We proudly present six (6) case history samples of the most effective media programs that we have managed in recent few years, some of which are ongoing. These are:
In each of these case studies, MCMS provided the consultative advice on target audience development, creative strategy, and targeted media in the general market and ethnic/multicultural markets to meet the objectives, negotiated the most advantageous rates, positioning and added value, and directed the placement and billing of all media.
In Fall of 2012 (specifically October 14, 2012), Metro North Railroad launched a significant increase in service between its New York City Grand Central Terminal and all points on the New Haven line inbound and outbound between Connecticut and New York, and all points on the Harlem line inbound and outbound along the line in Westchester, Putnam and Dutchess counties.
On April 14, 2013, the same service enhancements were added on the Hudson line between NYC and point north through Westchester, Rockland, Putnam and Dutchess counties.
Most of the service enhancements were added in the off-peak hours, and therefore the commuter was not the primary target for the campaign. The magnitude of the service enhancements was considered significant and a substantial budget was assigned.
To target the commuter and the non-commuter in a most dramatic way, newspaper, online and outdoor media were selected. Our role was in assisting with the newspaper creative, including the recommendation and negotiation of 3” x 3” teaser cover stickers full page four color four sided cover wraps (which most of the broadsheet papers had never done, newspaper center spreads with gutter bleed, online full screen take-overs, I-95 billboards, reprint distribution, sponsored radio traffic reports, an other online and spot media opportunities.
Recommending the cover wraps, and center spreads was simple enough, but negotiating the pricing for units that had never been done at the Journal News, New Haven Register, Stamford Advocate, CT Post and Greenwich Time, presented a different challenge. The publishers needed to maintain the integrity of their banner on the front cover (for newsstand sales purposes) while allowing the entire front cover to be used for an ad. (Should our group have the opportunity to make an oral presentation to Montclair State, we would be happy to present these exciting and innovative creative achievements.) In the final plan, we managed to achieve CPM’s very close to our best negotiated pricing of other MTA and Homeland Security programs.
Of the nearly $500,000 total budget allocation, our group was responsible for placing almost half.
Working with Alloy Media and Marketing , and PHD’s, Mr. Andre Jean, the groups was tasked with an extensive market analysis and business growth review..
The project was completed between November 2009 and February 2010, in New York.
The assignment was to analyze a minimum of eighteen (18) multicultural groups based on country of origin, and based on their composition of population in U.S. markets. We analyzed census population data in the top 100 U. S. DMA markets, and the balance of the U.S., and created market compositions and Category Development Index to indicate which markets would be best advertising prospects for Vonage to reach the appropriate groups. We also determined whether national or local advertising approaches would best reach the individual groups.
The second phase of the project was to analyze all available general market and ethnic media in each market, select the best targeted to the highest composition groups, present all media factors, and negotiate favorable rate structures with those media. The resultant plan/proposal recommended a quarterly spending at an annualized rate of $13.56 MM.
The value of our work on the assignment, in research and time, separate from whether the plan or proposal were to be implemented by PHD, was estimated at $22,000.
This project/exercise demonstrated our ability to analyze media in the home market, and in any other market or trading area research and
The group works with Mr. Brian Alter, Media Director at Korey Kay Advertising, on this ongoing project.
The project began in Spring of 2010.
Multi-Cultural Media Services LLC was asked in Spring of 2010 to begin planning to support a three year grant from the U.S. Department of Homeland Security to promote greater New York market awareness of the ‘See Something, Say Something’ campaign. The footprint of the campaign would be the New York market and the geography served by the Metropolitan Transportation Authority (MTA) and its component rail and bus services.
The task involved the analysis of more than 50 ethnic and community publications, and later the additional analysis of all general market print media available within the MTA footprint. In addition to media analysis, we were tasked with rate negotiation, securing added value and substantial bonus media space (approximately 35% in addition to paid media), ordering / placing the business, tracking performance and providing billing for more than 500 insertions in a final list of 34 publications, in English and seven other languages.
