July 23 AM&P Presentation


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Had the opportunity to work with great colleagues - June, Beth, Kristin, Lynn and Nate for AM&P Chicago education program.

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July 23 AM&P Presentation

  1. 1. Strengthening  Business   Rela0onships   INTERNAL   Editor  and  Administra0ve   June  Pinyo,  Na0onal  Associa0on  for  Healthcare  Quality  Beth  Zemach,  Na0onal  Associa0on  for  Healthcare  Quality  
  2. 2. 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.  
  3. 3. 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).  
  4. 4. 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.  
  5. 5. 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.  
  6. 6. Q  Soluons  Product  Suite  
  7. 7. 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?  
  8. 8. 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)  
  9. 9. 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  
  10. 10. 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)  
  11. 11. 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)  
  12. 12. Ques)ons?  Thank  you,  and  please  feel  free  to  contact  us.   jpinyo@connect2amc.com   bzemach@connect2amc.com  
  13. 13. Strengthening  Business   Rela0onships   EDITORIAL   Editor  and  Freelance  Writer  Lynn  Valastyan,  Society  for  Laboratory  Automa0on  and  Screening   Kris0n  Gunderson  Hunt,  Freelance  Writer  
  14. 14. 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  
  15. 15. 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  
  16. 16. 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  
  17. 17. 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.    
  18. 18. 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.    
  19. 19. 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.  
  20. 20. 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: marlenedau@comcast.net Melanie Phillips, CPM PHONE: (773) 394-8273 EMAIL: melanie.phillips@comcast.net
  21. 21. 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  
  22. 22. 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…  
  23. 23. 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.  
  24. 24. 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.  
  25. 25. 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.  
  26. 26. 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?    
  27. 27. 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  
  28. 28. QuesJons?  Thank  you,  and  please  feel  free  to  contact  us.   lvalastyan@slas.org   gunderson.hunt@gmail.com      
  29. 29. Strengthening  Business   Rela0onships   PARTNERS   Publisher  and  Printer   Nate  Jenkins  –  American  Academy  of  Dermatology   Lynn  (Sokol)  Pehanich  –  Walsworth  Print  Group          
  30. 30. 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  
  31. 31. 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  
  32. 32. 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.  
  33. 33. 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  
  34. 34. How  to  Build  a  Strong  Working   Rela)onship  PRINTER  POINT  OF  VIEW:   “BUILD  THE  FOUNDATION  BEFORE  YOU  BUILD     THE  HOUSE”  
  35. 35. 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  
  36. 36. 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  
  37. 37. 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  
  38. 38. 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  
  39. 39. 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  
  40. 40. 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  
  41. 41. 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!!  
  42. 42. How  to  Build  a  Strong  Working   Rela)onship  PUBLISHER  POINT  OF  VIEW   “HOW  TO  GET  THE  MOST    FROM  YOUR  PRINT  PARTNER”  
  43. 43. 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  
  44. 44. AAD  -­‐  Criteria  for  Choosing  Print  Partners  •  Quality  •  Pricing  •  Ability  to  Deliver  On-­‐Time  •  Innova)ve  
  45. 45. 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  
  46. 46. 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    
  47. 47. Ques0ons?  Thank  you,  and  please  feel  free  to  contact  us.   njenkins@aad.org   lynn.pehanich@walsworth.com