Wir sind sehr stolz, der Multimedia-Marktführer in unserer Gegend zu sein und haben festgestellt, dass durch die Partnerschaft mit NRS Media ideale Voraussetzungen für die Präsentation und den Verkauf von Radio- und TV-Spots in Verbindung mit Internetwerbung geschaffen wurden. Wir sind überzeugt, dass davon auch die locale Wirtschaft profitiert.

Eine Schlüsselposition bei dieser Partnerschaft nimmt dabei der NRS Account Direktor Nick Maloney mit seiner motivierenden und positiven Art ein.

Durch hervorragende Team-Bildung, vertiefende Ausbildung und hoch professionelle (und unterhaltsame) Präsentationstechniken führte uns Nick Maloney zu einem Ergebnis, welches unser Jahresergebnis im Bereich lokale Werbung bereits im ersten Jahr um mehr als 50% steigern wird. Ein wirklich hervorragendes Ergebnis, das alle Erwartungen übertrifft.

Zusätzlich zu dieser Umsatzsteigerung kam das Team in den Genuss eines aussergewöhnlichen Verkaufs-Trainings und hat so neue Fähigkeiten erworben, die bereits im Geschäftsalltag umgesetzt werden.

Das Team hier im Wallis erstellt jetzt ausgezeichnete, künstlerisch-auffallende neue Werbekampagnen für unsere Mitglieder und sorgt damit für ein wirklich positives Feedback.

Wir sind sehr zufrieden und unsere neuen Kunden sind es auch.

Radio Rottu Oberwallis AG

Matthias Bärenfaller

Geschäftsführer und Leiter Werbung

Chairman of the Board Craig Thompson says, “Stephen is an incredibly motivated and talented leader, with a proven track record of success. With many years’ experience in media – and at NRS Media – Stephen is the perfect candidate to follow in the footsteps of Marc Verhoeven to continue our successful development and growth. The Board of NRS Media is extremely pleased to have Stephen step into this position.”

Stephen joined NRS Media in 2004 and successfully created the print division of the US business before heading the Sales Operations Division. He was promoted to the position of President of NRS Media US and Latin America in 2009 – NRS Media’s largest franchise – and has consistently delivered sustainable, profitable growth. Stephen has worked in pivotal roles in the media industry for more than 20 years including sales and strategy consulting and management.

Stephen says, “I am delighted to have been appointed to this important and challenging role. I have enormous faith in NRS Media and our capacity for continued success. I am excited to build on the business’ strengths, whilst continuing to serve our valued partners around the globe.”

NRS Media has generated over US$700 million globally for its media partners. In the past year alone NRS Media delivered more than US$205 million in additional annualised revenue.

NRS Media is a global leader in direct media sales strategy, having designed and executed professionally structured revenue generating solutions for 20 years in over 30 different countries. NRS Media is expert in identifying and executing sales training and revenue generation opportunities that help media businesses succeed, even in the toughest markets.

I’ve always believed there is a better way.

Recent research shows that many of what I call “enlightened” CEOs, believe that improving your culture can improve your Operating Profit by as much as 20%. But it takes work and it takes time. Here is what some of what we have done and some of what it takes:

1. It takes a clear understanding of what your culture is, what you want it to be and a willingness to do whatever it takes to change it, because you believe that great culture and great results are synonymous.

2. It takes leadership. If you do not have strong leaders you are going to fail and even a great culture won’t save you. The people leading our groups need to believe it and be able to “transfer the belief”. They need to be fearless and be able to act with courage to do what is right. Easier said than done when the pressure is on.

3. Hire people that have the qualifications of course, but first and foremost, hire people that fit the culture.

a. Take pains to explain the culture during the interview process
b. Test their cultural fit and everything else in the interview process
c. Make sure they see lots of people and listen to your people if they think they might not fit

4. You need to put your people first. Always. Every decision needs to be about what is right for the people and believe that it will be returned 10-fold. Give them the benefit of the doubt.

5. Empower your people to be wrong and discuss it, not hide it. They need to know that it is all about succeeding as a team and everyone has a responsibility to help others succeed, not watch them fail.

6. Put team success ahead of individual success. This is one reason to carefully examine the type of person you hire. For example, at NRS Media I’ve never believed that we should hire people that fit true, driven “commission sales” profiles as Account Directors, because our team’s goals and the client’s goals must supersede any personal agenda.

7. It’s a no-brainer, but do everything you can to make your people successful in the field. Remove barriers, get them what they need to be successful and rally the rest of the company behind them.

