled a variety of marketing communications for Océ. The client was a strong supporter of DM, and so we had a lot of fun putting together campaigns to maintain its premier position in the market place. This is one of a number of DM campaigns conducted for Océ. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 350 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell One of our most successful DM campaigns– the jam campaign – started life as a radio promotion. But, after some thought, the client agreed with our recommendation that the message could be sold in greater detail through DM. Essentially the message revolved around the company’s USP. Océ has a long history of technological innovation. Its photocopiers, for example, are based on Océ’s patented Copy Press System which differs dramatically from Xerography, the process utilized by all other plain paper copiers around the world. In fact, its copier range is a prime example. They are the only machines on the market that do not follow the Xerographic approach, as patented by Xerox in the 1930s. There are a number of design differences between the two, and this became the central focus of our DM campaign. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 351 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Xerographic copiers have a long paper path. The longer a piece of paper must travel through a copier, the more potential jam areas it will encounter. Océ copiers, by design, have short paper paths, similar to an off-set printer. They also use different toner material and copy in a different manner which, the company claims, produces a higher quality result with less chance of paper jams. That’s a lot of information to convey in a brief radio message. That’s part of the reason we decided to go with a double-sided letter-cum-brochure. And to back the company’s claims and to generate some excitement with the market, we made an offer few prospects could – or did – refuse. We offered them 1000 free copies free. All people had to do was visit their local Océ branch and see a copier in action. To sweetened the pot, every person who attended went into the running for a holiday on Hayman Island on Queensland’s Great Barrier Reef. And to add a little fun to the campaign, we gave this promise: “If our copier jams – a premium Dutch jam is on us!” I recall purchasing a few dozen bottles of premium jam at a Dutch specialist store just before we distributed the mailer. I thought that was a conservative estimate, given that the mailer would be received by more than 10,000 businesses. Anyway, I shouldn’t have worried. The campaign was considered a major success by Océ. There were only three copying jobs which jammed out of several thousand. The customers were pleased, my client was happy . . . funny, I never did find out who got lumbered with all of that jam. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 352 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Case Study: Pin Point Tele Marketing targets prospects There are many ways to write letters to prospects and customers. Most DM experts will tell you length is not important and, in fact, that it’s better to write a longer letter than a shorter one. I believe you need to write as much as you need to get your message across. But you need to be conscious of your readers’ time, keeping in mind that they may be sorting mail over the trash can. So, I try to get my point across as quickly as possible. If I need to say more, I usually include a brochure. Here’s some examples of short letters written for a variety of clients. The first overleaf was written for a local telemarketing company: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 353 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell «Date» «First_Name» «Surname» «Title» «Company» «Street» «Suburb» «State» «Postcode» Dear «First_Name», Are you having trouble finding the right prospects? Do your promotional campaigns need a shot in the arm? Whether you sell products or provide services, you need pin point accuracy in reaching the decision makers. That’s why other companies call Pin Point Telemarketing. We handle a wide range of projects for small and large businesses who need professional support without adding to the payroll. Telemarketing is one of the most cost effective forms of sales and marketing. We can cover more ground with a telephone than a representative on the road. And because our staff are highly motivated, sales professionals – we ask the right questions and gain the right answers for our clients. •••• Pin Point Telemarketing offers a wide range of services including: Assisting in Sales Consumer Feedback Independent Surveys Market Research Pin Point Telemarketing is available for short and long term projects. We also work well with management and can enhance internal marketing efforts. So call me today and let’s discuss how we can assist you with your next promotion. Yours faithfully Luisa Boicos MANAGING DIRECTOR. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 354 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Case Study: DM helps Creative Steps stay in contact with clients The following letter was written for a graphic designer who, as you’ll read, was joining forces with a colleague. Their intention was to offer a ‘one stop shop’ for not just graphic design but a range of print and promotional material. As you’ll see, rather than just say “hey, have we got a deal for you”, the letter makes an offer to the reader for a free consultation to discuss the prospects marketing requirements. While you and I would gladly drive out to see a prospect and talk with them freely for an hour or so – how often do you make that offer to them? Maybe you should. This simple process has netted me countless assignments over the years. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 355 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Dear «First_Name», They say “birds of a feather, flock together” – and that’s exactly what I’ve done. I’ve moved to new premises and, more importantly, expanded the business and the services we can offer you. Our new company is Creative Steps and it sees the merging of talent from well known graphic designer and illustrator, Henry Birman, and myself. Henry and I have informally worked together for the past 12 years. He is well versed in a broad spectrum of graphic design, including illustration, packaging, corporate identity and point of sale, and he has worked with some leading companies in the food, electronics, automotive, retail and pharmaceutical industries. Together, we can offer you an integrated, fresh and synergistic approach to all your marketing communications. But it doesn’t stop there. We believe the job isn’t over until you’re satisfied with every facet of your marketing campaign. And we can help there too. Creative Steps has on tap other marketing professionals, including a photographer, journalist and copywriter, and designer. Together, our new team can offer you: •• Graphic Ad Designs that are eye catching and entice action Point of Sale & Corporate Identity that builds excitement and market awareness Product & Service Announcements that make news and lift your profile Brochures & Newsletters that attract new and existing business Direct Mail letters & programs that target specific audiences Web Sites that are interactive and effective in delivering on-line sales •••• We’re now able to compete with the bigger agencies on service but not price – we have always been far more cost effective and efficient than the competition – and now that’s doubly so with our new professional team. As a sign of gratitude for your past business, I’d like to offer you a free marketing consultation, valued at $250. It will give me an opportunity to not just tell you what we can do, but show you how you can improve your marketing communications first time, every time. I look forward to speaking with you soon. Regards, DAN FOGEL Director. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 356 of 380 Case Study: Burgundy Lunchbox ‘The Enterprising Writer’ © 2000-01 Michael Meanwell meal was free. designed: rewards loyal customers While there is a plethora of opportunities for writers working with large organizations, there is also a variety of work with small to medium-sized businesses. And the emphasis is on the word ‘variety’. Here’s one example of a small promotion I undertook for a local food outlet. The business had been running for a number of years and, during that time, it had gained a good reputation because of quality foods and service. The problem, like for many businesses, was gaining a consistent stream of customers. The following ‘customer loyalty program’ was designed to bring satisfied customers back to the shop more often, and to reward them. The marketing process was simple: draft and issue a personalized letter to customers (the business had already developed its own database of customers), and issue it with a VIP customer loyalty card. All customers had to do was present the card when they next visited the shop, at which time it would be stamped and, after 10 visits, their next It’s a simple approach but an effective one for both small and large businesses. Overleaf is the personalized letter I wrote and the VIP card I Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 357 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Dear , Have We Got A Deal For You! We value your business, so we are now offering – for a limited time – a special VIP Customer Card. This offer is available to regular customers of Burgundy Lunch Box. It’s our way of saying thanks for your support – and we hope to continue being of service to you. We invite you, your colleagues and business associates to lunch with us on a regular basis and we will reward you with a free meal* on your 11th visit in a month. Who said there’s no free lunch? There is at Burgundy Lunch Box for our VIP Customers! You can choose from our full menu including: Gourmet Sandwiches Roast of the Day Hot & Cold Dishes Fruit Smoothies Garden & Fruit Salads ••••• We also offer fresh sandwich and fruit platters as well as full catering for special events. And, you can even phone or fax your lunchtime orders by 11am, and we’ll deliver them to your office free. How’s that for service! It’s our pledge to offer you, not only great discounts on your lunches, but the highest level of service and food in the quickest possible time. Enclosed you will find a special VIP Customer Card, which will be stamped each lunch time you dine with us. We hope you like the new look Burgundy Lunch Box. Hope to see you for lunch soon, NICK and TINA Burgundy Lunch Box * Free meal offer applies to one customer per card to a value not exceeding $10. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 358 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Burgundy Lunch Box VIP Card 4 5 1 2 3 Present this Card each time you visit our shop. 6 7 8 9 10 FREE! Congratulations – you are now a Burgundy Lunch Box Valued Customer. When you enjoy 10 lunchtime meals with us in a month – your next meal is FREE! To qualify, you must purchase 10 lunchtime meals in any one month (comprising food and drink). The management of Burgundy Lunch Box reserves the right to cancel this promotion without notice.Free meal offer applies to one customer per card to a value not exceeding $10. Burgundy Lunch Box 125 Burgundy St, Heidelberg Phone/Fax 9459 8570 For the health & time conscious, we offer: * Gourmet Sandwiches * Roast of the Day * Hot & Cold Dishes * Fruit Smoothies * Garden & Fruit Salads * Special Platters & Catering Phone or Fax your Order by 11am and we'll deliver free. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 359 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Marketing Communications for your own Business Sample: Prospect Letters So far, we’ve looked at a lot of examples of marketing communications for clients, but what about your own business? This final section contains a sample of communications I have used in my own business. Feel free to adapt these to suit your circumstances. The following is a series of direct mail letters I have sent out to prospects to gauge interest and hopefully gain an interview: Michael Meanwell Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 360 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell <Company> <Address> <Suburb> <State> <Pcode> Dear <First Name>, Every business depends on communication. How well you communicate with your target markets and, indeed your customers, determines the success of your products and services. No doubt, you know that already. What you may not know is how Marketzing can help you achieve targeted communications that hit the mark with minimum fuss and maximum gain. We are a marketing communications consultancy that has worked with wellknown businesses like ANZ, Kodak, World Vision, Telstra and Australia Post. We are experienced in delivering messages to potential customers, without wasting the sales pitch on the wrong market. Marketzing comprises a team of professional marketers and experienced journalists who can assist <Company> with: Media releases promoting your products and services Brochures and newsletters for your potential and existing customers Direct marketing to target audiences Special events that are memorable and measurable •••• <First Name>, I will contact you in the next few days to discuss how Marketzing can help. Should you wish to talk sooner, please call me on 9877 9303. Yours faithfully, MICHAEL MEANWELL Managing Director. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell That approach worked pretty well for me. Let’s examine it briefly: • • • • • As I mentioned, that as the first approach I used to take with prospects. Later on, I tried the following: We build rapport by recognizing that the reader understands the process of marketing (the target audience is sales & marketing managers or managing director or CEO) We introduce who we are and what we can do for them We establish our credentials. Success breeds success, so it doesn’t hurt to mention some of the better-known companies we’ve worked for. The client list can be adapted, depending on who you’re pitching to (e.g. you may like to include like-minded companies to demonstrate that you are industry savvy or you can just stick with well-known companies) Go into greater detail regarding the services we can offer the prospect Finish with a subtle call to action Page 361 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Dear <First Name>, Are you looking for marketing communications that work? If so, read on. Marketzing got Kodak’s new digital camera a spot on the top rating TV shows Hey Hey It’s Saturday and Sale Of The Century – millions of people saw it and it didn’t cost a cent in advertising. This month one of our industrial clients achieved thousand of dollars worth of editorial space in industry magazines, with a media release which cost him just $500. And, since the release was printed as a news story in a wide range of different industry publications, it had the added credibility a paid advertisement couldn’t give. Marketzing is the Swiss Army knife of product promotion – we have a tool for every job: • • • • • Marketzing is an experienced company with marketing, public relations and media relations professionals on tap. We are specialists in serving the small client with a tight budget and the big one who drives a hard bargain. And we’re very good at what we do. Who says so? ANZ, Kodak, World Vision, Telstra and Australia Post – they’re all happy customers, just like the variety of small firms who use our services. <First Name>, I will give you a call next week or, if you have any urgent needs, you can call me on 9877 9303. Regards, MICHAEL MEANWELL Managing Director. Page 362 of 380 Media releases – we can establish a database of publications to suit your needs. You won’t pay for copies to be scattered to publications you don’t need, and we’ll write them so editors will print them. Direct Marketing – why advertise to millions when you can spend a lot less getting the message direct to the decision makers via telemarketing, direct mail. Brochures – attractive, easy to follow brochures for the customer at your front counter, the browser, the shop-around customer and the one who has to take one back to the boss for a decision. Newsletters – our journalists and layout artists can blend your message into stories which customers, staff and potential customers will want to read. We can present your products at their best and your company as a well established authority in its field. Special Events – maintain existing customers and impress potentials, while using old fashioned face-to-face contact in a relaxed outing or seminar environment to satisfy their needs and wants. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell As you can see, this is a far more proactive approach to prospecting letters. It received mixed results, depending on the target audience. Let’s examine the approach: • • • • • We begin by qualifying the prospect – do they need our services? Rather than tell the prospect how great our services are, we show them by documenting our client successes with companies they know and probably admire Then we explain how we can benefit the prospect’s business We back this with more details on our company and our record of achievement, including some of our big-name clients Throughout, the writing style is fast, efficient and confident, and reflects a bold image This approach doesn’t suit every writer nor every prospect you target. That’s why it was used selectively, depending on my mood and the companies I was approaching. OK, the pendulum has swung in both directions, so now it’s time to look at a prospect letter than pitches somewhere in the middle: Page 363 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 364 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell <First Name> <Surname> <Title> <Company> <Address> <Suburb> <State> <Pcode> Dear <First Name>, In days of old markets were places where you bought fish and cheese, margins were always on the left and ruled in red ink, and having a relationship with a customer was just not talked about in polite company. How times change . . . today markets are in segments, margins are tight and budgets are even tighter. Competition is global, and the players are aggressive. Customers are inundated with communications from a plethora of sources: there are over 1,800 different magazines and 670 newspapers printed in Australia, and then there’s 300 radio stations, and 96 TV stations. Imagine how many bill boards, signs at arena, on buses, trains, trams and taxis, ads on supermarket trolleys – not to mention the 80 newspapers and magazines that are printed in a language other than English. Is it any wonder that the market has started to switch off? The fact is, many customers have stopped listening because it’s getting too hard to hear. Perhaps you too have noticed it’s hard to get your customer communications heard? Here at Marketzing we specialize in making sure that your message hits the target on time, every time – for less. We employ a team of journalists, people who know the media, and who know the people in the media, as well as marketing strategists, direct mail specialists and ethnic language translators – experts in getting your message to your customers. Marketzing has worked with many businesses in the design and production of brochures, press releases, event management and strategic marketing communications planning. We are happy to work with our customers’ mainstream advertising agencies to ensure that real marketing integration occurs, maximizing your media exposure through unpaid media and special events, as well as through your advertising. <First Name>, can Marketzing assist <Company>? I will call you in the next few days to see whether there is some task Marketzing can complete for you – I hope that we can help get your messages heard. Regards, MICHAEL MEANWELL Managing Director. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 365 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell For many, the previous letter was a ‘safer’ approach. Let’s take a closer look: • • • • • We kick off by building rapport with a little humor … something missing from most DM today. Then we get serious about business and build interest by detailing markets and the challenge of being heard in a busy market place. We offer a solution to the problem – our services We then explain how we can achieve results for the prospect And we finish by asking if we can help them, and promising to call soon. Each of these letters did its job by allowing me to get a foot in the door. But I gained the greatest response when I included the following, final paragraph: Rather than tell you what we can do for you, I’d rather show you. I’m offering you a free, no-obligation marketing consultation, valued at $250. I will call you in the next few days to arrange a suitable time to speak with you. If you can’t wait, feel free to call me on (03) 9877 9303. This final paragraph contains a stronger call to action – an offer many prospects cannot refuse – a free marketing consultation valued at $250. The figure is a ‘perceived value’ I place on my time. Let’s face it, the whole point of sending the letter is to gain an appointment with the prospect. During the meeting you will gift them a portion of your time. That’s a given. But when was the last time you actually told a prospect you will do this – and placed a value on your time? And, by placing a rather high value on my time, it does two things: It makes the offer worthwhile (wouldn’t you like to receive something worth $250 for nothing?), and it demonstrates how successful I must be, given the value of my time. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 366 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Sample: Company Brochure Each of my prospect letters is accompanied by a small gate-fold brochure which further expands on the points raised in the letter. These include the range of services my company offers, the industries and clients served and also a number of benefits to working with me. PTO Here’s how I introduce my services to potential clients: Put more Zing into your Marketing Whether it’s a staff or customer newsletter, a brochure, a press release or a full scale media event – Marketzing can put more zing into your marketing . . . on brief, on time and on budget. Our team of professional marketers and trained journalists have the business nous, a long list of media contacts, and an even longer list of satisfied clients. We get the job done right – first time, every time. Marketzing Pty Ltd is a corporate public relations and marketing consultancy, founded in Melbourne in 1991, with clients throughout Australia. Originally known as The Write Advice Pty Ltd, the company changed its name in September 1996 to reflect our the direction – providing business-to-business marketing communications. Today, Marketzing has access to an extensive network of expert marketers and PR consultants as well as experienced journalists, graphic designers, photographers and other professionals. PR and Marketing at our Service We are small enough to understand you don’t have an endless budget, but big enough to boast qualified consultants, who have a track record in producing successful campaigns. Call us for a quotation on any of the following marketing services: News Releases We can prepare news-worthy stories on new products, business directions or special announcements and issue to specific media for maximum results. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Media Conferences Marketzing can handle all the arrangements to make product launches, company announcements or media briefings professional and memorable. Media Training We can provide your spokesperson with specialist training in how to identify leading or loaded questions, and how to answer them with confidence. Brochures We can produce a variety of product and service brochures to company profiles and annual reports. Newsletters Marketzing can develop staff or customer newsletters that inform, motivate and promote your company and its products and services. Direct Mail We can design and implement programs that reach new and existing targets. Special Presentations Get your message across succinctly with specialist communications for product presentations and industry forums. Internet Monitoring We can scan Web sites and track all Newsgroup communications relating to your company’s or competitors’ products and services. •••••••••••••••• Current or past clients of the consultancy. The Company we Keep ANZ Bank Australia Post Cross Writing Instruments Ford Kenworth Trucks Kodak Hawthorn Football Club Honda Leigh-Mardon Maroondah City Council Medibank Private Royal Selangor Target Telstra VDO Instruments World Vision Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 367 of 380 PTO Page 368 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell We’re here to help You Marketzing is small enough to understand you don’t have an endless budget, but big enough to boast qualified consultants, who have a track record in producing successful campaigns with measurable results. We can design and implement an integrated marketing program that not only improves your profile in the marketplace but targets the decision makers. Prompt response, attention to deadlines and detail, and a creative approach – we do a good job, and we ensure you’ll not only like the job, but profit by it. Marketzing is already working with international corporations for which value for money is all important, and with smaller businesses that have different priorities. Whether you have a small or large project, ad-hoc or ongoing, overload or to be project managed. Don’t take our word for it. Put us to the test. Call Marketzing today on (03) 9877 9303, and let us put more zing into your marketing. Prior to producing this brochure, I used to send out an inexpensive, twopage document which encapsulated the range of services offered. This is still a practical and easy way to get the message out there via fax, email and snail mail (see overleaf): Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Putting more zing into your marketing Marketzing offers the following services with extensive support from a team of professional marketers and media consultants. We have the knowledge and experience to assist you in determining the right marketing mix for your business. News Releases: Media Conferences: Media Liaison: Brochures: Newsletters: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com PTO Page 369 of 380 The press release is an effective means of communicating your message to your target audience. Marketzing can prepare stories promoting various aspects of your company, including new products, new business directions or special announcements which can be issued to a specific media segment. We can organize news conferences for product launches, company announcements or media briefings, and can handle all arrangements from invitations, the venue, press kits to speech notes and post event followup. Marketzing maintains a broad range of media contacts and has developed specialist skills in securing media opportunities for our clients. In addition, we can provide specialist training to assist your company spokesperson when dealing with the media. Marketzing can deliver a variety of corporate communications, ranging from single to full-color product brochures, presentation folders, corporate profiles and annual reports. As an on-going source of information for your staff and customers, a newsletter is an ideal communication tool. An internal communiqué may contain stories relating to the company to boost or maintain staff morale. A customer newsletter can promote new products and services to your existing and prospective markets. ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Direct Mail: Specialist Writing: Proof Reading: Keep in mind, the above two documents are used simply to get a foot in the door. Once you have had a meeting with a prospective client, you can bring out the big guns – your folio of work and a corporate profile which you can leave with them to read at their leisure. My corporate profile is around 20-30 pages in length. I occasionally alter it to suit the industry and needs of the prospect. This is relatively simple to do, since I maintain a ‘living document’ on my hard drive. When I need a copy, I simply print it off as I would any document in Microsoft Word, and then I bind it. This is also the way I produce and present formal proposals to companies. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 370 of 380 To reach new and existing audiences, direct mail is one of the most cost effective methods. We can design and implement programs that promote a new product or service, or announce a new company direction. Our writing abilities extend beyond newsworthy press releases to include speech writing for that special presentation, feature writing for maximum editorial coverage, and content for the Internet. Occasionally it can be helpful to have an objective eye glance over a document. This ensures clarity of expression and a professional presentation to your audience. We offer a same day, even hourly, turn-around service from receipt of your facsimile or mail delivery. Page 371 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell your prospects. Sample: Phone Script Sending a prospect a letter is the first step toward gaining a new client. But it’s not enough to wait by the phone for it to ring. We all get a deluge of direct mail every day. When was the last time you got something in the mail and rang immediately? The same applies to So, if you’ve said that you’ll call in a few days, make sure you do. When I am following up a letter, I like to keep some notes about the prospect and what I’d like to tell them handy. This is not a formal spiel, but just some points I’d like to mention. I never read a prepared script, I only refer to notes if I need them. Never, ever read a spiel to someone over the phone. This is an insult to their intelligence and a waste of their time. It will make you appear very unprofessional. The sad thing is that many telemarketing firms still conduct campaigns this way. There’s nothing worse that picking up the phone and then having to endure a poorly-written, poorly-presented pitch, spoken word for word – and s-l-o-w-l-y. Having said that, there’s nothing worse than making contact with a prospect and then getting ‘stage fright’ and forgetting what you wanted to say. That’s why it helps to keep some points nearby and use it as a ‘security blanket’. Here’s some points I keep handy for such occasions: Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 372 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Hi <first name> This is Michael Meanwell from Marketzing. I’m just ringing to see if you received our brochure regarding the range of PR & Marketing Services we can offer you? (depending on prospect response …) I’m just curious if you have a need for any of these services?.. May I ask you how you market your company and products? (take note of the marketing services they use) Have you thought of using . . . (depending on the above response you receive. The field is open here. If the prospect focuses purely on advertising, suggest DM and PR. If they use PR, what kinds of PR don’t they use. Maybe suggest regular media releases, a newsletter, a press launch) Is this all done in-house or do you outsource some of the tasks? (take note of the response) How do you handle overload situations? (take note of the response) We can promote your company and its products through Press releases to select media Newsletters and Brochures to your prospects and customers Direct Mail campaigns Even Press Conference for special announcements •••• We’re only a small consultancy but we’ve worked with some big companies like Océ, Kodak, Australia Post. I’d love to visit you for half an hour and show you some of the things we’ve done and, more importantly, discuss how we can help you. When is a good time to meet? Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell As mentioned, this is not a rigid spiel. I just keep it around if things aren’t flowing. And, as you can see, my approach is designed to engage the prospect in a true conversation. There’s nothing more boring that a monologue, especially when you don’t know the person on the other end of the phone. So, by creating a dialogue with the prospect, you achieve a number of things: • • • • Establish rapport Gain a greater understanding of their business and marketing approach (also needs) Discover areas where you can help them (and you can suggest these during the conversation to gauge interest and entice response) Demonstrate your skills and ability to understand their needs (how many of your competitors have taken the time to call the prospect and ask meaningful questions about their business? Not many, I bet) By the end of the conversation, you are in a prime position to gain a meeting with the prospect, and from there add a new name to your client list. which includes: Present yourself in the best light Once I get the meeting, I present my portfolio which contains my best work over the years, ranging from corporate videos and radio commercials to media releases, the results from product launches and press conferences as well as newsletters, brochures, and DM packs. The trick to presenting your work is not to bore the prospect with how brilliant you are, but to show them how successful communications can be used to improve their business. The point to make is that marketing is to some degree a science, or at least a formula. And that formula can be applied to any industry or business. And that’s what you do. Present your previous work in a way that shows the prospect how it can benefit them. Yes, I’m back on that old chestnut – benefits! When the meeting is finished, I leave the client with a more extensive document on my company. This is a Corporate profile, a bound document Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 373 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell • • • • If, however, the meeting has gone according to plan, and the prospect wants to do business, then I leave nothing. I return a few days later with a formal proposal which includes the corporate profile. The company’s industry experience and marketing know-how The list of services available and the benefits to the prospect Profiles of the team (remember, I have a staff of one, but I use a number of sub-contractors. I include their names, experience and expertise in my profiles – with their permission, of course) Client case studies and testimonials Page 374 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 375 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Sample: Company Advertisement As I’ve said earlier I do very little advertising except for phone directories. I have, on occasion, done a few display ads and inserts. Here’s one simple approach taken recently: Here’s six ways you can put more zing in your marketing: 1. Media Releases that make news 2. Brochures that sell customers 3. Newsletters that are worth reading 4. Direct Mail that cuts through 5. Custom Magazines that build profile 6. Web Content that clicks Here’s one company that can help you achieve it: Contact us today for a free consultation. Tel (03) 9877 9303 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 376 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell As you can see with all of my marketing approaches, I have tried to keep them brief, to the point and within any business’ budget. If you are more adept at graphic design than me, you can of course produce a more exciting look. I think, however, that this no-nonsense approach has served me well over the years. At the end of the day, your target audience – marketing people – have seen it all and tried it all themselves. So, one more dazzlingly design from a fellow marketer isn’t going to sway them. Quality communications, backed by your enthusiastic approach, is the best way to build your business. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 377 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Acknowledgements I am grateful to the following organisations for kindly giving me permission to reproduce marketing collateral for which I have been involved. My sincere thanks to: Angela Hatcher Design (for the design of the BJR Distilleries’ product labels) Australia Post (for the Post Review newsletter) BJR Distilleries (for the product labels) Michael Meanwell BureauScan (for the corporate profile) Burgundy Lunchbox (for the loyalty program) Dan Grafix Solutions (for the in-house sales letter and design of the Come2gether brochure) Océ Australia (for the In Print newsletter and brochures) Kodak Australasia (for the SnapShots newsletter) Paccar Australia (for various media releases) Pin Point Tele Marketing (for the prospect letter) Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 378 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell Red Bolt Visual Communication (for the design of Simplot’s On The Menu newsletter) Simon Adams Design (for the design of Australia Post’s Post Review newsletter) Simplot Australia (for the On The Menu newsletter) Telstra Corporation (for various email letters, ezines and radio advertisements) Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com Page 379 of 380 ‘The Enterprising Writer’ © 2000-01 Michael Meanwell More Information Meanwell publishes a range of e-books for pleasure, productivity and prosperity. Visit us at http://www.meanwellstore.com If you would like to contact the publisher regarding an up-to-date list of titles, click here. If you would like to discuss ideas with like-minded people, visit the Meanwell Online Forum at http://network54.com/Hide/Forum/72583 Our latest eBook ‘Writers on Writing’ Edited by Michael Meanwell Inspirations, observations and affirmations from classic and contemporary writers. Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com ‘The Enterprising Writer’ © 2000-01 Michael Meanwell ‘Writers on Writing’ is a unique compendium of classic and contemporary literary quotations as well as positive affirmations, written specifically by me for today’s writers. This e-book features more than 150 positive affirmations to assist writers in staying focused on the task at hand and confident of success in their work. It also contains over 360 literary observations from the masters of writing which have been categorized under the following topics: * * * * * * * * * * * * * * * * * * * * * * * Click here to learn more about this new e-book. Why We Write The Value of Literature The Joy of Writing Sparking Creativity Developing Discipline Managing Deadlines Dealing with Critics and Criticism Handling Rejection Finding Inspiration The Need for Readers The First Line The Process The Role of Editing Writer’s Block Writer by Profession Publishers and Publishing The Art of Writing What makes Great Writing The Life of a Wordsmith The Write Advice Habits and Rituals Writers on Writers Last Words Page 380 of 380 Permission granted for single copy reproduction by rightful owner of this e-book. http://www.meanwellstore.com