Tuesday, March 5, 2019

#45 How Not to Get Shafted

Issue #45 – Tuesday, March 5, 2019
Posted by Denny Hatch


How Not to Get Shafted!




Compiled by Barbara Harrison

Nobody likes getting stiffed.

But if the economy slips into recession, freelancers will be hearing more and more requests like, "Will you work on spec?" or "Will you do it for a percentage?"

Should you go for it? Or should you take a walk?

Virtually all successful freelancers have what Ernest Hemingway called a "shock-proof, built-in shit detector."

Based on past experience, here's what has activated the detectors of some of America's top freelance practitioners.

On the Initial Contact
"Those one-line letters asking me to 'please send information on my direct marketing services' usually means they're out looking for writers with a vacuum cleaner."  
—Dom Cerulli

"If the letterhead is hand-typed and lacks 'Inc.', you're probably just dealing with an individual. And if you call up the client and get a general answering service, you're dealing with the modern version of a P.O. Box."
—Dennis S. LeBarron

"I get lots of letters asking me to send samples and a price list. They promise to send back the samples (although sometimes it's hard tracking them down). I don't think I've ever gotten a job that way. The referral has to come from a mutual acquaintance."  
—Gil Gabriel

"I don't like to send out samples. I'd rather meet the prospective client, show them my work in person and talk face-to-face. After all, there are people out there who rip off other people's ideas, and some who represent the work of others as their own. It's rare, but it happens." 
Rosalie Sacks Levine

"When a questionable new client says that he's not like the others, that he's different and he's honest, warning lights should go on."
—Dennis S. LeBarron

"When the client says that he usually writes the copy himself, but doesn't have time for this job, I say uh-oh!"  
—Rosalie Sacks Levine

"Beware of clients who confess that they've never been fully satisfied with any creative work ever done for them." 
—Barbara Harrison

"When prospective clients ask me to 'read our materials and give us an idea what direction to go.' I tell them that's what I get paid to do—that I'm a professional, and my ideas are my stock in trade."  
—Rosalie Sacks Levine

"The only time I've ever been shafted was on a job for a friend of a friend with a local business. It was a lead-generating mailing and she didn't get the traffic pouring through her door that she expected. So she decided not to pay me the last couple of thousand dollars. The moral: Don't do work for friends unless you get the money up front."   
—Karen Hochman

"I always ask where the prospective client got my name. I want to be sure it's from a trustworthy source."    
—Ken Scheck

"Stay away from amateurs. If they're not an organization that knows direct mail, you're in trouble right away. If they don't know what you're talking about after the second conversation, there's no way they'll understand the direct mail package when you send it in."  
Paul Goldberg

"A guy once called me up and said, 'I have something so secret I can't even tell you about it. I have to come show it to you.' It turned out to be a voodoo kit. I didn't take the job, and he didn't put a hex on me (at least that I can tell)."  
—Gil Gabriel

"Keep your eyes on the trade press so that you know which companies are in trouble. You may still want to work for them, but you'll know to get at least half up front."  
—Harry Walsh

On the Negotiating Process
"I marvel at cold calls from people who want me to ‘share the risk'—work on percentage and be partners with someone I don't even know, just because they pulled my name out of a directory."  
—Linda Kolker

"I've learned to be careful around the hustler who says, 'If you're so good at what you do, I'll give you a commission instead of a flat fee.' If the client offers you a commission, clearly he has very little capital. And who's going to keep the records? Who picks the lists? The copywriter has no control over a dozen elements that could affect the outcome."  
—Don Hauptman

"Listen to your instincts when a client wants you to do something on spec and names two other top freelancers who are already working for him on spec. I fell for this only once." 
—Dennis S. LeBarron

"If I'm working for someone I know by reputation or referral from a trusted source, or because I've worked for him before, I bill on completion of the assignment. If someone I've never heard of raises his hand, I want at least half the money up front."  
—John Francis Tighe

"When they ask for the 'volume discount,' as though they're giving me ten packages to do, watch out." 
—Pat Farley

"If the client tells you that if you'll do the job for 1/3 less now, there will be plenty more work later on, take this only if you are very hungry."
—Joan Throckmorton

