Are you looking to find out the Cost of Radio Advertising in Raleigh – Durham North Carolina?
Radio advertising cost in the Raleigh – Durham, NC area is very affodable now. If you are looking to buy radio advertising in Raleigh, contact Travis Gales, local account manager for radio stations WQOK K97.5 | WFXC/FXK and WNNL of parent media company Radio One Inc.
If you want honest advice about the cost of radio advertising for your business in Raleigh – Durham, please send your inquiry to tgales@radio-one.com or call 919 863 4825
By: Via Adweek, New York
Published: 11 hours 31 min ago
Global – Consumer-goods giant Reckitt Benckiser has consolidated its US$1.3 billion global media account with Havas Media and Publicis Groupe’s ZenithOptimedia, the client has confirmed.
Both organizations were already on the client’s roster.
The review included both digital and traditional media and kicked off in May.
Client brands include Woolite, Lysol, Lemsip, Nurofen, Dettol and Vanish, the client has confirmed.
In the U.S., Havas’ MPG holds the account. Reckitt spent slightly more than $500 million on ads in the U.S. in 2008, up 20 percent from 2007, according to Nielsen. It was not immediately clear how that assignment would shake out.
Omnicom Media Group, which also handled some Reckitt assignments, and WPP participated in the pitch, the client confirmed.
Rakesh Kapoor, the client’s evp, category development, said in a statement, “Consumer media habits are evolving all the time and in the current economic conditions we need to think radically. Our new approach to media buying and planning introduces game-changing strategies in every aspect of how we communicate with our customers if we want to continue our track record of superior performance.”
The client said the consolidation would bring economies of scale and further improve consistency in media strategies and implementation across countries.
Kapoor added: “We have chosen two global media partners that will bring us new consumer insights, better capabilities in technology and systems and superior skills in ensuring that we build better consumer engagement strategies and executions.”
The client managed the process internally.
Helpful sales article sent to you from Urban Radio Sales
by Pam Lontos
When you begin like this, you have just sabotaged your own sale, set yourself up to be lied to and didn’t find out if the client is interested in what you said. Too many salespeople do this. They see a client and talk immediately about their product or service and what they think the client needs. Imagine, instead, you go in to see a client, you find their primary buying motive, and show them what you have is right for them. Wouldn’t it be an easier sale? You should never assume you know the client’s wants and needs. People buy for their reasons, not yours. Find out their reasons before you start selling. The person asking the questions is the person in control. So you should ask questions at the beginning and then listen. Clients will give you information you can use later to sell them. The more clients talk, the more they think they are in control and safe. They remove self-imposed barriers by talking. By asking questions, you have established a sharing atmosphere rather than a selling one. When questions are correctly used, the client does not feel grilled by the salesperson; the client feels he is being taken care of by a friend, a consultant – a person who cares, someone who genuinely wants to solve his problems.
Before you start selling, you should ask question designed to:
1. Find the client’s hot button and/or problem
By finding this, you will know how to slant your presentation to hit the client’s hot button, and which benefits of your product or service will solve his problem. Eighty percent of your presentation should be geared toward the client’s main buying motive. When you do this, the client is easy to close because you have raised his desire high enough that he wants to buy from you. You have found and filled his needs. Also, since 80% of sales is emotion, you must get the client excited enough to make the sale easy to close. The hot button is the end result of what they want to happen.
2. Uncover or eliminate objections up front, before you start your presentation
Then, later in the presentation, when you go to close, the client can’t tie things up with false objections. A good way to handle objections before your presentation is illustrated in this example from health club sales: The salesperson knows the customer could claim it’s the wrong location, has no time or has to ask the spouse, etc. So instead, before the presentation, the salesperson asks:
Did you chose this location because you live close or work nearby? Oh, only five minutes away. So, location is no problem.
Do you have 30 minutes, three times per week, to lose that 20 pounds and firm your hips and stomach to look good at your high school reunion?