The total of the print paid media planned, placed, and billed through our group between May 2011 and April 2012 was $1.65 MM, and the value of the added bonus will exceed $500,000. In addition to the print portion that we developed, an additional $8.0 MM was planned by other agencies in broadcast and other media.
Our group was responsible for an additional placement in major dailies and select ethnic publication in 2012 totally $375,000, with bonus space valued at an additional $90,000.
Our group is currently planning a 2013 effort in two phases: May – July 2013 at an estimated value of $400,000, and a following effort over two years, budget still to be determined.
In November 2010, LIRR embarked on the first of two major renovation and safety projects. This was named the ‘Jamaica Crossover’, in which hundred year old switches and systems at the line’s most important station complex would be modernized and rebuilt.
In March of 2011, LIRR implemented a major renovation at the Amityville and Wantagh stations on the Babylon branch off the main line of the railroad’s Long Island service.
In each of these renovations, major disruptions to service and inconvenience to riders was anticipated. Our task as a subcontractor to the Korey Kay Agency (MTA and LIRR agency) was to arrange for effective and adequate distribution of service disruption messaging to affected communities throughout Long Island and New York City. In addition to other media planned by Korey Kay, we were responsible for print advertising.
For each of these programs, we planned a significant presence in Long Island Newsday, and complemented it with a presence in the weekly Long Island Press, and two leading Spanish publications that reach Hispanics on Long Island La Tribuna Hispana and Noticias HispanoAmericano. The value of our media in the Jamaica Crossover program was $74,000, and the value of the Amityville Wantagh program was $88,000.
In May 2010 a similar security-based public information program was ordered for the sister railroad, Metro North, involving the Connecticut Shore Line. The program ordered by the Connecticut Department of Transportation (CDOT) involved public awareness in Fairfield County, New Haven County, and points east along the Connecticut shore rail lines (commonly known as Shore Line East). In addition to the four Fairfield County daily newspapers, the New Haven Register, the two Hispanic publications serving southern Connecticut, we planned and placed eight weekly publications with distribution east of New Haven. Additional media was placed in radio and outdoor.
The value of our part of this month long program was $80,000, again demonstrating our unique ability to plan and place local media, effectively and efficiently, and move quickly in the media markets.
During 2005, in the initial year of operations, Multi-Cultural Media Services LLC was sub contracted by Princeton Partners (Princeton, NJ) and its buying agency, Mayo Seitz Media (Blue Bell, PA) to plan and purchase ethnic and community media for New York City Health and Hospitals Corporation (NYCHHC).
While this experience pre-dates the bid letter point of being within the previous three years of experience, it does clearly demonstrate our group’s ability and experience to work with an agency of New York City, particularly HHC and its divisions.
Our work consisted of activity in four major HHC campaigns:
In each of these programs, we were tasked with reducing rates at publications from national to local, negotiating added value, and above all, determining which publications best represented their communities. In addition to more than 35 community publications (many published in groups) we analysed more than 30 ethnic and minority publications, recommending and placing advertising in a total of 26 different publications, reaching the following communities: African American, Hispanic, Caribbean, Chinese, Korean, South Asian Indian, Pakistani, Bangladeshi, Russian, GLBT, as well as the various NYC geographic communities.
Cover the Uninsured included 13 publications/editions, 13 insertions, and billed at $21,667.19 net.
Mother’s Day Mammography Program included 16 publications/editions, 32 insertions, and billed at $38,593.90 net.
Father’s Day Cancer Screening Program included 19 publications/editions, 38 insertions, and billed at $49,704.22 net.
Take Care NY included 27 publications, 98 insertions, and billed at $164,306.84 net (billing shown as ‘net’, reflects net to Princeton Partners).
In 2006, Princeton Partners discontinued all sub contractors on the NYCHHC business, and reduced the ad sizes and budgets for these and other programs.