"Sometimes you hear about freelancers who have been hired to do a job and have turned away other work as a result, only to have the client cancel, leaving them high and dry. For that reason I have added a line to my letter of agreement that says, 'Should the project be aborted or postponed, the advance may be forfeited.' That makes them realize that there's a commitment being made when they hire me."  
—Don Hauptman

"I get a reservation fee of $2,500, applicable to the job, to hold a slot in my schedule. Once it's in my bank account, it's never coming out."
—John Francis Tighe

"Be careful with start-ups—especially new ventures from a former sports figure with $10 million and cheap polyester suits. This well-known figure hired me to write a package for an invention of his, and all I got was two autographed copies of his book."  
—Harry Walsh

"Be very suspicious when a client asks for 'just concepts and roughs.' They want the most valuable part—your best thinking and the benefit of your expertise—at a bargain price."  
—Barbara Harrison

"I won't work on just concepts. That's 95% of the value. If I give them concepts, then anyone can write it." 
—John Francis Tighe

"Beware of brain-pickers. They ask a lot of questions but don't deliver any work. You can end up doing in-depth consultations as freebies to freeloaders who don't have the best of intentions."  
—Jerry Gaylord

"If they want to pick my brain, I have a fee for that. And I tell them I'll need a check when I leave." 
—Joan Throckmorton

"Beware of lots of nit-picking in the negotiation stage or of anyone who hesitates over signing a work order. "  
—Pat Farley

"A flashing red light goes off in my head if I'm told that 10 or 15 people have to review my copy. When a whole herd of eyeballs goes over it, the package is sometimes endangered." 
—Ken Scheck

"Always ask how long the approval process will take, because that will tell you how many people are going to be involved. And if the client changes copywriters and designers every two months, beware."  
—Jerry Gaylord

"When you talk budget and they say, ‘Look, money's not important; we don't have any problem with money,' it means they're broke."
—Joan Throckmorton

"When they say, 'Would you like to build something in for revisions,' or 'What is your hourly rate for revisions?' take them very, very seriously in your pricing."   
—Dick Jordan

"I have a client who always took me out to a nice lunch. The last time I saw them, they sent out for sandwiches. Maybe that's a sign."  
Len Berkowe

On Work in Progress
"Use email! After a meeting, sum up what was discussed (including prices and due dates) and email it to the client. Some freelancers are uncomfortable with the business end, but even if you email a short note, it spells out what they—and you—have agreed to. You might also negotiate a 'kill fee.' If a client doesn't want to go further, at least you haven't done the work for nothing." 
—Jerry Gaylord

"If they won't take the time right in the beginning to fill out my questionnaire, that's a warning sign."  
—Don Hauptman

"I was stiffed once by a client (although I didn't realize it at the time) who planned to pay me out of what they took in by direct mail. To help them save money on models, I even posed for the pictures in their brochures. That should have been a warning right there!"  
—Dom Ceruili

"I knew I was in trouble when the client mentioned all the expense he was incurring by installing new computers in his office. He made it clear he was spreading himself thin. He ended up killing the project and wouldn't pay the balance of the fee. All I got was the advance."  
—Linda Kolker

"Watch out when the client doesn't have an idea where he wants to go. They'll throw a lot of material at me and give no direction, expecting me to do the marketing for them." 
—Len Berkowe

"Be wary of clients who keep rejecting what you do by saying, 'You're close,' or 'You're almost there.' At the same time, watch out for clients who react too fast—without changes you’re your outline or proposal; they may not be paying enough attention and they'll make changes later."  
—Pat Farley

"About 12 years ago, the editor wanted me to present my copy to him personally. But when I got there, I there he “couldn't see me.” An assistant offered to take my copy and said he'd call me later. I remember thinking, “Don't hand this over to them. There's something not right about this.” I ended up getting stiffed. I suspect they ran out of money while I was working on it and just let me keep working."  
—Ken Scheck

"I only deal with the big guys. And I have really good lawyers."
—Martin Davidson

"I once had a client with loads of gold chains around his neck. He was very slippery, and I made sure to get 50% up front. Every hair on my body was standing on end, expecting payment to be a problem, and it was. The moral? Gold chains dripping off their necks is usually a bad sign—unless you can get them as collateral!   
—Richard Armstrong

"I once had a client balk at paying for revised lay-outs and copy—after making substantial changes in the format and the offer. 'It wasn't as if type had been set,' the client insisted. Instead, he dismissed the copy and design done so far as 'just ideas.’ ” 
—John Clark Lefton

