What We Learned From a 'Wall Street Journal' Cartoonist About Successful Marketing
No matter what their field, most entrepreneurs know what rejection feels like. You keep getting vexed by the executive assistants, your emails go unresponded to for weeks and months on end, and you've been transferred to everyone in the department but the person you need. Getting a foot in the door now requires much more effort and creativity. The gimmicks and tricks don't work anymore. So how's one supposed to get that meeting with the Mark Zuckerbergs and Warren Buffets of the world? Try Contact Marketing.
Stu Heinecke: How to Get a Meeting With Anyone
Contact Marketing is a methodology coined by Stu Heinecke, author ofHow to Get a Meeting With Anyone. The Wall Street Journal cartoonist and Hall of Fame-nominated marketer is turning traditional marketing techniques on their head. Contact Marketing is all about showing the human side of sales. Through highly personalized campaigns, Heinecke was able to achieve unheard of 100% response rates to high end clients. We caught up with Stu about his journey of turning his childhood passion into a lucrative lifestyle.
Stu Heinecke: How to Get a Meeting With Anyone
What was your introduction to cartooning?
As I kid, I remember writing a book of cartoons. Really, they were drawings and some captions, but there was nothing funny about them. I always loved cartooning, and—you're going to love this—my big introduction to cartooning was when my brothers and I used to sneak Playboys out of our father's dresser drawer. There were these beautiful cartoons done by Gahan Wilson, Michael Ffolkes and others. They were just incredible, so as a kid I was thinking, "How cool are these people? How do they do this?" That's probably the thing that lit the fuse for me.
Then, during my final year of college, a friend of mine who was also interested in cartooning told me about this extension course he was taking in cartooning at UCLA with Eric Teitelbaum, one of The New Yorker cartoonists. Lee Lorenz came as one of the guest speakers. Lee was the cartoon editor at The New Yorker at the time. And it just got me to think, "I can do this."
When did you make the connection between cartooning and marketing?
There was one really big moment for me. When I was coming out of college, personalization was just becoming a force in direct marketing. By then I was a member of the Cartoonists' Guild and the Cartoonists' Guild was sending us all this information about cartooning. Usually, it's about rejection slips. But one of the things they sent was a copy of an article from Folio, which said that cartoons are the best read and remembered part of anything they're in editorially. That certainly points to the fact that they have to be really powerful devices in marketing. So I wanted to mix cartooning with personalization and direct marketing. They all came together at just the right time.
For the first two assignments that I picked up, I wanted to create direct marketing campaigns for publishers, because at the time, they were the biggest, most sophisticated users of direct marketing. I reached out and I got two assignments pretty quickly, one from Rolling Stone and the other from Bon Appétit. Both of these test pieces went up against controls and beat them. It's like a rookie stepping on the field and hitting a home run twice.
Was it luck or was it science?
Well, some of it was luck. There's always luck. I was lucky to connect with them, and maybe fortunate is a better way to put it. David Ogilvy, one of the original thought leaders in marketing, used to say that humor doesn't work in marketing and advertising. All the pundits of direct marketing say the same thing: don't use humor. And I thought, these guys don't understand what's going on. They don't understand that cartoons are the best read and remembered parts of anything they're in editorially. Imagine what they'll do in a stack of mail in people's houses?
Now that those two campaigns beat controls, I wanted to spread this to the rest of the publishing world. What that meant was I needed to connect with about two dozen VPs and Directors of Circulation at these big Manhattan-based media outlets. You know, Time Inc., Condé Nast, The Wall Street Journal and Forbes—really tough kinds of companies to penetrate. In direct marketing, you used to hear, "if you can get a 1% response rate, you're doing well."