8. Remove all negative motivation and introduce all positive motivators

a. Do not penalize your people (claw backs) unless it is something where they can control 100% of the outcome
b. Reward your people and let them catch up with their real lives, as often as possible. “Well Days”, vacation days and holidays are great tools. No one gains one minute of productivity by reducing our people’s time off. The opposite occurs
c. Remove the Tension between Business Development and Operations and F&A. All groups need to respectfully work as a team. They need to understand and appreciate the other group’s roles and responsibilities. No silos can exist

9. Have regular meetings to reinforce the culture but more importantly live it every day
a. Daily conversations to reinforce the importance with the team and confirm your support

b. Weekly team meetings which include management, operations and business units to share best practice

c. Monthly group meetings – we call them “Town Hall” meetings. We update the staff and have them update us. Use every opportunity to check the pulse of your culture.

10. Celebrate victories with vigour. Everyone needs to know that when we succeed we celebrate.

Larry Bleau is President of NRS Media Canada. Larry has an extensive background in marketing, advertising and media and regularly consults on business culture.

The best training always begins with a clearly defined Why. Why is this important to the organisation, and more essentially, why is this important to the participants? Staff need to be clear on why they are doing a task or what they will gain from training. Otherwise, it makes the exercise meaningless and ineffective, because our brains require clear definition in order to know how to focus. Yet too often we leave this step out and assume it is self evident.

A simple way to achieve this is to give a short frame-up of what is going to be covered in the training, and then ask the participants what they would like to take away from it. However, be careful not to let people give you too vague an answer, such as “I’d like to be a better communicator”. In such instances, drill deeper by asking what specific aspects of communication they feel they need to improve, and how they will know when they’ve achieved this.

As cheesy as it sounds, a positive mental attitude to learning is essential. The aim of any effective training is to change behaviour. Therefore an effective learning experience must enable us to step outside our comfort zones and create new behaviours. In order for us to do this, not only do we need a positive attitude but we need to be able to overcome any fears we may have. One of the most effective ways to doing this is through having FUN. By creating an environment of playfulness, where mistakes are okay and people can feel empowered we make it okay to try new things.

In a wider sense, the environment in which the learning takes place will also have an impact. We are all aware of the usual hygiene and comfort factors when booking training venues. But some of the current theories have gone far beyond this. For example there has been considerable research into the effects of music and how introducing certain types of music can improve brain performance and perhaps even boost IQ. Whether this is the case is debatable, but we can at least be sure that music does have an effect on our moods and emotions, and can therefore have an impact on how well we learn.

By delivering the training in small sections we encourage understanding. By providing a brief break or change of focus or activity every 15 minutes or so we allow the learners to chunk the information and make it easier to absorb. Regular opportunities to review the learning, whether though group summary, discussion or even quizzes, greatly enhances recall.

We know that our brains are divided into two hemispheres, and that each area has a dominant responsibility for different functions. In general, the traditional western educational methods tend to use our left brain – reading, writing, listening, and logical activities. Now, however, the importance of involving the right brain in learning; through images, colour, music, creativity and intuition is becoming increasingly clear and has been shown to improve the brain’s overall performance.

We all have a dominant learning style. This is our preferred way to perceive, process and memorize information and it is usual for this to be one or a combination of the three main sensory receptors; visual, audio or kinesthetic (touch and feeling). Therefore, to maximize the effectiveness of any training, it should incorporate elements that engage all of these styles.

The visual element is one that most trainers feel comfortable accessing. We may use Mind-mapping, encourage staff to draw a picture to summarise their learning or note-taking. More recently the power of visualisation techniques to make the end goal “real” is being recognised. I have already highlighted the benefits of music and this also accesses the audio for some learners. More directly, we should ask staff to review aloud in their own words. And our own oral traditions show how rhythm and rhyming enhance recall.

We are multi-sensory and it is the involvement of the other senses in training that has been viewed with more scepticism. Whilst our memory of smells is the most immediate memory system some may balk at using smells, for example lavender, to anchor new learnings in their memory. However there is still a lot to be said for incorporating as many of our senses in the learning experience as possible.

The importance of role-play and practice is also well established. Interestingly, movement is believed to be very powerful in locking information into our memories. So making sure that staff are moving, dancing, and walking around throughout the training will maximise their learning. Even more powerful for me is the fact that a typical 50-minute meeting could decrease the amount of oxygen delivered to the brain by 15 per cent. Therefore getting them up and moving ensures a more thoroughly oxygenated supply of the blood to the brain, and therefore more efficient brain performance.