"I once did a small job for a fellow who was the middleman, and he had to be paid by his client before he could pay me. He promised to pay me the $3,500—and had the best of intentions—but he died."  
—Richard Jordan

"Freelancers who get screwed should tell each other about it. Clients think we're a secretive bunch in competition with each other, but we have to let them know that we do talk."  
—Todd Weintz

"Hank Burnett told me a story that went something like this: He had tried everything he could think of to get a client to pay him without success. Finally Hank said: 'Well, I guess I'll just have to send your name along to the freelancers' blacklist.' The guy paid up like a shot."
—John Francis Tighe

"If you can't extract payment any other way, here's an idea. I had a client who owed me $16,000. The secretary accidentally gave me his home phone number, so I called him every morning at 5:30 a.m. until he paid."
—Paul Goldberg

“I was once hired by the marketing director of a publishing company for whom I had written two long-term controls that continued to bring in orders. The project: the launch of a magazine not yet fully formed in the publisher’s mind. I agreed to write and design a direct mail package. When I turned it in, he said, “We’ve made a number of changes in the magazine, and I want you to incorporate them.” I did what he said, delivered the work, and was told they decided not to publish. Sorry for the inconvenience. I said: “Remind your boss that he is currently mailing two control packages written and designed by me. I never signed a work-for-hire-agreement with you people, so I own all rights to everything I have ever written and designed for you. Tell your boss if you do not pay me for the work done (and pay my artist for her design) I will withdraw your rights to mail the two control packages. They paid right away."
—Denny Hatch

"You own everything you write and design from the moment it leaves your head and is committed to paper or a digital file. The two exceptions: you don't own it if you are on salary and are writing/designing for your employer or if you signed a 'Work Made for Hire' agreement."
—Denny Hatch

Some Final Thoughts
"We don't call it 'freelance.' We tell our clients we're 'fee-lance.’ ”
—Bob Singer

"Trust your instincts."  
—Richard Armstrong

"An old Chinese philosopher once said, 'If you fool me once, shame on you. If you fool me twice, shame on me.’ ”  
—John Francis Tighe

"If all else fails, hopefully you’re married to someone with a real job."
—Dennis S. LeBarron

--###--

Word count: 2,267


 From Barbara Harrison
(recently retired) to DH
“Somewhere I have a bio but at the moment I cannot put my hands on it. It said something about my 40+ years writing powerful, profitable direct mail packages for publishers of books, magazines, consumer newsletters (including many successful launches) as well as major mailers of continuities and collectibles from coins to jewelry. My specialty is grabbing the reader’s attention quickly and making him realize he’s always wanted/needed/been curious to learn more about whatever it is my client is selling. I have been very fortunate to work with the smartest, best mailers and many of the leaders in our industry, and — following the advice compiled in this article — I have never been stiffed. Not once. —BH

Tuesday, February 26, 2019

#44 A Sales Pitch That Started with a Delicious Short Story



Issue #44 – Wednesday [DATE] 2019
Posted by Denny Hatch


A Sales Pitch That Started
With a Delicious Short Story

 NOTE: Don't try to read the tiny type on this envelope. I have retyped it for easier reading below. This is the start of the short story.

Above is the 6” x 9” outside envelope that I received many years ago.
     The offer was for Predictions, a financial newsletter published out of Boca Raton, Florida. I’m a bit hazy on who the publisher was—either Lee Euler or Joel Nadel.
     I received this mailing only once—or maybe twice—so it could not have been a huge success. But, in the words of Arizona direct marketer and Harley-Davidson aficionado “Rocket Ray” Jutkins
     There are no failures; only lessons.
     Besides, for sheer fun, this effort ranks as a dandy short story… as well as a misbegotten sales letter.

Here is the teaser copy on the envelope above:

THE 100% GUARANTEE

a short story by
John B. Palmer


Chapter One

   The letter that started it all arrived in Joel Adler’s mailbox on a cold Saturday morning a few weeks before Christmas. It was an ordinary-looking blue envelope, no return address, sandwiched between a copy of Time and a handwritten letter from Joel’s son Tim, a college senior, undoubtedly asking for money.