But if I got a 1% response rate to this campaign, that would be a disaster, because I'm only going to 24 people. 1% of 24 people doesn't even amount to 1! I needed to get through to all of them. Another thing that we're always told by the experts is that 100% response rates were impossible as well. But I didn't care. I was just going to mount this campaign, because I needed to break through to those VPs and Directors of Circulation. So I put together this campaign. It was an 8 x 10 print of a cartoon, each one personalized to each recipient, with a letter saying, "This is a device I just used to beat the controls for Rolling Stone and Bon Appétit. I think we should put this to the test for your titles." That little campaign for those 24 people cost me less than $100, and not only did it get me a 100% response rate, but a 100% conversion rate as well. It was worth millions of dollars, and it all came from this little, unusual campaign. I called it a contact campaign because I didn't know what else to call it. That's what started it all.
What would you say is wrong with modern sales techniques?
If you listen to the experts, they're going to say, "You didn't do your homework. You need to know what I'm doing, what I'm feeling, what I'm thinking about." I think that's unrealistic. You can study my Twitter and Facebook feeds, but how would you know how I'm feeling? Or some would say, "At least find out what school these people went to and send them a t-shirt from their school or something." I don't need a t-shirt from USC. I got tired of those while I was there a long time ago. I think it's a little disingenuous.
I was just interviewing Mark Hunter, a very prominent keynote speaker and trainer on sales, on Contact Marketing Radio (my show) and [the topic was]: Is cold calling good in sales? Is the role of a salesperson dead, dying, extinct? Because a lot of people will tell you it is. And he said, "Absolutely not." If you have a solution that could help someone, why wouldn't you call? Where sales is mostly going wrong is in manipulation. A salesperson might call up and say, "Hey, Stu! How's it going, buddy? This is Jerry, remember me?" "No, I don't remember you." I think those kinds of approaches are not good.
What you really should be doing is listening, not talking. People have said, "You haven't earned the right to pitch me yet." I think you need to create some bridge of trust that's very hard to do quickly. That's actually the role of contact marketing. When I send a cartoon piece for my clients about the recipient, usually we're assuming that they'd like to see a cartoon that commemorates their success in business. If they see that it's funny and that one of the characters in the cartoon is the butt of the joke (and you can imagine that that butt of the joke is their competitors), that's something people are going to love. A lot of times the reaction is, "I really like the way you guys think." By the time you get on the phone, they say, "I don't know what you sell, but I need it. I need your thinking." I think then, you've just won a major battle. The bigger battle is making the sale.
What are some of the mistakes that people make when sending pitch emails to CEOs?
CEO is a euphemism. It's the Center of Enterprise Opportunity. As Anthony Iannarino likes to say, "reach the CEO of the problem you want to address." It's not always the Chief Executive Officer. C-level executives are busy. We know their time is tight and they're well-protected. We know that a lot of people are reaching out to them as well. How about trying it early Saturday morning or Sunday evening? That's a good time to reach out to someone directly. Their inboxes aren't as full as they are during the week and you don't have secretarial screening, so timing is a device to use.
Another is brevity. Keep it absolutely short; let's say a dozen words or less. Write it so it has the recipient scratching their head saying, "How would you do that?" Make sure you know it's of value to the person and respect their time.
Stu Heinecke: How to Get a Meeting With Anyone
Can anyone do contact marketing?
I should make a distinction here that contact marketing isn't just about cartooning. That happened to be my introduction to it. There are a lot of ways to create these connections. To write the book, I interviewed the top 100 sales bloggers in the world and asked them, "When you absolutely have to reach someone who's of great importance, and someone who's nearly impossible to reach, how are you doing it?" They shared all these different stories and techniques, and I ended up with 20 categories of contact marketing campaigns in the book. These range in cost per contact from $0 (social media, email, and so on) all the way up to $10,000 per contact. That one was a contact letter that was produced as a full-page ad and run in the Wall Street Journal to reach Larry Ellison. And it worked!
There are all kinds of gift strategies. One that you commonly hear about is "half a gift," so you send half of a gift and promise the other half when you meet. Typically, let's say it's the left shoe of a nice pair of shoes, and you bring the other shoe when you meet. There's this kind of corny message of, "I just want to get my foot in the door."
Then there are interesting ways of using events and media exposure. If you're offering someone media exposure, you've got a pretty good chance of getting them on the phone and spending some time with them. Interviews are a great way to bond with someone pretty quickly that you otherwise didn't know.
