(Campaign Via Thomson Dialog NewsEdge) MTV and Metro are seen and read by global audiences. But their sales chiefs explain it's their local market experiences that give them the edge for advertisers.

KEVIN RAZVI - EXECUTIVE VICE-PRESIDENT AND MD, VIACOM BRAND SOLUTIONS, MTV NETWORKS INTERNATIONAL

- How strong has your sales performance been so far this year, and what is driving this?

The MTV Networks International brands have had their strongest year to date. Our key local operations are outpacing their own markets, our centralised international sales operation is showing double-digit growth and our digital sales are well above expectations.

- What is the best solution you have created for an advertiser in the past year?

I think that's for the advertiser to judge. The global and multi-market deals only happen if we can create something that wouldn't be offered on a local-only level and is accountable when the deal ends. The fact that companies such as HP, Sony Ericsson, Unilever and Swatch have ramped up their 2007 projects with us shows that what we create works.

- How complex is it to put together global/multi-market deals?

Closing these deals is more akin to an international agency pitch than a day-to-day media negotiation. You've got to really get to grips with the advertisers' marketing objectives, create a unique solution, sell it into different parts of their international structures ... and then get you into the push and shove of trading.

- How does your sales operation work? Where is it based and why?

We've got more than 500 international sales professionals around the world with local sales operations in more than 30 countries. In parallel with the local sales teams, we've got multi-market teams based in New York, Miami, London and Singapore servicing clients at an international level. I use the word 'based', because the international hub approach means they spend around half their time with advertisers outside those four centres.

- In which markets are your products sold and how do you make it available to consumers?

With our key international brands, MTV, Nickelodeon, VH1 and Comedy Central, we're seen in more than 160 countries and available through numerous digital platforms.

- Is it an advantage to have customers (buyers) who can watch/read your product?

Yes. While there's been a degree of commoditisation in some of our largest markets, there's no doubt that having strong brands centred on world-class content resonates with customers.

- What do you think distinguishes what you are selling against other products you are up against?

Our TV and online brands are all unique. I can't think of many media operations that have got the combination of a strong local performance and a significant international sales operation like ours. The ability to conceptualise partnerships with clients centrally and execute them locally is another advantage.

- How much time do you spend on planes?

A fair bit. But, to be honest, the planes are fine, it's the airports that drag you down. Two-hour check-in times, endless queues, squeezing your toiletries into a freezer bag and one piece of hand luggage aren't compensated for by a free pair of socks and some hand lotion that you'll never use.

- What would you like to be doing if you weren't in your current job?

Probably wondering why I wasn't doing this job.

- What are your interests outside work?

Not travelling and the occasional trip to AFC Wimbledon to try to kid myself that non-league football isn't that bad.

ALISTAIR BALLANTYNE - HEAD OF GLOBAL SALES, METRO INTERNATIONAL

- How strong has your sales performance been so far this year, and what is driving this?

We are 25 per cent up year on year - this has been down to the global sales team working its socks off.

- What is the best solution you have created for an advertiser in the past year?

It's difficult to name one - a series of campaigns we delivered for Swatch using musical and scented newspapers across three continents; and our Canon Powershot campaign, which has been shortlisted for numerous awards. The best is yet to come - watch this space.

- How complex is it to put together global/multi-market deals?

Unlike other global print media owners, at Metro, we own the majority of our markets, so it's straightforward - a very strong global network and reach makes us the largest newspaper in the world.

- How does your sales operation work? Where is it based and why?

It's divided into creative, sales and project management. Our creative and project management team are all from non-print backgrounds, which ensures our response to client briefs include in-paper, online, outdoor and TV solutions. The sales team is split in two: London and overseas London is at the heart of international advertising decision-makers for both teams - therefore, we base our team in London.

- In which markets are your products sold and how do you make it available to consumers?

Metro is distributed in 23 countries and has a worldwide readership of 23.2 million every morning; distribution is in high-commuter urban areas; 60 per cent racks, 40 per cent by hand; distribution stops at 9am, ensuring we choose our readers - not the other way around.

- Is it an advantage to have customers (buyers) who can watch/read your product?

Absolutely - 99 per cent of our customers read our product every morning.

- What do you think distinguishes what you are selling against other products you are up against?

Targeting through engagement, participation, creativity and accountability - it's these four cornerstones that make up our response to agencies and clients. For example, we can distribute shampoo samples to blonde women via hand distributors in the city district of New York tomorrow - you can't get more targeted than that!

- How much time do you spend on planes?

My wife would say too much, I would say not enough.

- What would you like to be doing if you weren't in your current job?

Producing film documentaries with my very talented brother.

- What are your interests outside work?

My wife, our six-month-old daughter and my friends.

Copyright 2007 Haymarket Business Publications Ltd, Source: The Financial Times Limited

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