   Joel sorted quickly through the mail, found nothing that riveted his attention, and turned back to the morning paper. “QB Hurt: 49ers Super Bowl Hopes Plunge,” screamed the banner headline on the sports page. “I’ll have to remember that for the football pool,” Joel thought.

   Perhaps it was the Super Bowl reminder that caused Joel’s glance to shift to the little blue envelope... for it was then that he noticed the line printed discretely on the envelope just to the left of his name:
“SUPER BOWL WINNER: 100% GUARANTEED. $1.”

   Now intrigued, Joel ripped open the envelope. Inside he found only a very short letter, which, in its entirety, read as follows:

Dear Sir:
   The winner of next month’s Super Bowl game is known to me. For the sum of one American dollar in cash, I will reveal the name to you. If the team I name does not win, your dollar will be returned within 72 hours and you will never hear from me again. —Balthazar Balash

   Well, as you can imagine, Joel was hooked. “What’s this guy’s gimmick,” he wondered. “He can’t be making any money at a dollar a clip.” Joel extracted his wallet, removed a wrinkled one-dollar bill, inserted in the reply envelope and tossed it in the outgoing mail basket.

   Shortly after New Year’s, another little blue envelope arrived at the Adler household. The letter inside read as follows:

                                    (continued inside)

Letter continued from the envelope front in typewriter (Courier) font:

Dear Sir:

The winner of the Super Bowl game will be the San Francisco 49ers. —Balthazar Balash
Of course Joel didn’t believe a word of it. But the office betting pool was a small one. And even when he pocketed his winnings, following San Francisco's dramatic upset victory, he hardly thought about the little blue envelope.

A few weeks later, the next blue envelope arrived.
Dear Sir:
The winner of next month’s election for Prime Minister of France is known to me. For the sum of five American dollars in cash, I will reveal the name to you. If the candidate I name does not win, your five dollars will be returned within 72 hours and you will never hear from me again. —Balthazar Balash

     Joel had little interest in French politics, but he was sufficiently intrigued to risk five dollars to see what would happen.
     What happened was what the newspapers called “Stunning Upset in French Vote.”
     “Boy,” thought Joel to himself, “I could have made a bundle betting on that one. Wonder what’s next.”

     Next came a blue envelope guaranteeing the winner of a basketball playoff game — for $10. Joel made a few side bets at the office, and then made a pleasant profit when the prediction came true.

     After the fourth prediction — for $25 — the surprise winner of a big mayor’s election — Joel was baffled, confused, and even more intrigued. He felt the need to talk things over with his old friend Jay Sampson.

     “Jay, as a commodity broker, you’re in the prediction business yourself. What do you make of all this?”   
     The broker puffed on his pipe thoughtfully. “Look, Joel, you know as well as I that no one can see into the future. It’s just a gimmick of some kind.”
     “Maybe so,” Joel replied, “But you’ve got to admit that four upsets in a row is pretty darn good.”
     “Or pretty lucky. I’d like to see this Balash character try to predict something in my racket.”

     “Then take a look at this,” said Joel, tossing a blue envelope onto the broker’s desk.
     “Fascinating,” said Jay. “For a mere fifty bucks, he will tell you whether the price of gold will be higher or lower on June first than on May first. Are you inclined to take the risk?”
     “Well, uh, I already have. Here’s his answer.” The familiar blue sheet had only one word on it: “Higher.” Joel smiled sheepishly. “I, uh, thought I might sell that mutual fund on May first and, well, buy some gold.”
     The June 1 closing fix on gold in London was $22.50 higher than the May 1 close.

     And the next four predictions, which cost the new partnership of Adler and Sampson $100, $250, $500, and $1,000 respectively, were equally surprising and equally correct. The two men, who had made quite a bit of money in investments and side bets, were utterly mystified.

     “Look,” said Jay at one of their weekly lunches that fall, “I know I said I didn’t believe in magic. “But, well look — this Balash has made nine correct predictions in a row, and at least seven of them were big surprises. The odds against that are astronomical.”