In the book, you'd find all different kinds of strategies and tactics that you can use to break through. And you don't have to be a Wall Street Journal cartoonist to pull it off.
Stu Heinecke: How to Get a Meeting With Anyone
Want to find out more about Stu Heinecke's innovative contact marketing methodology? Check out his book, How to Get a Meeting With Anyone.
It's Southwest Companion Pass Season. Here's Why It's The Best Flight Deal on the Market
There’s all this talk about solo travel. And for good reason — no wasting precious time waiting for others to get their act together, take the plans out of the group chat and actually buy the tickets. Going solo, you can be spontaneous. You can plan your trips according to your precise tastes. You can hop on any flight and fly awayyyyyy.
But what if each time you flew you’d get a free ticket? That’s what you get with the Southwest Companion Pass.
Award status, upgrades, lounge access — there are many perks in the frequent flier game. But one of the coveted holy grails is the Southwest Companion Pass.
What is the Southwest Companion Pass?
The Companion Pass is part of Southwest’s Rapid Rewards program. You get to choose one person to be your “companion,” and they fly with you for free (plus some taxes and fees) on every flight. That’s right. Two for the price of one. That’s half off each ticket if you split it! Whether you’re flying with a partner, family member, friend, or anyone else, they can tag along for free.
And it gets better: once you earn the pass, you can reap the rewards for that full calendar year … AND the next. That’s why people go mad trying to earn a companion pass during the early months of the year. The sooner you qualify, the longer you can use it.
There are also no blackout dates. There are no limits. And if you didn’t purchase the ticket (think: work travel, your companion, or a generous benefactor), there are no restrictions! As long as you’re the one on the plane, your companion can also … be on the plane.
You can also switch out your designated companion 3x a year. So, no need to stay in a relationship simply to get the most out of your companion pass! Ghost and fly away — with a whole new companion!
If this sounds too good to be true — it’s not. But there is one small catch. It’s kinda tough to earn this mega reward.
How to qualify for the Southwest Companion Pass?
You can qualify for the pass in one of two ways:
- Fly 100 qualifying one-way flights
- Earn 135,000 qualifying points in a calendar year.
Clearly, this is no small feat — especially if you’re trying to qualify ASAP.
So how do you actually earn the Southwest Companion Pass?
Don’t worry, there’s a path to earning this amazing reward without climbing on 100 flights or spending an exorbitant amount of money.
Earning 135K reward points may seem completely impossible, but it’s easier than it sounds. Simply sign up for a Southwest Credit Card and turn those spending habits into a rapid rewards account. Through the Rewards Priority Credit Card, earn points when using local transit and commuting, plus score major points and miles whenever you spend.
Stay with me here. This is not some scheme to get you into credit card debt. Many airline cards come with potential savings, giantic rewards, awarding you points, and cashback with every purchase you make that can be redeemed for travel. And often they can come with passive sign-up bonuses. If you spend a specific amount of money within a certain timeframe of opening the card, you can be in for a windfall of points.
Now that’s where the companion pass comes in:
- Southwest Rapid Rewards Premier
- Southwest Rapid Rewards Plus Credit Card
- Southwest Priority Credit Card
- Southwest Rapid Rewards Premier Business Credit Card
- Southwest Performance Business Credit Card
Southwest has three personal cards and a business card. Each of these cards offers rewards between 30K-80K points. In the past, people could open two cards and get a bonus that granted enough points to almost meet the minimum. However, with new restrictions on personal cards, you can only get one bonus every 24 months. Boo!
However, this doesn’t apply to business cards. If you’re eligible, have good credit, and not likely to spiral into insane credit card debt, you can open a business card and a personal card, and accrue 100K+ points. The Rapid Rewards Priority Credit Card will get you points after you spend money in no time.
Now to earn the rest of them.
The secret to gaining these credit card points is to plan your card sign-ups around big purchases. Just before a recent move, I opened a card . . . and the rewards came rolling in — a small balm to ease the pain of how exorbitant moving can be.
