BuzzFeed Hiring Director of Sales: Entertainment Vertical (TV and Movies)
We’re looking to hire a sales person to focus on selling into the “Entertainment” vertical. We’ve already done campaigns with: National Geographic, Comedy Central, MTV, and movies…BuzzFeed is growing like crazy and we need more sales help!
This person can live and work in NYC (out of BuzzFeed Global HQ) or in Los Angeles (where Hollywood is big!)
Here’s the spec…the alias at the bottom goes to me.
Director of Sales: Entertainment Vertical (TV and Movies) Buzzfeed is seeking an experienced media sales executive to work with entertainment brands (movies and television). The ideal candidate will have experience selling display advertising and sponsorships for television tune-in campaigns, theatrical film openings, and DVD marketing campaigns. This person will sell sponsorships and our proprietary ad units, as well as, work closely with our product and account service teams to see to it that the campaigns are implemented to maximum long-term client satisfaction. The Director of Sales for the Entertainment Vertical will report to the President. He or she will have a track record of success and an entrepreneurial leaning that will allow her to quickly get up to speed on our products and begin generating revenue.
Prospect for clients, pitch new business, and generate sales
Create persuasive and clear sales materials
Generate and traffic insertion orders
Manage client campaign reporting
Convey client feedback to the Buzzfeed product team
Hit or exceed monthly sales targets
5 years of internet sales experience
Understanding of and experience in selling display campaigns to the entertainment community
Experience negotiating, structuring, and closing complex six figure insertion orders
Ability to understand complex technology and convey it in an easy-to-understand manner
BuzzFeed is a technology and media company that identifies and accelerates the distribution of content on the viral web. BuzzFeed technology measures the “ViralRank” of thousands of pieces of content each day and dynamically promotes the content that is most engaging to consumers. BuzzFeed.com attracts over 7 million monthly visitors and the BuzzFeed network reaches an additional 100 million visitors (Quantcast). Buzzfeed’s viral analytics package is available free, upon request, to qualified publishers, and the company is private beta testing contextual advertising solutions. Buzzfeed partners include: top agencies (Publicis, Undercurrent, MediaStorm), brands (Comedy Central, National Geographic, Intel), and publishers (Time.com, New York Post, College Humor, HuffPost).
Posted via email from jonsteinbergWe’re looking to hire a sales person to focus on selling into the “Entertainment” vertical. We’ve already done campaigns with: National Geographic, Comedy Central, MTV, and movies…BuzzFeed is growing like crazy and we need more sales help! This person can live and work in NYC (out of BuzzFeed Gl … | Comment »
I was at the GE Chief Marketing Officer Summit this past week, and Professor Ranjay Gulati gave a great talk on price competition and disruption. He pointed out that most companies ask customers, “what do you like about my product,” as opposed to focussing on their needs or underlying issues. He used one of my favorite examples: salad in a bag, which I have blogged about in the past. Gulati pointed out that the lettuce industry did not come up with bagged salad, a product which sells for 12x the amount of the raw ingredients. The lettuce industry was too busy asking “tell me what you like about my lettuce,” not “what are the issues in your home life,” “tell me about your cooking,” “why don’t you use more lettuce?” Open ended questions.
People don’t use more lettuce because of:
People don’t like getting their hands dirty
People like an assortment in their lettuce that a single head does not provide
Lettuce in a bag solves these problems and is apparently worth 12x.
The other theme of the conference which was of particular interest to our business was the interest of major brands (Dell, GE, Cisco etc.) in promoting their own content. With social already widely accepted as a required marketing strategy, the next frontier is content.
GE’s CMO Beth Comstock opened the event by going so far as to say, that GE has content and data that it wants to share directly with its customers. When a battery technology that GE invented is in the media or is being passed around, GE wants to have its content surfaced and related.
This was an echo I heard from many CMOs. This isn’t easy, but it’s what brands want and that seems to me to be a reasonable request. They not looking to hijack or “own” the content conversation, just be part of it in a clearly labeled fashion, when contextual and relevant. These companies also throw off large volumes of content; it’s there in many cases, it’s just a challenge to properly identify, track, and promote the best of this content when relevant and non-intrusive.
With social firmly routed and brands and companies embedding themselves in on Twitter and Facebook, the next challenge is using these connections to share the right words, images, and videos.
It’s salad in a bag, and we’re working on it by allowing partners to install tracking code on their content (on microsites or anywhere that content lives) and automatically traffic the most viral (shared) pieces of content into places where it can get even more exposure. Using analytics to identify content and social to make it go viral.
Here’s some video of Jonah speaking at the conference:
Posted via email from jonsteinbergI was at the GE Chief Marketing Officer Summit this past week, and Professor Ranjay Gulati gave a great talk on price competition and disruption. He pointed out that most companies ask customers, “what do you like about my product,” as opposed to focussing on their needs or underlying issues. He u … | Comment »
There’s an important phase in product and business development called noodling. Some refer to this marinating, but I think the sense of unravelling knots makes noodling the right phrase. Running somewhat in contradiction to a “bad decision being better than no decision,” in some cases a period of thinking is indeed called for. In my old age, I find myself sleeping on more and more important decisions.