     Joel readily agreed. “Unexplainable things do happen all the time. I don’t know if it’s what they call a miracle or what. I just know that I’m darn well convinced.”
     “I’ve got to admit that I am too,” said the broker. “In fact, I can hardly wait for prediction number ten.”
     “Then have a look at this,” said Joel. “It came in the morning mail.”  The blue sheet read as follows:

Dear Sir:

On September 27, there is a fight for the WBC heavyweight championship of the world. The winner is known to me. I will sell you that name for the sum of one million American dollars in cash. If the fighter I name does not win, I will refund your one million dollars within 72 hours.
                          —Balthazar Balash

     The two men looked at each other long and hard. Then, as one, they whipped out their pens and started calculating. “If I re-mortgage the house...” “I’ve had an offer on that land in Hawaii.”  “I can put together a syndicate —- I know Gustafson and Whitman would go for it...”

     And so it went. Within a week, the syndicate had been formed. One million dollars to buy the name of the winner, and four million more to place the bets discreetly at Las Vegas and London bookmaking parlors.
     The huge sum of cash was transmitted, and two weeks before the fight, the blue envelope came.
     The syndicate gathered in Jay’s office to open it. Joel was the first to speak. 
     “It’s Walker,” he shouted. “Walker —- the four-to-one underdog. That means sixteen million dollars, gentlemen. Sixteen million dollars!”

Chapter Two
Walker lost.

Chapter Three
The money was never returned.

Chapter Four
Final Report: The Balthazar Balash Case
Investigative Unit, Los Angeles Police Department

     Based on records found in the apartment abandoned by Balash the day after two parcels containing $1 million cash each were sent to his Post Office box, the method used was as follows:

     Initially, Balash sent out enough sales letters to produce at least 1,024 responses. Half of these customers (512) got a letter predicting that San Francisco would win the Super bowl. The other 512 got a letter predicting that Cincinnati would win. When San Francisco won, he used the money sent in by the 512 winners to make refunds to the 512 losers.

     Next, for the French election, he sent one candidate’s name to 256 of his remaining customers and the other name to the other 256. Again, he paid off the losers with the money sent by the winners.

     Now he had only 256 customers left. 128 got the name of one basketball team, 128, the other. For the mayor’s election, 64 people were sent each name. For the gold prediction, 32 people were told “higher” and 32 were told “lower.”

     And so it went, right down the very last prediction, when he had only two customers left. Each of these customers had been given, by the luck of the draw, nine correct predictions. They were well and truly hooked. Of course they didn’t know that there had originally been 1,022 other clients.

     One customer (an Arab oil sheikh) was given one fighter’s name for a million dollars, and the Adler syndicate was given the other fighter’s name for another million. The Arab presumably is quite happy now, and so, we may assume, is Balthazar Balash, who disappeared with two million dollars in cash, and can almost certainly never be traced.

Conclusion:
In the business of predicting the future, some people may be quite good indeed —- but there’s no such thing as a 100% guarantee.

     Anyone investing in the advice of predictors is hereby advised to act cautiously.

-----------------------------------

Dear Fellow Investor,

Now that I have your attention, I would like to recommend that you very cautiously make a modest investment in the services of some of the best investment predictors in the world today.

There is a new, inexpensive but extremely powerful investment advisory service called, simply, PREDICTIONS: SPECIFIC INVESTMENT FORECASTS AND RECOMMENDATIONS FROM THE WORLD’S TOP FINANCIAL EXPERTS.

Blah.... blah.... blah...

Takeaways to Consider
• When I received first received this letter, started reading the envelope and wondered where this thing was going.

• I got intrigued by the story all the way up to the end and the salutation, "Dear Fellow Investor," and the two paragraphs that followed.

• I remember being simply delighted at finding such a nifty piece of prose in my mailbox. I put the letter down to think, for a moment, about the two guys who had bet the ranch and wondered whether I would have fallen for the same ruse. (I wouldn’t have.)
        
• The point is, I put the letter down!
        
“As a sometime angler, I remembered a fishing trip to Maine when we used dry flies with barbless hooks. Unless you kept up the tension all the way to the net, you lost the trout. Try it. You should feel the same sort of tension when you write and when you read a letter.  If not... reel in the slack.” —Freelancer Malcolm Decker

• I urge you to always remember Mal Decker's barbless hook when you are creating an email or a direct mail letter.

• If your prose suddenly goes slack and it is laid aside, chances are good it's dead.

• A letter or email is an interruption to the normal daily routine—just like a baby crying, a dog barking, a phone call or the doorbell ringing. An interruption of that interruption is usually fatal to the sale. Chances are the mailing will be left on the table unread and then gathered up with the sports pages and tossed in the recycling bin.