Finally, we can take the old adage that if you “Can’t Do – Teach” as an instruction. Older children benefit greatly from being able to teach their younger siblings. The benefits can be replicated in training by making staff accountable for someone else’s learning to ensure they pay attention and really learn the material. Ultimately, curiosity is a big driver and by ensuring that there is plenty of scope for asking questions, testing authenticity and allowing learners to be critical in their approach, we will deepen their understanding and speed their absorption of the subject.

More importantly, all of the above techniques create variety and a flexibility of approach that keeps learning fresh. And those that deliver it!

Rod Power is the Managing Director for NRS Media’s European headquarters and has worked with NRS Media for many years including roles as COO and Head of Organisational Development. Rod is renowned in the areas of Leadership Training and Human Resources Development. Before joining NRS Media, Rod consulted to various media organizations in the areas of Human Development and Sales Strategy. As an executive coach, facilitator and keynote speaker he has helped people and organizations regularly over-achieve their sales targets.

Luis says he is “excited about the way NRS Media continues to challenge business norms with consistent increases in advertising revenues with its Media Partners in South America. I am looking forward to being a part of this continued success.”

“It is a great pleasure to join such a successful global company. The entire staff have made me feel extremely welcome. It was not easy leaving the many projects I was working on to take up this new challenge, but I strongly believe in NRS Media because of their success to date and the vast opportunities available in South and Central America.”

Luis is originally from Galicia, north-western Spain, and has extensive experience in media including marketing and strategic media sales, and studied at the University of Santiago in Spain while working at Antena 3 Radio as a journalist.

His experience in Europe included handling all media communications for Compostela 2000, one of the largest cultural events organized by the European Union. He came to the US on an invitation from The Honors College at Florida International University. In the USA, he has worked twice at CNN, as National Sales Manager and Anchor. He also held senior positions at Clear Channel and was the Director at La Voz Hispana in Atlanta.

President of NRS Media USA Stephen Wright explains, “Bello is the perfect signing for us, with his extensive media experience in radio, television and print media in Europe and his more current experience in America. This, combined with his extensive knowledge and understanding of the Latin American culture, will greatly assist our expansion into Latin American markets.”

Senior Vice President Steve Olson says, “Luis will be an important resource to our clients such as RPP, Grupo Prisa, Televisa and Univision as well as our new Latin media partners.”

NRS Media is a global leader in direct media sales strategy, having designed and executed professionally structured revenue generating solutions for almost 20 years in 25 different countries. NRS Media is expert in identifying and executing sales training and revenue generation opportunities that help media businesses succeed, even in the toughest markets.

Released by: NRS Media, Tel: +1 404 495 9596

Media contact: Steve Olson, steve.olson@nrsmedia.com

Lance Dias has been appointed to the position of CEO for NRS Media following the tragic passing of Global CEO Marc Verhoeven on Friday 19 August.

Lance has been NRS Media’s Chief Financial Officer for nine years, since joining NRS Media in 1996. Lance has played a key role, alongside Marc, in the development and expansion of NRS Media. He was responsible for establishing the appropriate corporate structure and systems to support the ongoing rapid growth of the NRS Media business.

Prior to working with NRS Media, Lance held various senior financial and managerial positions within the pharmaceutical industry including General Manager of Pfizer Animal Health, New Zealand and Finance and Administration Director of Smithkline Beecham Animal Health, Australia.

Lance is well supported by NRS Media’s Senior Management team and will lead the continued success of the business until the NRS Media Board makes a permanent appointment to this position.

Released by: NRS Media, Tel: +61 9929 0333
Media contact: Karren Challoner-Miles, karren.challoner-miles@nrsmedia.com.au

It is with great sadness that NRS Media announces the tragic passing of Global CEO Marc Verhoeven on Friday 19 August.

Marc, who was just 50 years of age, did not regain consciousness after undergoing routine shoulder surgery, following unforeseen complications.

The NRS Media Team is greatly saddened by this news and Marc is very much missed by his team.

In Marc’s time with NRS Media, his focus was on driving growth for the business, while maintaining the NRS “DNA”. Marc described this as the cultural combination of commitment and enthusiasm to do “whatever it takes”, something he recognized as common amongst all NRS employees and which he also exemplified.

Marc was responsible for the considerable global expansion of the business into new markets and territories and under his leadership we were able to continue this positive growth, despite the global financial crisis.

The Senior Management Team is continuing Marc’s great work until a replacement is appointed.

Marc worked in the media industry all his life, starting in the New Zealand radio industry, including many years as General Manager of The Breeze in Wellington and later as Area Manager for CanWest Radio. He was appointed Managing Director of NRS Media Asia-Pacific in 2002 and in 2003 was appointed to the role of CEO.

