july 23 am&p presentation

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 Solu'ons – Problem:

•  Update cer)fica)on exam (interna)onal exam became U.S. based).

•  Q Solu'ons 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 an'cipate the related costs outside of prin'ng.

•  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.

Q Solu'ons Product Suite

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 and Income Projections

Expense Pre-press

Editing; project management; design and layout; production-related tasks ($19,500/volume)

Indexing ($500/volume) Permissions (30 @ $50 ea.)

Marketing Honoraria (2 $ $5,000 ea.) Administrative

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)

Q Solutions, 3rd edition Budget Status Log

as of actual budget variance YTD actual YTD

budget YTD

variance 11/30/2011 $2,549.50

3/1/2012 $7,400.00 $22,000.00 3/31/2012 $9,128.25 $19,077.75 4/30/2012 $8,340.25 $27,418.00 5/31/2012 $9,601.00 $37,019.00 6/30/2012 $10,432.50 $47,451.50

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)

Ques)ons?

Thank you, and please feel free to contact us.

[email protected] [email protected]


EDITORIAL Editor and Freelance Writer

Lynn Valastyan, Society for Laboratory Automa0on and Screening Kris0n Gunderson Hunt, Freelance Writer


EDITOR Lynn Valastyan Managing Editor, SLAS Electronic Laboratory Neighborhood Society for Laboratory Automa)on and Screening

FREELANCER Kris'n Gunderson Hunt Freelance writer for associa)ons, business publica)ons and marke)ng communica)ons departments at 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 [email protected]

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.


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.


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.

SAMPLE Story instructions

Writer: Joe Dobrian Issue: Mar/Apr 2013 Deadline: September 1, 2012 Story Topic: Social Media Policy in Property Management 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 should be using social media, a new concern among property management companies is how they can police their employees’ 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 other industry professionals to be interviewed. If you need help checking into credentials of sources, feel free to contact me. • Style: AP Style; Please organize the story into sections using subheads; If you come up with a great subhead headline, please 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.

SOURCES Sources from Tailor Made Properties, AMO: Marlene Dau, CPM PHONE: (269) 420-5734 EMAIL: [email protected]

Melanie Phillips, CPM PHONE: (773) 394-8273 EMAIL: [email protected]

Give simple abstract of story topic

Don’t forget the basics: deadline, word count, etc.

Provide specific style instructions (e.g. AP style, house style quirks, etc.

Providing sources is a must: give as many as you can, accompanied by contact info.

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 reputa'on

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…


…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.


*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

QuesJons?


[email protected]

[email protected]


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


–  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


–  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


•  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


•  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


•  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

Ques0ons?


[email protected]

[email protected]

july 23 am&p presentation

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