Put everyday spend — especially big purchases or bulk items — on your Southwest credit card and watch your award points quickly add up. Typically, you earn 1 point per $1 spent on your Southwest card and 2 points per $1 on actual Southwest purchases.
But there are other ways to earn points, including:
- Flying Southwest: Booking travel on Southwest earns more points. The cost of this travel will be worth it with your companion pass
- Shopping from Rapid Rewards Partners: Purchases with Southwest’s “Home & Lifestyle” and “Shop and Dine” Partners also earn Companion Pass qualifying points. While you shouldn’t make gratuitous purchases, browse Southwest’s partners to see if you could earn extra points for items you'd be purchasing anyway. All this, simply from enrolling in their Dining Program and shopping with their partners.
So there you have it! And since it’s almost Spring, get to earning and soon you’ll be flying two for the price of one!
How to Get a Better Job That Pays You More
Though the wave of tech layoffs and the threat of a recession has overshadowed yesteryear's news of the great recession, everywhere you look, employees are asking for more — and getting it. Though this time of uncertainty could have given employers back the power, it's still in the hands of the workforce.
From Gen-Z's boundary setting and penchant for quiet quitting when they're being under-recognized, to labor unions and even the WGA writer's strike, we're in an era where workers can make demands about how they work — and where they work. And for many people, they want to work from home.
For many employees, full-time remote work offered newfound flexibility to work around their schedules — whether it be picking up kids from school, or working when they feel most productive. Many employees seized this freedom to escape big cities and relocate and prioritize their quality of life. Remote work lovers are demanding offices remain closed or requesting it as a benefit or work option. And if their company insists they return? Many would rather look for new jobs in the flourishing remote-first corporate environment.
However, some missed the structure of the office and its offers of accountability, collaboration, more amenities, and . . . friendship. But not all companies are created equal. Some hope to lure employees back by upgrading the office experience. Turns out, the millennial start-up with that Day-Glo ping-pong table and IPAbeer-on-tap isn’t actually the dream if it comes with a toxic work environment (we’re looking at you WeWork). As companies add in-office perks, employees are requesting more support, boundaries — and even arrangements like the four-day workweek.
For the best of both worlds, companies are adopting hybrid systems. However, reports from CNBC and BBC imply that this may be a taxing option. Having one foot in the office and the other in your office kitchen is far from ideal for most employees, research says.
LinkedIn’s 2022 Global Talent Trends report reveals that of the 500 C-level executives surveyed, 81% said they’re changing workplace policies to offer greater flexibility.
But according to CNBC, “emerging data is beginning to show that hybrid work can be exhausting, leading to the very problem workers thought it could solve: burnout. More than 80% of human resources executives report that hybrid is proving to be exhausting for employees. This is according to a global study by employee engagement platform TinyPulse. Workers also reported that hybrid was more emotionally draining than fully remote and more taxing than even full-time office-based work.”
BBC agrees, reporting: “Emerging data is beginning to back up such anecdotal evidence: many workers report that hybrid is emotionally draining … Workers, too, reported hybrid was more emotionally taxing than fully remote arrangements – and, concerningly, even full-time office-based work. Given many businesses plan on implementing permanent hybrid working models, and that employees, by and large, want their working weeks spent between home and the office, such figures sound alarm bells. But what is it specifically about hybrid working that is so emotionally exhausting? And how can workers and companies avoid pitfalls so that hybrid actually works?”
“Overall, human resources executives thought that hybrid and remote work were the most emotionally exhausting for employees, but that wasn’t the case,” Elora Voyles, a people scientist at TinyPulse, told CNBC.
So with every employee having various experiences and opinions about what works best for them and their lifestyles, it makes sense that people are job-hopping to suit their newfound preferences.
Frankly, some are job-hopping to enhance their compensation. Statistically, most people realize their greatest salary increases when they move from one job to another. Remaining at the same company for years and years often limits how much you can make as your career advances. One popular female finance guru, Cinneah El-Amin told Afrotech: “I am a staunch advocate for more women to job-hop, to get the money they deserve, and to stop playing small when it comes to our careers and the next step in our careers.”