NRS Media is a global leader in direct media sales strategy, having designed and executed professionally structured revenue generating solutions for almost 20 years in 30 different countries. NRS Media is expert in identifying and executing sales training and revenue generation opportunities that help media businesses succeed, even in the toughest markets.

Marc will be farewelled by family and friends at 1.30pm on Friday 26 August 2011, at St Mary’s Church, North Sydney, Australia.

Released by: NRS Media, Tel: +61 9929 0333

Media contact: Karren Challoner-Miles, karren.challoner-miles@nrsmedia.com.au

In May 2011, in partnership with NRS Media, we successfully held our second annual AD Power programme. Our Account Director, Nick Maloney, was instrumental in the success of the programme and was extremely committed to professionally leading us through a series of 23 presentations to hundreds of businesses across the Fylde Coast.

This year’s results vastly exceeded our expectations and many new and lapsed businesses have signed up to the twelve month programme. In fact we had to extend the number of memberships available at the event as we quickly realised we were going to have an over-subscription from our original calculations.

So far, after two months of the new campaigns, we have received very positive feedback from many of the local businesses who attended, as well as from those for whom the programme wasn’t appropriate.

In addition to the financial success of the programme the sales team received invaluable training from our Account Director and we are now using the database built during the programme to maximise additional sales opportunities.

Kind regards

Joanna Lee
Advertisement Director
Blackpool Gazette and Herald Ltd.

The project was a great success for us – our ambitious revenue targets were over-achieved and our large sales team benefited enormously in working with the experts from NRS Media. The partnership has been a great investment for our business.”

Michael Hanlon

Advertising Director

North Queensland Newspapers Limited

I am often asked is there a right way and a wrong way to get appointments with new clients.

Here are some common mistakes many direct media sales people make when they try to make appointments, and what to do instead.

Mistake #1: Calling the client during trading hours

I often see this when direct media sales people are calling an advertiser cold. They call during business hours.

What to do instead: Phone your advertisers before the phone rings at their place in the morning, and after the day has finished – if you phone before the main business hours you usually get the decision maker. If it is a store with just a few employees then the chances of getting the owner are pretty good. Why? Usually the owner is the first one in the store, setting up and getting ready for the rest of his employees to join him or her. If the company you are calling is bigger then you get to avoid the gatekeeper and you catch your decision maker before they set off to meetings all day or just before they leave for the day.

Mistake #2: Talking to the non decision maker

Many direct media sales people call the non decision maker.

What to do instead: If you’re planning for appointment setting or general prospecting, do a little research. It’s a simple phone call to the business during trading hours to find out who makes the decision on advertising and marketing at that business.

Mistake #3: Not having an outcome for the call

Often direct media sales people do not have any purpose or outcome for the call.

What to do instead: Be clear on why you are calling a client. If it is to invite them to a meeting or seminar, be precise, have scripts if necessary (more on that later), but make sure you have a plan, sound professional and do not waste the client’s time when you make contact. We are all busy.

Mistake #4: Speaking too fast and making mistakes on delivery

What to do instead: When you make contact with a client, or even get voicemail, immediately slow down, take your time to either deliver the message or get the appointment. You know what you are going to say, but this is the often the first time you might have spoken to this client, and they do not know anything about you, your product, or your medium. Remember – it is not a race to get off the phone.

Mistake #5: Not being willing to use scripts

What to do instead: If you make appointments or are prospecting on a regular basis I highly recommend using scripts. They are a useful tool if used correctly. When I train direct media sales people they often resist using scripts because they feel it is rote selling. Scripts are only a guide, but the great sales people use them all the time because of one important element, they become natural over time.

Mistake # 6: Not repeating phone numbers and contact details

What to do instead: If you have to leave a message make sure you repeat the vital information twice. “Hi it’s Mike here from The Capital Times please call me on 04 888:888.” Then repeat it again and remember to slow down.

Mistake #7: Not following up to confirm the appointment

Our clients are all busy people and many sales people are so excited when they get the appointment that they do not follow up in any form. They are happy they got the appointment and it’s in their appointment schedule, but it may not be in the client’s schedule.

What to do instead: Before you get off the phone, make sure you get the client’s details as well as email, so you can confirm with them the time and date. I have heard so many stories of sales people turning up at a client’s business only to discover that the client forgot and is away from the business doing something else.

Mike Brunel is a Director of NRS Media, and has worked with the business in an Executive capacity since 1992. He was instrumental in establishing NRS Media’s presence in the North American market in 1995 and in the inception of the Image Plus™ program. He developed some of the original training manuals, which now stand as best practice internationally. Mike also conceived and established Talking Media Sales, which provides guidance and insights for direct media sales professionals.