Multi-Cultural Media Services, LLC, worked as a sub contractor to Munn Rabot Agency in 2004 (prior to our independent formation), planning and placing ethnic and community media for NYPresbyterian Community Health Plan, and NYP’s Allen Pavillion. The Munn Rabot media director, Mr. Ron Hatcher, is currently working with our group. Ron Hatcher manages all broadcast business and directs several accounts independently. Mr. Hatcher currently heads Vantage Point Media, and frequently works with MCMS on broadcast assignments.
These clients, divisions of NYPresbyterian pre-date the bid letter point of being within the previous three years of experience, however clearly demonstrate our group’s ability and experience to work with an agency of New York City, particularly HHC and its divisions, individual hospital units/centers, and the MetroPlus Health Insurance programs.
The NYP Community Health Plan program was assigned directly to Multi-Cultural Media Services under the client direction of Michael B. Simone in 2005, and in 2006 under the direction of Jia B. Ho. The purpose of the direct assignment was to achieve greater savings in media buying, and more effective penetration of key target ethnic groups.
The 2005 program included 244 planned insertions in 21 newspapers (plus 12 separate editions), at a billing value of $150,682.52. In the 21 publications, ads were placed in English and in seven languages: Spanish, Chinese, Korean, Bangla, Urdu, Russian, and Creole/French.
The 2006 program included 279 planned insertions in 26 newspapers (plus 14 separate editions), at a billing value of $196,266.66. In these publications, ads were placed in English and in the seven languages shown above.
The NYPresbyterian Community Health Plan was sold in 2008 (after more than a year of non marketing efforts) to an independent marketer of Healthcare Services, and ceased to use general media in its marketing efforts.
The Allen Pavillion programs targeting English language and ethnic markets in upper Manhattan and the Bronx, continued in cooperation with Munn Rabot Agency through 2008.
Our group maintains total focus on the planning process, and nowhere is this more evident than in the media selection analysis that is the foundation of every plan development, and integral to guaranteeing success for the marketer.
The following is a review of our group thinking on media selection in print and online, as applied to previous accounts and programs. We hope that you will find these reports both informative and beneficial, and that we might have further opportunity to work with you in these critical planning areas.
Print media including major daily publications, and paid circulation publications, have experienced declines in circulation over the past few years. These audience declines are the result of several changes in the media marketplace, and indicate changes in media selection or the media mix to continue coverage of the market audience. In some cases the branded print media audience has shifted from the printed page to the digital screen, suggesting a shift in budget towards the digital component of the branded medium.
Growth is reported among print media that serve niche segments of the market: multicultural, ethnic, community, lifestyle…. each of which delivers specific relevant content in its printed format, maintaining the brand franchise with the target audience.
Leading paid publications in the market (New York Times, Wall Street Journal, Daily News, New York Post, and others) have experienced declines in circulation, 20 – 30 % in some cases during the past few years.
The New York Times has shifted audience to its subscriber based online versions, and tablet apps, while the Wall Street Journal maintains circulation with special sections, and also shifted to tablet apps. Daily News and Post and El Diario have lost circulation, but cannot claim that the online audiences are the same as the lost print audiences. These have failed to maintain an exclusive reader access to their content.
A significant portion of the lost circulation is suspected to have gone to other publishers serving similar audiences, for example in the case of El Diario’s audience moving to the more popular El Especialito papers, or to other media sources. Major shifts in population from mainstream (’white’, often called general market) to ethnic, multicultural, community and lifestyle, have led to growth among non-English media, the maintenance of non-audited community media, and the development of lifestyle category media (seniors, religious, GLBT).
Planning in print requires continued analysis and review of a publication’s circulation or distribution, and the size of the market served. Ultimately the objective remains the largest reach or coverage of the market and its various components. For audited publications this is based on the regular third-party audit statement (ABC, CAC, etc.) or the syndicated research (Scarborough, etc.). In the case of non audited publications, our group recommends study of the market or neighborhood, review of the local advertiser support, review of the content and editorial of the publication, the footprint of the specific community within the city geography, and whatever other media analysis we can use to determine the viability of any publication.
One very interesting case study of a declining circulation and how to rebuild it, is that of the leading New York African American publication, the Amsterdam News. This publication has experienced declining circulation due to a population that has moved from the core distribution area to the suburbs, gentrification of the original distribution area by non African American residents, changing editorial interests of the core readership, and long term shifts in the media habits of the African American audience.
The publishers of the Amsterdam News, in order to rebuild circulation and readership, have recognized that union members (AFSCME, SEIU, UFT, UTW, etc.) many of whom are municipal employees, are heavily African American (as well as Caribbean Black) and have integrated union editorial into the newspaper, and have negotiated distribution through the same unions. In this fashion of building circulation by reaching the target audience, the publication provides an improved service to its advertisers, and to the city for whom many of the African American residents do work.
Working with major dailies or with community and multicultural media, it is the final step to insure that the publication is offering value for the investment (rate card), that its rate structure is comparable to the market costs (CPM), and that the publication is offering a comparable discount level (contract discount, bonus space, etc.) for any program planned for the publication.
In determining maximum value for the cost of advertising, all advertisers will request rate considerations, either in actual rate reduction or in space. The rate reduction may be based on frequency or volume, and publications may compete on the level of rate reduction, regardless of the actual schedule placed. In addition to added value or bonus ad space, added value may include editorial support for an advertiser’s message. For example, in addition to paid space and earned space for an Anti-Smoking message, a publication might offer additional free space for health editorial dealing with the risks of smoking, thus supporting an anti-smoking advertising message.
A trend is developing across the publishing industry, while declines are seen in paid media, there is growth among free media. In print this is evidenced by the declines in circulation in paid dailies, and the growth in free distribution, especially weeklies.
In New York this is clearly evidenced by the shift from Daily News and Post circulation (down 15% or 75,000 copies each in past 2 years) to free distribution commuter papers like Metro and AM New York, each delivering up to 300,000 copies daily. Both Metro and AM New York, can be purchased at significantly lower CPM’s than the Metro and AM New York, Daily News and the Post. El Diario has claimed over 50,000 circulation for many years, but in the past two years the shift away from paid circulation has reduced El Diario circulation to below 43,000, a 17% decline (and the forthcoming March 2012 reports will show additional decline), while the individual editions of free geographic distribution El Especialito have grown: in the five boroughs alone, there are four Especialito editions with 25,000 weekly free distribution and four editions with between 15,000 and 20,000 weekly free distribution. The El Especialito editions are sold at substantially lower CPM’s than the traditional El Diario.
The selection of print media is affected by the changes in circulation for any reason, whether it is a shift in population, changing economics, distribution patterns, or by media habit changes whether preference of new media, or of different media. In every case, every publication must be reviewed for the value it delivers to the client in terms of the audience delivered and the cost of delivery. There might be many instances in which a planner will seek a new media opportunity to better serve the interests of the client in this bid.
Our group is committed to evaluating each medium on a regular basis, and presenting the most effective and efficient opportunities, delivering the maximum available coverage of any agency’s target group at the best available cost.
While an individual plan might not totally resemble a previous program, our group will assure that the plan represents the best media opportunity to meet the advertising objectives of the client.
Digital and online media have grown both in usage and importance, with those persons who rely on digital media for increased use as a source of immediate and accurate information, and with marketers who wish to capitalize on the advantages of the precise targeting capabilities of online media. The targeting capabilities on all online media are based on the content delivered, similar to the editorial in tradition magazine formats. An added advantage of online and digital media, is that many publishers have added the ‘opt-in’ feature, in which the audience pre selects the sites and channels that will make up their composite media usage.
While content drives the audience, the medium for delivery is also important. Our group feels strongly that content delivered under a locally recognized brand (type in the local URL, or set a local URL as a regular source), is more valuable than the same content delivered without a brand identification (search by content, subject, or item, and deliver results regardless of source).
NYTimes.com and NYDailyNews.com rank in the top 12 websites nationally for delivery of news content, however they rank first and second in delivery of news content in the local market, suggesting that the local brand has impact on audience delivery. New York-centric branded sites will deliver more local audience by having a greater credibility with local content, that is sought by local users. New York-centric branded sites are produced and distributed by New York major newspapers, radio stations, television stations, magazines, community newspapers, and New York specific general content sites (partial list attached to this page). Awareness of all of these local opportunities creates an ability to target specifically within user interests, neighborhoods, purchase needs, or general information.
In planning delivery of a target audience, all sites, national or local, will offer availabilities of inventory, based on projections of sales volume against actual usage. In the case of national networks of sites, the inventory is planned based on an automated system of avails and pricing. Our group believes that this system does not serve the City of New York’s best interests, and that the local model delivers more inventory, better positioning, more accurate targeting and a greater cost efficiency:
The local model would involve the site selection based on content delivery and brand significance. The greater the knowledge of the local sites, the greater the opportunity to deliver the optimum targets for any client. A product or service to be advertised would be matched to content on sites that would have impact, or a natural affinity to an audience. This tactic applies to entertainment, restaurants, sports, neighborhoods, business, health, real estate, public services, and any other category of information and/or service.
Once a site is determined to be potentially effective for a message, it is necessary to determine if the site is purchased through an automated service (in which there is no discount or comparison of price to a rate card, no value other than immediate supply and demand metrics), or if a preferred relationship purchase can be made.
The relationship purchase model is similar to that of traditional media: contact the site, determine availability, negotiate volume (quantity and Share of Voice) and price (CPM). Only on a local level, with local vendors, and local negotiation, can any advertiser determine value and audience, and negotiate both effectiveness and efficiency.
Relationship buying is not only the key to building value and preferred advertiser discounts, it assures that the business revenue being placed, is being used to support local business in the City of New York. While relationship buying does require greater effort and attention on the part of the planners and buyers, it does assure that the message is delivered with minimal waste, to the correct target audience, and at the best possible rates. Further, if a very narrow segment of audience needs to be targeted, the relationship buying tactic, similar to the use of community or multicultural print, assures the delivery of that target.
Example: In a recent marketing effort of the MTA’s LIRR unit, promoting special services for (NYC) inbound riders, the use of a Spanish language publication on Long Island was recommended, along with the addition of that publication’s website. At a relatively minimal incremental spend for the website. The ads ran in the newspaper, and that paper’s website outperformed all other websites by a factor of five. Example: Health issues (anti-smoking, safe sex, preventative care, etc.) affecting younger audiences, or particularly the GLBT community, might well be advertised on younger skewing radio stations, or in GLBT publications, but would be enhanced if advertised on the branded websites of those general media.
The latest trend/buzz in the digital media industry is ‘hyperlocal’, and the term refers to targeting the smallest possible audience by content, affinity, or geography. Organizations like Local Yokel have led the way in selecting and aggregating small sites, even town blogs, to deliver an audience in the neighborhood of a new train station and parking lot opening, and new bank branch opening, changing menu items, medical service announcements, and many more. Groups like Local Yokel not only collect the inventory, but serve the ads, and provide the accounting. The key is that the media impressions are targeted to and only to the most appropriate audience based on content interest.
Hyperlocal can also be applied to keyword search, which is an essential component to successfully reach that audience which does not know a service provider, but is searching by subject, and is searching in a limited geography. Organizations like Reach Local, offer keyword search on an unlimited variety of possible key words, but can limit the response to geography as small as a single zip code.
Branded content, target audience, available inventory and share of voice, cost efficiency and creative impact, relationship buying, ‘hyperlocal’... These are media tools that we will use in the implementation of advertising within the scope of this bid.
While a great number of branded media site visits are generated by content search, there is an opportunity to target specifically by demographic and/or geography: and incorporate both the hyperlocal strategy and the relevant content tactics. This is true in the use of internet radio, i.e. services like Pandora, where the one on one audience targeting can be achieved based on the opt in subscriber answers on the service application.
Mobile devices can also be targeted by geography as specific as a neighborhood or a zip code. The site is no longer the issue, but the audience within the digital fence becomes the value.
Digital media opportunities are changing and expanding very quickly, and for this reason, it is imperative for the planner to be aware of the client’s customer profiles, both the existing base customers, and the desired growth customer. From these data, the planner can select the most beneficial digital media to complement the traditional advertising, and in this way, meet the overall business objectives and strategies.
The following is promotional essay of our effective negotiations strategies, and how we delivered significant savings in both the multicultural and general markets by knowing the details of every medium’s reality, and using our knowledge to create advantage for our clients.
In reviewing rate cards for all publications, our group understands that many publications present several different rate structures, and some publications offer no published rate card at all.
The first step in negotiating a rate with any publication, is to determine which of the many rate structures is the most advantageous for a client. The New York Times, for example, offers different rate structures based on the category of the advertiser. El Diario for example, offers three rates: classified (highest), national (middle), and local (lowest). It is important to determine which card is the most advantageous for a client and set the negotiation on that card.
Our group was instrumental in 2005 in persuading ONDCP (Office of National Drug Control Policy) and the Partnership for a Drug Free America to return to ethnic advertising in seven large markets, including New York. The ONDCP policy was that for every dollar of paid advertising purchased, the media would match 100% in space or time. The result was obviously a doubling of advertising exposure, or put another way, an effective 50% savings.
In negotiating the MTA / Department of Homeland Security campaign for 2011 / 2012, we requested a 25 – 40% bonus program from each medium, 32 newspapers in the New York DMA. This resulted in added space value of more than $500,000 on a paid schedule of $1.65 MM (see Experience Qualification, Item 2).
In our four year assignment as diversity/ethnic print buying service for Time Warner Cable, we determined that many publications, including El Diario were charging national rates for Time Warner Cable advertising. After a careful negotiation, we converted all Time Warner Cable advertising in El Diario to the local rate card, resulting in a savings of almost 50%.
In our work for NYPresbyterian Community Health Plan, we learned that insurance operations, even if affiliated with a specific hospital group, were often rated on classified rate cards. By moving NYP Community Health Plan to the local rate cards at the publications, we achieved a savings of more than 60%. For another NYP (New York Presbyterian) division, the Allen Pavilion, we were able to achieve savings in local community papers by purchasing only the zones appropriate to the client, and at the local zone rates.
Many local papers are represented to large advertisers by press services and associations. These vendors present the media without regard to the desired target geography of a client, and without regard to the distribution of the publication. These services present publications at open rates plus an additional fee of between 19 and 24%. In our efforts for some of the diversion programs of the MTA, we were able to generate significant savings by approaching the most local publications directly.
In our work for the MTA, we have achieved savings and increased effectiveness by more carefully targeting both mainstream and ethnic advertising to the geography most interested in a particular message. It is less expensive and more effective to buy 25,000 Hispanic newspaper copies in one borough, than to buy a city wide Hispanic publication with only 12,000 copies in that borough. It is likewise, more efficient and effective to buy a borough edition of the Daily News plus a key ethnic paper, than to buy 12 -18 local community papers just because they are packaged by a third party.
In calculating the discount rates for the City of New York media for a recent bid, we proposed to implement the following strategies, consistent with our success with ONDCP and MTA / Department of Homeland Security, reflected in our calculations of New York City contract rate discounts, in negotiating rates and added value:
Upon securing the appropriate rate card for all divisions and customers of a given client, in this case the City of New York, without projection or guarantee of frequency or volume but establishing a fixed rate for advertising in a publication, we will negotiate a bonus program to be paid in either space on a sufficiently long campaign, or in discounted billing on shorter term efforts.
This strategy will result in a projected discount level of between 25 and 40%. In our bid specifications by medium, we will project 30% across the board, to be earned in bonus space or actual billing rate.
An added benefit of this strategy is that for each program by any city agency, we will have the opportunity to go to market, and negotiate specifically for the program, reviewing all media opportunities, and achieving the maximum benefit for the individual program.
In addition to rate card selection and bonus space, we will also address positioning of advertising in every publication and on every website. While the City on New York commits large sums of advertising dollars in the major media, the ad positioning is not always the most advantageous.
In the February 13, 2012 issues of Metro NY and AM New York, identical NYC Transit ¼ page ads, exam announcements, appeared on page 20 of each publication. (Ironic to be on the same page in each publication). The problem was that there were many other ¼ page ads, from advertisers that spend far less than the City of New York, which received more favorable positioning in each of these publications.
Additionally it was interesting that the ad in AMNY was in blue, and the ad in Metro was in B&W. Since both publications are known to waive color charges, both ads should have appeared in color, and without extra charge. Positioning is a definite value, and we propose to make City of New York advertising a priority for positioning in print media.
This priority positioning can be accomplished in a variety of ways. One in particular is to offer the publication a range of says on which to run an ad. The day is selected from a limited choice, based on the ability of the publication to deliver best possible positioning.
Finally, regardless of rate card or added value or positioning, every publication must be evaluated on its circulation, and resultant efficiency. While most paid print media are losing circulation (for various reasons) and free media are gaining distribution/readership, it is important to reconcile the rates and rate cards with the fluctuating circulation.
An annual circulation review for all print media, and a calculation of effective Cost per Thousand (CPM) will guarantee that all publications maintain comparable market costs and efficiencies. This exercise is more valuable than any other in maintaining efficiency across all media.
CPM (Cost per thousand) is the most commonly used tool for evaluation and comparison of media. The calculation is either the gross or the negotiated cost divided by the ‘thousands’ of deliverable impressions, measured in audience or circulation.
The CPM tool is most effective in measuring the efficiency of a publication in a category of publications, where some might be misrepresenting the actual delivery of the medium. By combining an accurate measure of a publication’s distribution with the CPM analysis, efficiencies and savings can be generated for any advertiser.
Let’s review the category of African American print media. The leading publication, recognized for it editorial vitality and relevance in the community, is the Amsterdam News. This publication has consistently delivered circulation in the range of 30,000 weekly paid, and although recently seeing some declines, the publication has taken major steps to restore lost circulation to its previous levels.
Among several other African American and Caribbean black publications, there are two that receive significant amounts of advertising support, but which do not publish nearly the circulation that is quoted. One of these claims a weekly circulation of 80,000 but is never available on newsstands in black neighborhoods, or anywhere else in the city. Printer estimates indicate a printing of only a few thousand copies. Another publication claims a daily circulation of 57,000 copies, but when asked on which day the 57,000 will be delivered, the answer is that whatever day the advertiser books space, will be the day of the 57,000 circulation. The publication is not visible on newsstands, or in the communities. Neither of these examples is audited or provides any further proof of their delivery.
It is clear from the example, that in the category of African American print, only one publication is deserving of advertising support. The case for using the Amsterdam News to support the African American community is further supported by syndicated research, and the additional delivery of African American readers in the New York Times, the Daily News, and the New York Post.
General discounts from rate cards can be negotiated in advance, and provided in a bid such as we have in this bid for NYC advertising services. The rate card and the discounts are however a guideline, and can often be exceeded in the spot marketplace, provided the availability of the media space matches the needs of the agency marketer.
The surest way to guarantee the maximum discount / efficiency / impact of any advertising program delivery to city agencies and clients, is to negotiate each program at the time of purchase and use the quoted discount and negotiated level as a starting point for the final negotiation.
Rate card selection, Bonus space delivery, Positioning, and regular circulation/delivery analysis…. These are but a few of the strategic tools that we will use in the implementation of advertising within the scope of every client’s planning.