• Or—if an email—Delete will be clicked.

My opinion: The Balthazar Balash letter is wonderfully written. A hoot. But, clearly, the overpowering message left with the reader is that you are going to get screwed over by anyone who claims to be able to predict the future.

• So, while The 100% Guarantee is a spectacular piece of prose, it negates the entire concept of the product being sold. It is cute; it is clever. But it ultimately craps on concept of spending money with someone who says he can predict the future.

• Compare this letter to Bruce Ritter’s fundraiser for Covenant House that tells the story of the three kids showing up at his front door. It was a dandy short story—far shorter than the Balthazar tale—and Ritter was able to make an easy, logical segue into guilt and why you should give money to Covenant House.

• Not a single benefit to the reader is expressed anywhere in this 1,447-word short story about the Balthazar Balash scam.

• It’s creepy.
        
• “Your job is to sell, not to entertain.” —Jack Maxson, freelancer whose elegant prose put Brookstone’s Hard-to-Find Tools catalog on the map.

###

Word count: 2,125

Wednesday, February 20, 2019

#43 How a Successful Direct Marketing Business Was Destroyed

Issue #43 - Wednesday, February 20, 2019 

Posted by Denny Hatch

http://dennyhatch.blogspot.com/2019/02/43-how-successful-direct-marketing.html


How a Successful Direct Marketing
Business Was Inadvertently Destroyed

 

 
My first wild success in business, how it was
trashed and why I was fired six months later.
In the mid-1960s I was hired as a (very) junior copywriter by Grolier Enterprises in New York—a division of the publisher of Encyclopedia Americana.
     Grolier Enterprises' main business was a hugely profitable children's club selling hardcover Dr. Seuss books by mail. It's unique business model: reaching out to parents and children through teachers in elementary school classrooms. 
     The company was run by four dynamos. Founder and CEO was Elsworth Howell, whose real love was publishing dog books and  judging Westminster dog shows in Madison Square Garden.

Elsworth Howell (left) awards the blue ribbon to Ch. Carmichael's Fanfare, 1965
 
The other three members of this high-powered quartet were: Vice President Bob Clarke, who had worked his way up from the Grolier mail room (a fact Howell never let him forget); VP Marketing Ed Bakal, a rough-hewn ex-WWII paratrooper; and Creative VP Lew Smith, the low-key marketing and copy genius who hired me and was my first great mentor.
The Competition
Grolier's main competitor was Scholastic Magazines also selling children's books via teachers in classrooms. Scholastic's offer: inexpensive children's paperback books for 25¢—roughly 1/10th Grolier's price for a hardcover Dr. Seuss book.
 
Enter an Underfunded Entrepreneur
 

Using the Scholastic paperback model, a guy named Joe Archy tested the Willie Whale Book Club offering paperbacks to kids via classroom teachers. Grolier's Howell watched Willie Whale grow and liked what he saw. He contacted Archy and said he was interested in buying him out. They signed confidentiality agreements. Stupidly, Archy laid out his entire business plan and results for Howell to study. Howell then told Archy that he had decided not to buy Willie Whale.
     Whereupon Howell launched the Peter Possum Book Club offering children's paperback books.
     Archy sued Howell and Grolier.
     Archy lost.
I was Peter Possum.
Brand new to direct marketing, I was handed the book club to launch from scratch and to run: 
• All titles were to be 64 pages, 5-1/4" x 7-3/4".
• All titles must be in the public domain. These were the books of dead authors and illustrators whose copyright had run out. Howell was not about to pay royalties.
• Cost per book: 35¢.
• This was a higher price than the competition. However...
• All books could be in full color throughout—absolutely stunning, elegant classics compared to the dreary black-and-white Scholastic and Willie Whale editions.
Center Spread, Beauty and the Beast by Walter Crane (1875)

• For every five books ordered, we included a free book for the teacher's classroom library—or to be used as free giveaways to the children of families too poor to afford buying books of their own. Nobody was left out. 
Unique Cover Design
Money was saved by not varnishing the covers. The collateral damage was that ink from the unvarnished cover illustrations would get on readers' fingers, resulting in smudges, not only on the covers but also on the inside pages. The inventive solution: elegant white covers with small a full-color image centered and out of reach of kids' inky little fingers.

I was expected to do everything—find royalty-free books, get them redesigned and into production, write and design the mailing pieces, decide on lists of teachers and work with Grolier's mail production wizard mike Chomko, count orders (if any), tally up money and set up fulfillment procedures.
      A direct mail virgin, I quickly became expert in copyright law and 19th century children's artists. I charged forth, running all over New York buying up vintage out-of-copyright children's books from second-hand bookstores. I was on the lookout especially for the great illustrators of the past: Beatrix Potter, Walter Crane, Edward Lear, L. Leslie Brooke, Gustav DorĂ©, Louis-Maurice Boutet de Monvel, and John Tenniel.
     God, how I loved learning to be an entrepreneur!
     Every time I found myself in over my head—which was often—I would cry out for help. One of the four partners would immediately clear his desk, sit me down, talk me off the edge, through the problem and then send me on my way.
     I can say those three months were the greatest, most fun time I ever had in business. I earned what had to be the equivalent of an MBA in direct mail marketing, book club management, copywriting, book production, product fulfillment and working with a team to oversee a complex business model.
Wow-eee!
Test mailings went out and I discovered the orgiastic thrill of direct mail success. Every day giant canvas bags of business reply mail from the Post Office—filled with thousands of book orders and mountains of cash—piled into the mailroom.
     Some of the orders contained hand-written raves from deliriously happy teachers.
     Peter Possum was an unequivocal, raging Win! Win! Win!
     The four partners, my editor Roberta Sewell, designer Gil Evans, the production team—indeed everyone in the company—were positively giddy.
     When Peter Possum was offering nine titles, each cover was large and easy for parent and child to evaluate; the descriptive copy was in a readable font.


Management Squashes Denny
Instead of allowing me to start making real money for the company by rolling out nationally with this hugely successful test that offered nine beautiful books, the four partners ganged up on me and radically changed the deal. They told me:
• More is better.
• Find 15 more titles for a total of 24.
• The covers were now to be solid colors and varnished.
     I said, "Yeah, but don't we want to mail the original mailing against the new one?"
     I was shot down. "We've been successfully selling into this market for ten years. We know this business. We know the people. We know what works. The more titles the better. Color covers work better. Do as we say."
     And oh, by the way, I was ordered to start a second book club with another 24 titles for the next higher grade levels.
     I was young and inexperienced. This was my second job after two years in the Army. Next to their decades of experience, I did not know squat.
Yet everything I was ordered to do felt all wrong, looked wrong and didn't make sense!
     I grimly soldiered on, crazed and working 14 hours a day, seven days a week. My then wife left me. What had been beautiful, easy-to-read mailing brochures to teachers, parents and kids were turned into multi-colored hodgepodges of unreadable tiny mousetype, teeny book illustrations with all the charm and warmth of a sheet of World War II ration coupons or S&H Green Stamps.

Peter Possum bombed. Big time.
So did Gold Mine Book Club for older kids, with its  24 "brand-new" public domain titles.
     The mentor and advocate who hired me, Lew Smith, left to become Lester Wunderman's creative director and executive vice president.
    The fat little toady who replaced Lew immediately brought in his favorite out-of-work hack copywriter.
     I was fired with two weeks pay.
     Sixty years later I am grateful to these wizards for what they taught me and allowed me to do. At the same time I am still mightily pissed off at how they destroyed Peter Possum and denied generations of children from turning into avid readers by experiencing these glorious books!
Hard-wired into my DNA: These Direct Marketing Rules!
• If you have an idea for a product or service, DO NOT sign a confidentiality agreement with a shyster and then lay bare all your proprietary data hoping the son-of-a-bitch will buy you out. Chances are he won't.
• Let your people own their jobs.
• Never abandon a successful control for something different because you're bored and think you know best.
• The Nutsy Fagan "more-is-better" dictum thrown in my face is akin to the marketing concept: "Hey, if Book-of-the-Month Club is wildly successful, let's scrap it and start a Book-of-the-Week Club!"
• The marketplace will tell you what it wants; you don't tell the marketplace.
• Test away from a successful control s-l-o-w-l-y.
• Always back-test.
• Always set aside at least 15% of your marketing budget for testing.
• Even if you're the new kid on the block, have the cajones to fight like hell for what you know in your gut is right.

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