At Buzzfeed, we’ve fallen into a comfortable 3 stage cycle for big product pushes. Noodling, followed by planning (scope, features, timeline), followed by dev. We have lots of little features going at all times, but it seems that for our team size, having one big product in each of those three buckets at each time seems right. We’re all thinking about kitchen sinks of business and product ideas all the time, but out noodling is more focussed. We’re talking, researching, writing, and debating to refine our thinking on a specific element. There’s a danger of letting noodling become paralysis, but there is also a danger of denying short periods of creative, only modesty structured thought. Also, while noodling, we have the other two buckets filled. We know we have to be done noodling and ready to plan as soon as then planning bucket empties. Otherwise we’re wasting capacity. On the topic of noodling, I’d recommend reading “The Double Helix,” about the discovery of DNA. It’s a great case study of how solutions come to you unpredictably, but also, when you are in the rift state of mind. (apologies for typos et al. Written on iPhone on subway) BLOG POST:
Posted via email from jonsteinbergThere’s an important phase in product and business development called noodling. Some refer to this marinating, but I think the sense of unravelling knots makes noodling the right phrase. Running somewhat in contradiction to a “bad decision being better than no decision,” in some cases a period of t … | Comment »
Slide decks are like pets. They live, breath, and adapt to their environment - or at least they should. In each of my roles, I’ve have 2-3 decks at any time that I use to pitch a deal or sell a product.
At Buzzfeed, I use an advertiser deck and one for publishers. I customize these decks, in many cases for each meeting, and also update the boiler plate versions almost every day.
A deck is never perfect and every day you use it you get good feedback. I’ve probably revised the core Buzzfeed deck close to 100 times. Some tweaks are big, some are small.
My decks have always used lots of screen grabs and typically have only 10-25 words per page.
Almost anything can be mocked up in a slide. I integrate prospective client brands, characters, and messaging into mocked up web pages using just cmd-shift-4 (screen grab on mac), cropping, and layering. I only bother designers on the team for the rarest needs where something needs to be perfect. Quick and dirty is ok in most cases.
Some tools advice:
Use a Mac if you can. It’s a far superior product for all of this.
I used Powerpoint for years and just switched to Keynote. It produces far more beautiful slides.
Sign up for DropBox and keep you decks there.
Use an iphone and an ipad (worth the investment). Run Dropbox on both of these devices so you can pull up slides at any time as a reference point, even over dinner, drinks, or on a corner.
Always send slides in PDF format. Everyone can read PDFs on almost any device
I typically say something different than what’s on the page. I trust that my audience can read the words on the screen, see the images, and get my color commentary. Olgilvy says you should only say what’s on the page, but this is a rate case where times have changed.
I love decks. They refine my thinking and can be great conveyance tools. These decks are different then the kind of powerpoints consultants use, and people complain about. They’re visual aids or streamlined live demos. We could do it live but that would take to much time.
Banging it out:
You also need to be fast with your deck revisions. There’s a lot of work to do in a startup. Think about the changes you need while showering or eating and pound them out in 10 minute sprints between meetings. You can reserve evening hours for big restarts every couple weeks.
A deck is never done. A deck is never “right.” It’s a blade that needs continual sharpening and tooling for each piece of wood.
Posted via email from jonsteinbergSlide decks are like pets. They live, breath, and adapt to their environment - or at least they should. In each of my roles, I’ve have 2-3 decks at any time that I use to pitch a deal or sell a product. At Buzzfeed, I use an advertiser deck and one for publishers. I customize these decks, in many c … | Comment »
Deals and sales are a lot like commercial crab fishing. Everything I know about crabbing, I learned on Deadliest Catch, but that doesn’t seem like a good reason to dismiss an analogy that I find myself frequently resorting too.
The likelihood of any one deal or any one sale happening is extremely low. This is not unlike crabbing, where the likelihood of crabs congregating in any one spot in the vast ocean is infinitesimal. This is why crab boats stack their decks high with traps (or “pots” as they are called in the industry) and drop them in long connected strings. The pots are then left to “soak” for 24 to 72 hours. Captains often find specific areas to be “hot” through this process and then further concentrate strings in subsequent runs.
There are occasionally make or break deals or sales for a given company. I believe these scenarios to be rare and are representative of industries or businesses I would prefer not to be in.
Luckily, for every Coke there is a Pepsi, and most industries are replete with substitutes. If you do not get the business of Spacely Sprockets, there is always Cogswell Cogs. And I, for one, think you should not only call on Cogswell and Spacely, but as many people as possibly in the target sale or deal space. Not only will most players not buy the vast majority of products or sign the vast majority of deals that they see, the “soak” processes can often be long and at the discretion of the crabs. It is the foolish fishmerman, who fishes in one spot on the timeline of one fish.
And so when I hear an entrepreneur say they must get a deal with Hudsucker Industries or are praying for the check from Carnegie, I feel agony for them. There are many places to bet the company or put all your resources in one basket, but sales and deals are not the place.
Handling accounts once you have got them is deadly serious business. You are spending other people’s money, and the fate of their company often rests in your hands. But I regard the hunt for new clients as a sport. If you play it grimly, you will die of ulcers. If you play it with lighthearted gusto, you will survive your failures without losing sleep.
Also, it’s when you have lighthearted gusto that you crab at your best.
Jonah Peretti knows something about this. Nearly a decade ago, his e-mail exchange with Nike about why its customizing site wouldn’t let him put the word “sweatshop” on his sneakers was passed around so much that he ended up on the “Today” show. Later he created an intentional bit of Internet humor with a site called “Black People Love Us!” Today his view is essentially that ROFL is just another element of the information cycle: he is the founder ofBuzzFeed.com, a news-and-entertainment aggregator that’s partly devoted to these new sources of memey entertainment. BuzzFeed flings the mainstream and the grass roots together, so that an item about sea turtles dying in the Gulf of Mexico appears right next to one headlined “Kittens vs. Dinosaurs: A Comparison.” In fact, BuzzFeed is organized by its readers’ shorthand response to what they view — sections include LOL and OMG. “The way people interact with media is more about someone’s reaction, an emotional or even intellectual reaction,” Peretti says. “That is a kind of cultural shift. It’s not ‘I love to read the Style section,’ it’s ‘I love all the LOL stuff.’ ”