Wednesday, March 9, 2011

Building a Marketing Team: Article 2

Music marketing takes work, lots of it, and you can’t do it alone. As we discussed in part one of building a music marketing team, you are the CEO, the person in charge and responsible for the vision, direction, and the financial foundation of your career or record label. As CEO one of your main jobs has got to be building a team around you that you can trust and count on to carry out your vision. The first person you should find or recruit would be your vice president or COO - Chief Operating Officer. This person is your right hand man or woman and should be somebody that you can spend a lot of time with, be able to bounce ideas off, trust that they will follow through with your direction and vision, and someone that you can fight or disagree with, yet still advance your career or record label.

COO Overview

The VP of your career or record label is responsible for carrying out your word or direction to the entire staff. This is accomplished through daily management, the direct overseeing of duties needed to accomplish your vision. The vice president of your company needs to be a team player not just a manager. This person needs to get along with the entire staff, know how to resolve disputes among staff members, know how to lead by example, and know how to motivate a team through achievement awards and praise rather then through scare tactics. Your VP is directly responsible for how your music marketing vision is carried out from the janitor’s daily duties up through your Marketing Director’s daily staff assignments.

Many times a VP is also the CMO - Chief Marketing Officer in small companies or record labels. As companies grow a Marketing Director or CMO will be brought on to allow the VP more general overseeing duties of a company’s direction rather than direct contact with the Individual activities themselves. A VP spends most of his time planning, reviewing, and adjusting the means in which a CEOs vision of the company’s music marketing campaign is acted upon. He reports directly to the CEO, usually on a daily basis, and is responsible for an accurate reporting of the progress or setbacks a music marketing campaign faces.

Daily Schedule:


E-mail

Unlike the company’s CEO, the VP must be tied to his e-mail account on a continual basis throughout the day. Staff members, outside vendors, producers, promoters, venue owners, radio stations, and the press all use e-mail to communicate needs, wants, and desires to an independent record label. This means only checking e-mail in the morning, at lunch, or at night before going home will not keep the vice president aware of anything needed at a moments notice. Marketing music, effectively, requires that a response is given or an action is taken immediately after receiving the request. A cell phone capable of receiving e-mail and sending e-mail is a must-have item for any VP.

Planning


While going through e-mails a VPs day will start to form. Important, must do items, should be placed on an immediate list that is only for those items that must be accomplished before anything else. Items on this list would include ink for a printer, deadlines for turning in ad copy for magazine advertisements, or interviews with the press or media about a particular strategy of your campaign. A second list should be started that contains items that are not critical to the outcome of a successful marketing campaign. Things on this list would include meetings for future planning, meetings with outside vendors for future concepts or ideas, or anything else that would not slow down or stop the daily progress of the current music marketing strategy being employed by you or your record label.

The hardest part of a VPs job is setting up a schedule. As time goes on and your VP sees what is needed on a daily, weekly, or monthly basis they will know what to schedule for, what to avoid in their schedule, and how to best use their time to reach your vision. But, just starting out, they will make mistakes. You have got to allow your VP the ownership of his or her schedule. Meaning, you have to allow for the mistakes, you have to allow for some wasted time, and you have to allow for successes. The only way a VP can get his or her schedule under control is through trial and error.

The VPs daily planning must include time a for the unexpected. This is accomplished by building in downtime in a schedule. If there is no unexpected events, the VP can use this time to interact with his or her staff, have side meetings about particular actions, or simply review what is being done and how to increase the effectiveness of the entire staff.

A good VP will have the entire staff send an email at the end of their workday detailing their efforts made throughout the day to advance the companies vision. As the VP is going through e-mails what is needed will become obvious, what can wait should be put on a future to do list, and what needs more time spent for planning should be on another list. Each day the VP should review these staff e-mails and create the next days action plan.

Meeting with the CEO


After the VP has gone through his or her e-mail and developed a starter agenda for the day, the two of you will need to meet and discuss what is most important, what can be saved for another day, and what may need to be discussed further to ensure the proper action is taken. This is the time you should listen. Again, the best way to manage a vice president is to allow him or her the ability to run a staff the way they see fit as long as your vision is carried out. By you listening, and not directing, you will be able to make a judgment call as to whether or not your vision is being met through your vice president’s actions and interactions with your staff. This also gives your VP a sense of ownership in your record label. This doesn’t mean he or she actually owns the record label, it only means that they can take pride in their work because it is their work.

When you’re first starting out with you will find that you may need more than one meeting a day with your VP. As your relationship builds, you and your VP should get a sense of what method best works to get the desired results and move your vision forward. Meaning, your VP should be able to anticipate what you want, when you want it, and how you want it acted upon with out having to meet with you before assigning individual jobs to the rest of the staff. But, before this relationship is developed, it is highly advised that you meet with your VP daily, as early as possible, to ensure your vision is being acted upon and carried out by your entire staff in the most effective manner possible.

Action Planning the Follow Through

Another important part of a VPs planning is to create benchmarks or ways to ensure the plan has been carried out properly from the staff. This would include progress reports from all staff members, forwarded e-mail correspondence from outside vendors or press, or marketing material created for review. A VP should never plan an action without additionally planning a follow through action. Meaning, a VP cannot simply assign the task to a staff member to never check to see that it has been completed. Therefore, during a planning session, the VP must also future plan how he or she is going to follow up on each particular task assigned. The best method for this is to determine how long an assigned task will take and place a follow through meeting with the individual responsible for the task on the calendar for the day after the task should be complete.

Staff Meeting

Once you and your VP have met, your VP should hold a staff meeting. You should not attend this meeting. The only way your staff is going to respect the VP’s authority is to give it to him or her. If you attend the daily staff meetings, your staff will only think the VP is a talking puppet. What this causes is a staff that will be bothering you with questions throughout the day instead of utilizing the VP. You want your VP to handle the entire staff.

The staff meeting is a way for all members of your staff to discuss the agenda for the day, what transpired the previous day, and what might need attention or changes to get a better result from actions assigned. This meeting should not be long, less then an hour, unless a major campaign or music marketing strategy is being worked that needs additional time. This staff meeting has got to be a safe place where the entire staff knows your VP will listen and respond to their requests. It has to be in a relaxed environment that allows for creativity to unfold and ideas to be exchanged.

Personal Action Time


Once the VP completes his or her staff meeting they will need time for additional planning and personal action. Your VP should get feedback from the staff that will need to be placed on the next day, a week, or months planning agenda. In addition, the VP will get feedback as to what action items they need to personally take to help the staff do their jobs more effectively. Once your VP has amended the action plans for the day he or she should send you a revised schedule.

One-on-one meetings

During the staff meeting your VP will find that individual staff members need personal attention or specific details to carry out the task they are assigned. It is best for the individual staff members and your VP to meet one-on-one so that the rest of the staff can continue with their action items to be more effective. It is important that the one-on-one meetings be documented, action items are assigned, and benchmarks or tracking methods are put in place to ensure the meetings outcome is successful.

End of day wrap up


The VP is responsible for the action items your staff takes to meet your vision. Throughout his or her day they should be overseeing that the individual actions of each member of your team are headed in the right direction to move the company towards your music marketing vision. He or she must understand what each staff member’s job is, how to do it themselves, and what the most effective way is to carry out all tasks assigned. At the end of the day he or she should document all progress, setbacks, and communication he or she has had with staff members, outside vendors, or any other person he or she makes contact with throughout the day. The only way you know where your company is headed is by knowing what your staff is doing at all times. Since you do not have time to oversee each staff member’s duties, it is the sole responsibility of your VP to the e-mail you a daily update as to how your vision is being reached.
Article 3:
CMO, Marketing Director, Creative Director, McGyver, or...
“The Crazy Person in the Corner”

Article 4:
CCO, Street Team Leader, Gang Leader, or...
“The Person Who Likes to Hear Themselves Talk Even When No One is Listening!”

Article 5:
CCD, Creative Director, Dreamer, Craftsperson, The Inspired One, or...
“The Cool Kid on the Staff”

Article 6:
CPO, General Manager, Grunt, Labor Enforcer, Pee-On, or...
“The Person Who Likes to Roll Up Their Sleeves and Get the Job Done!”

Article 7:
Working as a team


(more posts in the future)

a la http://www.iammusicnetwork.com

By Zak with No comments

Building a Music Marketing Team: Article 1

There is a lot of talk about music marketing on the internet. How to do it, where to do it, when to do it, and why marketing your music is so important, but it can all become overwhelming to say the least. If you follow all the advise given, on your own, you would not have any time left to actually be creative or stay focused on the music you are trying to market. It is the biggest difference between independent artists/labels and major labels. In the major label system an artist or group still has time for the music while the major’s “team” handles the business. As an independent artist you have to be everything to everyone at all times. You have to create the music, market the music, negotiate the contracts, get gigs, handle publicity, and follow everything up in a timely manor. Going it alone is pretty impossible.

Music marketing is a team sport. You can not go out on the field alone and expect to “win the game!” You have to surround yourself with players that want to be in the game with you, have the abilities you are looking for, and know how to work as a team unit rather than as individuals. Your team does not have to be made of professional players to win. Yes, having a full time consultant or professional manager could help you win the  game easier and faster, but it is not necessary in the sport of music marketing. What is necessary is commitment, drive, and follow through from each of your players. People that you can surround yourself with that believe in your vision as much as you who want to see the success like you do and are willing to put in what ever amount of time it takes to succeed.

As an independent going it alone it is very hard to “know” what you need in a team member, what each member’s duties should be, and how to properly manage each individual member’s skill set to best work within your team dynamics. Just having “bodies” can hurt your efforts more than doing it yourself. Without direction, “bodies” become a distraction - a distraction you do not have time to continuously manage.

This article will detail the core team members you need to better market your music, what their job duties entail, and how to best manage their positions within your team’s environment. As your career or label progresses there are many more positions you will need to staff, however, before you expand your staff, your core team will need to know what they are doing, why they are doing it, and how to oversee additional staff members as the need arrises. Basically, do not get ahead of yourself and add more people to your staff than you can manage on your own. Even major, international, record labels depend on only a handful of core team members to run the entire operation, Usually between three and five. These team members are invaluable while the additional 1500 - 3000 staff members found at a major, international, record labels can come and go without interruption to the label’s operation or objectives. This is achieved through delegating responsibilities, excellent management, and constant communication, from top down, through out the entire organization and it’s team members.

Core Team Members:
Your core team needs to consist of yourself and five other team members. As you start your career/label you may only have the resources available for you and one other person. That is ok. It simply means you will wear many hats until you find the right person for the job. Be warned, do not just put someone in a position. Make sure you find the right person for the job or you will be sorry down the road when you have to replace them for a more competent person. Firing friends or family members is a very hard thing to do. It is your core function as CEO to build a well oiled machine of core team members that can help you reach your vision!

CEO, President, Head Honcho, The Boss, El Jefe, King, or...
“The Person with the Plan”

COO, Vice President, Second in Charge, Workhorse, or...
“The Person who Really Makes it Happen”

CMO, Marketing Director, Creative Director, McGyver, or...
“The Crazy Person in the Corner”

CCO, Street Team Leader, Gang Leader, or...
“The Person Who Likes to Hear Themselves Talk Even When No One is Listening!”

CCD, Creative Director, Dreamer, Craftsperson, The Inspired One, or...
“The Cool Kid on the Staff”

CPO, General Manager, Grunt, Labor Enforcer, Pee-On, or...
“The Person Who Likes to Roll Up Their Sleeves and Get the Job Done!”


Individual Team Member Responsibilities & Daily Schedule:


CEO


The CEO, Chief Operating Officer, of your team is you. It’s your career/label and you have the vision. Your job is to let your team know your vision, oversee the entire vision as it is carried out by your team, continuously come up with new ideas to better realize your vision, and to set up your music industry business to operate within the community as a legitimate business entity. More importantly, it is your job to listen to your team, as they are the ones carrying out your vision, and adjust your methodology as needed and suggested from your team. A good CEO knows they are not in the streets, talking to the fans, working the marketing strategies, or doing the daily duties of the organization. For this reason, the CEO knows they must be open, ready to trust their team’s advise, and allow their team to “run with the ball” on an as-needed basis.

As a CEO of an independent music career/label, you will find that you must wear many hats. Budgeting, book keeping, contract negotiations, and legal duties will fall upon your shoulders in your daily duties as well as being the CEO. These are “make or break” jobs in any new or established business and you need to make sure you handle these duties yourself so you know where your career/label stands financially at all times. As your career/label grows, you will hire a CFO, Chief Financial Officer, and hand these duties over to them. The CFO will eventually hire book keepers under them to handle the increase of workload as your organization grows.

A CEO needs to be trusting, yet questioning. This allows your team the ability to “think on their own” to better get the job done, knowing you trust them to do their job. Questioning does not mean inspecting, interrogating, or accusing. It simply means knowing what each of your core members are doing at all times so you can ensure actions are inline with your vision. As CEO, the best thing you can do for your team is trust them and stay out of their way allowing them to work in a manor that suites them best to help you reach your vision. Micromanaging, or making your team do as you would do only, results in an unhappy team, less productivity, and a higher rate of core team members leaving your organization.

Daily Schedule:

Email -

A CEO’s daily schedule is hectic. It starts with checking email to see what has transpired over night and to create a “To Do” list for the day. Determine an amount of time you will spend each day on email and stick to it. Most CEOs only allow 30 minutes at the start of their day to check email, then another thirty minutes after lunch, and an additional 30 minutes at the end of the day. This allows the CEO not to get distracted through out the day with constantly checking email! This is a total time waster and diverts you away from your core function, being the visionary of your career/label.

Planning -
Once you get through your email, you will need to spend alone time reflecting yesterday’s team actions, accomplishments, and set backs. As you are reflecting you should add to your “To Do” list and start to create “meeting topics.” Your meeting topics should be items of concern, “pats on the back” for a good job done, visionary ideas, questions that you may have on yesterday’s actions and activities, or anything else you feel needs to be brought up in your daily strategy meeting. Each of your core team members should be doing this each morning as well. As CEO you have to allow planning time to your entire staff. With out time to think and plan, your meetings will accomplish very little as your staff will not have much to say. However, as CEO it is your job to watch and listen in the strategy meeting to ensure your staff is using the time given to actually plan rather than surf on myspace!

Strategy Meeting -
You should set a daily strategy meeting and make sure your meetings start on time. Only allow one hour for this meeting. This will keep you on point and moving forward rather than daydreaming or hashing out specifics for an entire day when there is work to be done. If/when you find that a particular topic needs more time devoted to it, schedule a one on one meeting with the core team member whos job it is that needs attention. There is no reason to dive into specifics with your CCD, Chief Creative Director, while the other core team members could be working toward your vision! Strategy meetings are not “gripe” sessions. They are meant to be motivating and planning meetings to push your vision forward. If/when you have gripes with your core team address them individually, in private. Begin your meeting with the questions and agenda you created in your own planning time. Be sure to write down answers, additional questions, and action items that come about during your meeting. It is wise to either record the meeting with a micro recorder or assign one person to take good, complete, readable, notes. As you move through your agenda you will find that more attention is needed on specific topics. Make sure you take note and schedule a time later in the day with the core team member that is responsible for the topic that needs the additional time. Once you go through your own notes and agenda allow your core team time for their own agenda in this order; COO, CMO, CCO, CCD, CPO. Remember to take notes, schedule meeting for additional time needed, and create an action list for each core team member as they present their agenda. An action list is very important. It is how you, as CEO of your organization, can stay on top of what is to be done, what is in progress, and what has been completed by your team. It is the only way for you to track the efforts of your team.  As CEO, it is your job to ensure your vision is being met by your core team in a timely manor. Team members that fall behind effect the entire teams ability to progress forward.

Personal Action Time -
After you have completed your team meeting you need to allow yourself and each of your team members time for themselves to act upon the agenda that was created during your strategy meeting. This is the time for you to make phone calls, write letters, research, or do whatever else you determine is needed to help your team reach their objectives. As CEO you are the grease that makes the “wheel” of your team roll down the road easier. This means you are the face of the company, you make initial contact with key vendors, service providers, or industry personnel. This does not mean you do the work needed. That is your core team’s job. During your personal action time you might call a key tour promoter and simply reach out to them to make contact, let them know that one of your team members will be contacting them for additional information and actions needed to seal the deal, and that you are just reaching out to find out who needs to be contacted on the promoters team, the best method for contacting, or if there is anything special your team member can provide to make the deal happen. Basically, the grease that makes the process turn easier. This is a hard concept to fully realize. A lot of new CEOs want to get in the way and feel it would be easier to go ahead and do the deal while they are on the phone with the promoter. On the outside, this may look to be the easiest method and that it would cut out a middle person. And when you first start your career/label this may be the case. But what happens in six months why you are running a full on campaign and may be sitting at an airport in London to to Germany after you just did a show in Africa? If you do not put your core team member in the mix of communications from the very beginning, that same tour promoter will only want to deal with you and you simply will not have the time to “seal the deal.” You and your entire team looses because you “just did the deal to get it done!” Your personal action time is for you to be a CEO and make contacts, follow up on your staff’s actions, and take the time needed to ensure your vision is being accomplished through your teams actions.

Break Time -

If your day starts in the morning you can call this lunch. If you start your day after noon call this dinner. It does not matter what you call it, just do it. You and your entire staff needs break time. Personal time to get away from the hectic schedule, stress, and each other. Do not make your staff take their break with you unless they want to. Encourage them to leave the office and to do what other “business” people do like pay personal bills, get their car washed, etc. It has been proven time and again that people need personal time, away from the boss and other team members, to refresh, renew, and get their mind straight for the rest of the day! Allow it and take the time for yourself as well. A burned out CEO that overworks offers nothing but bad attitude to their team members. This will only slow the rate at which you reach your vision, not speed it up because you don’t take breaks. Learn it, live it, and live by it - you have to take personal time for yourself and allow your team to do the same.

One-on-One Meetings -
After your break it is time to start having meetings with your staff on an individual basis. As your career/label grows you will hand this duty over to your COO, but as you begin, it will be your daily job to keep your finger on the pulse of your business by meeting with each care team member to be updated on progress. These meeting need to be kept to under 30 minutes unless their is a real need to extend the time to ensure a project is being completed. By keeping your meetings short you are handing your team members the ability to think and plan on their own. You are giving them ownership of their job, meaning you are giving them the trust needed to take the required actions to reach your vision on their own and in a manor they see fit and best work for success. This is important. You must not micro manage your team. Let them live, or die, by their own actions or inactions. This is the only way you will know they can hold down the fort while you are away. You have to be able to depend on each of your core team members. These one-on-one meetings allow you to see what they are doing, how they are progressing from day to day, and where they may need help. As CEO, your job is to guide them to better decisions when needed, give encouragement in hard circumstances, and offer a “pat on the back” as you see progress. Remember, your core team will soon be hiring their own assistants and workers, your one-on-one meetings will show them how they should conduct themselves while managing their own staff. This is how you ensure your organization’s values are retained as your organizations grows. Very, Very, Important! Organizations loose focus, change directions, or completely shut down when growing because of lose of “culture” as more and more employees are hired and trained by others than the CEO. Create action plans with your team member during your meeting. Make them accountable for when they will complete a job or project. This is the only way you will be able to track their individual actions ensuring your vision is being met.

Your one-on-one meeting times will vary depending on your schedule and the schedule of your team. This is also the time for “outside” meeting with various vendors, service providers, and the like. Be sure to get updates to outside meetings your team conducts and do the same for your team and update them as to what meeting you have had and what the outcome was and how it effects them and their department individually. Plan for five hours of meetings and allow the same time for your staff to conduct their own meetings. If you do not have meeting scheduled on a particular day this allows you time as CEO to plan, research, and create the vision for your organization. Again, allow your team the same time so they can better do the job you have assigned them. Every team member needs to keep a schedule and when the schedule allows, they need time to plan, research, and act upon your vision.

End of Day Wrap Up -
Your day should end first with emails and pressing phone calls and then move into reflection time. Sounds crazy, but again, you need time to reflect upon the days activities and actions and plan for tomorrow. Allow yourself 30 minutes for email/phone calls and another 30 minutes for reflecting. Use your reflection time to start your agenda for tomorrows group, strategy, meeting. Daydream! Simply ponder where you see yourself in 3 months, one year, and beyond. Then create the vision in your mind of what you need to do to get there. As you allow yourself this time you will start to see the path you need to take. This does not mean you will know how to go down a path or what individual steps need to be taken, that is for your team to help you discover, but you will see the broad paths, the overall concepts, and the vision of your career/label and this is the true job of a CEO!


As you can see, detailing each team member’s duty takes a lot of paper.... or since we are in the internet world... screen space. This article will be divided into 7 parts. This being the first of the six, covering the overview and the CEO position in your career/label. In the next six articles we will discuss each roll of the remaining five core team members positions and end with a broad overview of how your team works as unit to reach your vision.

Article 2:
COO, Vice President, Second in Charge, Workhorse, or...
“The Person who Really Makes it Happen”

Article 3:
CMO, Marketing Director, Creative Director, McGyver, or...
“The Crazy Person in the Corner”

Article 4:
CCO, Street Team Leader, Gang Leader, or...
“The Person Who Likes to Hear Themselves Talk Even When No One is Listening!”

Article 5:
CCD, Creative Director, Dreamer, Craftsperson, The Inspired One, or...
“The Cool Kid on the Staff”

Article 6:
CPO, General Manager, Grunt, Labor Enforcer, Pee-On, or...
“The Person Who Likes to Roll Up Their Sleeves and Get the Job Done!”

Article 7:
Working as a team


a la I am music network

By Zak with No comments

Artist Development. How to create an outstanding image, and develop your "IT" factor.

Before you can market yourself as an artist you must determine who you are and what you represent as an atist.  We have all heard about the illusive “IT” factor. It’s when an artist has the “holy” gift of stage presence, look, feel, personal charisma, and ability to “fit in” no matter the situation. It’s what record labels, managers, and agents look for in artist before signing them to multimillion dollar deals, well, before the collapse of the music industry.... anyway... Some think you are born with the “IT” factor, others think it’s total crap, and then there are those of us who know that the “IT” factor is a combination of natural talent, hard work, and artist development training.

Natural talent is not something you can learn or force an artist to acquire. It is the God given talent we all possess in one form or another. An artist either has talent or they don’t. Too many individuals or record label CEOs believe that a person with a good look, good heart, and strong desire to be in the music industry can be trained to have the talent needed to succeed. It simply is not true. Yes, a singer that really isn’t the best singer can succeed if they have the talent to dance or entertain a crowd. Their talent is in performance not singing. We see this to be true in many pop stars careers, but they at least have the talent to entertain a large crowd. That is there natural talent. People do not go to a Britney Spears show to listen to her sing, they go to see the show, and it sells out every single time! But even Britney has gone through massive artist development to ensure her show is the best in the industry.

Artist development training is not hard, it’s time consuming. It takes time, effort, drive, follow through, and commitment to get it right. It is not something you do one time and think you have it. Artist development coaches spend hours each week working with artists for their entire career. A great example is Beyonce. When she first hit the scene, her vocal performance was, well let’s say less than perfect. She had a heck of a stage show and captivated the audience, but she really was not the best singer out there. Over time, with dedicated artist development, Beyonce can now hold her head high and stand toe to toe with the best singers releasing CDs today. She accomplished this through artist development training.

There is a huge misunderstanding of what artist development really is. Some fear it means changing who they are, what they do, how they talk, or how they appear to their fans. Others think it is a form of “selling out.” Artist development is finding your inner strengths, and weaknesses, as an artist and making sure they are the best they can be. It is not being something you are not. If you have two left feet when trying to dance, there is no amount of training that will allow you to be a professional dancer. However, with the right artist development, you will learn how to at least move on stage with the music in a way that looks much better than standing there stiff!

Artist development is not genre specific. Meaning is does not matter what genre of music you perform. Even the most heavy of thrash metal bands work on stage appearance and show. No, they aren’t going to learn the latest dance steps to work into their show, but they are going to work on a type of choreography that allows the members of the band to move around stage in a manor that looks the best instead of one big cluster.... you know the rest! Artist development has no bounds. It effects every single action an artist or group takes while performing, promoting, or living in the entertainment business. Yes, I said living. Even when an artist or group is away from the stage, away from the fans... so they think, and on their own time they have to be on their “A” game and know how to act or react at any given moment. There is no “off switch” in the music business. Fans do not care if you are on stage, in your car, at 7-11, or trying to grab a bite to eat at McDonalds. They only want to get close to you no matter the situation. Artist development trains you how to act, when to act, what to do, where to do it, what to say, when to say nothing, and beyond. Artist development is all encompassing of your life in the music industry. It teaches you how to have that “IT” factor no matter the situation.

An entire book could be written on artist development tricks, tips, and techniques in itself. This article is meant to get you started with artist development. There will be future articles which dive deeper into specifics, but for now, here are some steps you can take immediately to improve you or your artists “IT” factor.

Interviewing Skills
Have you ever listened to a radio or TV interview and heard “well, uh, you know, I, uh, well, you know, uh work hard at my show.” Unfortunately, this is the norm, not the exception when it comes to new artist interviews. When you hear an interview that sounds like this, you know that there was absolutely no time spent with this artist working on interviewing skills training. The easiest way to avoid sounding like a fool is to work on interviews. Grab a video camera, find someone to interview you or your artist, and do it daily. Start with friends or family members to get used to being interviewed. Then ask your friends to invite their friends over to do the same. This way, you or your artist doesn’t know the interviewer and it’s more of a pressure situation. The more you practice at interviewing the better you will be. In addition, by being interviewed over and over you will start to develop standard answers to common questions. This is very important. You or your artist will be asked the same questions over and over again. Finding the standard answers, and knowing them without thinking makes it appear as if you or your artist has that “IT” factor and always on the “A” game. Tape the interviews so you or your artist can listen or watch them in review. This gives the ability to see what is wrong, correct it, and find the answers needed to always come across professional.

Stage Show
What does your current stage show and presence look like? Do you really know? Have you ever video taped a performance? When you are rehearsing for a show start video taping the rehearsal. Do not just work on your songs and playing or singing them correctly. Start working on what it is you and or your group is going to do during each song. Another words, start working on choreography. Oh, no, not choreography! Yes, again, even hard core rap groups work out what they will do on stage. Choreography does not mean dance routines. It means working out what you or each member of the group will do during each song. If you are a rock band it can mean the singer starts the song from on top of the drum riser while the guitar player and bass player stand at the front of the stage with one foot on the monitor. Then, during the chorus of the song the singer jumps off the riser and the guitar player and bass player cross behind and go to opposite sides of the stage. No body danced, but they did move as a unit making it look like they had put time and effort into their performance. It doesn’t matter how good a singer or group you are, fans go to live performances to see a show. If they wanted to hear a good version of the music they would pop in a CD. This does not mean your music can suck, but it does mean your fans paid good money to see what you have to offer on stage. This is the “IT” factor fans are looking for at live shows. Work on your show, video tape it, and figure out a way to make your show look as big as it can possibly be. Oh, and by the way, perform your rehearsed show no matter if you have a crowd of 1500 or 15. National acts got to be national because they had the stage show and presence to win over any sized crowd! They only got this by working on the show portion of artist development.

Daily Life
Just because you are not on stage, signing autographs, or being interviewed on TV does not mean you can let your guard down. What if you are at Starbucks one morning after a wild night, looking all ragged out, and a reporter recognizes you and asks for an interview? Do you tell them not now? That would be stupid. Why let a good opportunity for press coverage be lost because you weren’t ready? An artist that has worked on artist development would know to be honest and say, “Hey, it was a long night last night. I just hoped out of bed to get some coffee and need a minute to get it together. Can I buy you another cup of coffee while I go home, get cleaned up, and I will be back in thirty minutes to answer any questions you have, I would love to do the interview.” What about partying at a club? What if that same reporter shows up at your favorite spot while you are letting loose and you are acting a fool? It wouldn’t be good. The follow up interview would present you in a bad way. Your daily life as an artist or group has got to present itself as someone who has the “IT” factor at all times. Knowing what to say, when to say it, and where to let loose only comes from practice. Sit down, write out a list of questions and/or situations you think may come up in your daily life as an artist or group. Now, ask your friends and family to do the same thing. Once you have your lists you need to take the time to determine how, what, when, or where you would handle the questions or situation. Then, make a cheat sheet and have someone drill you over and over everyday until you have the list memorized. This is artist development at it’s finest. This will prepare you for any question or situation that may arise in your career as a music industry entertainer. But wait, there’s more... Don’t stop looking for questions or situations, ever. Always be on the look out what you don’t know. Sounds crazy, yes, but so true. As you are watching or listening to your favorite artists on TV or radio listen to the questions or see the situations they get into and how they handle them. Let this be a guide for you to create your own list. How would you handle the question or situation? This type of artist development is never ending. The more prepared you are for the unknown the more you will seem to have the “IT” factor.

Conclusion
We have briefly covered the three major areas of an artists career. There are many, many more areas of artist development that will be covered in the future. This article is a starting point more to get you thinking than to give you all the answers. Look at your favorite artists or groups and try to find what you think gives them the “IT” factor that has drawn you in as a fan. Don’t be lazy and say “it’s the music.” There are far too many artists and groups in the world that are just as good as your favorite but you are not drawn to them for a reason. Find the reason in your favorite artist. This is the illusive “IT” factor you are after. You do not want to copy another artist or group, but you can model yourself after them. What is it they do that makes you want to learn more about them? Is it the show, how they carry themselves, their background as revealed during interviews and press coverage, or is it something totally different? Your job as an artist with life long career goals is to develop yourself into something fans will want to know more about. The only way you can do this is by looking at yourself, looking at artists you respect, and figuring out what is different. Once you take this step, all that is left is to develop yourself through concentrated artist development training!

a la I am Music Network

By Zak with 1 comment

Monday, March 7, 2011

Permision Marketing: Getting your Consumer to want to hear your Message

Permission Marketing

Permission marketing is the privilege (not the right) of delivering anticipated, personal and relevant messages to people who actually want to get them.
It recognizes the new power of the best consumers to ignore marketing. It realizes that treating people with respect is the best way to earn their attention.
Pay attention is a key phrase here, because permission marketers understand that when someone chooses to pay attention they are actually paying you with something precious. And there's no way they can get their attention back if they change their mind. Attention becomes an important asset, something to be valued, not wasted.
Real permission is different from presumed or legalistic permission. Just because you somehow get my email address doesn't mean you have permission. Just because I don't complain doesn't mean you have permission. Just because it's in the fine print of your privacy policy doesn't mean it's permission either.
Real permission works like this: if you stop showing up, people complain, they ask where you went.
I got a note from a Daily Candy reader the other day. He was upset because for three days in a row, his Daily Candy newsletter hadn't come. That's permission.
Permission is like dating. You don't start by asking for the sale at first impression. You earn the right, over time, bit by bit.
One of the key drivers of permission marketing, in addition to the scarcity of attention, is the extraordinarily low cost of dripping to people who want to hear from you. RSS and email and other techniques mean you don't have to worry about stamps or network ad buys every time you have something to say. Home delivery is the milkman's revenge... it's the essence of permission.
Permission doesn't have to be formal but it has to be obvious. My friend has permission to call me if he needs to borrow five dollars, but the person you meet at a trade show has no such ability to pitch you his entire resume, even though he paid to get in.
Subscriptions are an overt act of permission. That's why home delivery newspaper readers are so valuable, and why magazine subscribers are worth more than newsstand ones.
In order to get permission, you make a promise. You say, "I will do x, y and z, I hope you will give me permission by listening." And then, this is the hard part, that's all you do. You don't assume you can do more. You don't sell the list or rent the list or demand more attention. You can promise a newsletter and talk to me for years, you can promise a daily RSS feed and talk to me every three minutes, you can promise a sales pitch every day (the way Woot does). But the promise is the promise until both sides agree to change it. You don't assume that just because you're running for President or coming to the end of the quarter or launching a new product that you have the right to break the deal. You don't.
Permission doesn't have to be a one-way broadcast medium. The internet means you can treat different people differently, and it demands that you figure out how to let your permission base choose what they hear and in what format.
When I launched my book that coined this phrase 9 years ago, I offered people a third of the book for free in exchange for an email address. And I never, ever did anything with those addresses again. That wasn't part of the deal. No follow ups, no new products. A deal's a deal.
If it sounds like you need humility and patience to do permission marketing, you're right. That's why so few companies do it properly. The best shortcut, in this case, is no shortcut at all.

A La Seth Godin's Blog

By Zak with No comments