What would your spouse like to see you achieve? (Client answers.) Great! So, your spouse supports you? (Client: “Yes.”) When it comes to your own body, are you allowed to make your own decisions?
By answering these questions, the client cannot lie to the salesperson later because she has already admitted these are not objections. This should be done before the client can get power by saying the objection first. Here are some examples of questions you can ask the client before you start your presentation that will eliminate an objection. Just mix them into your hot button questions while doing your consultant sell:
A. OBJECTION:
I buy only from your competitor.
Question that will eliminate it up front:
If I could show you that we provide a better product and save you money, would you buy from us instead?
B. OBJECTION:
Your price is too high.
Question that will eliminate it up front:
What’s more important, quality or price?
C. OBJECTION:
I don’t have a credit card.
Question that will eliminate it up front:
If you bought today, would you use your company credit card or a personal card?
D. OBJECTION:
I’ll think about it.
Question that will eliminate it up front:
If you like the ideas I propose today, could you make a decision today?
E. OBJECTION:
I need to talk to my partner.
Question that will eliminate it up front:
If you think something is a good idea, can you make a decision without your partner?
3. Get the client to commit to buying from you if you can solve his problem When you close after solving his problem, eliminating his objections and showing him value with benefits, the client is open to buying. People stay consistent with what they have said earlier. If you get someone to say he will buy if you solve his problem, then he can allow himself to buy later.
4. Get the client to say he wants what you have before you tell him what you have If you’ve done this, then when you show the benefits of your product or service, the client can’t lie and say he doesn’t want it. For example, in radio advertising sales, if you go in to sell a client and you say your station reaches the 18-34 year olds, the client can lie and say that he needs to reach older demographics. Then, another radio salesperson comes in to see that same client on the same day, and he says he has a 35-plus audience. The client will reverse what he said to you and now say their audience is too old. You must stop the client from lying to you if you want to get the order. So, get them to commit to all the benefits you are going to present before you present them.
To do this, you ask questions before you start your presentation such as:
Describe your typical customer.
What do you want from our service?
What is the biggest problem you currently face?
What other problems do you have with that?
What do you like most about the product or service you are now using?
What would you like to change?
Write down any answers the client gives you that fit the benefits of your product or service, so when you give your presentation, you are not pushing the client into what he does not want. You are instead simply giving him what he already said he wanted. If the client says he needs something different from what your company has (and you truly believe your company can still benefit him), you can sell him by guiding him to admit he could use your product or service. In other words, if you can’t sell him what he needs, sell him what he lacks.
Example:
Client: My bank buys commercials on radio stations which reach 45-plus adults.
Salesperson: So what you’re missing are all of the 25-45 adults with high-paying jobs who have not established an allegiance to any bank yet. You would like their money also, wouldn’t you?
Client: Yes.
Salesperson: You are already reaching 45-plus with the other station and your newspaper.
Now with my station, we can bring you additional customers you are missing. You would like that, wouldn’t you?
Remember, all of the above is done before you start your presentation! Listening to the client gives you the ammunition you need to sell him It also shows that you care about his problem. People are starving to find someone to talk to about their problems. Of course, they also want people who can help solve these problems.
Ask questions
Then, listen when the client tells you his wants and needs. Listen to the words the client uses, then repeat these same words back later when you close. If you do this, the client will feel you understand his problem and will be able to see how your company will fit his needs and solve the problem. People trust people like themselves. When you repeat back words they use, they trust and believe you more. Remember, 80 percent of your presentation should be directed towards the client’s hot button. The hot button is the end result which the client wants to get.
Hot Button Questions
What do you want in a car stereo?
What do you look for in a car?
What do you want to happen when you use our service?
Listen to the answers and then jot down the client’s key words (adjectives and adverbs) to use later when you close the sale. These are the words that the client relates to and words that define his needs. When you use them, the client will relate better to you and trust you .
After the client answers a question such as, “What are you looking for in a home?” say, “What do you mean by that?” Example:
Salesperson: What are you looking for in a new home?
Client: I need at least four bedrooms. Also, I like high, spacious ceilings in my living room with lots of windows that let in a lot of light. I must have ample closet space, and I need to be close to a school.
Salesperson: What do you mean by lots of windows?
Client: Floor to ceiling is best for me.
Salesperson: What do you mean close to a school?
Client: Less than a mile so my children can walk.
Salesperson: What do you mean by ample closet space?
Client: I want to have walk-in closets.
Later, when you close, you say:
“This home is great for you. It has four large bedrooms with walk-in closets. Also, the living room has high ceilings with five floor-to-ceiling windows that let in a lot of light. The school is only seven blocks away, so your children can easily walk. It’s perfect, isn’t it?”
Example:
Salesperson: What are you looking for in a car?
Client: I need good gasoline mileage and plenty of trunk space because I travel throughout the Southern California area in my business. I also want it to have a sporty look, and I love the color red.
Salesperson: What do you mean by good gasoline mileage?
Client: At least 30 miles per gallon.
Salesperson: Also, exactly how much trunk space do you need?
Client: Enough to hold four large boxes and my suitcase.
Later, when you close, you say:
“This car gets good gasoline mileage – over 30 miles per gallon. You can see that it has plenty of trunk space. This trunk will easily hold the four boxes and one suitcase of yours. Don’t you love its sporty look, and it is a gorgeous color of red?”
Remember, the client’s idea of good service may be totally different from your idea. You must fulfill the type of service the client wants in order to sell him and keep the account long term. Don’t spend time talking about the benefits of your company that the client is not interested in. If you sell to the client’s priorities, then you will have his attention and raise his desire to buy. You must be in control to sell – not let the client control you. The key is knowing how to question. Learn proper questioning, and you can easily double your sales.
Copyright ? 1998 by Pam Lontos. All Rights Reserved. Used with permission.
Pam Lontos is President of Lontos Sales & Motivation, Inc. in Orlando, Florida. She is a speaker, trainer and consultant on sales, management and motivation. With 25 years experience in sales and sales management, Pam Lontos rose from selling health club memberships to Vice President of Disney Broadcasting, where she increased sales 500% in one year. Today, Pam combines her experience with a creative approach to sales training and motivation which consistently produces measurable and dramatic results for her clients.
You can contact Pam at:
Lontos Sales & Motivation, Inc.
P.O. Box 617553
Orlando, FL 32861
Phone: 407-299-6128
Fax: 407-299-2166
E-mail: PamLonto1@aol.com
CHICAGO, Nov. 23 /PRNewswire/ — Crown Imports announced that it has awarded Horizon Media all media planning and buying business across the company’s entire portfolio, including Corona Extra and Modelo Especial. The business, which excludes out of home media, will be managed out of Horizon’s Los Angeles office.
Beginning this month, Horizon Media will partner with Crown as Agency of Record for media to help maximize brand awareness, consideration and purchase intent for the entire Crown portfolio, which includes Corona Extra, the number one imported beer, Corona Light, Modelo Especial, Negra Modelo, Pacifico, St. Pauli Girl and Tsingtao.
“Crown’s well positioned portfolio, led by Corona, already benefits from having unique and memorable ad campaigns, and we look forward to leveraging Horizon’s impressive media planning and buying experience to maximize the delivery of our brand messages to our targeted consumers across a wide variety of platforms,” said Jim Sabia, executive vice president of marketing for Crown Imports. “We were impressed by Horizon’s strong category experience and collaborative approach to media planning and buying across national and local media channels for the General and Hispanic Market.”
Horizon will begin working with Crown this month to plan and execute media buying efforts for the 2010 calendar year. “We are extremely motivated to help take Corona, and the entire Crown portfolio, to the next level. The media landscape today provides great opportunity for innovation and creativity in the planning process and we look forward to putting all of Horizon’s assets to work in achieving the goals for Corona and the entire Crown portfolio,” said Bill Koenigsberg, president, CEO and founder Horizon Media Inc.
“We are thrilled to be working with a brand that has an incredibly strong heritage,” added Zach Rosenberg, EVP and general manager, Horizon Media, Inc. “We look forward to leveraging Horizon’s creativity and innovation to help raise the bar even higher.”
About Crown Imports
Crown Imports LLC is a joint venture that imports, distributes and markets the Modelo portfolio and other fine beer brands across the entire U.S. The Modelo portfolio includes Corona Extra, the #1 imported beer in the U.S. and #6 beer overall, Corona Light, Modelo Especial, Negra Modelo and Pacifico beer brands. Crown also imports the St. Pauli Girl and Tsingtao beer brands in the U.S. Crown is a 50-50 joint venture between Grupo Modelo, S.A. de C.V. (MX: GMODELOC), Mexico’s leading company in the brewing, distribution and sale of beer, and Constellation Brands, Inc. ( STZ, ASX: CBR), a leading international beverage alcohol producer, importer and marketer. For more information, visit www.crownimportsllc.com.
About Horizon Media
Founded in 1989, Horizon Media, Inc. is the largest U.S. independent media services company. Horizon’s core mission, “To create the most meaningful brand connections within the lives of people everywhere,” is focused on helping clients sell products and build brands through insightful marketing counsel, and delivered through effective negotiation and placement. Horizon’s holistic approach to brand marketing and development has resulted in estimated billings of $2 billion and established the company as the fastest growing agency in the industry. Headquartered in New York City with a full service office in Los Angeles, Horizon also has offices in San Diego, and Amsterdam, Netherlands. Horizon is also a founding member of Columbus Media International, a multi-national partnership of independent media agencies. For more information, please visit the company’s website at www.horizonmedia.com.
SOURCE Crown Imports
They Understand the Technology, the Speed of Iteration and Analytics
posted by Jacques-Herve Roubert on 11.12.09 @ 10:14 AM
Jacques-Herve Roubert
Over the past 18 months, a great debate has consumed our industry: Are digital agencies poised to sit at the head of the advertising table? Depending on whom you ask and what you read, the answer seems to flip flop — with a majority of people still having reservations and making claims that digital agencies aren’t ready to lead.
So why does the debate continue? Does offline or online really matter to an oblivious consumer who’s only interested in “no-line” communications? Are we spending too much time focusing on who should lead and not enough asking: What’s next?
Ana Andjelic’s DigitalNext post, provocatively titled “Why Digital Agencies Aren’t Ready to Lead,” mentions several reasons why digital agencies aren’t ready to lead, one of which was their lack of experience in the business (as compared with the “decades of experience” that traditional agencies are known for). I’m sure there are instances where decades of experience can directly translate into success, but there are certainly instances (uh, Lehman Brothers?) where deep roots had no bearing on their ability to produce — and produce well. Furthermore, a certain percentage of the individuals now working and thriving in digital agencies came from traditional agencies.
Additionally, most of the world’s most ingenious inventions were not created overnight, but took years of hard work, research, observation, trial and error, and collaboration to fine tune. The digital ecosystem has required much of the same exploration — and, in most cases, into technologies that are new to all of us. As James March himself said, “Exploration involves being an amateur for a while, but only as a step on the way to being a professional.”
And while the structure of an interactive agency may often mimic “one big crazy family” (by the way: Whose family isn’t crazy?), how could making sure everyone’s opinion is heard be a bad thing? Most interactive agencies subscribe to the notion that you never know where the big idea or concept will come from. Sometimes the big idea can come from the exploration of a new technology or method that enhances consumer connection.
Here’s why:
That was then, this is now. Like it or not, the days of the ingenious, 30-second TV spot are over. Today’s creative ingenuity lies within the idea, the technology, the concept, the innovation and, perhaps most important, the Holy Grail: consumer connection. Word of mouth is more prevalent than ever and interactive communities have an increasingly louder and more influential voice and are stronger (and sometimes the only) sources of breaking news stories. No one understands this better — nor is better equipped to handle the swift demands required — than the digital agency.
Teaching an old dog new tricks. The “new trick” is immediacy. It’s about faster response times and the concept of immediacy. E-mail, IM, Twitter, Facebook, cellphones — all of these technologies set the stage for consumers wanting and expecting immediate responses, not to mention, immediate access to products and services. Traditional advertising agencies are not adapting to this mentality because they are still working with processes and organizational structures that were developed in a time when the internet and the concept of immediacy simply did not exist.
Digital agencies understand that brands are being held to higher-than-ever consumer expectations. The plethora of data we can garner from a $50,000 media buy can leave traditional agencies’ heads spinning with insight and analysis. The truth of the matter is: Interactive agencies are forcing traditional agencies to integrate with digital media to better track and measure campaign results through custom URLs, short codes, etc.
Kickin’ it old school. Not only are the days of the 30-second TV spot gone, so too are the traditional advertising agency gurus like David Ogilvy and Bill Bernbach. Today, those figures have been replaced, instead, by financially backed entities. Rather than exploration and exploitation, digital agencies need their own gurus and legends that can lead by example.
Five or 10 years ago, I might agree with the argument that digital agencies weren’t ready to lead, but after sitting at the table with other agencies for the past decade — traditional, branding, public relations, marketing — it’s clear that digital agencies have proven their value, not to mention their ability to innovate, inspire, and create the big idea.
Perhaps the synergy and balance between exploitation and exploration is off kilter for digital agencies, but more and more we’re starting to see the agency structure itself change with new hires in technology and social media. And marketers are noticing:
According to Media magazine, AKQA was named the lead agency for Nike India earlier this year.
Precor named Ascentium its agency of record in October 2009. According to Forrester’s Q2 2009 Interactive Agency Wave, Ascentium “received the highest client satisfaction scores in this year’s review.” The assignment with Precor includes strategic planning and execution of all offline and online campaigns.
McAfee hiring Tribal DDB as its agency of record in 2008. This assignment included all TV, print, outdoor, and digital.
The balance may not be there today, tomorrow or next month. The truth of the matter is digital agencies have earned their right to sit at the head of the table because they’ve brought what consumers and marketers are looking for: new innovations in measurement; flexibility and nimbleness; and, most importantly, ideas that bring what a magazine spread or 30-second TV spot cannot.
ABOUT THE AUTHOR
Now president-CEO of Nurun, a global interactive marketing agency, Jacques-Hervé Roubert began his career in advertising at Havas Conseil and subsequently held senior executive positions with BDDP and Young & Rubicam.
Tuaca Liqueur has named Boxing Clever its promotional and interactive agency of record for North America, the agency said Monday.
St. Louis-based agency Boxing Clever will provide creative services for promotions, events, and mobile and digital marketing for Tuaca.
Tuaca is made from a combination of Italian brandy, and natural citrus and vanilla flavors. It was introduced in the U.S. in the 1950s and is imported by Brown-Forman Beverages of Louisville, Ky.
Tuaca Italian Liqueur is based in Livorno, Italy.
LVMH’s Premium Vodka Brand to Drop ‘Luxury Reborn’ Campaign, Increase Spending
Posted by Jeremy Mullman on 11.12.09 @ 12:58 PM
CHICAGO (AdAge.com) — Belvedere Vodka, owned by luxury conglomerate LVMH, is the latest in a growing line of spirits brands to look for a new agency and fresh messaging amid a recession that has jolted the image-obsessed category.
An ad from Berlin Cameron’s ‘Luxury Reborn’ campaign. The premium vodka brand has shifted its creative-advertising account to Arnell Group. The Omnicom Group agency beat out the incumbent, WPP’s Berlin Cameron United, in the final round of a pitch that earlier also included Havas’ Euro RSCG and independent Cossette.
In an interview, Belvedere President Charles Gibbs said the brand would be looking to broaden its appeal.
Berlin Cameron’s campaign, dubbed “Luxury Reborn” and shot by noted fashion photographer Terry Richardson, tried hard to be shocking and polarizing in an effort to cast Belvedere drinkers as edgy upstarts in a stodgy category dominated by Grey Goose. One typical image showed a woman using a man’s belt buckle as a mirror as she applied lipstick.
“That campaign resonated with who it was intended to resonate with,” said Mr. Gibbs, who identified those targets as “lux individualists” and the “downtown creative class.”
Changing priorities
But the “new rich”/”old rich” dynamic, as characterized by downtown hipsters and artists brazenly crashing an uptown soiree, is less effective in a recession that has fewer people feeling rich at all.
“People’s priorities are changing, and you need to establish your new relevance in their lives,” Mr. Gibbs said, adding: “Now we’re going to broaden the audience we’re talking to.”
A broader audience is likely necessary if the brand wants to gain ground on Bacardi-owned category leader Grey Goose. In July, LVMH said that Belvedere neither gained nor lost market share during the first half of the year.
A broader budget might be necessary as well, as a number of brands have ramped up ad spending behind new campaigns in the always hyper-competitive and crowded upscale-vodka category. Those include Ketel One, which embarked on its first-ever TV push this year after being acquired by Diageo, and upstart Effen, which is getting significant investment from Beam Global, which acquired the brand to be its leading vodka entry after losing out in the auction for Absolut, which was acquired instead by Pernod Ricard.
Belvedere cut spending dramatically amid the freefall of 2008 to $5.4 million, but it spent more than $11 million during the year-earlier period, according to TNS Media Intelligence. Mr. Gibbs said the brand would likely boost spending behind the new campaign next year.
The win is a welcome piece of good news for Arnell, which on Monday saw itself removed as digital agency of record for Pepsi’s Sobe brand, and earlier this year suffered a major embarrassment when its pricey redesign of Tropicana’s packaging led to a steep sales decline — and was ultimately dumped by the marketer.
Asked whether Arnell would get a crack at revamping Belvedere’s packaging, Mr. Gibbs offered a quick no.
“This is about a brand platform,” he said, “it is not about packaging at all.”
Euro’s gains
Arnell has significant spirits category experience as the former agency of record for Diageo’s Jose Cuervo tequila brand. It lost that assignment to JWT last summer. “Their work on Cuervo was particularly important,” Mr. Gibbs said. “It means they are grounded in this industry.”
Among the other competing agencies, Euro has successfully expanded its relationship with Beam Global. The agency’s Chicago office handled Effen vodka before Beam acquired it, and it is said to have grabbed additional work on its new client’s Sauza and Hornitos tequila lines, which had previously been handled by Publicis.
It wasn’t immediately clear whether Euro had landed agency-of-record duties on the brand, or if it was merely getting a crack at some project work. A half-dozen phone messages to a Beam spokeswoman seeking comment on the shift were not returned.
~ ~ ~
Rupal Parekh contributed to this report.
Dallas-based TracyLocke hired to market PureVia
08:32 AM CST on Thursday, November 12, 2009
By KAREN ROBINSON-JACOBS / The Dallas Morning News
krobinson@dallasnews
TracyLocke said Wednesday it’s now the advertising and media agency of record for PureVia, a zero-calorie sweetener. Terms of the deal were not disclosed.
The Dallas-based agency is charged with developing a media strategy for the new sweetner.
PureVia is made by Whole Earth Sweetener Co., a subsidiary of Chicago-based Merisant Co., which makes the Equal artificial sweetener. Whole Earth Sweetener and PepsiCo jointly own and market PureVia.
WHAT ARE THE SHARED QUALITIES OF TOP SELLERS?