The research supports this, with Zippia claiming: “Generally speaking, a good salary increase when changing jobs is between 10-20%. The national average is around 14.8%, so don't be afraid to ask for a similar increase. At a minimum, you should expect a wage growth of at least 5.8% when you change positions.”
However, a job search can be daunting, despite the potential benefits. But if you can land a role in a new company — and potentially boost your salary while you’re at it — you will challenge yourself and constantly keep learning. LinkedIn Learning, for example, is one platform that can help you level up your skills and give you an edge to land the job.
LinkedIn Learning allows you to take advantage of the moments that truly matter. It offers courses on subjects that will carry you through every step of your career. Their instructors have real-world experience.
With their one-month free trial, you can explore over 16,000 classes that will help you hone specific skills, ignite your passion for learning, and discover skills to reach your career goals.
Check out the LinkedIn Learning Pathfinder and it will generate a custom list of courses based on what you want to achieve. Learn more about recent top career development goals and acquire the skills to help you reach them.Unsure what to do and how to start your job search? Let LinkedIn Learning be the first step you take in the path to a new and improved career.
Best Female-Founded Brands to Support
Oh, how far we’ve come! Recently, it was revealed that — finally! — women CEOs at Fortune 500 companies outnumber male CEOs named John. A dubious milestone, but it's something to celebrate.
Though women have come pretty far in society, the progress we've made is far from enough. From the pay gap to daily microaggressions, it’s still obvious that women are treated as lesser than in society. This is especially clear when you look at how few female-founded businesses there are.
According to Rolling Stone, it’s crucial to support female-owned businesses. They report: “While it is true that the different experiences and backgrounds that women and men have undoubtedly affect business approaches, this is actually a good thing. A business with diverse perspectives is an innovative business that can actually push the boundaries of industries.” Like with any other social justice cause, uplifting marginalized folks is good for everyone involved. We all benefit from the increased, diverse worldviews brought about by representation.
The article continues: “Having a gender-diverse business yields better consumer insight, and in turn, a more profitable business. Back in 2015, McKinsey & Company found businesses that were more gender-diverse were likely to outperform approximately 15 percent above the industry median. Years later in 2020, they found that the percentage had increased to 25 percent.”
Therefore, even if we aren’t focused on all the social and political reasons to uplift female entrepreneurs, it’s better for everyone’s bottom line if we do.
Yet, despite this oft-proven reality, archaic stereotypes and oppressive systems stand in the way of progress in every sector. An article in Business News Daily outlines some of the obstacles women face as entrepreneurs. The number one hurdle they face? Social expectations.
The article advises that in order to beat this imposter syndrome, female founders should stick to their guns rather than trying to conform. “Women may feel as though they need to adopt a stereotypically "male" attitude toward business: competitive, aggressive, and sometimes harsh. But successful female CEOs believe that remaining true to yourself and finding your own voice are the keys to rising above preconceived expectations.”
But often, women are told their lack of professional advancement is their fault. You’re too shy. You’re not assertive enough. You need to ask for what you want. Otherwise, how do you expect to get it?
However, despite this refrain, it’s actually not their own fault. This scapegoating convinces ambitious women that if their careers are stifled, it’s their fault. This causes imposter syndrome, lack of representation, and real industry consequences.
According to BND, “Raising capital is even more difficult for women-owned businesses. A 2014 Babson College report found that less than 3% of companies with venture capital funding had female CEOs … venture capitalists tend to invest in startups run by people of their own ‘tribe.’”
Other things that get in the way of women climbing the ladder to success include: struggling to be taken seriously, owning their accomplishments, building a support network, balancing business and family life, and coping with the fear of failure.
These are real, tangible barriers that most female entrepreneurs face. The women who have succeeded should be celebrated — and this month is the perfect one to do so. Luckily for us, we can vote with our dollars, supporting the businesses we love so that there can be more like-minded companies out there in the world.
Here are some of my favorite female-owned brands to support in the pursuit of equality: