Strengthening Business Rela0onships INTERNAL Editor and Administra0ve June Pinyo, Na0onal Associa0on for Healthcare Quality Beth Zemach, Na0onal Associa0on for Healthcare Quality
Introduc)ons • June Pinyo, Managing Editor • Beth Zemach, Senior Project Manager • Project: NAHQ Q Soluons – Problem: • Update cer)ﬁca)on exam (interna)onal exam became U.S. based). • Q Soluons product to be a cer)ﬁca)on prep resource as well as a founda)onal product.
Heard Round the Table • We didn’t allocate enough money for that. • We didn’t ancipate the related costs outside of prinng. • We don’t have enough me (for setbacks). • We don’t have a Plan B. • We learned of some important factors too late (aAer board approval).
Tips • Establish trust. – Trust each other’s exper)se. Don’t try to do each other’s jobs. – OR take steps to build this type of rela)onship. – Tips for Editors: • Make sugges)ons only with data to back you up. • Have clear and speciﬁc volunteer agreements. • Become involved in the organiza)on’s mission overall, and don’t work in a silo. • Go to the annual mee)ng. Get invested.
Tips • It s not just about money. – Products are developed as part of a strategic plan rather than as a stand-‐alone project. • What part of the strategic plan does this project speciﬁcally address? • Editorial can be a part of the process to determine how to accomplish the strategic goals through products. – Goals should be clearly deﬁned early on.
Tips • Consider it an investment to bring in all players early on to avoid unnecessary expenses later on. – Teams should have diversity. • Who has done this before? • Who is aﬀected? • Who will be responsible for what?
Tips • Regular status mee)ngs (internal & external) – Internal staﬀ should be on the same page on how to handle various situa)ons to maintain a good rela)onship. ED and Editor are on the same team. – External volunteers should not have absolute power (when all groups are included, it becomes about the organiza)on’s decisions rather than a single individual)
Tips • Accurate documenta)on – Editor • Include all steps, key stakeholders • History of all projects • Records of schedules, variables • Es)mates (outside vendors) – Execu)ve Director (or Project Manager) • Previous edi)on sales (member vs. nonmember usage) • Market analysis
Q Solutions Revenue Estimates Q Solutions, 3rd edition Budget Status Log and Income ProjectionsExpense YTD YTDPre-press as of actual budget variance YTD actual budget variance Editing; project management; design and layout; 11/30/2011 $2,549.50production-related tasks ($19,500/volume) 3/1/2012 $7,400.00 $22,000.00 Indexing ($500/volume) 3/31/2012 $9,128.25 $19,077.75 Permissions (30 @ $50 ea.) 4/30/2012 $8,340.25 $27,418.00Marketing 5/31/2012 $9,601.00 $37,019.00Honoraria (2 $ $5,000 ea.) 6/30/2012 $10,432.50 $47,451.50Administrative NAHQ staff time ($6,500 development, $3,500 ongoing) Printing (qty. 2,000) Shrink wrapping sets Shipping/freight Warehousing Total Expense Income Gross set sales revenue Gross individual sales revenue Total gross sales revenue Less Returns (5%) Adjusted gross sales revenue Net Profit Profit Margin (net profit/adjusted gross sales revenue)
Tips • Each project is a learning experience. – Don’t place blame. – Learn from mistakes and move on. Make detailed notes about what to do in similar situa)ons in the future. (Project plan or parking lot for debrief)
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Strengthening Business Rela0onships EDITORIAL Editor and Freelance Writer Lynn Valastyan, Society for Laboratory Automa0on and Screening Kris0n Gunderson Hunt, Freelance Writer
Strengthening Business Rela0onships EDITOR FREELANCER Lynn Valastyan Krisn Gunderson Hunt Managing Editor, SLAS Electronic Freelance writer for associa)ons, Laboratory Neighborhood business publica)ons and marke)ng Society for Laboratory Automa)on communica)ons departments at and Screening several large Chicago corpora)ons
EDITOR Build a trusted base of freelancers Finding a new freelancer Career center/job boards LinkedIn Ask other editors or associa)ons Ask on the AM&P listserv at SNAP@lists.SnapOnLine.org
EDITOR Build a trusted base of freelancers Try a new freelancer on a less visible or low-‐impact project Ease a new freelancer in by ﬁrst giving context for the organiza)on Accompany every story with story instruc0ons Give a “faux” deadline
FREELANCER Build a trusted base of employers/publishers Find your niche Write about topics you know and understand, and then prove yourself an expert to those publica)ons targe)ng that niche. Quality over quan0ty: Worry less about wri0ng for a mul0tude of publica0ons Focus on being an indispensible resource for a few publica)ons that will give you repeat business; you can expand your scope over )me.
FREELANCER Build a trusted base of employers/publishers Get familiarized Be extremely familiar with the publica)ons in which you want to be published and the industries they target. Translate that knowledge into well-‐thought-‐out pitches, substan0ated by research that no editor can turn down. A freelancer with an on-‐point story idea will get work well before one that is merely sending out resumes.
FREELANCER Build a trusted base of employers/publishers Network If you are trying to expand the number of publica)ons for which you write, rely on contacts from prior jobs, aaend networking events, market yourself on LinkedIn.
Writer: Joe Dobrian Don’t forget the basics: Issue: Mar/Apr 2013 SAMPLE Story Deadline: September 1, 2012 deadline, word count, etc. Story Topic: Social Media Policy in Property Management instructions Story Length: 1,100-1,400 words STORY DESCRIPTION Basically, it’s a twist on the usual social media spin. Instead of writing something on how often/with what frequency employees Give simple abstract should be using social media, a new concern among property management companies is how they can police their employees’ of story topic accounts to ensure that employees aren’t spreading bad press about their organization. This has been a controversial issue in the news as all organizations—no matter what type—struggle to balance free speech with maintaining their reputations. ADDITIONAL NOTES • Look for a mix of IREM Members—Certified Property Managers (CPMs) or Accredited Residential Managers (ARMs) along with Provide specific style other industry professionals to be interviewed. If you need help checking into credentials of sources, feel free to contact me. instructions (e.g. AP style, • Style: AP Style; Please organize the story into sections using subheads; If you come up with a great subhead headline, please house style quirks, etc. insert it into story. • FYI: Tenants are renters in a commercial or office building; Residents are renters in a residential building. Members of most condo associations are called owners. • Please ask your sources for high-resolution photos (300 dpi or higher) that may be relevant to the story, such as managed properties mentioned in the interviews.Providing sources is a must: giveas many as you can, SOURCESaccompanied by contact info. Sources from Tailor Made Properties, AMO: Marlene Dau, CPM PHONE: (269) 420-5734 EMAIL: email@example.com Melanie Phillips, CPM PHONE: (773) 394-8273 EMAIL: firstname.lastname@example.org
EDITOR OK Before You Pay Agree beforehand on scope and price How ﬂexible are you on word count? Read a story immediately upon receipt Don’t be distracted and let it sit Request changes to beXer meet scope Fully explain what/why you are asking Guess what? If you have already paid without checking, you could be down on me, money and reputaon
FREELANCER If You Want to Get Paid Follow direc0ons This includes story instruc)ons and editorial guidelines Keep the lines of communica0on open throughout the wri0ng process Contact the editor as soon as possible if you…
FREELANCER If You Want to Get Paid …have ques0ons Ask ques)ons if you don’t en)rely understand an assignment. …run into roadblocks You’re running into roadblocks or if your research is poin)ng in the opposite direc)on of the assignment. …struggle to stay within the word count Before turning in the story, oﬀer valid reasons and possible solu)ons to why and how the story should be lengthened or shortened. …risk missing a deadline Meet deadlines or tell the editor in advance if you an)cipate missing a deadline. If work is late, make sure it’s excep)onal and requires liale edi)ng.
FREELANCER If You Want to Get Paid *Sign a contract regarding rates, kill fees, word-‐count overages or other editorial policies; rates should be agreed upon prior to fulﬁlling the arJcle.
EDITOR Ensure the content’s validity Check sources In every story you receive. Even if you were clear in your story instruc)ons, some freelancers can get confused on what cons)tutes a “member” or other speciﬁc source type that might seem clear to you. Help provide sources And/or approve sources before the story is wriaen. Chances are you are in a beaer posi)on to provide the freelancer with viable contacts. *GeLng a good story beneﬁts the editor and the freelancer. The more informaJon you can provide, the beNer the story.
FREELANCER Assure your content’s validity Source list Provide your editor with a list of sources and their contact informa)on. Ask about the publica0on’s policy regarding the review of quotes/aaribu)on by sources Does the publicaJon have any requirements regarding featuring members? How are you supposed to get access to these members?
EDITOR The search to replace a valued freelancer Case study • Tested three: one known, one referral, one approached us • Assigned two stories each • The results
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Strengthening Business Rela0onships PARTNERS Publisher and Printer Nate Jenkins – American Academy of Dermatology Lynn (Sokol) Pehanich – Walsworth Print Group
Introduc)ons • Nate Jenkins – American Academy of Dermatology – AAD Overview • Largest most inﬂuen)al and most representa)ve dermatology group in the United States • 17,000+ membership represents virtually all prac)cing dermatologists in the US and growing number of Interna)onal dermatologists
Introduc)ons • Nate Jenkins – American Academy of Dermatology – Background • 5+ years as Produc)on Manager at AAD • Previous – 10 years as Produc)on Manager at one of world’s largest recruitment Adver)sing Agency • Previous – 3 years as Traﬃc Manager
Introduc)ons • Nate Jenkins – American Academy of Dermatology – Responsibili0es as Produc0on Manager at AAD • Manages logis)cs, traﬃcking processes and daily produc)on issues for all print, mail/fax and promo)onal materials. • Work with all print and mail vendors to ensure )mely and accurate comple)on of print jobs. • Ini)ate strategic print and mailing tac)cs and processes • Provide direc)on, assign tasks and manage workload of produc)on staﬀ.
Introduc)ons • Lynn Pehanich – Walsworth Print Group – Print industry 30+ years – Background: Customer service, inside sales, outside sales – Publica)on Sales: Banta-‐18 years, RRD-‐2 years, Walsworth-‐3 years – Customer base: special interest and non-‐proﬁt magazine publishers primarily in Chicagoland area – Consider my role as their consultant and resource – Work with Nate and AAD prin)ng Dermatology World for 2 years
How to Build a Strong Working Rela)onship PRINTER POINT OF VIEW: “BUILD THE FOUNDATION BEFORE YOU BUILD THE HOUSE”
Choose the right print partner for you and your organiza0on • Do your due diligence based on your priori)es • Iden)fy your priori)es and rank in order of importance • EXAMPLES: – Flexible scheduling – able to hold turnaround )me if late – Strong postal support – accessible postal expert – Quality – accurate and consistent color match – Speciﬁc capabili)es and equipment – bellybanding, aqueous coa)ng – Price – High level service and technical support – big ﬁsh in small sea
Choose the right print partner for you and your organiza0on • Iden)fy your “CULTURE’’ – Choose a partner who shares your vision and way of doing business • Make a commitment to each other – Sign a contract when possible – get married; don’t just date – Cover all the details so no surprises – Nego)ate to include what is important to you
COMMUNICATION, COMMUNICATION and COMMUNICATION • Number one source of most problems • Face to face mee)ngs with all key players • Understand each person’s priori)es • Be a solu)on provider
COMMUNICATION, COMMUNICATION and COMMUNICATION • Pre-‐produc0on mee0ngs to review and conﬁrm: – Key contacts for both publisher and printer and their roles and responsibili)es – Speciﬁca)ons – Scheduling priori)es – ﬁdelity, ﬂexibility, turnaround – Produc)on procedures for each phase of produc)on – be speciﬁc – Paperwork – Print and distribu)on instruc)ons – Invoicing
COMMUNICATION, COMMUNICATION and COMMUNICATION • Pre-‐produc0on mee0ngs to review and conﬁrm: – HOT BUTTONS; Previous issues of concern – Procedure for handling manufacturing problems/ques)ons • WHO TO CALL • WHEN TO CALL • COMPLETE CONTACT INFO – day, night, cell phone
COMMUNICATION, COMMUNICATION and COMMUNICATION • Post Produc0on Review/On-‐Going Communica0on – First issue review – Quarterly reviews by phone – Annual reviews in person to be sure to keep rela)onship dynamic – FLUSH OUT problems, issues or concerns before they fester • Printer must know problems in order to ﬁx them
How to handle problems when they occur – because they will!! • Be pro-‐ac)ve whenever possible – you tell them before they tell you • LISTEN – let them vent and acknowledge the validity of the concern • If you can’t do want they want – let them know what you CAN DO • Discuss op)on of what you can do IMMEDIATELY to make the situa)on beaer • Follow up with procedures to minimize chance of problem occurring again • DO NOT AVOID TALKING – this is when you most need to talk – in person even beaer!!
How to Build a Strong Working Rela)onship PUBLISHER POINT OF VIEW “HOW TO GET THE MOST FROM YOUR PRINT PARTNER”
How to Build Strong Rela0onship Get the most from your partnership by: – Mutual respect – Treat them as a true partner (resource) – Ask what we can do to help them
AAD -‐ Criteria for Choosing Print Partners • Quality • Pricing • Ability to Deliver On-‐Time • Innova)ve
Procedure when Problem Occurs • Meet internally to discuss problems • Review ﬁles and procedures internally prior to contac)ng vendor • If external, review issues with vendor • Work with vendor to determine cause and take any correc)ve ac)ons to prevent it from happening again
CASE STUDY – Problem and Resolu0on • Prooﬁng publica)on on InSite -‐ Grid lines and low resolu)on images • Onsite mee)ng with Walsworth to resolve issue • Walsworth worked with our internal IT to adjust our system seungs
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