The Harvard Business School did a study to determine the common characteristics of top salespeople. The evidence they found is clear that most people can be top sellers if they are willing to study, concentrate and focus on their performance. Here are the attributes the study found in highly successful salespeople:
• Did not take “no” personally and allow it to make them feel like a failure. They have high enough levels of confidence or self-esteem so that, although they may be disappointed, they are not devastated.
• 100% acceptance of responsibility for results. They didn’t blame the economy, the competition, or their company for dips in closings. Instead, the worse things were, the harder they worked to make negatives work to their advantage.
• Above average ambition and desire to succeed. This is a key area because it affected priorities and how they spent their time on and off the job, with whom they associated, etc.
• High levels of empathy. The ability to put themselves in the customer’s shoes, imagine needs and concerns and respond appropriately was a habit.
• Intensely goal-oriented. Always knowing what they were going after and how much progress they were making kept distractions from sidetracking them.
• Above-average will power and determination. No matter how tempted they were to give up, they persisted toward goals. Self-discipline was a key.
• Impeccably honest with themselves and the customer. No matter what the temptation to fudge, these people resisted and gained ongoing trust of customers.
• Ability to approach strangers even when it is uncomfortable.
Buy Tickets now for the 2010 Women’s Empowerment Expo Conference. Get group tickets for the 2010 Women’s Empowerment Expo Conference now!
Buy tickets on Ticketmaster.com, the #1 ticketing portal on the web
Vendor booth spaces for The 2010 Women’s Empowerment Expo Conference are still available. Please contact Travis Gales 919 863 4825 tgales@radio-one.com.
Buy tickets now for The 2010 Women’s Empowerment Expo Conference. Radio One of Raleigh presents Women’s Empowerment 2010. Women’s Empowerment & Networking was created in March 1994 in honor of Women’s History Month. The event was designed to enhance the lives of African American women by addressing issues that specifically impact their health, relationship and overall lifestyle. Womens Empowerment is Raleigh’s largest and most anticipated event targeting African American women. Year after year, thousands of women (and men) pack the RBC center for an entire day of education, entertainment and empowerment. Women’s Empowerment is a high energy high profile event that targets women of all ages. This extravagant event has become a tradition for the women of the Triangle as well as surrounding cities. The day is filled with unforgettable performances by national recording artists, impressive vendor displays, informative seminars, a spectacular fashion show and celebrity autograph sessions. This year’s event will feature a Vendor Pavilion that boasts over 90 vendors, a Literary lounge featuring national authors and a Men’s lounge that caters to the men where everything from fashion to the latest technology, gaming, and flat panel televisions for monitoring March Madness and the CIAA basketball games all will be featured throughout the day.
Major sponsors of Women’s Empowerment have included State Farm Insurance and Duke Health Care Systems Burger King, The Proctor and Gamble Co. among others.
Marketing opportunities include but not limited to Title Sponsorship, Corporate Sponsors, and Seminar Sponsors. Customized sponsorships designed to enhance your company visibility within the community are created to meet your goals and desires. Participating in this event will allow you to reach an audience of women and men who are currently seeking to expand, start or improve on their current professional business and personal lives. Women’s Empowerment targets an audience from all walks of life and in all stages of life.
The buying power of African Americans as of 2007 is 845 billion; by 2012 the buying power of African Americans is projected to be 1 trillion. North Carolina is among the top 10 US states populated by African Americans. The buying power in North Carolina among African Americans is 38.5 billion. Among the women 18-54 that is reached by Radio One over 3 billion dollars is spent annually in Metro Area retail stores. Do you really want to miss an opportunity to speak directly to this audience?
If your company is interested in getting a Vendor Booth Sponsorship or Booth Space, contact Travis Gales 919 863 4825 | tgales@radio-one.com.
or More Information Contact:
Travis Gales, Account Executive
Radio One Inc – 919-863-4825
tgales@radio-one.com
